oklahoma state university college of education handbookoklahoma state university college of...

Rev. 8.2008 College of Education Handbook 1

Oklahoma State University College of Education

Handbook Revised August 2008

Table of Contents

Section I: College Structure and Goals

A. Description B. Mission Statement C. Statement on Diversity D. Strategic Plan

1. Core Values 2. Goals, Critical Success Factors, Objectives, and Strategies

E. Organizational Chart 1. College of Education Organizational Chart with Positions 2. College of Education Organizational Chart with Names 3. School of Applied Health and Educational Psychology Faculty Chart 4. School of Educational Studies Faculty Chart 5. School of Teaching and Curriculum Leadership Faculty Chart

F. Shared Governance 1. Purpose 2. Guiding Principles of Shared Governance 3. Leadership Team Configuration 4. Standing Committee Configuration 5. Standing Committee Representation 6. Election of Representatives and Implementation Timelines 7. Shared Leadership Communication

G. Staff Action Team H. Professional Education Council I. Student Committees J. College Administration

1. Dean and Director of Professional Education 2. Associate Dean of Undergraduate Studies and Assessment, and Director of

Student Academic Services 3. Associate Dean of Graduate Studies and Research 4. School Heads 5. Associate School Heads

K. Administrative Position Search Procedures 1. General Procedures 2. Search Committee 3. Interview and Selection Process 4. Guidelines for Hosting Administrative Candidates on Campus


5. Policy for Recruitment Expenses of Administrative Candidates 6. Procedures for Covering Recruitment for Administrative Candidates 7. Payment of Expenditures for Administrative Candidates during the visit

Section II: Academic Programs

A. Academic and Curricular Processes 1. Timelines 2. Development and Modification of Courses and Programs

B. Policy on Accreditation Section III: Faculty

A. Appointment, Reappointment, Promotion and Tenure 1. Faculty Appointment 2. ARPT Documents 3. Appraisal and Development Program

B. Faculty Workload Guidelines 1. Faculty Roles and Responsibilities 2. Class Assignments 3. Office Hours 4. Load Policy

C. University/College/Department Service D. Outside Activities E. Sabbatical Leave Policy

1. University Policy 2. College of Education Procedures 3. Sabbatical Leave Conditions 4. Special Circumstances 5. Sabbatical Project Goal(s) and Expected Results 6. Sabbatical Leave Location 7. Sabbatical Project Description 8. Sabbatical Leave Financial Assistance 9. University Obligations while on Sabbatical Leave 10. Sabbatical Project Report

F. Adjunct Faculty 1. Initiating and Terminating Adjunct Appointments

G. Emeritus Faculty H. Endowing Chairs and Policies I. Faculty Development Policy

1. General Expectations 2. Provisions for Faculty Development 3. Initiatives


J. Faculty Position Search Procedures 1. General Procedures 2. Search Committee and chair 3. Interview and Selection Process 4. Guideline for Hosting Candidates on Campus 5. Policy for Recruitment Expenses

K. Procedures for Covering Recruitment Expenses 1. Advertisement of Positions 2. Travel arrangements and Hotel Accommodations

For Candidates 3. Payment of Expenditures during Visit

Section IV: Students

A. Mission of Student Academic Services B. Academic Advising C. Scholarships and Assistantships

1. Scholarships 2. Assistantships

D. Mentoring of Students E. Academic Appeals Process F. Contact Personnel

Section V: Facilities

A. College of Education Accommodations B. Willard Policies and Procedures

1. General Space Use and Allocation Philosophy 2. Office Space 3. Willard Room Scheduling 4. Available Rooms 5. Building Access 6. Contact Personnel

C. Colvin Center Policies and Procedures 1. Building Access 2. Display Cases & Keys 3. Classroom and Conference Room Scheduling 4. Contact Personnel

D. Duplicating and Mail Services 1. Policies and Procedures 2. Contact Personnel

E. Telephone Access and Usage 1. Telephone Usage 2. Emergency and Non-emergency Numbers 3. Academic Building Emergency Numbers 4. Academic Building Emergencies


Section VI: Technology A. General Information

1. Purchasing 2. Personal User IDs 3. Electronic Mail

B. Technology Support 1. Computer Support Requests 2. Priority System 3. Educational Technology Center (ETC) 4. COE Website 5. Technology Training 6. Contact Personnel

C. Classroom Technology Available 1. Standard Classrooms 2. Special Classrooms 3. Seminar Rooms 4. Equipment Available for Faculty Checkout

D. Colvin Center Technology 1. Contact Personnel

E. Other Computer Labs Section VII: Office of Education Extension

A. Policy and Procedures 1. Mission 2. Services 3. Contact Personnel 4. Education Extension Credit Course Proposal

Section VIII: Office of Graduate Studies and Research (GSAR)

A. Graduate Studies 1. Mission 2. Staffing 3. Graduate Programs 4. New or Modified Programs 5. Contact Personnel

B. Research 1. Mission 2. Proposal Submission Protocols 3. Staffing 4. Proposal Submission Procedures 5. Facilities and Administration (F&A) Costs 6. Contact Personnel


Section IX: Office of Development A. Purpose B. Policies and Procedures C. Contact Personnel

Section X: COE Business & Finance Office

A. Procedures for Processing Priority Items 1. Priority Items 2. Contact Personnel

B. Procedures for Out-of-State and Out-of-Country Requests and Reimbursements and In-State Travel Reimbursements

1. Out-of-State and Out-of-Country Requests and Reimbursements 2. In-State Travel Reimbursements 3. Examples and Reminders

C. Certification of Designated Lodging Section XI: OSU Policies to Reference

A. OSU Faculty Handbook http://osu.okstate.edu/acadaffr/aa/PDF%20Files/osufacultyhandbook.pdf -

B. General University Policies https://stillwater.sharepoint.okstate.edu/Policies/Shared%20Documents/Copyrightable%20Intellectual%20Material.pdf

C. Academic Policies http://osu.okstate.edu/acadaffr/aa/PDF%20Files/sumofpolicies.pdf

Section XII: Appendices

A. Professional Education Council Policy and Goals B. Staff Action Team Bylaws C. Centers and Clinics

1. Center for Aviation and Space Administration 2. Reading and Mathematics Clinic 3. Oklahoma Center for School Business Management 4. Counseling Psychology Clinic 5. School Psychology


Section I: College Structure and Goals

A. Description of the College The OSU College of Education (COE) is home to more than 3,000 students and approximately 100 tenure track faculty. The COE offers programs in the following areas: School of Applied Health and Educational Psychology

• Athletic Training • Health Promotion • Physical Education • Counseling • Counseling Psychology • School Counseling* • Educational Psychology* • Health and Human Performance • Leisure Studies • Therapeutic Recreation

School of Educational Studies • Aviation and Aerospace Education* • Educational Technology • School Library Media Specialist* • Higher Education* • Research and Evaluation* • School Administration • Social Foundations • Educational Leadership • College Student Development

School of Teaching and Curriculum Leadership • Elementary Education* • Curriculum Studies* • K-12 Education* • Secondary Education • Special Education* • Reading/Literacy Education* • Occupational Education*

* Programs also are offered at OSU-Tulsa Willard Hall, on the Stillwater campus, is considered home to the College of Education although faculty members also are housed in the Colvin Center Academic Wing and at


OSU Tulsa. One of the most diverse colleges on campus, the College maintains eight national accreditations and five centers and clinics in the areas of aviation and space administration, school business management, reading and mathematics education, school psychology, and counseling psychology. In addition, the College maintains the following national accreditations: National Recreation and Park Association/American Association for Leisure and Recreation American Psychological Association Commission on Accreditation of Allied Health Education Programs Commission on Accreditation of Athletic Training Education Council for Accreditation of Counseling and Related Educational Programs Federal Aviation Administration National Association of School Psychologists National Council for Accreditation of Teacher Education

B. Mission Statement The College of Education, a community of scholars, prepares and develops professionals who facilitate life long learning and enrich quality of life for individuals in diverse settings. The college leads in the generation of knowledge in our professional areas and advances professional development through teaching, research, and outreach.

C. Statement of Diversity


Statement on Diversity and Inclusion. The College of Education is committed to the promotion and affirmation of diversity in the broadest sense. We highly value the dignity and worth of individuals inclusive of their gender, race, ethnicity, nationality, sexual orientation, age, physical and mental abilities, religious beliefs, socioeconomic class, and other identities. Valuing diversity also extends to diversity of thought and perspective. We promote and create a dynamic community for personal transformation and social change with an atmosphere of respect and trust in which individuals explore, discuss, and express their beliefs with one another.

D. Strategic Plan

The College of Education will become one of the recognized leaders for education-related academic programs in the United States, and will contribute significantly to the educational and career accomplishments of Oklahoma’s people. To accomplish this, the College of Education will:

• Be a recognized leader in the higher education community; • Be a model of a culturally diverse, intellectually stimulating and dynamic

community; • Advance knowledge and practice through creative and critical inquiry; • Educate students to be lifelong learners, intellectually and ethically prepared to

serve and lead in an increasingly complex, global society; • Be a model for collaboration and cooperation; • Meaningfully engage constituents through advocacy and outreach; • Be recognized for the generation of knowledge through research; • Be a champion for innovation and leadership in teaching and learning; • Be the college of choice for those who aspire to careers in our professional areas

of study; and • Provide leadership to improve the quality of life in the State of Oklahoma.

D–1 Core Values

Excellence -We seek excellence in all our endeavors, and we are committed to continuous improvement.

Intellectual Freedom – We believe in ethical and scholarly questioning in an environment that respects the rights of all to freely pursue knowledge.

Integrity – We are committed to the principles of truth and honesty, and we will be equitable, ethical, and professional.

Service – We believe that serving others through outreach is a noble and worthy endeavor.


Diversity – We respect others and value diversity of opinions, freedom of expression, and other ethnic and cultural backgrounds.

Stewardship of Resources – We are dedicated to the efficient and effective use of resources. We accept the responsibility of the public’s trust, are efficient and effective stewards of our resources and are accountable for our actions.

Collaboration – We believe that collaborative relationships in which all participants have a voice enrich the academic and professional environment.

D-2 Goals, Critical Success Factors, Objectives, and Strategies

The College of Education is composed of diverse programs that, in combination with its faculty, staff and students, are its strengths. Each program is focused on the promotion of the College as a unit of the University in response to the unique needs of each program's stakeholders. This document delineates an ambitious set of goals defined by input from faculty, staff and students. It provides an overarching plan for directing and documenting the College's course over the next several years. Each goal is a priority established at the College level yet applicable to individual programs within the College to varying degrees. The role of the faculty in each program is to evaluate that program in light of these goals and to accordingly define a related set of program objectives as well as mechanisms for implementation and indications of accomplishment. In many ways, the following goals are those to which we in the College strive but perhaps never totally attain for they are goals by which we will assess our continued efforts to strengthen and enhance our programs. Annually, during the spring semester it will be necessary to review and appropriately revise these goals at the College level. That process may include the addition to or revision of existing goals, the identification of goals as attained for the current period, and perhaps the deletion of other goals. This same process will need to be attended to annually at the program level as well.

Goal One: Academic Excellence - Create and uphold high standards of excellence in instruction and research.

Critical Success Factors:

• All current, program accreditations by appropriate accrediting agencies maintained and one new accreditation accomplished

• A 10% increase in proposals submitted for external research funding • Student/Faculty ratio – 18:1 • Number of internet-based academic programs – 2 • Number of technology-facilitated courses – 33% • Graduates reporting in alumni surveys that their COE academic programs

prepared them well for their careers – 80% • Successful Regent’s Program Reviews of our undergraduate and graduate

programs.


Objectives:

Objective 1.1: Conduct ongoing assessment that provides for continuous improvement for each undergraduate and graduate program.

Strategies:

• Design and implement a college-wide assessment plan. • Initiate and maintain a data gathering system to support each program’s

continuous improvement process. • Review and appropriately revise undergraduate and graduate programs on a five

year continuing rotation. • Provide support staff for program evaluation processes to avoid reallocating

faculty resources from teaching and research efforts.

Objective 1.2: Hire and retain faculty whose professional preparation and experience support and promote excellence in teaching, research, scholarship, and outreach. Strategies:

• Secure resources to support faculty research, teaching, outreach, and professional development.

• Develop a salary plan to achieve parity with peer institutions. • Increase funding through existing resources and private donations to support

graduate research assistantships. • Streamline administrative and service duties of faculty to allow greater efforts

devoted to research. • Develop plans for interested faculty to shift a percentage of assigned duties from

teaching to research. • Implement a new faculty orientation program with a focus on excellence. • Reallocate unencumbered salary resources annually based on programmatic needs • Allocate additional faculty lines based on programmatic needs.

Objective 1.3: Develop and implement structures that facilitate collaborative teaching, research and outreach efforts across disciplines, programs, and schools. Strategies:

• Increase funding to support collaborative research annually. • Review Appointment, Reappointment, Promotion, and Tenure documents, and

revise as needed, to reward collaborative research, teaching, scholarly, and outreach activities.

• Establish mechanisms for identifying faculty across the College and University with similar teaching, research and outreach interests.

• Promote communication between and among faculty regarding research and outreach interests.


Objective 1.4: Attain new and maintain current program accreditations. Strategies:

• Allocate resources to support the program accreditation process. • Review resources allocated to accredited programs to ensure compliance with

accreditation standards.

Objective 1.5: Strengthen infrastructure to support research, teaching, outreach and professional development activities. Strategies:

• Acquire, update, and maintain appropriate physical facilities, supplies and equipment for quality teaching, research, clinical and outreach activities

• Enhance technological competence of faculty to allow for alternative inquiry, instructional, and professional development delivery methods.

• Assess college and faculty needs and interests regarding research, teaching, outreach, and professional development.

• Provide professional development activities for faculty based on data from needs assessment.

• Plan, offer, and evaluate colloquia and seminars on topics identified as appropriate.

Objective 1.6: Increase external funding to support academic excellence. Strategies:

• Offer professional development opportunities to enhance faculty expertise in grant writing.

• Increase the usefulness of the College research website to be of help to faculty for proposal development.

• Strengthen procedures for alerting faculty to grant and development opportunities. • Develop improved procedures for identifying funding sources for research grants. • Increase funding for faculty to attend off-campus proposal development

workshops.

Objective 1.7: Increase the number of full-time faculty and staff to support program enrollment. Strategies:

• Add positions to programs that have demonstrated current need or need due to growth.

• Add positions to programs that have been targeted as focus areas.


Objective 1.8: Provide funding to support state-of-the-art instructional facilities and resources. Strategies:

• Establish college-wide technology advisory committee. • Work collaboratively with the Student Technology Fee Committee to ensure that

instructional needs are addressed. • Increase availability of technology to support teaching, research, and outreach

responsibilities of faculty and staff.

Goal Two: Student Success and Development – Recruit, retain, and graduate students in a supportive environment that engenders excellence, prepares them for careers, fosters personal growth, encourages scholarship, and promotes service and ethical leadership.

Critical Success Factors

• Increase enrollment in undergraduate programs by 3% • Increase enrollment in graduate programs by 5% • Increase by 10% the number of total awarded doctoral, specialist, masters, and

bachelor degrees. • Increase the retention and graduation rates of incoming freshmen and transfer

students by 1% annually • Graduates in positions related to their degree programs – 60% • Increase funding of graduate research assistantships annually equal to or higher

than inflation. • Increase private donor support of scholarships, fellowships, and academic

programs by 10% each year.

Objective 2.1: Attract highly qualified undergraduate and graduate students. Strategies:

• Increase efforts to recruit targeted populations at strategic sites. • Offer competitive scholarship and fellowship support for undergraduate and

graduate students. • Pursue increased private donor support for scholarships and fellowships. • Develop and implement efforts to coordinate graduate student scholarship and

assistantship awards with admissions and recruitment. • Develop coordinated web presence for recruitment of undergraduate and graduate

students. • Develop coordinated printed materials for recruitment of undergraduate and

graduate students. • Devote specific staff resources to undergraduate and graduate recruitment.

Objective 2.2: Retain highly qualified undergraduate and graduate students.


Strategies:

• Compile and analyze data regarding barriers and hurdles to degree completion. • Based on data analysis, eliminate unnecessary barriers and hurdles and identify

methods to assist students. • Provide students with transfer specialist academic counseling. • Coordinate efforts to support highly successful undergraduate and graduate

students with scholarships and assistantships.

Objective 2.3: Focus efforts to help undergraduate and graduate students receive scholarships, arrange internships, participate in extracurricular activities, and obtain professional employment. Strategies:

• Promote professional development for students. • Establish list serves for all undergraduate and graduate students to promote more

effective and consistent communication about opportunities. • Develop web-based listing of resources and opportunities for student

development. • Develop College-wide orientation program for new graduate students.

Goal Three: Engagement and Outreach - The College of Education will improve quality of life and expand economic development through teaching, research, and outreach activities.


• have regionally and nationally recognized programs • advisory constituent groups meet once each semester to provide data for program

review and revision • initiate at least one new research and/or outreach activity annually that addresses

the needs of constituents • increase alternative course/program delivery by 2% • increase professional development opportunities through additional financial

support by 5% • increase by 2, the number of partnerships with K-12 education, community

colleges and other post-secondary institutions, businesses, governmental agencies

Objectives:

Objective 3.1: Strengthen and formalize communication mechanisms with constituent groups. Strategies:


• Establish and convene program advisory councils that include representatives of constituents.

• Use constituent input in all program deliberations. • Use technology to facilitate communication with constituent groups.

Objective 3.2: Examine and modify current course structures and alternative methods of course delivery to increasingly respond to constituent needs. Strategies:

• Develop new degree programs, specialized degree program options, and certificate programs based on evidence of need that are consistent with and central to the College’s mission.

• Strengthen and expand the presence of programs in metropolitan areas. • Develop long range plan for the delivery of existing programs and addition of

other programs that are central to the College’s mission. • Examine and appropriately modify program structures, program delivery

methods, and scheduling issues. • Develop alternative methods of course and program delivery to meet needs of

new constituents.

Objective 3.3: Offer mentoring and other professional development opportunities for faculty and staff to assist in responding to constituent needs. Strategies:

• Establish mentoring program to facilitate untenured faculty members’ research agendas and grant applications.

• Assess faculty and staff needs and interests regarding professional development. • Provide professional development activities for faculty and staff based on data

from needs assessment. • Evaluate professional development activities identified as appropriate and revise

as needed. • Enhance technological competence of faculty and staff to allow for alternative

professional development delivery methods.

Objective 3.4: Increase our understanding, involvement and impact with rural communities including their economies and quality of life. Strategies:

• Partner with faculty from other colleges at OSU to improve our understanding of the relationship of the common school to the rural community and other aspects of rural life.

• With rural school systems, the state vocational system and other OSU faculty brainstorm possible structures for an experimental school in which student


learning can be increased through the use of technology and constructive teaching methods.

Explore non-school based organization (i.e., health care, airports and parks) partners and the roles they play in the development of rural communities and economies.

Goal Four: Diversity - Cultivate a supportive environment for students, faculty and staff that respects diversity, promotes collaboration, ensures academic freedom, fosters college identity for all of our citizens, and engages responsibly in governing its own destiny.


• offer diverse educational opportunities designed by and for the purpose of recruiting and retaining diverse students, staff, and faculty

• cultivate student, faculty and constituent collaboration through collaborative program design and implementation

• consistently communicate program and College identity • facilitate success by increasing participation by undergraduate students, graduate

students and faculty in collaborative research teams annually • create a new shared governance structure • increase the number of diverse students by 3% • increase the number of diverse faculty and staff by 3%

Objectives:

Objective 4.1: Recruit and retain students, faculty and staff who reflect the increasingly diverse populations at state, national, and international levels. Strategies:

• Develop recruitment and retention plans to increase diversity of undergraduate students, graduate students, faculty and staff.

• Target recruits from culturally diverse backgrounds for undergraduate and graduate programs.

• Increase annual scholarship awards to $125,000. • Target recruits from culturally diverse backgrounds for faculty and staff positions

prior to degree completion.

Objective 4.2: Provide professional development activities that promote knowledge of diverse perspectives. Strategies:

• Offer 2 speakers or training experiences on cultural diversity annually for faculty and staff.


• Offer 2 speakers or training experiences regarding diverse perspectives for undergraduate and graduate students annually.

Goal Five: Human Resources – Recruit, retain, and develop an outstanding faculty and staff for work in a collegial environment where varied contributions are recognized. Critical Success Factors:

• % retention of tenured and tenure-track faculty - 85% • Total number of tenure-track faculty - 110 • Faculty salaries equal to peer group comparison • % of ranked faculty that are tenured – 67% (10% increase) • % of faculty on sabbaticals/fellowships each year - 5% • % of staff in human resources leadership and skill development programs - 25% • Annual reviews of all administrators, faculty, and staff tied to the strategic plan

Objectives:

Objective 5.1 Promote recruitment and retention of a diverse and high quality faculty, staff, and student workforce.

Strategies:

• Provide college mentoring programs for faculty • Encourage faculty to participate in university mentoring programs. • Expand recognition and reward programs for outstanding faculty and staff in the

college. • Increase funding for professional development for faculty and career advancement

training for staff. • Support the university’s efforts to develop an effective appraisal and performance

evaluation process. • Provide competitive staff salaries and benefits. • Increase the student workforce in the college with federal workstudy students.

Objective 5.2 Make progress toward parity in faculty salaries with other Big-12 universities.

Strategies:

• Identify faculty at all ranks whose salaries are significantly below those at peer institutions

• Support the university’s efforts to develop a plan to achieve salary parity with peer institutions, in addition to filling vacant faculty positions, and increasing the size of the


faculty.

Objective 5.3 Develop policies and procedures for communicating with faculty, staff, and students in a dynamic changing environment.

Strategies:

• Include faculty and staff in development and revision of policies and procedures • Place electronic campus calendars in strategic locations to increase awareness about

campus activities and events. • Regularly hold college-wide meetings to discuss key college issues. • Provide training for policies/procedures that are essential components of operations in

the three schools. • Encourage participation in mandatory university orientations and other programs that

address legal issues. • Create special opportunities to bring faculty, staff, and administrators in the college

together for discussion of institutional priorities and needs. • Establish new forms of community and shared governance in the college. • Assess the climate of the College to guide continued process improvement.

Goal Six: Enhance and Leverage Resources - Manage financial and physical resources to achieve strategically targeted goals.

Critical Success Factors

• % of annual alumni giving - 10% • Stillwater faculty full time - 96 • OSU-Tulsa faculty full time equivalency from 7 to 14 • Increase research and funded projects from $1 million to $1.5 million • Faculty salaries at parity with peer institutions • Increase graduate assistantships and stipends • Amount of endowed student scholarships awarded from $102,300 to $125,000 in 5 years • Private donor contributions increased by 10% • Number of College Associates increased by 10%

Objectives:

Objective 6.1: Increase private donor support to address identified faculty, student and programmatic needs. Strategies:

• Work with faculty to develop proposals for submission to private foundations. • Cultivate additional prospective donors by expanding the College’s Associates Group. • Increase the number of major gift prospects through prospect research and the number


of contacts and solicitations as monitored by the OSU Foundation.

Objective 6.2: Generate dollars through outreach activities which can support activities important to the mission of the college. Strategies:

• Develop collaboratives to serve professional development needs throughout the state and region.

• Increase the number of credit offerings. • Increase the number of non-credit offerings

Objective 6.3 Maximize and diversify resource streams and provide the resources needed to support programs and services.

Strategies:

• Develop a long-range college plan to optimize the mix of private gifts and external grants from federal, state, and private sources.

• Establish college priorities for the university’s comprehensive fundraising campaign. • Significantly increase the college’s gifts and grants to enhance academic programs. • Provide support and training for faculty to increase their competitiveness and success in

obtaining funding from a wider range of state and federal agencies, foundations, and other private sources.

Objective 6.4 Engage in partnership arrangements that enhance the college’s capacity to serve students and stakeholders, and build alliances within Oklahoma, as well as other states and nations.

Strategies:

• Develop partnerships with other educational institutions, public schools, community, state, and federal agencies.

• Build alliances with universities in other countries to provide college courses and programs to students abroad.

Objective 6.5 Create an accountability and performance-based college that is capable of rapid response to situations and opportunities.

Strategies:

• Ensure that programs in every school verify student learning and assessment outcomes. • Ensure an ongoing focus on strategic planning in the college. • Identify persons responsible for overseeing key college functions.


• Periodically evaluate all college committees for effectiveness and develop methods of communicating their work to the larger college.

Objective 6.6 Efficiently use human, information, financial, natural and other resources, consistent with the priorities expressed in the strategic plan, and with a proper balance between short-term and long-term needs.

Strategies:

• Reduce duplication and redundancy of operations. • Ensure that operating budgets include sufficient funds to maintain competitiveness in

faculty, outreach/extension, and staff salaries and benefits. • Ensure that there are adequate funds within the college adequate to support

implementation of the strategic plan.

Goal Seven: Image/Pride/Recognition - Promote an image for the College that reflects our values and pride in our accomplishments.


• A College of Education Achievements database • % student satisfaction with the College - 90% • A plan developed for marketing College programs • % of faculty holding offices in professional national/international organizations - 10% • % of staff and administration holding offices in professional organizations - 10% • % faculty who are fellows or similarly recognized in national organizations or

institutions - 20% • Academic programs accredited by national professional organizations – 50%

Objectives:

Objective 7.1: Increase efforts to build relationships with alumni and friends of the College and strengthen the public image of the College. Strategies:

• Develop comprehensive plan to update College web pages within one year. • Develop efficient and effective process for keeping web pages current. • Review and revise all program description materials annually. • Publish and distribute three newsletters each year to faculty, friends, and alumni of the

College. • Review and appropriately revise all web pages annually. • Purposively promote the accomplishments of COE faculty, students and staff.


• Expand COE Associates program.

Objective 7.2 Present a clear and consistent image for the College that is reflective of a Big-12 state university.

Strategies:

• Develop a marketing plan for all academic programs and services in the College. • Establish an effective and integrated website for all College schools, administrative, and

service units.

Objective 7.2 Effectively promote and celebrate individual, program, school and College accomplishments.

Strategies:

• Develop effective strategies to identify outstanding accomplishments. • Create a database of faculty expertise in the College that can be provided to the

university or the media upon request. • Recognize achievements of faculty, staff, and students.

Objective 7.3 Cultivate a positive and effective relationship with the OSU Foundation and the OSU Alumni Association.

Strategies:

• Enhance pride in the College of Education and OSU through celebrative events. • Encourage faculty and staff participation in events. • Collaborate with the OSU-Tulsa campus to promote participation in COE celebrative

activities held there as well as here in Stillwater.

E. Organizational Charts

E-1 College of Education with Position Titles


E-2 College of Education with Individual Names


E-3 School of Applied Health and Educational Psychology Faculty


E-4 School of Educational Studies Faculty


E-5 School of Teaching and Curriculum Leadership Faculty


F. Shared Governance

F-1 Purpose


The shared governance structure has been designed to enable faculty to have a major influence on the policy and direction of the College of Education. The committees are comprised of faculty elected by their colleagues to conduct the business of the College of Education. The committees hold responsibility for providing the faculty voice in decisions which impact faculty development, personnel policy, curricula development and implementation, long- and short-term planning and development, and resource allocation. F-2 Guiding Principles of Shared Governance

• We strive for a culture, atmosphere, and structure that infuses and perpetuates an atmosphere of openness, trust, and collegiality.

• We are committed to using the existing structure of faculty committees until a more stream-lined, simplified, and efficient structure in which to conduct business can be designed and implemented.

• We believe in a responsible representative structure whereby the viewpoints of all members are presented fairly, openly, and respectfully during the course of business.

• We believe that it will be vital to our success that duly elected/selected representative members of the COE commit to continuously gather and disseminate information among all members of the College of in a timely fashion.

• We believe that all faculties should be involved in the work of policy development related to College affairs. We also understand that due to differing needs and concerns of faculty at differing stages of their careers (retention, promotion, and tenure), senior faculty may take on a more active role in this process. Having said this, junior faculty are invited, strongly encouraged, and welcomed to participate in this process as time allows.

• We believe in a culture where faculty and staff work in conjunction with administrators to develop policies; administrators then work to carry out those policies.

• We believe in an administrative team that is responsive to its faculty and staff and that operates in a service capacity to members of the COE.

• We strive for continuous open and honest communication among all members of the COE. A manifestation of this commitment is the open publication (via website or electronic distribution) of all agendas and minutes of any and all public meetings of the College.

• We believe that the work of the COE is important work and has a tremendous impact on the success of the College and its members.

• We believe in continued growth and development and are open to the evolution of these guiding principles and any structure that may be an outgrowth of these principles.

F-3 Leadership Team Configuration The faculty governance configuration is presented in Figure A. The figure reflects three standing committees in the COE: Faculty Development and Research, Student Affairs, and Programs and Planning. When appropriate, these committees may form requisite task


forces and/or ad hoc committees with additional faculty, staff, student, or other representation.

F-4 Standing Committee Configuration The fundamental responsibilities of the Faculty Development and Research Committee include, but are not limited to, matters of: (1) faculty development; (2) funded and unfunded research; (3) personnel recruitment, selection, appraisal and development, appointment, reappointment, tenure and promotion; (4) grants, contracts, and extension; (5) diversity; and (6) grievance and appeals. Responsibilities of the Student Affairs Committee include, but are not limited to, matters of: (1) recruitment and retention of students; (2) scholarships and awards; (3) advisement and counseling; (4) convocation and commencement; (5) diversity; and (6) grievance and appeals. Fundamental responsibilities of the Programs and Planning Committee include, but are not limited to, matters of: (1) graduate programs; (2) undergraduate programs; (3) academic standards and curriculum; (4) planning and resource allocation; and (5) diversity. F-5 Standing Committee Representation Faculty governance representation on standing committees is shown in Figure B. It is


extremely important that representatives on committees understand their responsibility for being present and fully participating in committee work. To that end, if an elected representative is unable to attend a meeting, an alternate representative should attend.

The Faculty Development and Research Committee includes: • two (2) tenured or tenure-line faculty members from each school and one (1)

alternate representative • one (1) staff representative • one (1) student representative • Associate Dean for Graduate Studies, Research, and Outreach

(ex officio) The Student Affairs Committee includes:

• two (2) tenured or tenure-line faculty members from each academic school and one (1) alternate representative

• one (1) staff representative • one (1) undergraduate student representative • one (1) graduate student representative • Director of Student Services • Associate Dean for Undergraduate Studies (ex officio)

The Programs and Planning Committee includes: • two (2) tenured or tenure-line faculty members from each school and one (1)

alternate representative • one (1) staff representative • one (1) student representative • Graduate Associate Dean for Studies, Research, and Outreach (ex officio)

The Chair of the Faculty Governance Council serves as an Ex Officio member of the Administrative Council. The Chair of the Administrative Council or Inter serves as an Ex Officio member of the Faculty Governance Council.


F-6 Election of Representatives and Implementation Timelines The format for the election of committee representatives and at-large representatives is shown in Figure B. The two committee representatives from each department/school will be elected for each of the three standing committees as follows:

• one committee representative, one-year term • one committee representative, two-year term, elected during even-numbered

years • one FGC representative, three-year term, elected during odd-numbered years • one FGC at-large representative, two-year term, elected during even-

numbered years • additional FGC at-large representative for faculties of 1-20 tenure or tenure-

line members, two year term, elected during odd-numbered years • additional FGC at-large representative for faculties of 20 or more tenure or

tenure-line members, one year term

F-7 Shared Leadership Communication The Shared Leadership Team is an integral part of the communication process. Meetings of the standing committees and the Shared Leadership Team are open meetings with the exception of deliberations about sensitive personnel matters. Grievances and Appeals. Grievances and appeals from faculty, staff and students are addressed initially by the party(is) involved, then by the school head, then the Dean.


School Heads and the Deans will seek faculty counsel as appropriate. Minutes. Minutes of any ad hoc committees or task forces created by one of the three committees will be submitted to the particular committee. Minutes of each of the three committee meetings will be posted electronically. Minutes of Shared Leadership Team meetings will be sent electronically to all faculty members, chair of the Staff Action Team, and chair of the COE Student Council. Meetings. Meetings of the three committees will be held no less than once a month during the academic year, and the agenda will be posted one week in advance by e-mail and other means of notification. Meetings of the Shared Leadership Team will also be held no less than once a month during the academic year and the agenda posted one week in advance.

G. Staff Action Team The College of Education Staff Action Team is organized for the following purposes:

• To serve as an advisory and representative body for the staff in the College of Education;

• To participate in an advisory and referral capacity to the Dean and College administration on policies which may affect staff, directly or indirectly;

• To promote the general welfare of the College of Education staff; and • To serve as a staff/liaison/communication link between unit and

administration. The SAT Bylaws can be found in Appendix B.

H. Professional Education Council

The Professional Education Council coordinates teacher education programs at Oklahoma State University. The Professional Education Council is predicated in part on the definition of a “professional education unit” as defined by the National Council for the Accreditation of Teacher Education (NCATE). NCATE defines the professional education unit as:

The professional education unit is the institution, college, school, department, or other administrative body with responsibility for managing or coordinating all programs offered for the initial and continuing preparation of teachers and other school personnel, regardless of where these programs are administratively housed. Also known as the “professional education unit.” (NCATE Professional Standards 2002, p. 57)


At Oklahoma State University, the College of Education is formally recognized as the institution’s “professional education unit” for administrative purposes. Moreover, the Board of Regents recognizes the Dean of the College of Education as the University’s Director of Teacher (Professional) Education. The Professional Education Council is the organizing and coordinating body reflecting the more broadly defined unit structure - that which encompasses all professional education programs at the institution, including but not limited to those in teacher education. The Professional Education Council serves in the following general capacities for all programs which prepare professional school personnel at Oklahoma State University:

• reviewing and approving all policies governing the preparation of school professionals and recommending their implementation to the appropriate administrative units;

• promoting coordination among faculty in the various academic units which prepare school professionals through degree programs;

• providing a forum for discussion of plans and policies related to the preparation of school professionals among members of the extended community (including the public and business sectors) who are stakeholders in improving education;

• enabling a unified, broadly based, and representative body for communication with the University central administration, with local and state education agencies, with professional associations and with national accrediting agencies regarding the preparation of school professionals at Oklahoma State University.

In addition, the Professional Education Council shall be advisory to the Dean of the College of Education as the Director of Professional Education, and to other administrators as appropriate, in the following activities:

• candidate admission, monitoring, retention, and evaluation; • faculty selection, evaluation, and development; • course and program planning, development, evaluation, and improvement; • goal setting within the mission of Oklahoma State University. • building and sustaining a culturally diverse student body and faculty.

The Bylaws of the Professional Education Council are found in Appendix A.


I. Student Committees

See Section IV of the Handbook.

J. College Administration: Position Descriptions

J-1 Dean and Director of Professional Education Dean

• Authority o Although appropriate duties and proportionate authority may be delegated

to others, the Dean has the ultimate responsibility for all activities within the College and commensurate authority for performing the duties of the office.

o Under the direction of the President of the University, the Dean is the chief business and fiscal officer of the College and works regularly with both vice presidents, to whom the President may delegate certain responsibilities, and with the deans of the other colleges. Major functions include formulating and implementing administrative and educational policies affecting the College, establishing and overseeing the organizational structure, developing and allocating resources, and representing the college in relevant on- and off-campus matters.

• General Administration

o Develops long- and short-range plans and objectives for the College along with necessary policies and strategies for achieving those objectives.

o Establishes faculty and staff policies and procedures for the instruction, research, and extension programs for the College.

o Oversees faculty and staff development programs. o Selects school heads, associate deans and directors. o Approves recommendations for faculty and staff employment, promotion,

salary adjustment, and termination, subject to final approval by the President and the Board of Regents.

o Prepares salary and non-salary budgets for instruction, research, and extension activities within the college, allocates funds to each function, and monitors the use of such funds.

o Assures that accurate fiscal records are maintained relative to all grants and contracts and to the apportionment and expenditure of such funds.

o Oversees and facilitates procurement of grant funds from federal, state, corporate, and foundation sources for the improvement of instructional, research, and extension programs.


o Prioritizes the College’s projects in conjunction with OSU’s comprehensive campaigns and minor campaigns.

• Instruction, Research, and Outreach

o Supervises and coordinates instruction, research, and outreach activities. o Reviews and approves policies and programs relative to instruction, research,

and outreach within the College. o Promotes and encourages faculty and staff development designed to enhance

the quality of instruction. o Maintains and stimulates research in areas related to the mission of the

University and of the College. o Improves the quality of outreach services.

• Public Service

o Represents the College and the University by participating in the activities of appropriate professional, technical and civic organizations.

o Represents the College and the University in discussion of issues related to the College's expertise.

Director of Professional Education • Authority

o The Director of Professional Education officially represents the Professional Education Unit of Oklahoma State University and is responsible for the overall administration and coordination of programs and standards leading to teacher licensure/certification.

• Duties Related to the Oklahoma State University Professional Education Unit o Communicates pertinent information to the Professional Education Unit. o Approves Professional Education Scholarship awards. o Gives final approval of reports to the State Department of Education, NCATE,

AACTE, and the Professional Education Council. o Allocates HB 1706 funds to the various Professional Education Units. o Approves proposed OSU Professional Education programs and

recommendations for program changes in professional education. o Gives final approval for all Undergraduate and Graduate Admissions to

Professional Education. o Coordinates national and state accreditation and program approval visits. o Initiates activities that promote professional development of faculty and staff. o Recruits and hires highly qualified and diverse professional educational

faculty. o Coordinates affiliation with the Holmes group and other Professional

Education organizations. • Duties Related to Professional Education Council


o Chairs the Executive Committee of the Council. o Make committee appointments to facilitate the mission of the Council. o Communicates requirements of external educational agencies to the

Professional Education Council and the Faculty. o Communicates the results of the Council's work to appropriate University

officials. o Facilitates the design, implementation, and monitoring of programs leading to

teacher licensure and certification. J-2 Associate Dean Undergraduate Studies and Assessment, and Director of Student Academic Services

• Authority o The Associate Dean for Undergraduate Students and Assessment, and the

Director of Student Academic Services of the College of Education serves as the executive office to assist the Dean with undergraduate programs and is directly responsible to the Dean in the matter regarding undergraduate academic affairs, assessment, and student services. The Associate Dean is charged with advising the Dean and cooperating with other administrators within the College in the development, improvement, and implementation of the plans embracing general undergraduate academic policies and programs and college-wide assessment.

• Academic Affairs and Assessment

o Serves the College in a liaison capacity with other offices on campus and with appropriate off-campus agencies regarding undergraduate studies and assessment.

o Coordinates the college-wide undergraduate academic activities among

faculty and administrators o Serves as liaison and academic representative on University committees

charged with policy development, implementation, and administration of undergraduate instructional programming and assessment.

o Coordinates undergraduate program initiation and modification, course actions, degree requirements, and enrollment management.

o Serves as an ex-officio member of the College of Education’s Program and Planning Committee.

o Represents the College on the University Instruction Council and Assessment Council.

o Coordinates the College’s assessment activities. o Promotes undergraduate scholarship and coordinates the Honors and Wentz

programs for the College. o Promotes long-range planning for strengthening and expanding undergraduate

programs; includes defining objectives, developing strategies, and evaluating progress.


• Undergraduate Student Academic Services o Serves the College as Director of Student Academic Services. o Develops and facilitates a program for recruitment and retention of a diverse

undergraduate student body. o Administrators college-wide student scholarship and other financial aid

programs. o Administers follow-up studies with current and former undergraduate students

and other appropriate constituencies. o Administers the College undergraduate student database management systems

related to internal, state and national agency needs. o Assists the Dean in coordinating the annual College Honors and Awards

ceremony. o Assists the Dean and other administers in the coordination of convocation and

commencement activities. o Serves as ex-officio member on the College of the Education’s Student

Affairs Committee

• Outreach o As part of the College administrative team, confers with and advices the Dean

on the undergraduate academic aspects of the College’s priority outreach, services, and extension programs.

o Reviews proposed undergraduate Outreach courses. o Services as a member of the College of Education’s Outreach Advisory

Board.

• Space Usage o Coordinates building space allocation and maintenance.

J-3 Associate Dean for Graduate Studies and Research

• Authority o The Associate Dean for Graduate Studies and Research of the College of

Education serves as the executive officer to assist the Dean with College academic and instructional matters related to the graduate programs. Is directly responsible to the Dean in matters regarding graduate academic affairs, faculty development, and research, grants and contracts administration. The Associate Dean for Graduate Studies and Research is charged with advising the Dean and cooperating with other administrators within the College in the development, improvement, and implementation of plans embracing research policy and general graduate academic policies and programs.

• Academic Affairs

o Serves the College in a liaison capacity with other offices on campus, such as the Office of the Executive Vice President, Office of the Vice President for Research, Office of the Vice President for Student Affairs, the Graduate


College, Registrar, Alumni Association, Group V of the Graduate Faculty, Career Services, the Education and Research Foundation, Inc. (ERF), and others.

o Serves as an alternate representative of the College in academic matters with appropriate off-campus agencies and organizations such as the Oklahoma State Department of Education, the Oklahoma State Department of Vocational and Technical Education, the Oklahoma State Regents for Higher Education, the Oklahoma Commission for Teacher Preparation, and others.

o Coordinates college-wide graduate academic activities among school heads and other college administrators.

o Serves as liaison and academic representative on University committees charged with policy development, implementation and administration of graduate instructional programming.

o Coordinates graduate program initiation and modification, course actions, degree requirements, and enrollment management.

o Serves as an ex officio member of the University Professional Education Council.

o Promotes long-range planning for strengthening and expanding graduate programs; includes defining objectives, developing strategies, and evaluating progress.

o Collaborates with the Graduate Faculty Group V elected chair and the Dean of the Graduate College on activities and issues appropriate to graduate programming.

o Serves as ex officio of the Faculty Governance Council’s Programs and Planning Committee.

• Research Administration

o Through the Office of Research Administration, promotes and facilitates procurement of external and internal funding for College research and teaching activities.

o Conducts and coordinates seminars for faculty and graduate students on effective approaches to grant procurement.

o Coordinates sponsored research activities and programs within the College. o Serves as ex officio member of the Faculty Development and Research

Committee.

• Scholarship o Coordinates a College-wide faculty development program for faculty

members serving as Associate or Full members of Group V (a campus-wide group of graduate faculty).

o Assists faculty members and department heads in preparation of initial applications for Group V membership and the maintenance and advancement of Group V status.

o Works with graduate faculty in developing and strengthening teaching and research skills.

o Coordinates unsponsored research activities and programs within the College.


o Promotes and assists faculty and school heads in identifying appropriate outlets for scholarship.

• Graduate Student Services

o Develops and facilitates a program for aggressive recruitment and retention of diverse graduate students.

o Develops and facilitates a program to recruit, monitor, retain and assess graduate students in collaboration with the Associate Dean for Undergraduate Studies.

o Coordinates follow-up studies with current and former graduate students and other appropriate constituencies.

o Administers and monitors graduate tuition and fee waiver programs in cooperation with respective school heads.

o Administers the College graduate student database management systems related to internal, state and national agency needs.

o Serves as the authorized representative of the College on appropriate University and College documents related to graduate students and programs.

o Assists the Dean in coordinating the Annual College Honors and Awards ceremony.

o Assists the Dean and other administrators in the coordination of convocation and commencement activities.

o Assists the Dean of the Graduate College as needed in graduate hooding.

• Extension o As part of the College administrative team and working with the Associate

Deans in the College, confers with and advises the Dean on the graduate academic aspects of the College's priority outreach, service and outreach programs.

o Reviews proposed graduate outreach courses.

• General o Provides guidance and assistance to the Dean regarding long-range goals and

objectives for the College. o Teaches courses in the department where rank is held, and serves on graduate

student committees. o Assumes responsibility for other assignments as delegated by the Dean. o Maintains a personal research agenda and demonstrates personal scholarship. o Maintains a commitment to and active involvement in professional service.

J-4 School Head

• Authority o The School Heads lead and administer the academic programs within the

College of Education, which is comprised of the following Schools: School of Teaching and Curriculum Leadership (STCL) School of Educational Studies (SES)


School of Applied Health and Educational Psychology (SAHEP)

o School heads may choose to assign an Assistant or Associate School Head whose duties are to be determined between the Head and the Assistant/Associate School Head. The duties for this position may vary between Schools in the College of Education.

• Administration

o Manages administrative routines such as budgeting and scheduling. o Develops and utilizes School policies and infrastructures (ARPT documents,

committee formation, etc.). o Supports and enables high quality research and teaching. o Recruits and works to retain culturally diverse and talented faculty and

students.

• Program Development o Integrates program elements and programs within the School toward common

goals. o Fosters and models collaboration. o Strengthens coalitions with external and internal stakeholders. o Provides leadership necessary for implementing progressive, sound

curriculum and program reforms. o Values and utilizes faculty perspectives in setting program and School

priorities.

• Leadership o Works with other administrators across the College toward common goals. o Provides leadership in client-centered operations accessed through

outreach, distance learning, international education, and grants and contracts.

o Contributes to the development and maintenance of a healthy learning and working environment for colleagues, staff and students.

• School Head Review o While yearly evaluations of the School Head’s performance are conducted

by the Dean, the expectation of service for an initial, renewable appointment as school head is four years. Thereafter, the expectation for service is a renewable term of three years. In the spirit of shared governance, faculty in a respective school will formally meet by March 1st of the review year to provide input to the Dean regarding the reappointment of the School Head. First, the current Head will indicate an interest in continuing as Head. If the Head is interested in continuing, the COE Dean will meet with faculty to discuss the review process. After this discussion, the Dean will leave, and the School’s elected Leadership Team (LT) representative will lead a


discussion among the School’s tenure track faculty regarding the strengths and weakness of the Head. After the discussion, a secret ballot is conducted to determine a recommendation whether to retain the Head. The recommendation is forwarded to the Dean by the LT representative who also will communicate the results of the Faculty discussion. The Dean will consider this information in determining the reappointment of the school head. Note: Current School Heads will begin a review cycle beginning the following academic year after the passage of this addition to the Handbook. Approved December 2, 2009

J-5 Associate School Head

• Assist the School Head and Program Coordinators on all matters related to administration of the School.

• Represent the School Head in his or her absence. • Assume other responsibilities as delegated by the School Head. • Assume responsibilities for School Assessment activities.

o Work with Program Coordinators to document annual assessment information.

o Submit assessment documents for each program to the Associate Dean for Graduate Studies and Research in a timely fashion.

• Maintain regular communication with the respective School Head.

K. Administrative Position Search Procedures

K-1 General Procedures The search process begins with the identification of a needed administrative position by the Dean in consultation with faculty and Leadership Council. The Dean’s office submits the University “Request to Staff” form which includes a general position description developed by a search committee. From the outset, the shared goal of the College of Education and Professional Education Unit to emphasize the recruitment of minority administrators is stressed and is brought to bear in all advertising and applicant pool development activities K-2 Search Committee


An administrator in the College serves as committee chair. The Chair and members are appointed by the Dean in collaboration with the Leadership Council. The search committee duties include:

• assisting in the writing/finalizing of the position description; reviewing and screening applicants’ files in keeping with the position announcement;

• identifying a short list of candidates for phone interviews, follow-up calls, and consideration for campus interviews;

• recommending to the Dean a list of candidates for on-campus interviews. Search Committee Chair The committee chair coordinates the collection, dissemination, and maintenance of applicants' files; organizes the interview schedule for on-campus interviews; and, with staff assistance, arranges the logistics for candidates' visits to campus. The search chair generally serves as the point of contact for applicants throughout the search process. K-3 Interview and Selection Process Interviews should include scheduled time with the following as appropriate: the Dean, Associate Deans and School Heads; the search committee; other appropriate OSU faculty; students; and representatives from appropriate external constituent groups. Written assessments of the applicant are to be collected by the search chair, reviewed by the search committee, and shared with the Dean. As part of the process, the search committee formulates a list of the strength and weakness for each candidate invited to campus and forwards this information to the Dean along with input from other faculty, administrators, and stakeholders for consideration. Upon consideration of the data, the Dean informs the search committee chair of the hiring decision. The Dean shares with faculty via the search committee chair and Leadership Council, the factors considered in making a recommendation toward filling or not filling the position.

K-4 Guidelines for Hosting Candidates on Campus Depending on travel logistics, candidates should arrive in Stillwater the evening before a full day’s schedule on campus, and should depart by mid-day the day following a full day of interviews. Travel arrangements should be made by School secretaries who work with the search committee chairs and the candidate.

The COE should generally not be expected to pay travel for spouses during interviews.

Hosted meals should generally be limited to:

• no more than two OSU representatives on the evening of arrival • one OSU representative for breakfast on the full day of interviews • no more than four OSU representatives for lunch on the full day of interviews


• no more than two OSU representatives for the evening meal on the full day of interviews.

Whenever possible, overnight accommodations should be arranged at The Hotel at OSU. K-5 Policy for Recruitment Expenses The College will assume most of the costs associated with the recruitment of vacant tenure line faculty. Because of budgetary limitations, there will be some restrictions on the types of charges the College will cover. As the respective School Head deems appropriate, the School may cover charges that the College does not. Costs to be covered centrally include:

• Advertising in approved publications • Travel costs for candidates (airfare, lodging) • Meal expenses for candidates and interviewers • Other costs for which there is approval prior to the expenditure

K-6 Procedures for Covering Recruitment Expenses Advertisement of Positions

• The College’s Personnel Liaison will coordinate position advertisements. Group ads will be used as appropriate. *

Travel arrangements for the Candidates

• Airfare is to be prepaid for the candidates unless prior approval is obtained. * • Dean must approve, in advance, all reimbursement for rental cars. Thus

permission should be obtained before committing the use of rental cars. * Hotel accommodation for the Candidates

• Candidates are to stay at The Hotel at OSU unless prior approval is obtained. The Hotel at OSU will direct bill the College. *

Payment of Expenditures during the visit • Fast Pay or Account numbers must be obtained from the College’s Business

Office before taking candidates to any meal off-campus. This will allow meals to be direct billed to the College. *

• The meal costs for a maximum of 3 persons, directly relevant to the search, who accompany the candidate to a given meal.

• All bills are to be submitted to the College’s Business Office with names of participants listed and designating the candidate along with the position for which the individual was interviewed.

• The College or School does not cover the cost of alcoholic beverages. Charges for such should not be on a ticket that is submitted for reimbursement.

• The number of participants attending a meal function should be limited.


• Individuals who attend meal functions but have no direct part in the interview process (spouses for example) should expect to pay for their own meal and should be on a separate ticket.

*Contact the College’s Finance Office for assistance.

Section II: Academic Programs

A. Academic and Curricular Processes

A-1 Timelines

Most curricular processes at Oklahoma State University (submission of grades, course actions, program development, degree plan modification, catalog updates, etc.) are determined by calendars established by central administration and the Board of Regents. The College of Education seeks to work within these established calendars to allow adequate notice for appropriate curricular processes. Early in the fall semester, the Associate Dean provides a schedule of anticipated University dates for specific actions. This calendar is available through the offices of the Associate Dean of the College. A-2 Development and Modification of Courses and Programs

Development of new courses and modification of existing courses require approximately twelve months for completion of the approval process. This action is initiated through the appropriate School and requires filling out one or more University forms.

The faculty committee charged with program and planning within each School directs the submittal of proposed course actions for appropriate faculty review prior to referral to the next appropriate level. Course actions and program modifications are referred to the College Program and Planning Committee, and those actions and modifications that affect programs in the Professional Education Unit are referred to the Professional Education Council’s Conceptual Framework, Knowledge Base and Certification Committee. Course actions approved at the College level are referred to the University Instruction Council for final review.

A similar process is required for development of new academic programs and modification to existing programs. The University academic calendar, University catalog and OSU Faculty Handbook offer additional information on academic and curricular processes.


B. Policy on Accreditation

Drafted by Jo Campbell and Lowell Caneday Approved by Administrative Council: April 8, 1997

The College of Education encourages all programs, departments and units to seek the highest appropriate level of accreditation as documentation of a level of performance, integrity and quality which entitles them to the confidence of the educational community and the public they serve. Numerous external reviews, program evaluations and accreditation programs are available and recognized by the various professional organizations in which the College’s programs participate. The College will give additional financial support, beyond the provision of annual operating funds, for expenses related to only those institutional accreditation and specialized accreditation programs which are approved by the Council for Higher Education Accreditation (CHEA) Board of Directors.

Evaluations by accreditation programs and other academic program reviews which are not recognized by CHEA may be supported from departmental funds, program funds, or other funding sources. Any exceptions to this policy may be made at the discretion of the Dean.

Section III: Faculty

A. Appointment, Reappointment, Promotion, and Tenure

(ARPT)

A-1 Faculty Appointment

Oklahoma State University faculty appointments are normally nine-month appointments.

In terms of period of payment, these appointments begin September 1 and end May 31 with faculty compensation dispensed at the end of each month from September to May. Faculty may select some alternative compensation patterns, but June, July and August are not included in nine-month appointments as “months of income.”

In terms of performance, faculty are expected to be available during registration with the Fall semester and the week after final exams in the Spring semester.


Expected periods of service frequently do not coincide with periods of pay.

The opportunity for Summer employment with teaching responsibilities may be available depending upon departmental and college needs, available funding, and student demand. The College of Education does not establish specific Summer budgets within each respective department or school, thus the Summer sessions are funded at the beginning of each fiscal year from the same resources available for the regular academic semesters.

Faculty are encouraged to seek funding for Summer from alternate sources, including external grants and contracts, University or College incentive funds, outreach activities, and similar sources.

If Summer employment is available from instructional funds, that employment is dependent upon the following conditions:

• Summer funding from instructional money is limited to a maximum of two months.

• Summer appointments are coordinated by the school heads or school directors and subject to approval by the Dean.

• One three-credit-hour course merits the equivalent of one month of salary, given that there is a minimum 18 students enrolled in an undergraduate course and 12 in a graduate course. In general, faculty pay is dependent upon generating direct tuition income from sufficient credit hours to cover individual salary.

• Compensation is not generally allocated for student credit hours earned through enrollment in courses designated as thesis, dissertation, independent study, and directed study.

• Summer employment includes the same expectations of a performing range of duties as are common to the regular academic semester. Therefore, faculty who are employed for any portion of the Summer are expected to participate in the responsibilities of advising, graduate committee duties, and school/college committees.

• The College will make all possible efforts to employ tenure-track faculty, regardless of school, before non-tenure-track instructional personnel are employed.

A-2 ARPT Documents

The three Schools in the College of Education have developed Appointment, Reappointment, Promotion, and Tenure (ARPT) Guidelines and Procedures. These documents are consistent with University policies as detailed in Appendix D of the Oklahoma State University Faculty Handbook. Each document reflects the College of Education Mission Statement emphasis on research, the value placed on providing quality instruction, and the recognition of service and outreach to faculty in a land grant institution.


A-3 Appraisal and Development Program

Faculty appraisal and development is consistent with Oklahoma State University Policy and Procedures letter 2-0112 (OSUPP 2-0112) dated March, 1987, which states policy on professional activities. OSUPP 2-0112 describes in detail the procedures to be followed.

Faculty Performance Summary Form This document gives faculty a consistent format by which to provide information for the Appraisal and Development Program.

Merit Pay Guidelines: When money is allocated for merit pay, School Heads are charged with making recommendations to the Dean regarding its distribution. School Heads’ recommendations are to be based on each staff and faculty member’s performance over the immediately preceding performance period, and they should reflect the previous year’s staff evaluations or Appraisal and Development Program summaries as appropriate. Across-the-board merit pay distribution is considered unusual and is not in keeping with the general spirit of merit pay determination in the COE. Merit pay is not to be confused with equity adjustments. The Dean is charged with informing faculty in writing of merit pay decisions.

Dispute Resolution Policies and procedures of dispute resolution are discussed in the Oklahoma State University Faculty Handbook in Appendix D: “Policy Statement to Govern Appointments, Tenure, Promotions, and Related Matters of the Faculty of OSU,” 2.0-2.4 and in Appendix E.


B. Faculty Workload Guidelines

B-1Faculty Roles and Responsibilities

Faculty are expected to engage in research, teaching and outreach activities in a manner reflective of the school’s performance guidelines and priorities as specified in the respective ARPT documents. It is further expected that, in meeting their duties and responsibilities, faculty will interact with each other and with administrators in a collegial manner; will seek ways to collaborate; and will be exemplary citizens of a college community in all interactions with staff, with students, and with the public at large.

B-2 Class Assignments

Teaching assignments should be based on the following criteria and priority scale: (1) program needs, (2) faculty preparation and background, and (3) a semester-by-semester consideration of the faculty member’s annual plan. Ultimate responsibility for instructional assignments rests with each School Heads.

B-3 Office Hours

Faculty are expected to keep regular office hours which, at a minimum, meet the University’s standard expectation of five hours per week. Office hours are to be posted and on file with a designated member of each School’s staff. When faculty will be away from the offices during official office hours, a designated staff member must be informed.

B-4 Load Policy

• Faculty Workload Philosophy Statement The faculty in the College of Education endorse a programmatic, differentiated workload that is based on the values of 1) a shared vision, including clearly defined goals and expectations, 2) shared responsibility, which means collaboration and accountability in meeting those goals and expectations, as well as, 3) equity in terms of rewarding those diverse accomplishments.

Differential faculty workloads consider a faculty member’s strengths relative to teaching, research, and service efforts as well as tenure status. Workload assignments are based on 1) performance as reviewed in the A&D process, 2) professional goals, 3) program goals, and 3) unit goals. These assignments are initially discussed between a faculty member and school head as part of the A&D process. Workloads also are discussed among faculty and coordinators within each program. Faculty in programs work together to clarify realistic faculty workload agreements in meeting program-specific goals/outcomes. The school head is responsible for coordinating workload agreements within and across programs and areas within the school. Equity, accountability, quality assurance,


resource allocations, and resource procurement are related to faculty workload assignments. A larger issue is accountability for scholarship efforts and obtaining external monies for research efforts. Any plan for differentiated workload will need to be accepted and honored (rewards must match the load assignment) at the School, College, and university levels.

• Considerations of Developing a Workload Policy

o Encourage self reflection and analysis of where one’s time is spent (scholarship, service, teaching)

o Exemplify shared governance o Reinforce a culture of mentorship and collaboration within program units and

schools o Support the success of new and junior faculty o Have programs share in the accountability for the use of resources in the

delivery of its program o Understand existing resource needs in light of consistently measured

workload within a school and across the College o Consider needs and opportunities for programs to make adjustments in

program delivery to increase efficiencies and effectiveness in light of finite resources

o Make clear faculty intent for productivity and expectations of faculty by administration for a designated time period

o Align these intentions and expectations with program area goals o Align these intentions with the A&D and ARPT processes.

• Load Assignment Process

Each spring, faculty will complete the annual appraisal and development process. At this time, based on their performance and goals for the upcoming year, each will discuss the assignment of load for the upcoming year with the school head in light of program needs. The following guidelines will be considered when determining course load assignment

o A typical load is 3/2 assuming (a) a reasonable number of advisees, (b) evidence of a sustained research and inquiry agenda, (c) reasonable clinical and/or service commitments

o A faculty member’s instructional load for an academic year may be increased from the typical load if one or more of the preceding expectations is not met

o All new faculty will have no more than a 2/2 load during the first two years of appointment.

o In general, at least 4 national, refereed publications over the past three years are needed to qualify for a course reduction.


o Course load reductions may be given due to other considerations such as:

Extraordinary accomplishments in research Excessive, active dissertation advisees Exceptional service and/or clinical responsibilities Teaching high enrollment courses

Following the A&D process, faculty will meet as a program area to determine base needs (courses to covered, known service and scholarship obligations of faculty, resources at hand, etc.)

Elective overload activity is not considered in the Appraisal and Development process. Grant funding may be utilized to fund a course release.

• Overload Policy

Overload is defined as elective, compensated activity sponsored by the program area, school, college, and/or university which goes beyond normal, full-time, in-load activities. Participation in such compensated and elective work requires prior approval by the School Head(s) involved and other appropriate administrators. Grant and contract activities may have special requirements that must be met before overload payments can be considered.

Decisions about participation in such overload activities are to be based on:

o congruence among the proposed activity or activities and the mission of the program, school, and college;

o an evident connection between the activity or activities and the faculty member’s demonstrated expertise or line of inquiry; and

o the impact of the overload activity or activities on the faculty member’s regularly assigned duties and/or career development.

C. University/College/Department Service

The University’s land-grant history, the College of Education’s mission, and the values of each School express a commitment to service. Accordingly, each faculty member in the COE is expected to provide meaningful service at the local, state, regional, national, and international level as appropriate to his or her duties and rank. It is similarly expected that faculty be willing to serve as appropriate in various program, School, College, and University service roles.


Key concepts in the College’s orientation toward service are diversity and meaningfulness. Faculty service profiles which are to be most valued will include service at a variety of levels, and will feature contributions which are both estimable and documentable. Specific information on service expectations can be found in School ARPT documents.

D. Outside Activities

All consulting activities are to be in compliance with University-wide policies as stipulated in the Oklahoma State University Faculty Handbook (p. 25) and in OSUPP 2-0111. This policy includes a discussion of University forms, available in School offices, that must be completed. One form must be completed and signed by the School Head prior to undertaking consulting activities. OSUPP 200111 policies include the following:

• No faculty engaging in a non-OSU consulting activity is to use the logo of the University in any manner that would imply University sponsorship.

• University services, personnel and facilities may be used in a non-University activity only after permission has been received and arrangements have been made for any required payment.

E. Sabbatical Leave

E-1 University Policy

Sabbatical leave may be requested by faculty members for the purpose of improving professional competence and effectiveness of service to the University. Members of the faculty may apply for a maximum leave of one calendar year (12 months) at reduced salary or a maximum leave of one-half year (6 months) at full salary. To qualify for a sabbatical leave, the candidate must have served as a faculty member for at least six academic years since initial appointment. Acceptance by the faculty member of a sabbatical leave entails an obligation to serve the University for one subsequent year, or refund to the University the salary paid while on leave. Faculty applying for sabbatical leave should contact University Personnel Services about benefits: OTRS requires special handling. (See Appendix D, 3.2.) *

[* Note: In practice, the length of sabbatical leave is one semester at the faculty member's full salary or two semesters at half salary.]


E-2 College of Education Procedures

Sept. 15 Deadline for candidate to submit to the School Head a "notification of intent to request sabbatical leave to begin the following academic year, and to submit a proposal." The School Head must document the date of notification of intent, on or before Sept. 15, in subsequent correspondence with the Dean.

Nov. 1 Deadline to submit to the School Head a formal proposal and request for sabbatical leave. The sabbatical proposal must clearly establish a rationale that links the proposed sabbatical activity to the faculty member's research interests and specify the ways in which the sabbatical would benefit the School, the College, and the University.

Nov. 10 Deadline for the School Head to forward to the Dean the completed sabbatical leave proposal and a recommendation for action. The School Head must document the date of the candidate's "notification of intent to submit a proposal" in this correspondence with the Dean.

Nov. 15 Deadline for the Dean to refer the sabbatical leave proposal and the School Head's recommendation to the Faculty Governance Council's Faculty Development and Research Committee (FDRC). The Dean and the members of the FDRC, regardless of School Head recommendation, shall review all sabbatical leave proposals.

Dec. 15 Deadline for the FDRC, after reviewing all proposals for the following year, to provide counsel to the Dean in the form of a written recommendation.

The Dean's recommendations for sabbatical leave(s) are forwarded to the Office of Academic Affairs for further evaluation before a request is made to the Board of Regents. The Dean's determination of which proposals to forward will be based upon relative merit, available resources, program impact, and the recommendations of the School Head and Faculty Governance Committee.


E-3 Sabbatical leave may be granted subject to the following conditions

• Full-time, tenured faculty members on regular appointment may apply for sabbaticals.

• The School must be able to cover teaching responsibilities of the faculty member on leave.

• During sabbatical leave the faculty member remains under rules and regulations of Oklahoma State University including those governing salary and remuneration.

• A faculty member requesting a six-month sabbatical will arrange to be on campus for one of the two regular semesters.

• Sabbatical leave proposals should be considered competitive and shall, in part, be granted on the merits of the goals and objectives of the experience.

E-4 Special Circumstances In the event of special circumstances (eg. international research opportunities, national fellowships that become available, etc.), the Dean may request that the FDR Committee review sabbatical leave applications on other than the published time line for submissions.

E-5 Sabbatical Project Goal(s) and Expected Results

• Identify the specific goals you intend to achieve as a result of being granted this sabbatical.

• How will these goals be achieved? • How will these goals fit with your present responsibilities to the University?

E-6 Sabbatical Leave Location

• Where will the project be undertaken? • What is the rationale' for choosing this location? • What individual, colleague, equipment, or resource will help you achieve your

expected experience at this location? • If sabbatical leave requires a host from an outside agency/institution/firm or other

facility, please include letter of approval and support from such identity.

Note: To expedite the review process, the applicant is encouraged to clearly indicate the amount of work time that will be spent off campus.

E-7 Sabbatical Project Description


• Provide a succinct description of the proposed project. • What is its projected length? • Describe the relationship of your project to your field of inquiry and how the

project will enrich, enhance, or otherwise promote your current expertise with the purpose of improving professional competence and effectiveness.

• To what extent will your department/school and university benefit from your sabbatical?

E-8 Sabbatical Leave Financial Assistance

Give details of any arrangements proposed for non-OSU compensation for the leave period, such as partial salaries from industrial employers, pending or already secured fellowships or grants, etc. Also include any non-salary OSU support (University Research Committee grant, etc). An individual on sabbatical leave may supplement his or her compensation through fellowships, scholarships, employment, or grants-in-aid to cover such expenses as travel, clerical support, tuition, research and publication.

E-9 University Obligations while on Sabbatical Leave

Individuals on sabbatical leave agree to resign from all campus obligations during the term of the sabbatical. These obligations may include committees at the school, college, and university levels. However, the applicant is encouraged to maintain contact with graduate advisees or to make other arrangements so that a student's progress will not be slowed because of a faculty member's absence. Faculty members on sabbatical leave are also allowed to participate in their unit's merit review system if the unit policy so provides.

E-10 Sabbatical Project Report

Following the approved sabbatical period the recipient of the sabbatical must provide a concluding project summary report. This report should address the aforementioned categories; explain how the goals and objectives were met and how the experience will serve the faculty member in the future.

F. Adjunct Faculty


F-1 Initiating and Terminating Adjunct Appointments

The College recognizes both the need to limit the use of adjuncts in direct instructional roles and the programmatic enhancements that appropriately qualified and well integrated adjuncts can provide. School Heads are expected to carefully monitor, review, and evaluate the work of adjuncts, and to support the development as faculty for adjuncts who may serve in regular or continuing roles.

Specific procedures related to the hiring and termination of adjunct faculty will be in accordance with University policies as provided in Appendix D (1.7.5) of the Oklahoma State University Faculty Handbook.

G. Emeritus Faculty

Provision for office space is consistent with OSUPP 2-0102 dated July, 1970. Participation in activities is consistent with the Oklahoma State University Faculty Handbook Appendix D, 1.7.4

H. Endowed Chairs and Policies

Endowed Chairs and Professorships University Policy and Procedures OSU Faculty Handbook 1.8.3 Endowed or Support Chairs or Professorships. After receiving appropriate faculty counsel, the unit administrator may recommend that a person be appointed to an endowed or supported position in recognition for past and continuing scholarly accomplishments in the appropriate discipline. Persons holding endowed positions will be subject to the rules and procedures governing other faculty members of the same rank. Also see Oklahoma State University Policy and Procedures 3-0260, may 1998 “State Regents Endowed Chair and Professorship Program” Purpose:


Endowed faculty positions are an instrument for honoring extraordinary academic accomplishment and for recruiting and retaining distinguished scholars. Endowed faculty positions shall be established within the frameworks and policies of OSU. Generally, endowments are attached to particular academic fields or disciplines with the intent of enhancing the University’s leadership, reputation, and/or research in those fields. Qualifications: Endowed faculty positions typically are awarded to professors or clinical professors meeting the following qualifications and any additional stipulations contained in endowment agreements. Conditions in the College or donors’ requirements or both may result in assistant or associate professors being awarded an endowed position.

1. Outstanding research, teaching, and/or public service contributions that are widely recognized nationally, and/ or internationally, as appropriate.

2. Significant contributor in his/her field of study. 3. An active and contributing member of professional organizations. 4. A faculty member considered to be a role model and mentor for faculty and

students. Search and Screening: General Procedures Regardless of whether the search is to be local or national, the same procedures shall be used. These include: an invitation to apply or nominate peer faculty members extended to the appropriate audience; receipt of applications; review of applications by the search committee; interview of candidates as needed; and recommendation by the search committee of qualified candidates to the School Head who will forward them to the Dean. The Dean will forward the recommendation of a single candidate to the Provost who will recommend to the Regents through the President’s Office. Endowed faculty searches will follow regular procedures as outlined in the COE and OSU handbooks. Representation of other endowed faculty, Regents professors, or other dean’s representatives as appropriate to the search should be considered. Where required by the endowment agreement, a benefactor or benefactor’s representative may be appointed to the search committee. The dean will attend the initial meeting of the search committee to provide a charge for the committee and to review search, screening, and appointment procedures. Appointment Terms and Procedures:


Appointment to endowed positions shall be the responsibility of the OSU A&M Board of Regents on recommendation of the President, even in the event that the appointee already holds an academic appointment within the University. The initial period of appointment will be for a period not to exceed five years. An offer letter from the dean will include the candidate’s initial term of appointment and expectations for the endowed position. Annual Evaluation: As faculty members, each endowed faculty will participate in the Appraisal and Development process in their respective schools. An evaluation of the faculty member’s performance in meeting the expectations of the endowed position will be conducted annually by the Dean. In addition to responsibilities stipulated in particular endowment agreements, appointees shall establish through annual review and reporting procedures, annual objectives consistent with the mission of the College and University. Likewise, budgets for the use of discretionary funds attached to the endowed positions shall be submitted for the review and approval by the Dean. In their capacity as senior scholars and ambassadors of the College and University, endowed faculty report annually to the Dean; these annual reports will be submitted to the OSU Foundation. Generally, endowed faculty positions will carry with them greater ambassadorial responsibilities; therefore, endowed faculty positions may have differentiated emphases on research, teaching, and/or service. Reappointment The process by which endowed chairs will be evaluated for reappointment is in addition to the reappointment, tenure, or A&D procedures. The year prior to the final year of appointment, the faculty member will create a reappointment dossier that includes:

• Current curriculum vita

• Copies of the original appointment documents (position description, application letter, letter of offer, and acceptance letter)

• Report of how funds from the endowment were used

• Copy of all annual reports

• Self evaluation

In January, the school personnel committee will review the reappointment materials and submit a recommendation to the school head. The school head will then submit his/her recommendation to the dean by February 1.


The recommendation may be: a) reappointment for a term not to exceed five years; b) reappointment to a term less than five years with a formal evaluation conducted in a specified period of time; or c) non-reappointment. The dean will make the final decision regarding reappointment. The faculty member will be notified of the dean’s decision by March 1. In the event that a reappointment to the endowed position is not made, a new appointment to the open endowed position will follow the procedures as delineated in the Search and Selection procedures.

I. Faculty Development Policy

I-1 General Expectations

College policies regarding faculty development are congruent with expectations regarding “professional development” as found in the Oklahoma State University Faculty Handbook, Appendix D, 1.1.2. College of Education School Heads are expected to include discussion and specification of each faculty member’s annual faculty development plan as a part of the Appraisal and Development process. Faculty members are expected to outline specific plans and goals pursuant to their development, to be amenable to the School Head’s suggestions regarding their development, and, during each academic year, to provide the School Head with a written assessment of the degree to which professional development objectives have been achieved.

I-2 Provisions for Faculty Development

The College and its Schools are committed to providing systematic and regular support for faculty development. Such support can be provided through college-wide faculty development programs and activities; the encouragement of faculty to participate in University-wide developmental activities; the provision of funding to support travel contributory to professional development; and mentoring programs for junior faculty.

I-3 Initiatives Specifically Supportive of Faculty Research

It is recognized that the ability for faculty to develop research capacity depends in part on College and School support. As resources allow, the College provides a Faculty Research Incentive Program; funding to the Schools for hiring graduate research assistants to work with faculty; and School-based funding for professional travel to support field research, professional networking, and research dissemination.

J. Faculty Position Search Procedures


J-1 General Procedures

The search process begins with the identification of a needed faculty position by the School Head in consultation with program area and School faculty. Pending the Dean’s initial approval, the School Head submits the University “Request to Staff” form which includes a general position description developed by a search committee. From the outset, the shared goal of the College of Education and Professional Education Unit to emphasize the recruitment of minority faculty is stressed and is brought to bear in all advertising and applicant pool development activities

J-2 Search Committee and Chairs

Search committees and chairs are appointed by the School Head.

• The Search Committee duties include:

o assisting in the writing/finalizing of the position description; reviewing and screening applicants’ files in keeping with the position announcement;

o identifying a short list of candidates for phone interviews, follow-up calls, and consideration for campus interviews; and

o recommending to the School Head a list of candidates for on-campus interviews.

The School Head in turn makes recommendations to the Dean regarding candidates to be invited for on-campus interviews.

• Search Committee Chair The committee chair coordinates the collection, dissemination, and maintenance of applicants’ files; organizes the interview schedule for on-campus interviews; and, with staff assistance, arranges the logistics for candidates’ visits to campus. The search chair generally serves as the point of contact for applicants throughout the search process.

J-3 Interview and Selection Process

Interviews should include scheduled time with the following as appropriate: the Dean and School Head(s); the search committee; other appropriate OSU faculty and administrators; students; and representatives from the public schools. Written assessments of the applicant are to be collected by the search chair, reviewed by the search committee, and shared with the School Head, who subsequently provides a summary for the Dean. As part of the process, the search committee formulates a list of the strength and weakness for each candidate invited to campus and forwards them to the School Head. The School Head will forward the committee’s report along with input from other faculty, administrators, and stakeholders for consideration.

Upon consideration of the data the Dean informs the School Head and the search committee chair of the hiring decision. The Dean shares with faculty via the School Head


and the search committee chair, the factors considered in making a recommendation toward filling or not filling the position.

J-4 Guidelines for Hosting Candidates on Campus

Depending on travel logistics, candidates should arrive in Stillwater the evening before a full day’s schedule on campus, and should depart by mid-day the day following a full day of interviews.

Travel arrangements should be made by School secretaries who work with the search committee chairs and the candidate.

The COE should generally not be expected to pay travel for spouses during interviews.

Hosted meals should generally be limited to:

• no more than two OSU representatives on the evening of arrival; • one OSU representative for breakfast on the full day of interviews; • no more than four OSU representatives for lunch on the full day of interviews;

and • no more than two OSU representatives for the evening meal on the full day of

interviews.

Whenever possible, overnight accommodations should be arranged at The Hotel at OSU.

J-5 Policy for Recruitment Expenses

The College will assume most of the costs associated with the recruitment of vacant tenure line faculty. Because of budgetary limitations, there will be some restrictions on the types of charges the College will cover. As the respective School Head deems appropriate, the School may cover charges that the College does not. Costs to be covered centrally include:

• Advertising in approved publications • Travel costs for candidates (airfare, lodging) • Meal expenses for candidates and interviewers • Other costs for which there is approval prior to the expenditure


K. Procedures for Covering Recruitment Expenses

K-1 Advertisement of Positions

The College’s Personnel Liaison will coordinate position advertisements. Group ads will be used as appropriate.

K-2 Travel arrangements for the Candidates

Airfare is to be prepaid for the candidates unless prior approval is obtained. *

Dean must approve, in advance, all reimbursement for rental cars. Thus, permission should be obtained before committing the use of rental cars. *

Hotel accommodation for the Candidates

• Candidates are to stay at The Hotel at OSU unless prior approval is obtained. The Hotel at OSU will direct bill the College. *

K-3 Payment of Expenditures during the visit

Fast Pay or Account numbers must be obtained from the College’s Finance Office before taking candidates to any meal off-campus. This will allow meals to be direct billed to the College. *

The meal costs for a maximum of 3 persons, directly relevant to the search, who accompany the candidate to a given meal.

All bills are to be submitted to the College’s Finance Office with names of participants listed and designating the candidate along with the position for which the individual was interviewed.

The College or School does not cover the cost of alcoholic beverages. Charges for such should not be on a ticket that is submitted for reimbursement.

The number of participants attending a meal function should be limited.

Individuals who attend meal functions but have no direct part in the interview process (spouses for example) should expect to pay for their own meal and should be on a separate ticket.

*Contact the College’s Finance Office for assistance.


Section IV: Students

A. Mission of Student Academic Services

Our Mission is to provide high quality comprehensive advising for the students in the College of Education. Our staff provides many services to our students ranging from career guidance and counseling to college recruitment activities.

B. Academic Advising

Academic Advisement for undergraduate students is coordinated through the Office of Student Academic Services, located in 325 Willard. Students are assigned to a particular academic adviser in the Office of Student Academic Services or to the faculty in the academic departments, depending on the student’s declared major. Faculty academic advisors are nominated by their department heads and appointed by the Dean of the College. Academic advisors may confer with their advisees on such matters as vocational counseling, course selection, academic problems, long-range professional goals, and semester-by-semester enrollment. Recurring duties include:

• Advising students with academic concerns/difficulties • Meeting with prospective students • Senior experience • Assist with Alpha (University orientation) • Assist with Omega Night • Assist with coordination of the College of Education Honors and Awards

Luncheon and Reception • Write letters of recommendation for students • Coordinate ACT letter writing for the College of Education • Assist High School and College Relations Recruiting Activities • Coordinate and conduct Freshmen Enrollment Clinics • Coordinate Convocation/Commencement • Serve on various College and University Committees • Advise Student Organizations • Participate in recruiting trips for the College • Retention issues


• Coordinate degree sheet review • Distribution of University materials (i.e. schedule books, catalogs) • Coordinating the COE College Ambassadors Program

C. Scholarships and Assistantships

C-1 Scholarships Oklahoma State University, the College of Education and individual Schools provide or manage a number of scholarships. Scholarship information on those programs provided or managed within the College of Education is updated annually through the Office of the Dean, under coordination of the Associate Dean for Undergraduate Studies. Individual scholarship programs, amount of award, criteria for eligibility, deadlines and other pertinent information will be provided through this office. The College of Education has a Scholarship Committee, made up of full-time faculty, as one of the several standing committees. This committee serves as the selection committee for college-wide scholarships and in an advisory role to Schools within the College. Schools may have other committees to assist in the management of their respective scholarship programs. Scholarship programs are subject to internal audit, and awards are to be reported on a central University data system. Such awards affect other student financial aid and may be subject to tax liability. As a result, all support documentation related to the application process, selection process, notification of award, and acceptance of award must be properly completed and retained in permanent records. Scholarships available through the College of Education are listed in the OSU Catalog. Approved December 17, 1996 Revised December 2, 1997

C-2 Assistantships The College of Education strongly supports Oklahoma State University in its philosophy regarding Graduate Assistants (Oklahoma State University Faculty Handbook, pg. 37). Graduate assistantship appointments within the College include a general graduate assistant, a research assistant, and a teaching assistant. Additional distinctions can be made by degree being pursued and level of experience. Funding sources for graduate assistantships may dictate specific assignments whether as a graduate teaching assistant (or associate) or a graduate research assistant (or associate). The policies and procedures specified in the Oklahoma State University Policy and Procedures letter (OSUPP) 2-0105 are followed relative to waiver of non-resident tuition of students appointed to graduate assistantships.


Applicants who are considered for graduate teaching assistantships and whose native language is other than English must meet the Graduate College standards for English as a spoken language. The requisite communication level must be documented by the department head and confirmed in writing prior to employment. The University provides in-service training for new graduate assistants and for those wishing to improve their performance or broaden their knowledge. The policies and procedures specified in OSUPP letter 2-0104 are followed by academic departments relative to the supervision of graduate teaching assistants or graduate research assistants. The graduate assistants must be evaluated each semester and supervised within each course/section they teach by a senior faculty member placed in charge of the course/section taught by the graduate teaching assistant. This supervision is to be reported as part of the faculty member’s full-time-equivalent teaching role. Furthermore, grades submitted by graduate assistants must be reviewed by the faculty supervisor and co-signed by that supervising faculty member or the department head prior to submission to the Registrar. The College of Education has maintained appropriate pay scales for graduate assistants through its Office of Human Resources. This office can also assist in decisions related to percent of full-time employment, fringe benefit costs, level of employment, and issues related to international work status. In addition, University policy specifies the maximum number of hours graduate assistants may carry depending upon percent-time employment. Approved December 17, 1996

D. Mentoring of Students

The College of Education is committed to the development of supportive social and educational communities that promote student success. Mentoring opportunities are available for College of Education students through faculty and staff advisors, student organizations (e.g., Education Student Council [ESC]), and other university-wide programs (e.g., Student Academic Mentor [SAM]) in which students, individually and in groups, can become actively involved in the learning process. These programs are designed to pair freshmen, transfer, and adult students with mentors in an effort to ease the transition to the College and the University. Informal peer mentoring opportunities are available for College of Education students through student organizations at the College level (e.g., COE Graduate Student Association, Elementary Educators of Tomorrow) and at the School level (e.g., SAHEP Graduate Student Association).

Student mentoring opportunities are coordinated by the office of Student Academic Services in cooperation with the School Heads and the Associate Dean of Undergraduate


Studies. More information regarding undergraduate student mentoring is available through the Office of Student Academic Services located in 325 Willard.

E. Academic Appeals Process

By enrolling in College of Education programs, students accept the responsibility for complying with all applicable policies and procedures designed to maintain satisfactory academic standing, while retaining their rights and responsibilities as outlined in the University’s “Student Rights and Responsibilities” policy statement. In the event that the established policies and procedures have not been consistently and accurately followed, the students will have the right to pursue an appeal through either the Professional Education Council’s Admission, Retention and Diversity Committee (for students who have been admitted to Professional Education), or the College of Education Student Affairs Committee (for all other students). For more detailed information regarding the academic appeals process, students are encouraged to contact the College of Education Office of Undergraduate Studies. Grade Appeals: A student may appeal a grade given by an instructor in cases in which he or she believes the grade awarded is inconsistent with announced grading policy. Matters of grievance and appeals are the responsibility of the Faculty Governance Council Student Affairs Committee, as noted on page A-11 and in Figure A: Faculty Governance Configuration (page A-14).

F. Contact Personnel

Student Academic Services Human Resources Elizabeth Halley Kim Moss Administrative Assistant Human Resource Coordinator 106 Willard 337 Willard 744-6350 744-8033 [email protected] [email protected]


Section V: Facilities

A. College of Education Accommodations

The College of Education is housed primarily within Willard Hall. The College also utilizes other facilities on and off campus to carry out its mission. On-campus facilities include Colvin Center, North Murray, Cordell Hall, Flight Center at Stillwater airport and PIO. Faculty also are resident at OSU Tulsa.

B. Willard Policies and Procedures

B-1 General Space Use and Allocation Philosophy

The following principles will be used to guide decisions about space use and allocation:

• Similar functions will be located in the same areas (e.g., technology-related space, administrative-related space).

• Faculty and graduate student office space is assigned based on their work (e.g., Tulsa-based individuals will be provided space in Tulsa, individuals will be housed in proximity of their school office). First priority will be given to tenure-track full-time faculty, then grant activities, adjuncts and graduate students.

• Specialized classrooms will be used optimally, typically multiple times during each day and in multiple ways, if possible.

• One centrally located office will be provided for OSU-Tulsa faculty use while in Stillwater and for Stillwater faculty use while in Tulsa. Both Mac and Windows platforms, bookcases and file storage will be provided in these spaces.

• Each School will have designated workroom space (one per school) and graduate assistant space.

B-2 Office Space

Administrative and faculty offices have been allocated among the three schools based upon need. Department heads work together with the Associate Dean for Undergraduate Studies. B-3 Willard Room Scheduling

The Unit Assistant, Business and Finance Office (4-8037), is responsible for scheduling and reserving of Willard facilities.


Classrooms & Seminar Rooms The COE Professional Education office notifies the School administrative offices three times per year of its upcoming deadlines for scheduling classes for the following year.

• To receive scheduling priority, a School must submit a draft of its class schedule to the Professional Education office by indicated deadline.

• The Professional Education office forwards drafts of schedules, in the order received to the Unit Assistant, Business & Finance Office to enter on the Willard Master Schedule.

• Rooms are scheduled on a first-come, first-serve basis.

• If more space is needed for classes in Willard after the Master Schedule is full, classes from any School may be scheduled in any Willard seminar room during the times the seminar room has not been scheduled for use.

Every semester, each School is mailed a printed, computerized schedule of all Willard classes and reserved seminar rooms for the entire semester. Schools should proof the schedules and notify the Unit Assistant, Business & Finance office, immediately if any discrepancies are found.

Once a semester has begun, all classroom change requests must be directed to the person who handles class scheduling in each respective School. This procedure helps to eliminate the possibility of double-booking rooms.

To schedule an event or reserve a room, one should contact the Unit Assistant, Business and Finance Office, by e-mail at [email protected] with the following information:

• How long the event will last • Number of people expected to attend • Room preference, if any • Person, department and/or organization requesting use of the room

Scheduling/reservation confirmation will be sent via e-mail; the Unit Assistant, Business and Finance Office, should be notified immediately of any discrepancies.


Living Room, Parlors and Terrace Normal scheduling procedures should be followed to reserve a College of Education event in the Living Room, Parlors and/or Terrace. Special provisions must be observed when using these rooms for special events. There are charges for scheduling rooms for non-OSU purposes.

• Designated areas of Willard Hall may be scheduled for functions that are consistent with the purposes of the University and do not unnecessarily interfere with or disrupt regularly scheduled classes or the primary functions of the College.

• The use of facilities will normally be restricted to receptions, speakers, lectures and special meetings. Dances, parties, bands, removing of furniture, and table service meals will not be permitted in Willard Hall without special approval of the Dean. Removal or rearrangement of furniture or table service meals will not be permitted in Willard.

• The party reserving the room is responsible for ordering any refreshments that are required. Absolutely NO alcohol is permitted in or around Willard Hall or as part of a scheduled event.

• When an event requiring refreshments is held, the party reserving the room is responsible for disposing of all food and paper products before leaving. (These rooms are open until 11:00 p.m. daily for use by others.)

• OSU is a tobacco-free campus; therefore, any use of tobacco is prohibited anywhere on campus, including Willard Hall.

• Events may not be scheduled during official University holidays, when facilities are closed, or without special permission from the Dean of Education’s representative.

• Events may not be confirmed for scheduling more than nine (9) months in advance.

• The use of rice, seeds, bubbles, confetti, smoke/haze machines, or other materials, which may cause damage or extraordinary cleaning, will not be permitted.

• For fire safety, open candle flames will not be permitted; they must be properly enclosed in containers that cover the flames and collect drippings.

• Additional furnishings may not be brought into the facility without the expressed approval and arrangement of the College of Education’s representative.

• The event sponsor/“responsible party” (a faculty or staff representative in the case of a student organization) shall be held responsible for any damages to the scheduled facilities or for any extraordinary cleaning required.


Piano Policy

The Grand Piano in the Willard Living Room of the College of Education is available for use on special occasions. The piano is available as part of the rental agreement for special events, wedding receptions, etc. To arrange for use of the piano, contact the College of Education representative at 4-8037.

The OSU Music Department periodically will have the piano tuned as deemed necessary, so the piano should be in good tune at all times.

The rental fee for a two-hour block of time is $50.00. Additional hours may be reserved at $25.00 per hour after the minimum two-hour reservation fee is met.

The piano is not to be moved from its permanent location in the Willard Living Room.

The piano is locked at all times to prevent damage. To check out the key for the piano, please contact the College of Education representative weekdays between 8:00-12:00 a.m. and 1:00-5:00 p.m. The key may be checked out the day of the event unless other arrangements are made with the COE representative.

To schedule a practice session with the grand piano, please contact the COE representative weekdays between the hours of 8:00-12:00 a.m. and 1:00-5:00 p.m.

Upon completion of your function, lock the piano and return the key to the COE representative. If the piano is damaged while you are renting it, repairs will be made and you will be responsible for those charges.

B-4 Available Rooms

Classrooms, Seminar, Conference, and Special Event Rooms

Use of the following rooms and equipment may be requested from the Unit Assistant, Business and Finance Office (4-8037).

• 007 Computer Lab – 25 People • 010 Lecture Hall – 150 People • 012 Science Classroom – 36 People • 013 Art Classroom – 36 People • 104 Aviation Classroom – 40 People • 105 Classroom – 40 People • 107 Classroom – 45 People • 108 Classroom – 40 People • 201 Seminar Room – 25 People • 231 Conference Room – 12 People • 241 Seminar – 25 People • 243 Conference Room – 8 People


• 301 Seminar – 25 People • 322 Conference Room – 8 People • 326 Seminar – 25 People • 333 Dean’s Conference Room – 12 People • 401 Seminar – 25 People • 403 Conference Room – 10 People • 440 Conference Room – 10 People • 449 Seminar – 25 People • Living Room, Parlors and Terrace (Please see special provisions, above.)

Distance Learning Center

Use of the following rooms may be requested from the Sr. Administrative Support Specialist in ITLE at 4-7589.

• 004 Distance Learning Center – 30 People

Reading and Counseling Clinics

The College of Education has two clinics located in Public Information Building (PIO). The reading Clinic is primarily assigned to the School of Teaching and Curriculum Leadership. The Community of School Services Center is assigned to the School of Applied Health and Education Psychology. While scheduling priority is given for the programs in which the clinics were developed, these areas remain College facilities and are available to all faculty with appropriate need when time permits. B-5 Building Access

Display Cases

Display cases in Willard are not available to the general public. Individuals, programs and organizations affiliated with the College of Education may request display cases through the Unit Assistant, Office of the Dean. Keys

Willard keys are issued to College of Education personnel on an as-needed basis. Requests for keys must be approved by a School Head or Associate Dean. The Unit Assistant, Business and Finance Office (4-8037) issues keys.


B-6 Contact Personnel

Room Scheduling & Key Issue Willard Scheduling Adrianne Adams 330 Willard Hall Unit Assistant 744-8037 Business and Finance Office [email protected] 330 Willard Hall 744-8037

C. Colvin Center Policies and Procedures

C-1 Building Access C-2 Display Cases and Keys Display cases in the Colvin Center are not available to the general public. Requests from individuals, programs or organizations affiliated with the College of Education may request a display case by contacting the SAHEP Administrative Associate. C-3 Classroom and Conference Room Scheduling Classroom Scheduling The Colvin Physical Education Center is shared by Campus Recreation, which operates under the OSU Vice President for Student Affairs, and the School of Applied Health and Educational Psychology (SAHEP), one of three academic units within the College of Education. Because it is a shared facility, the scheduling of the Colvin Recreation Center is based upon a pre-established priority schedule for the entire building. Colvin Center classrooms and many of the activity areas are priority-assigned to SAHEP from 8:00 a.m. through 3:30 p.m., Monday through Friday (except during the noon hour). At the beginning of each semester, SAHEP then reserves the areas it needs for specific classes. Requests for Colvin Center classrooms and other space should be made to the SAHEP Administrative Associate while the schedule is being built. The Spring Semester schedule is finalized in July of the preceding year; and the Fall Semester schedule is finalized in January of the preceding year. Other College of Education programs may reserve Colvin Center classrooms and activity areas once the prior reservations have been recorded and confirmed. Conference Room Reservations The Colvin Center Conference Room is reserved exclusively for the academic program and may be reserved by contacting the SAHEP Main Office in the Colvin Center (see below).


C-4 Contact Personnel Sherri Longan SAHEP Main Office 180 Colvin Center 744-9337 [email protected]

D. Duplicating and Mail Services

Duplicating and Mail Service staff provides support to faculty, staff, administrators and students to meet College of Education duplicating and mailing needs. Its objective is to operate efficiently and effectively using practical and workable procedures. This service operates from 328 Willard, typically referred to as the “mail room.” D-1 Policies and Procedures

College of Education mail is picked up and delivered twice daily, once each morning and afternoon. Documents dropped off at the mailroom in the morning are generally ready the same afternoon for pick up or delivery. A Copy Request Form is required to accompany each document that is to be copied; detailed instructions must be on this form to assure accuracy.

The COE Duplicating Services area has two large copiers capable of multiple services, particularly copying large numbers of pages and volumes. Smaller copiers are available in College of Education academic, administrative, and support offices for copying single sheets or a few pages at a time. D-2 Contact Personnel Casey Powell Duplicating Operator 328 Willard Hall 744-8898 [email protected]


E. Telephone Access and Usage

E-1 Telephone Usage

College of Education Faculty and Staff may consult the Campus Directory for information about using the campus telephones. The “administrative standard features” of your telephone may be viewed on pages 9-14 of the Campus Directory.

When calling from an on-campus telephone to another on-campus telephone, dial the listed 5-digit number; i.e., x4-9465. To reach the campus operator; dial “0.” Press “9” to send additional digits for any type of computerized network that requires sending extra digits after the tone. To access an outside line, dial “8” plus the local telephone number. All long-distance calls must be direct dialed. To make a long-distance call, dial “8” plus the area code and number.

Restricted telephones require the use of an authorization code to make calls. If needed, authorization codes may be obtained through your area of employment E-2 Emergency Number For campus emergencies, dial 911.

E-3 Non-Emergency Numbers On-Campus Off-Campus Fire 744-7241 372-0497 Police 744-6523 372-4171 Ambulance 372-4171 E-4 Academic Building Emergencies (Plumbing, Electrical, HVAC) Call Physical Plant Action Desk, Mon-Fri – 8:00-5:00 p.m. 744-7154

Non-Business Hours call 744-6523


Section VI: Technology

A. General Information

A-1 Purchasing

All faculty, staff and graduate assistant needs for new technology, technology upgrades, software, and other equipment must be requested through the School or Unit Heads. The School or Unit Head will confer with the Director of Technology regarding such requests.

The College will provide to each newly hired Administrator and Assistant, Associate or Full Professor a computer with monitor, keyboard, mouse and desktop printer with access to a network laser printer. The School housing the new employee will be responsible for any additional hardware purchases.

The School hiring a new Adjunct, Visiting, or part-time Professor, staff personnel, or graduate assistant is responsible for the purchase of or arrangements for computer hardware for the new employee.

When appropriate, grant programs and special projects are responsible for the purchase of their own hardware.

The purchase of hardware through the Student Technology Fee must be of direct benefit to all students and recommended by the Student Technology Fee Committee.

All computer purchases will be reviewed by the Director of Technology to ensure minimum standards are met and that state contract pricing is utilized.


A-2 Personal User IDs

Each employee within the College of Education is eligible to obtain a personal User ID to access OSU’s computer network. This User ID is used as the login name for network access as well as for the user’s e-mail address. Your email address will be [email protected].

The procedures to obtain a personal User OD for OSU’s computer system are:

• The COE Administrative Assistant who will process the Employment Action (EA) form notifies the COE Technology Manager of the new hire via “EASY” notification email form. The “EASY” form should be submitted immediately after the hiring decision is made.

• The College completes the EA form and sends it to Personnel.

• Personnel check the EA and enter it into the system.

• The new hire contacts the COE Technology Manager on his/her first day of work to discuss required training for email access and other computing issues.

A-3 Electronic Mail Faculty and Staff

• The Technology Manager sends a request to the Notes Mail Administrator to establish a Notes Mail account after training has been obtained and a Notes ID file has been issued.

• The COE Technology Manager makes an appointment for a computer technician to install and configure Notes for the new hire.

Graduate Assistants and Students

• It is recommended that all students and graduate students use their student email accounts. However, if these employees choose to use a non-OSU system, they are required by the COE Dean to update their online directory (LDAP) entries so that their okstate email is delivered appropriately. Instructions for updating this directory are available from the Technology Manager.

Adjunct Faculty and Temporary Staff

• Adjunct faculty and temporary staff should see COE Technology immediately upon hire to discuss options for obtaining an email account.


When an employee leaves the College, the “EASY” electronic information form used for notification of personnel actions will be submitted upon notification of resignation or separation of all COE employees. This form will be generated by the appropriate administrative assistant and will be used by COE Technology to terminate software licensing and email services appropriately.

B. Technology Support B-1 Computer Support Requests Staff, faculty and administrators should follow the procedures below to facilitate solving computer-related problems:

• Call College of Education Computer Support @ 744-2222 and give following information about the person who needs computer support:

o Name o User ID o Phone number o Office number o Computer platform (PC or Mac) o Best available time for a technician to assist you

Or visit the computer support specialists in their office (002 Willard) during office hours. Office hours are Monday-Friday 8am - 5pm.

• You will receive notification that a “Help Ticket” has been opened in your name. If the description of the problem in this notification is not accurate, call computer support at 744-7124 immediately.

• The Computer Support Specialists will then place the request on their Service List and prioritize their schedules according to the following system outlined in the next section.

• Upon resolution of the problem, you will receive notification of the action taken.

• Problems with technical service should be directed to the Director of Technology.


B-2 Priority System

Priority 1:

Base-Level Functionality Not Working/Affecting Many Individuals Examples – Network or file server down, computer lab computers or software down, network printers down, a service provider for many individuals down, Student Services or Finance/Personnel mainframe Access down, network software problems (common to more than one user)

Priority 2:

Base-Level Functionality Not Working/Affecting One or a Few Individuals Examples – Computer or component down, network access down, supported network software down, printer access down

Priority 3:

Enhancement of Base-Level Functionality/Affecting Many Individuals Examples – Upgrade network software, add new network software, instruction in use of network software

Priority 4:

Enhancement of Base-Level Functionality/Affecting One or a Few Individuals Examples – Set-up of new machines, special requests regarding network software, individual assistance with standard software, assistance with Installation of standard software

This is a very basic structure for prioritizing; extenuating circumstances often intervene. Service needs are typically met within the following time frames:

Priority 1: 1-2 days Priority 2: 2-3 days Priority 3: 1-2 weeks Priority 4: 2 weeks or more


B-3 Educational Technology Center

The Educational Technology Center (ETC) at 002 Willard and its staff provide instructional technology resources for all students, faculty, staff, and administrators, and for other public entities. Resources include access to and assistance with multimedia educational technologies, video production, and traditional media equipment and production. They are open on weekdays, weekday evenings, and weekends.

B-4 College of Education Website

The COE website is hosted under the responsibility of Sarah Johnston at x2086.

B-5 Technology Training

Training needs for technology are evaluated and provided on a continual basis through avenues such as individual instruction, Brown Bag Sessions, mini-courses, and Faculty Development Series. The Faculty Support Center within the ETC is designed to meet faculty training and assistance needs in regards to instructional technology application. Faculty and staff are encouraged to take advantage of training offered campus-wide, as well. The College actively seeks opportunities to serve the community by offering technology training to K-12 schools, vo-tech schools, and business and industry.


Don Fry Director of Technology College of Education 002 Willard 744-4645 [email protected]

Todd Gungoll Manager, Instructional Technology College of Education 002 Willard 744-5722 [email protected]

COE Instructional Support Services 002 Willard 744-8010


C. Classroom Technology Available

In addition to the following items, all rooms have Ethernet connectivity, drop-down presentation screens, and cable TV access.

C-1 Standard Classrooms

104 Willard TV/VCR, Overhead Projector (2), 4 Macintosh Computers

105 Willard VCR, Overhead Projector (2), 4 Macintosh Computers

107 Willard VCR, Overhead Projector, Multimedia Presentation Cart, 4 Macintosh Computers

108 Willard TV/VCR, Overhead Projector (2), 4 Macintosh Computers

C-2 Special Classrooms

007 Willard Mac Lab: 25 Intel Computers, Eiki projector

007A Willard PCLab: 18 Intel computers. Eiki projector

004 Willard Distance Learning Classroom: equipment for compessed/ full-motion video delivery and receiving, monitors, VCR, visualizer (document camera), microphones, Macintosh computer (Also see 104 Willard, below).

010 Willard Lecture Hall, big screen and projector, cable television, VCR, laserdisc player, Intel computer, microphones, laser white board

012 Willard Science Classroom: Overhead Projector, Macintosh Computers (2)

013 Willard Art Classroom: TV/VCR, Macintosh Computer

103 Willard Reading and Math Lab: 10 IMac computers

C-3 Seminar Rooms

201 Willard TV/VCR, Overhead Projector (2)

241 Willard TV/VCR, Overhead Projector



326 Willard Big Screen TV/VCR

401 Willard TV/VCR, Overhead Projector


C-4 Equipment Available for Faculty Check-Out

From 002 Willard: Video camera TV/VCR Slide projector Digital camera Polaroid camera Overhead projector Computer on presentation cart Labtop computer Eiki video projector

D. Colvin Center Technology

Each classroom in Colvin Center is equipped with an overhead projector and screen, and are wired for mainframe access. Additional audiovisual equipment, such as a tv/vcr, Multimedia Presentation Cart, “Smart-Cart,” slide projector, and high intensity overhead projector can be reserved though the senior secretary. Willard policies and procedures regarding computer technology apply to Colvin Center faculty, staff and administration.

For the latest information in Colvin Center classroom technology please check http://www.okstate.edu/education/tech/roomresources.htm D-1 Contact Personnel COE Technology 002 Willard (405)744-2222

E. Other Computer Labs

Many computer labs are vailable to students on campus. Two facilities available for reservation by faculty include:

• Free to OSU students; contact John Wilson at 4-6301 • Rental fee required for labs in Edmond Low Library; contact Sheila Johnson

at 4-5271.


Section VII: Education Outreach

A. Policy and Procedures

A-1 Mission The mission of Education Outreach is to advance the dissemination of College of Education faculty and staff expertise, to create access to the resources of Oklahoma State University and to provide lifelong learning opportunities to individuals in local, regional, national, and global communities.

A-2 Services Education Outreach provides the following services and guidelines to support faculty in planning and implementing credit and non-credit course offerings, conferences, weekend workshops, and staff development:

• Proposal and Approval. All Education Outreach course proposals (on-campus and On-line) must be submitted to the Education Outreach Manager. The Education Outreach Manager will prepare the course proposal and handle the signature routing. The signed proposal will be forwarded to University Outreach for approval. A copy of the signed proposal will be kept in the Education Outreach office for faculty review. Deadlines for submitting course proposals are February 15, April 15, July 15, September 15 and November 15.

• Course Budget. The Education Outreach Manager will prepare an inclusive budget for each proposed course or activity. This projected budget will include faculty pay, benefits, Outreach administrative fees, tuition and fees, and the number of enrolled students required to cover all costs.

• Books and Supplies. The Education Outreach Manager will assist the faculty member with textbook orders, reserving audio-visual equipment, and copying course information.

• Classroom Space. The Education Outreach Manager will make the necessary arrangements for classroom space (on-campus supplemental courses) and studio space (On-line courses).

• Support Services. The Education Outreach Manager will assist all interested students in registering for a course when they contact the Outreach office. A registration roll, student sign-in sheets, and lab receipt sheets will be generated and given to the faculty member instructing the on-campus supplemental course. Confirmation letters and course information can be mailed to all registered students if requested by the faculty member. Personal notification will be forwarded to all students if the Education Outreach course has to be canceled.


• Tuition and Fees. Students are charged tuition and fees for Education Outreach courses directly by the Bursar’s office. Additional lab fees may be charged to cover costs associated with a course. The Education Outreach Manager will handle the routing of lab receipt forms to the Student Union Bookstore for processing.

• Grades. Grades are submitted by the faculty member each semester On-line at https://prodfosu.okstate.edu. Each semester, the Education Outreach Manager will send an E-mail reminder to each faculty member with instructions on how to submit grades On-line. It is the faculty member’s responsibility to electronically submit grades by the designated deadline.

• Course Promotion. The Education Outreach Manager will establish a marketing and advertising promotion plan based on information from the course proposal form and the course syllabus. Advertisements and flyers will be designed, printed, and distributed to specific audiences.

• Conference Coordination. The Education Outreach office will assist faculty in arranging lodging and conference rooms, registrations, promotion and advertising, ordering food, arranging motor pool transportation, arranging technology and audio-visual needs, printing conference materials, and budgeting and billing.

• College Promotion. The Education Outreach Manager will exhibit at in-state conferences to promote the College of Education. Faculty members can contact the Education Outreach Manager to discuss exhibiting at an in-state conference. Faculty members are encouraged to contact their school head to determine if funds are available to assist with exhibit space costs. If the Education Outreach Manager is unable to attend the conference, the Education Outreach office has a table top display that the faculty member can use for the exhibit.

A-3 Contact Information

Education Outreach 325 Willard Hall Stillwater, OK 74078 (405) 744-6254 (800) 765-8933 Fax (405) 744-7713 [email protected]


Section VIII: Office of Graduate Studies and Research

(GSAR)

A. Graduate Studies

A-1 Mission

The office of Graduate Studies is the repository of information regarding all matters related to graduate studies in the College of Education (COE). Electronic and hard copy files are stored for all graduate students and these files contain all of the information on any given graduate student from the time of their first contact with the COE until one year after their graduation or departure from a degree program. The office assists faculty with correspondence with the Graduate College particularly with regard to forms, deadlines, and correct procedures.

A-2 Staffing

The office of Graduate Studies has one full time staff member to assist with any matters related to graduate studies. Training is available through this office for those faculty who wish to access the electronic database. The Associate Dean for Graduate Studies and Research provides leadership for the office and acts as the official liaison for the COE to the Graduate Dean.

A-3 Graduate programs

All COE graduate degree programs and program requirements are listed on the COE web site under the heading of Graduate Studies.

A-4 New or Modified Degree Programs

All new graduate degree program proposals or modifications to any existing degree program originate with the appropriate program faculty in a given School. Such requests are then forwarded through the appropriate administrative channels for eventual determination for their suitability in the COE graduate program.

A-5 Contact Personnel

Dr. Steve Edwards Sandi Ireland Associate Dean for Graduate Studies Graduate Records and Research Graduate Studies and Research 325D Willard Hall 325V Willard Hall 744-5217 744-9483


B. Research

B-1 Mission The office of Research assists faculty with all aspects of the grantsmanship process. This includes: prospecting for information about funding sources, preparing proposals, and administering funded projects.

B-2 Proposal Submission Protocols

Externally funded research and grant programs commit the University to fulfill a myriad of responsibilities and, as a result, faculty and staff who engage in such activities must have approval prior to applying for external funding. This approval is obtained by following the appropriate proposal routing channels.

The office of Research coordinates the proposal routing process and communicates with all appropriate offices on campus. Therefore, all requests for external funding are administered through this office.

B-3 Staffing

The office of Research is under the leadership of the Associate Dean for Graduate Studies and Research who acts as the official liaison for the COE to the Vice-President for Research. A Faculty Liaison assists with recruiting faculty into the grantsmanship process. A Pre-Award Coordinator assists faculty with all activities that lead up to submitting an application for external funding and a Post-Award Coordinator assists faculty with administering the program once an award has been granted. Details of these activities follow:

Faculty Liaison.

Assists new faculty with orientation to the grantsmanship process and recruits returning faculty for voluntary participation in the grantsmanship process. Assists in proposal development for the office of Research.

Pre-Award Support. The Research staff helps faculty secure funding by coordinating research activities; maintaining a library of guidelines and applications from federal, state, and private grant programs; research, Requests for Proposals (RFPs) that match faculty research and program interests; and providing information on upcoming grant and contract opportunities and deadlines. They also review all proposals and work with faculty to develop project budgets and ensure compliance with the policies, procedures and guidelines of the University and the respective funding agencies;


monitor the routing process through appropriate University channels to obtain required signatures; and prepare proposals for submission.

Post-Award Support. The Research staff provide support for sponsored activities. The emphasis of this support is primarily post-award financial and compliance management. It includes routing or establishing new awards, monitoring allowability of expenditures, approving purchases, reconciling accounts, advising principal investigators on policy and procedures relating to sponsored activities, contract/agreement preparation and negotiation, and various other functions involved with managing sponsored programs.

B-4 Proposal Submission Procedures

• Notify the Pre-Award Coordinator of your intent to apply as soon as the decision is made to make application. Contact us for current procedures, guidelines and forms. If you have not already contacted the agency program officer, do so as soon as you have read the background materials.

• Get approval from your School Head to submit the proposal.

o Possible issues to be discussed are academic year participation, summer salary, graduate student and staff requirements, space needed, full cost of the project versus sponsor limits, and any cost sharing on behalf of the department. Cost sharing must be approved before the budget can be finalized.

o Determine the availability of departmental staff and graduate students to assist you with word processing, proofreading, and other proposal preparation and submission tasks.

o Inform the School Head if you plan to be out of town or otherwise unavailable during the proposal development and submission process. It may be necessary to submit the proposal ahead of the agency deadline.

• Meet with the Pre-Award Coordinator to review your draft narrative or project plan and preliminary budget several weeks prior to the deadlines. If the prospective sponsor is a foundation or other non-governmental source, the Research office will determine whether or not the proposal needs to be processed through the OSU Foundation.

o Staff will work with you to assure compliance with agency guidelines, state and university requirements, and cost accounting standards.

o Staff will provide current information regarding salary, fringe benefit and F&A (indirect) cost rates. Staff will also assist you with preparing the budget narrative.


o Adequate lead time must be allowed for the staff to research and get approval on special budget needs; ensure the proposal narrative correlates with the budget and budget narrative; and develop a budget format for the unique requirements of the proposal. Provide Research staff with revisions of the narrative/project plan throughout the process.

o Staff will prepare the appropriate agency forms for signatures and submission.

o Any human experimental use must (eventually) be cleared through the Institutional Review Board (IRB). Discuss the IRB application process with the Research staff.

• Peer review of the proposal and the appendix items such as bibliography, vitae, and supplemental information is highly recommended. The Research staff will do a final proofreading of the narrative if sufficient time is allowed.

• At least five days before the agency deadline submit a well-developed copy of the narrative and the final budget, along with the budget explanation, to the Research staff. Staff will prepare the routing form and begin circulating it with the proposal to obtain signatures from the respective PIs/Heads/Deans and forward it to University Research to obtain the approval and signatures of required OSU officials.

• The Principal Investigator is responsible for submitting the final proposal and required copies to the Research staff in both hard copy and electronic form. If necessary, the Research staff will mail the proposal.

B-5 Facilities and Administration (F&A) Costs

As mentioned above, the University has negotiated specific F&A rates (formerly known as Indirect Costs – IDC) with the federal government. F&A costs are those costs that are incurred for common or joint activities of the university and therefore cannot be identified readily and specifically with a particular sponsored project, instructional activity or any other University activity. F&A costs cannot be waived without having been approved through established University proposal routing channels.

Indirect costs typically include expenses incurred for general departmental and institutional business such as administrative and clerical salaries, related fringe benefits, office supplies, postage, telecommunications, equipment and other general costs. Other F&A costs are those incurred for administrative and support services that benefit departmental activities, and costs incurred by separate departments and organizations established primarily to administer sponsored projects. All of these costs are considered part of the indirect cost pool and cannot be directly charged to the grant.


In instances where sponsored projects require costs typically handled as F&A costs, such costs may be charged to sponsored agreements as direct costs when ALL of the following conditions are met:

• The costs are required by the project scope due to the project’s special purpose or circumstance; AND

• The costs can be readily identified specifically with the project with a high degree of accuracy: AND

• These items of costs can be separately budgeted for, with justification, and approved by the sponsoring agency.

Received F&A Distribution Program. The F&A distribution program is an incentive funding source. The University has a negotiated an F&A cost rate (depending on the type of proposal and location of project). Of the received F&A, 45% is returned to the college. Of the 45% received by the college, 30% is placed in the Dean’s account, 30% is placed in a School account, 30% goes to the PI and 10% goes to the office of Research. These funds may be spent in compliance with university policy that governs the use of professional development funds.


Dr. Steve Edwards Cedar Moore Associate Dean for Graduate Studies Administrative Assistant and Research Graduate Studies and Research 325D Willard Hall 325E Willard Hall 744-5217 744-5217

John Winters Gayla Hudson Grant Coordinator Research Professional 325B Willard Hall 325A Willard Hall 744-8035 744-3539


Section IX: Office of Development

A. Purpose

The purpose of the College of Education's Office of Development is to seek and secure gifts that support the College, its mission, and its academic programs.

B. Policies and Procedures

Development activities are critically important to the College of Education. The involvement of all members of the College is necessary for the overall success of our development mission. The following policies/procedures are intended to clarify procedures, simplify internal contact policies and avoid needless and potentially harmful duplication of effort.

• Faculty requests for private support must be coordinated through the School Head, the College of Education Office of Development and other offices in the College, where appropriate.

• The Dean of the College of Education is responsible for prioritizing projects in conjunction with university major comprehensive campaigns or mini-campaigns.

C. Contact Personnel

Brenda Solomon Debbie Sutton Director of Development Development Asst. & Scholarship Coord. 336 Willard Hall 334 Willard Hall 744-7188 744-3355 [email protected] [email protected]


Section X: COE Business & Finance Office

A. Procedures for Processing Priority Items

A-1 Priority items

• Items are reviewed for priority as they arrive in the office • Items with service-provider and/or University deadlines

Prepaid airline tickets Deposits must be made within 24 hours of receipt Sales tax reports Requisitions with specific “need by” dates or with limited time price quotes Out-of-country travel needing Board approval

• Grant with eminent ending dates • All other items will be handled in order received. • Special attention and early consideration given to fiscal year-end activities

(June 30) and calendar year-end activities (December is a short accounting month) will be greatly appreciated.

A-2 Contact Personnel

Linda Myers Pam Porter Fiscal Officer Administrative Assistant 330A Willard Hall 330 Willard Hall 744-6869 744-8034 [email protected] [email protected]


B. Procedures for Out-of-State and Out-of-Country Requests and Reimbursements and In-State Travel Reimbursements

B-1 Out-of-State and Out-of-Country Request and Reimbursement Procedure

Requests: All out-of-state and out-of-country travel requests are to be submitted in advance of the actual travel. College policy requires out-of-state travel requests to be submitted at least two weeks prior to travel. Out-of-country travel requests require OSU Board approval and therefore should be submitted with the Board meeting schedule in mind. SOS Insurance is suggested and encouraged for all out-of-country travel.

For prepaid airfare you must use a State contract travel agency. Tickets may be purchased from internet providers, ticket consolidators or directly from the airlines as an exception to using State contract travel agencies if it can be documented that the purchase price is less than the State contract price. Be aware that, if the cost is NOT LESS, the traveler WILL NOT BE REIMBURSED for any portion of the cost of the ticket. It is an “all or nothing” proposition. These exceptions cannot be handled as prepaid airfare. Reimbursement: Receipts for reimbursement (examples mentioned above) should be submitted immediately upon return from travel but must be submitted within 60 days. The claimant is to bring original receipts (examples are listed under B-3) along with the copy of the request provided for this purpose to the College Business & Finance Office. The appropriate school or unit will prepare the travel reimbursement voucher. The claimant will then be asked to sign the voucher. The travel voucher is then forwarded to the COE Business & Finance Office for the Dean’s approval. The COE Business & Finance Office will deliver the voucher to University Accounting to be processed for reimbursement. B-2 In-State Travel Reimbursement:

Upon completion of an in-state trip, receipts for reimbursement should be submitted within 60 days of the trip. The appropriate school or unit will prepare the travel voucher. The clamant will then be asked to sign and date the travel voucher. The voucher is then forwarded to the COE Business & Finance Office for the Dean’s approval. The COE Business & Finance Office will deliver the travel voucher to University Accounting to be processed for reimbursement.


B-3 Examples and Reminders:

Original receipt examples include:

• Airline tickets • Itemized hotel bill in the traveler’s name showing the single room rate and

zero balance due • Paid registration fee • Miscellaneous supplies (with purpose stated) • Business phone calls (usually shown on hotel bill) • Parking and tolls • Any other pertinent receipts • Conference itinerary • Designated hotel form

Reminders:

• Travelers should be aware that failure to obtain the required approvals in a timely manner could result in denial of reimbursement.

• Meeting times (beginning and ending) • Meals in registration • Course number taught • When the itinerary does not specify a designated hotel, a hotel needs to be

designated by the department before the trip is taken. A designated hotel form needs to be signed and dated before the trip.


Section XI: OSU Policies to Reference

A. OSU Faculty Handbook

http://osu.okstate.edu/acadaffr/aa/PDF%20Files/osufacultyhandbook.pdf -

B. General University Policies

https://stillwater.sharepoint.okstate.edu/Policies/Shared%20Documents/Copyrightable%20Intellectual%20Material.pdf

C. Academic Policies

http://osu.okstate.edu/acadaffr/aa/PDF%20Files/sumofpolicies.pdf


Section XII: APPENDICES A. PROFESSIONAL EDUCATION Council Policy and Goals

Professional Education Council The value and specific purpose of the Professional Education Council committees are related to professional education. Their structure and representation reach across the colleges and beyond the University.

9/21/2010

Oklahoma State University Professional Education Council

By-Laws

I. RATIONALE

The Professional Education Council described herein extends both the membership and the functions of the former Teacher Education Council, established to coordinate teacher education programs at Oklahoma State University. The Professional Education Council is predicated in part on the definition of a “professional education unit” as defined by the National Council for the Accreditation of Teacher Education (NCATE). NCATE defines the professional education unit as:

The professional education unit is the institution, college, school, department, or other administrative body with responsibility for managing or coordinating all programs offered for the initial and continuing preparation of teachers and other school personnel, regardless of where these programs are administratively housed. Also known as the “professional education unit.” (NCATE Professional Standards 2002, p. 57) The organization of OSU’s Professional Education Council is designed to also

reflect the governance guidelines of the Oklahoma Commission for Teacher Preparation pertaining to teacher education programs. The Commission specifies that:

The governance and administration of the total teacher education program standard is based on the premise that there must be a recognizable and functioning governance entity within the institution’s administrative structure which has responsibility for designing, approving, and


continuously evaluating and developing teacher education programs. This governing unit may be a council, committee, department, school, college, or any other recognizable entity which includes the administration of teacher education as one of its functions.

At Oklahoma State University, the College of Education is formally recognized as

the institution’s “professional education unit” for administrative purposes. Moreover, the Board of Regents recognizes the Dean of the College of Education as the University’s Director of Teacher (Professional) Education. The Professional Education Council is the organizing and coordinating body reflecting the more broadly defined unit structure - that which encompasses all professional education programs at the institution, including but not limited to those in teacher education.

II. FUNCTIONS

The Professional Education Council shall serve in the following general capacities for all programs which prepare professional school personnel at Oklahoma State University:

1. Reviewing and approving all policies governing the preparation of school

professionals and recommending their implementation to the appropriate administrative units;

2. Promoting coordination among faculty in the various academic units which prepare school professionals through degree programs;

3. Providing a forum for discussion of plans and policies related to the preparation of school professionals among members of the extended community (including the public and business sectors) who are stakeholders in improving education;

4. Enabling a unified, broadly based, and representative body for communication with the University central administration, with local and state education agencies, with professional associations and with national accrediting agencies regarding the preparation of school professionals at Oklahoma State University. In addition, the Professional Education Council shall be advisory to the Dean of

the College of Education as the Director of Professional Education, and to other administrators as appropriate, in the following activities:

1. candidate admission, monitoring, retention, and evaluation; 2. course and program planning, development, evaluation, and improvement; 3. goal setting within the mission of Oklahoma State University; and 4. building and sustaining a culturally diverse student body and faculty.

III. STRUCTURE

The Professional Education Council is designed to be representative of the various interests within the professional education unit and of the extended professional


community. The Professional Education Council is composed of the following membership:


Professional Education Council Membership Membership Comments/Directives Dean of the College of Education

⇒ Designated as Director of Professional Education and Chair of the Professional Education Council

Voting Members Appointed by Director (up to 18): Four candidate representatives Two graduate candidate representatives Two undergraduate candidate representatives

Appointed by Dean, College of Education ⇒ One from each College with a PEU

program (Agricultural Sciences and Natural Resources, Arts & Sciences, Education, Human Environmental Sciences)

Five representatives of Oklahoma Public Schools, including but not limited to Professional Development School Partners, and

⇒ At least one public school representative must be from an urban school; one must be from a rural school; one must be an administrator; one of the teachers must be from a non-College of Education program.

Up to five (e.g. A & S, HES, and CASNR faculty as well as Career Tech or relevant Community members) discretionary appointments

⇒ Discretionary appointments are intended to ensure the greatest possible diversity in representation.

Voting Members Elected by Faculty (17, or one per group): Elementary Education/Art Education Secondary Education: Foreign Language/English/Social Studies Secondary Education: Science/Math Early Childhood Education OSU Tulsa Programs Trade & Industrial Education School Administration Reading School Library Media School Counseling School Psychology/Psychometry Agricultural Education Music Education Communication and Speech Disorders Special Education Physical Education/Health Education


Ex Officio (Non-voting) Members: Associate Dean - Graduate Programs Associate Director of Professional Education Director of COE Student Academic Services Coordinator of Clinical Practices Admission, Retention and Testing Specialist Assessment Specialist Certification Specialist OSU Graduate College Representative Chair, University General Education Committee Office of Affirmative Action representative Public Information Office representative PEU School/Department Heads

The Director of Professional Education officially represents the Professional Education unit at Oklahoma State University and is responsible for the overall administration and coordination of programs and standards leading to professional education licensure and certification (see Attachment A). The Director convenes all meetings of the Professional Education Council and may choose to appoint an alternate to chair Council meetings. In addition to these duties, the Director (1) chairs the Executive committee of the Professional Education Council, (2) makes committee appointments to facilitate the mission of the council, (3) communicates with the council and the faculty as to requirements and policies of external educational agencies and (4) communicates the results of the Council’s actions to the appropriate officials at the University.

IV. The Committees of the Professional Education Council

To facilitate the work associated with the Council’s responsibilities, two types of committees are authorized. These are Standing Committees and Ad hoc Committees. The Director of Professional Education shall approve or determine all committee appointments as detailed in the following.

The Standing Committees of the Professional Education Council consist of the following five committees: (1) Executive Committee; (2) Conceptual Framework, Knowledge Base and Certification Committee, (3) Student Affairs Committee and (4) Field Experiences Committee.

Ad Hoc committees may be established for specific purposes, but shall have limited tenure within the Professional Education Council. Executive Committee of the Professional Education Council

The Executive Committee consists of the Director of Professional Education, the Associate Director of Professional Education and six additional members of the Professional Education Council. The members will include: a) the chair of each of the other three (3) standing committees, b) one (1) school administrator or teacher from the PEC, c) one (1) appointed representative from one of the Colleges of: Agricultural Sciences & Natural Resources; Human Environmental Sciences, or Arts & Sciences. The


members of the Executive Committee shall serve three year staggered and overlapping terms. The Ex Officio members are the Associate Director of Professional Education and the Coordinator of Clinical Experiences. The Executive Committee of the Professional Education Council is responsible for:

1. planning agenda for the council meetings 2. serving as an advisory group to the Director of Professional Education and 3. performing other duties delegated to it by the Director and/or the council.

Conceptual Framework, Knowledge Base and Certification Committee The Conceptual Framework, Knowledge Base and Certification Committee of the Professional Education Council shall include:

a. three Professional Education Faculty who are voting members in the PEC, b. one school administrator or teacher from the PEC, c. one candidate from the PEC and d. two faculty/administrators who are either

i. Professional Education faculty or ii. A faculty member or administrator who works with teacher

candidates.

The seven members of the Conceptual Framework, Knowledge Base and Certification Committee shall serve three-year terms which are described as staggered and overlapping terms. The seven members of the Professional Education Council who serve on the Conceptual Framework, Knowledge Base and Certification Committee shall be appointed by the Director of Professional Education during the final spring meeting. Other members shall include appropriate Professional Education staff who serve as ex officio member(s).

The Conceptual Framework, Knowledge Base and Certification Committee of the Professional Education Council shall have primary responsibility for the Professional Education Unit ensure that the Unit establishes and maintains a professional education program consistent with the requirements of the University, the various accrediting agencies and the state environment. The purpose of the Conceptual Framework, Knowledge Base and Certification Committee shall be to:

1. approve procedures for the Program Certification areas, (see Article 8. Certification Program Changes and Additions)

2. review requirements for certificate programs; 3. review and approve course action forms for all courses related to professional

education degrees/certifications and if approved by the committee, forward to the PEC with the recommendation to approve;

4. review and approve proposals for new programs or revision of existing programs and if approved by the committee, forward to the PEC with the recommendation to approve;


5. review legislation and national trends in relation to professional education at Oklahoma State University with the intent of communicating these issues to appropriate persons and groups and

6. coordinate a formal review of each certificate program as required by the accrediting agencies.

Student Affairs Committee The Student Affairs Committee of the Professional Education Council shall have seven members consisting of:

a. three Professional Education Faculty who are voting members in the PEC; b. one school administrator or teacher from the PEC; c. one candidate from the PEC and d. two faculty/administrators who are either

i. Professional Education faculty or ii. A faculty member or administrator who works with teacher

candidates

The seven members of the Student Affairs Committee shall serve three-year terms which are described as staggered and overlapping terms. The seven members of the Professional Education Council who serve on the Student Affairs Committee shall be appointed by the Director of Professional Education during the final spring meeting. Other members shall include appropriate Professional Education staff who serve as ex officio member(s).

The Student Affairs Committee has primary responsibility for the establishment and implementation of policies which relate to ensuring diversity within the teacher candidates, candidate admission to professional education, recruitment and retention of professional education candidates, dispositions of professional education candidates, professional education candidate or candidate appeals, and other relevant topics. The purpose of the Student Affairs Committee shall be to:

1. monitor recruitment and retention of qualified and diverse candidates; 2. review and approve procedures to meet due process for admission to, retention in

and placement in programs in the Professional Education Unit; 3. hear candidate appeals related to Professional Education experiences and 4. develop and approve PEU Portfolio policies and procedures.

Field Experiences Committee

The Field Experiences Committee shall have seven members consisting of: a) three Professional Education Faculty who are voting members in the PEC; b) one school administrator or teacher from the PEC; c) one candidate from the PEC, and d) two faculty/administrators who are either

i. Professional Education faculty or ii. a member of the Committee for International Student Teaching.


The members of the Field Experiences Committee shall serve three year terms which are described as staggered and overlapping terms. The seven members of the Professional Education Council who serve on the Field Experiences shall be appointed by the Director of Professional Education during the final spring meeting. Other members shall include appropriate Professional Education staff who serve as ex officio member(s).

The purpose of the Field Experiences Committee shall be to:

1. establish policy and approve procedures related to candidacy for appropriate field

experiences in the programs within the Professional Education Unit; 2. review and approve implementation of the policies/procedures related to the

candidacy for appropriate field experiences in the Professional Education Unit; 3. review appropriate agreements with the participating agencies for clinical and

field-based experiences; 4. review and approve procedures used to evaluate processes related to:

a) candidates; b) candidate experience(s); c) appropriateness of field sites and d) selection of cooperating teachers/supervisors for field experiences;

5. review and approve out-of-area/out-of-state applications for student teaching placements; and

6. monitor the Residency Year program as a component of various programs within the Professional Education Unit.

V. Articles of Operation Article 1. Membership

1. A. Appointed and elected members, other than the Director of Professional Education, shall serve three year terms. Service in consecutive terms is not limited under the by-laws for any individual member.

1. B. Elected members shall be determined by simple majority vote of the tenure-track Professional Education faculty in each of the designated groups. Programs shall provide the PEU with the name of the elected representative prior to the beginning of the fall semester.

1. C. Individuals who may identify with more than one group must declare their affiliation with a single group. That declaration of affiliation must receive the support of the respective department head and Director of Professional Education to become effective. Such declaration of group affiliation should be included in the Appraisal and Development process for each faculty member and reflect that member’s task assignment and “line of professional inquiry.”


Article 2. Voting

2. A. Votes taken on any motion shall be by ballot with an appropriate documentation of the roster of all proxies and all eligible voters or their designees present at the meeting. The type of ballot used for any motion shall be at the discretion of the Chair unless otherwise directed by vote of the membership. Each appointed member and each elected member shall have the right to one vote per person.

2. B. In the event of anticipated absence from a scheduled meeting of the

Professional Education Council, the member may send a designee or submit a written request for a proxy to the Director of Professional Education prior to the scheduled meeting. Such proxy or designee must be filled by another current member of the Professional Education Council or Professional Education unit faculty member or ex officio member.

2. C. The Director of Professional Education shall have the right to vote in the

event of a deadlock among the voting members present. Article 3. Quorum

3. A. A quorum of one-half of the voting membership, shall be required to conduct business of the Professional Education Council or its committees.

Article 4. Amendments

4. A. These by-laws may be amended by a two-thirds majority vote of the

members of the Professional Education Council. Amendments to the by-laws require written notification to the membership of the proposed by-law change at least thirty days in advance of the vote on that proposed amendment.

Article 5. Chairing and Convening of Meetings

5. A. The Director of Professional Education shall chair and convene all meetings of the Professional Education Council. In the event of the absence of the Director, the Associate Director of Professional Education shall assume these responsibilities unless the Director designates an alternate.

5. B. The Professional Education Council shall meet at least once per fall and

spring semester with additional meetings called as necessary. Article 6. Committee Membership


6. A. In the event that personnel changes cause vacancies in committee membership, the Executive Committee of the Professional Education Council may appoint replacements to complete the respective term and to continue the functions of the respective committees.

6. B. In the event that the term of membership for an individual on the

Professional Education Council ends before that respective member’s term on a committee is completed, the individual replacing the membership on the Professional Education Council shall complete the term on the committee.

6. C. Each standing committee of the Professional Education Council, other

than the Executive Committee, shall elect a chair at the first meeting of that year. Committee chairs will assume responsibilities immediately following election and serve three year terms. Committee chairs may be elected to serve consecutive terms.

6. D. In the event of anticipated absence from a scheduled meeting of the

Professional Education Council standing or ad hoc committee meeting, the member may send a designee or submit a written request for a proxy to the Director of Professional Education prior to the scheduled meeting. Such proxy or designee must be filled by another current member of the Professional Education Council or Professional Education Unit faculty member or ex officio member.

Article 7. Membership Group Definition

7. A. Membership within the individual constituency groups included on the Professional Education Council shall be logically determined, with resolution of disputed alignment as it affects membership to be resolved by the Director of Professional Education, and with any and all membership changes approved by the Director of Professional Education.

7. B. Membership relative to group alignment may be logically modified by the Professional Education Council, but the number of elected members must be at least equal to the number of appointed members.

Article 8. Certification Program Changes and Additions

8.A. An official Program Coordinator for each Professional Education Unit

Certification Program (a.k.a. program) area shall be identified by the appropriate College dean, School Head, or Department Head each year.

8.B. Program changes or new OSU PEU programs must adhere to the following steps:


a. Program changes or new OSU PEU programs shall originate with the Program Certification Coordinator who has been advised by the Program Advisory Committee and/or the Program Faculty and stakeholders who will make recommendations for changes/revisions of the professional education program or addition of a new OSU PEU program. Recommendations shall be forwarded to the department and/or college curriculum committee.

b. The appropriate department and/or college curriculum committee shall review and if the committee approves, a recommendation shall be forwarded to the PEC Conceptual Framework, Knowledge Base and Certification Committee.

c. The PEC Conceptual Framework, Knowledge Base and Certification Committee shall review, and if the committee approves, a recommendation shall be forwarded to the OSU PEU

d. The Director of OSU PEU shall review and if he/she approves, a recommendation shall be forwarded to the PEC.

e. The PEC shall review, and if it approves, the Council will forward a recommendation to the University Instruction Council if appropriate. If the program change or new OSU PEU program does not require approval by the University Instruction Council, the OSU PEU program change will become official.

f. If the OSU PEU Program change or new OSU PEU program requires action by the University Instruction Council, the council shall review and if the council approves, a recommendation will be forwarded to the Oklahoma State Regents for Higher Education (OSRHE), if appropriate. If the program change or new OSU PEU program does not require approval by the OSRHE, the OSU PEU Program change will become official.

g. The OSRHE shall review and approve if appropriate. If approved, the program change or new OSU PEU program addition will become official.

h. In addition to adhering to the OSU PEU new program policy, the new program must adhere to the Oklahoma Commission for Teacher Preparation (OCTP) New Certification Program Procedures for Established Units. After approval of both the OSU PEU policy for a new program and OCTP New Certification Program Procedures for Established Units, the OSU Director of Professional Education may recommend candidates for licensure/certification.

Article 9: Criteria for Admission to Professional Education Programs

In addition to completing the necessary forms, candidate must complete the following criteria for admission:

9A. Successful completion of the Oklahoma General Education Test (OGET). Those already holding a professional education certification are exempt from this requirement. The Oklahoma Commission for Teacher


Preparation does not require those seeking certification in Speech Language Pathology to take the OGET. Therefore, the OGET will not be a criterion for those wishing to enter Speech Language Pathology.

9B. Successfully meet Oklahoma State Regents for Higher Education Requirement by either (a), (b), or (c): a. Achieve a passing score on the level required by the Oklahoma

Commission for Teacher Preparation for state certification on the Oklahoma General Education Test (OGET), or

b. Demonstrate evidence of basic skills in mathematics, reading, and writing by having a 3.0 GPA in all hours of liberal arts and sciences courses (a minimum of 20 hours) as defined in the OSRHE Policy Statement on Undergraduate Degree Requirements and Articulation, or

c. Achieve a passing score on the Pre-Professional Skills Test (PPST). (Graduate candidates are exempt from this requirement based on the completion of a previous bachelor's degree.)

9C. Pass a Professional Education Foundations course with a minimum grade of "C".

9D. Pass a laboratory and clinical experience (observation) course with a minimum grade of "P" or "C".

9E. Earn and retain at least 2.50 grade point average.


Attachment A

MEMORANDUM OF UNDERSTANDING

BETWEEN THE COLLEGE OF EDUCATION AND OTHER COLLEGES WITH PROGRAMS IN THE

OKLAHOMA STATE UNIVERSITY PROFESSIONAL EDUCATION UNIT

The Colleges designated below have agreed to the Professional Education Council By-Laws. Each college further recognizes that the Dean of the College of Education is the designated head of the Professional Education Unit as defined by the National Council for Accreditation of Teacher Education (NCATE) and Oklahoma State University. As Deans of constituent colleges in the unit, we hereby recognize and adhere to the policies and by-laws of the Professional Education Council, in accordance with NCATE and Oklahoma State University policies, regarding faculty qualifications, load, development and evaluation. Each professional preparation program which is part of the University-recognized Professional Education Unit is similarly committed to the policies and by-laws of the Professional Education Council. Any substantive modifications to stated University policies in regard to faculty qualifications, load, development and evaluation are to be shared with the Dean of the College of Education when they pertain to faculty who teach in the Professional Education Unit. As Deans of constituent colleges in the Unit, we further agree to coordinate our efforts in professional education programs with the College of Education as appropriate; to keep the Dean of the College of Education abreast of program planning and evaluation in professional education programs as appropriate; and to work with the Dean of the College of Education to ensure the overall quality of professional preparation programs offered by our respective colleges. C. Robert Davis Interim Dean, College of Education Director, Professional Education Unit

Date Robert Whitson Vice President and Dean, College of Agricultural Sciences and Natural Resources

Date


Oklahoma State University Professional Education Unit Definition of terms

Accrediting agencies: State and national agencies which accredit University professional education programs or the Unit. For the University Unit, these include Oklahoma State Regents for Higher Education, Oklahoma Commission for Teacher Preparation, Oklahoma State Department of Education, and National Council for the Accreditation of Teacher Education. Candidates: University students, from all program areas, who are fully admitted to the OSU PEU. Curriculum: Courses, experiences, and assessments necessary to prepare candidates to teach or work with students at a specific age level and/or to teach a specific subject. Director of Professional Education: The individual officially designated to provide leadership for the unit with the authority and responsibility for its overall administration and operation. Diversity: Differences among groups of people and individuals based on ethnicity, race, socioeconomic status, gender, exceptionalities, language, religion, sexual orientation, and geographical area.

NCATE: National Council for Accreditation of Teacher Education. OCTP: Oklahoma Commission for Teacher Preparation. ODCTE: Oklahoma Department of Career Technology Education. OSDE: Oklahoma State Department of Education. OSRHE: Oklahoma State Regents for Higher Education. OSU: (a.k.a. University) Oklahoma State University. Other professional education school personnel (a.k.a. other school personnel): Educators who provide professional services other than teaching in schools. They include, but are not limited to, principals, reading specialist and supervisors, school library media specialist, school psychologist, school superintendents, and instructional technology specialist. Portfolio: Documented profile of a candidate’s accomplishments, learning, and strengths related to the competencies, standards, and outcomes established by OCTP, the Oklahoma State Regents for Higher Education, the Oklahoma State Department of


Education, and the institution. For accreditation purposes, it presents evidence that the unit is offering initial, on-going, and focused opportunities for student achievement. Professional Education Council (a.k.a. PEC): The governing body of the PEU. Professional Education program: Within the University and PEU, a planned sequence of courses and experiences for preparing p-12 teachers and other professional education personnel. These courses and experiences sometimes lead to a recommendation for a state license to work in schools. Professional Education Unit (a.k.a. Unit or PEU): The professional education unit is composed of all University programs which prepare teachers or certified school personnel. Not all programs are located in the same University College; however, all programs are governed and coordinated by the same by-laws and governance council. Professional Education Unit Faculty: Those individuals employed by a college or university, including graduate teaching assistants, who teach one or more courses in education, provide services to education candidates (e.g. advising) supervise clinical experiences, or administer some portion of the unit. Professional Education Unit program change: Any change that involves a University Unit degree or curriculum including:

a. Modification of a curriculum on a University Unit degree sheet or certification sheet,

b. Changes within a University Unit degree sheet, or c. Changes in certification requirements and/or processes.

Students: PK -12 pupils. University (a.k.a. OSU): Oklahoma State University.


B. Staff Action Team Bylaws

College of Education Staff Action Team Bylaws

ARTICLE I

The name of this group shall be the College of Education Staff Action Team.

ARTICLE II

Purpose

This group is organized for the following purposes: 1. to serve as an advisory and representative body for the staff in the College of

Education; 2. to participate in an advisory and referral capacity to the Dean and College

administration on policies which may affect staff, directly or indirectly; 3. to promote the general welfare of the College of Education staff; and 4. to serve as a staff/liaison/communication link between unit and

administration.

ARTICLE III

Membership

The College of Education Staff Action Team is comprised of one representative from each school or unit in the College. Employees eligible for membership shall be full-time classified or administrative professional staff.

Areas represented on COE Staff Action Team are: Dean’s Development, Finance & Human Resource Education Outreach Education Research & Graduate Studies Flight Center NASA Aerospace Education

Professional Education School of Applied Health & Educational Psychology (SAHEP)

School of Educational Studies (SES) School of Teaching & Curriculum Leadership (STCL) Student Academic Services Technology

A. Representatives will be selected or elected (method of selection will be determined by the respective unit) from each of the above areas. The respective school/unit will determine whether their representative will serve on a permanent or rotating basis with rotating members serving two-year terms. Members in good standing will be eligible as officers.


B. Duties: Representatives whose terms are expiring will be responsible for conducting the selection process in their areas preferably sixty days before the end of their term in office. Representatives shall designate an alternate (if possible) to attend meetings which they are unable to attend due to an excused absence.

C. Vacancies: Members who resign from the Team before the end of their term due to transfer to another area outside the College or resignation from the University shall be replaced upon recommendation of the school/unit approval by the Executive Committee.

A seat may be declared vacant by the Executive Committee in the event a member of the Team has four (4) unexcused absences during a twelve-month term (July 1 – June 30). An absence is “unexcused” if the member has not informed the Executive Committee member of the nature of his/her absence. The respective department will also be notified by a member of the Executive Committee when a vacancy exists for this reason.

ARTICLE IV

Officers

The Executive Committee is comprised of current Officers. Officers shall consist of Chair, Chair Elect and Secretary to be nominated in April and elected by members of the council in the May meeting. Members unable to attend the April meeting may contact a member of the Executive Committee to submit a nomination or to submit their name for nomination. Deadline for nominations will be two (2) weeks after the April meeting. Nominees will be contacted by the Chair. The term of office shall be one (1) year. The one year of office shall be July 1 to June 30. The June meeting shall consist of the new and the old Executive Committees to transfer duties.

A. Chair

1. The Chair shall preside at all meetings of the Team and shall appoint standing and special committees in consultation with the Executive Committee members and/or the Team.

2. The Chair conducts official correspondence relating to the business of the Team as authorized and directed by the Team and the Executive Committee.

3. The Chair shall serve as the Chair of the Morsani Staff Award Selection Committee.

B. Chair Elect

1. The Chair Elect assumes the duties of the Chair in his/her absence and in the event of a vacancy of the Chair (other than by expiration of term) succeeds him/her as Chair.

2. Assumes the position of Chair upon expiration of Chair’s term. 3. Other duties shall be directed to the Chair Elect at any time by the Chair. 4. Receives ballots or votes of the Team and tallies these with another

member.


C. Secretary

1. Composes full minutes, resolution and/or proceeding of regular and special meetings and routes them to the Team members.

2. Keeps roll and attendance records of all members at meetings of the Team; maintains a record of Team minutes, which shall include notations for excused or unexcused members.

3. Certifies that a simple majority of Team members is present in order to conduct the official business of the Team.

4. Arranges for meeting rooms for all Team-related events. 5. Compiles list of names, addresses, telephone, and FAX numbers of Team

members. 6. Maintains current record of years of service for all College of Education

staff members, with assistance from the College of Education Administrative Affairs Office.

7. Conducts correspondence as directed by Chair. 8. Prepares the agenda for Team meetings and routes to Team members for

distribution among College staff at least one day prior to the scheduled meeting.

9. Notifies Team members when they have three (3) unexcused absences during the year, and notifies the respective departmental unit when a member has four (4) unexcused absences (see Article III C).

ARTICLE V

Meetings

The Team shall meet once a month or as often as needed.

The Executive Committee shall meet as needed or as called for by the Chair.

ARTICLE VI

Amendment of Bylaws

These Bylaws shall be amended by a majority vote of Team members present at a regular Team meeting, provided the proposed revision(s) has been submitted to all Team members prior to the next scheduled meeting.


C. Centers and Clinics

C-1 Center for Aviation and Space Education The Center for Aviation and Space Education coordinates and facilitates the College Of Education’s outreach and contract activities associated with aerospace education. The Center is a liaison between local, state and federal agencies, international agencies, and businesses and industries with interests in aviation and space education.

Selected activities include:

• Resource bank of aviation and space education curriculum materials. • Repository of aviation and space research materials. • Facilitator of cooperation among various agencies on issues of future needs

and prospects. • Facilitator of cooperation on a global scale for enriching the knowledge base

and practical applications of aviation and space education and its emerging areas of specialization.

C-2 Reading and Mathematics Clinic C-3 Oklahoma Center for School Business Management The first program of its kind in the state, the Oklahoma Center for School Business Management was initiated in 1993 as an educational program for school business management personnel. Nearly 500 school business officials representing approximately 200 school districts participated in the program by January 1998. A School Treasurers' Workshop was added to the program in the fall of 1996. In May 1998, the Oklahoma Independent Auditors Workshop will be added to train auditors in the financial management of Oklahoma schools. The programs are designed to provide knowledge in proven administrative techniques, guidelines and strategies in legal, governmental and financial dimensions. Objectives include applying basic skills of accounting, budgeting and finance to administrative problems; increasing efficiency and profitability of resource utilization; and investigating the use of decisions making techniques in cash management and capital expenditure. Three successive levels of intensive instruction and hands-on experiences, offered across the state for two days each fall and spring, are designed to prepare participants to pursue certification programs from Association School Business Officials International. The Center’s Advisory Board is comprised of representatives from the College and additional sponsoring agencies, which are the Oklahoma Department of Vocational and


Technical Education, the Oklahoma Association of School Business Officials and the Oklahoma State Department of Education. C-4 Counseling and Counseling Psychology Clinics The Counseling and Counseling Psychology Program areas operate clinics on the Stillwater campus as well as the OSU-Tulsa campus. These clinics provide services to children, adolescents, and adults who are residents of the community, including students, staff, and faculty affiliated with Oklahoma State University. Services include individual, group and marriage and family counseling, and some psychological assessment. Services are provided by Counseling Psychology and School Community Counseling Graduate Students, and faculty members C-5 School Psychology Clinic The School Psychology Program operates a clinic on the Stillwater campus that offers Psychological services to children and adolescents in the community. These services include a wide range of Psychological Assessments and Interventions. Services are provided by School Psychology Graduate Students and faculty members.