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Rev. 9.2018 College of Education, Health and Aviation Handbook 1
Oklahoma State University
College of Education, Health and Aviation, Health
and Aviation
Handbook Revised September 2018
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, Health and Aviation Organizational Chart with Names and
Position Titles
2. School of Community Health Sciences, Counseling and Counseling Psychology
3. School of Kinesiology, Applied Health and Recreation
4. School of Teaching, Learning and Educational Sciences
5. School of Educational Foundations, Leadership and Aviation
6. College of Education, Health and Aviation Flight Center
F. Shared Governance
1. Purpose
2. Guiding Principles of EHA Shared Governance
3. EHA Leadership Team Configuration
4. EHA Standing Committee Responsibilities and Configuration
5. Election of Representatives and Implementation Timelines
6. 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
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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, Health and Aviation 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
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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, Health and Aviation 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
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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. EHA 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
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Section IX: Office of Development
A. Purpose
B. Policies and Procedures
C. Contact Personnel
Section X: EHA 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%20
Intellectual%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 Clinic
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Section I: College Structure and Goals
A. Description of the College
The OSU College of Education, Health and Aviation (EHA) is home to more than 3,000 students
and approximately 100 tenure track faculty. The EHA offers programs in the following areas:
School of Community Health Sciences, Counseling and Counseling Psychology
• Health Education and Promotion
• Counseling Psychology
• Mental Health Counseling
• School Counseling*
• Nursing
School of Kinesiology, Applied Health, and Recreation
• Recreation Management, Recreational Therapy and Leisure Studies
• Applied Exercise Science
• Physical Education
• Sports and Coaching Science
School of Teaching, Learning and Educational Sciences
• Curriculum Studies*
• Elementary Education*
• Reading and Literacy Education*
• School Psychology
• Science and Mathematics Education
• Secondary Education
• Special Education*
• Workforce and Adult Education*
School of Educational Foundations, Leadership and Aviation
• Aviation and Space*
• Educational Leadership
• Educational Technology
• Educational Psychology
• Higher Education and Student Affairs*
• Research, Evaluation, Measurement and Statistics*
• Social Foundations
* Programs also are offered at OSU-Tulsa
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Willard Hall, on the Stillwater campus, is considered home to the College of Education, Health
and Aviation 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, Health and Aviation, 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, Health and Aviation 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.
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D. Strategic Plan
The College of Education, Health and Aviation 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, Health and Aviation 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
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The College of Education, Health and Aviation 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 EHA 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.
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• 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:
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• 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%
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• 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.
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• Develop College-wide orientation program for new graduate students.
Goal Three: Engagement and Outreach - The College of Education, Health and Aviation will
improve quality of life and expand economic development through teaching, research, and
outreach activities.
Critical Success Factors:
• 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.
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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.
Critical Success Factors:
• 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%
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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.
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• 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%
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• 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.
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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.
Critical Success Factors:
• A College of Education, Health and Aviation 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%
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• 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 EHA faculty, students and staff.
• Expand EHA 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, Health and Aviation and OSU through
celebrative events.
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• Encourage faculty and staff participation in events.
• Collaborate with the OSU-Tulsa campus to promote participation in EHA celebrative
activities held there as well as here in Stillwater.
E. Organizational Charts
E-1 College of Education, Health and Aviation with Names and Position Titles
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E-2 School of Community Health Sciences, Counseling and Counseling Psychology
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E-3 School of Kinesiology, Applied Health and Recreation
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E-4 School of Teaching, Learnings and Educational Sciences
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E-5 School of Educational Foundations, Leadership and Aviation
E-6 College of Education, Health and Aviation Flight Center
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F. Shared Governance
F1 Purpose
The shared governance structure is designed to enable faculty and staff to have a major influence
on the policy and direction of the College of Education, Health and Aviation (EHA). The standing
committees are comprised of faculty and staff elected by their colleagues to collaboratively
conduct the business of EHA. The committees hold responsibility for providing the faculty voice
in decisions that impact faculty development, personnel policy, curricula development and
implementation, long- and short-term planning and development, and resource allocation.
F2 Guiding Principles of EHA Shared Governance
• We believe that the work of the EHA is important and has a tremendous impact on the
success of the College and its members.
• We strive for a culture, environment, and structure that infuses and perpetuates an
atmosphere of openness, trust, and collegiality.
• 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 EHA commit to continuously gather and disseminate information among all
members of the College in a timely fashion.
• We believe that all faculty should be involved in the work of policy development related to
College affairs.
• 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 EHA.
• We strive for continuous open and honest communication among all members of the EHA. 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 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.
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F3 EHA Leadership Team Configuration
The EHA Leadership Team structure is presented in figure A. The figure reflects the Chairs of
each of the three standing committees in the EHA: Faculty Development and Research, Student
Affairs, and Programs and Planning. EHA Leadership Team also includes:
• EHA Dean
• EHA Associate Dean for Academic Affairs
• EHA Associate Dean for Research, Engagement, and Administration
• EHA School Heads
• EHA School Representatives
• EHA Tulsa Representative
• EHA Staff Action Team Representative
Figure A
EHA Leadership Team Configuration
When appropriate, the EHA Leadership Team may form requisite task forces and/or ad hoc
committees with additional faculty, staff, student, or other representation to provide policy review
and recommendation.
EH
A L
eader
ship
Tea
m
EHA Program and Planning Committee Chair
EHA FDRC Chair
EHA Student Affairs Chair
EHA Dean
EHA Associate Dean for Academic Affairs
EHA Associate Dean for Research, Engagement and Administration
EHA School Heads
EHA School Representatives
EHA Tulsa Representative
EHA Staff Action Team Representative
Rev. 9.2018 College of Education, Health and Aviation Handbook 27
F4 EHA Standing Committee Responsibilities and Configuration
Faculty and staff governance configuration on standing committees is shown in figure A-1. 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.
EHA Faculty Development and Research Committee
Responsibilities of the Faculty Development and Research Committee include, but are not
limited to: When appropriate, the committee may form requisite task forces and/or ad hoc
committees with additional faculty, staff, student, or other representation to provide policy review
and recommendation.
Faculty Development and Research Committee members includes:
1. two, tenure-line representatives and one, tenure-line, alternate from each Unit;
2. the Associate Dean for Research, Engagement, and Administration (ex officio);
3. one staff member (ex officio).
EHA Student Affairs Committee
Responsibilities of the EHA Student Affairs Committee include, but are not limited to, matters of:
(1) recruitment and retention of students; (2) scholarships and awards; (3) encourage diversity
within EHA. The committee notes the need for the scholarship awards and Top 10 Seniors to
represent the rich diversity of the College of Education, Health and Aviation. When appropriate,
the committee may form requisite task forces and/or ad hoc committees with additional faculty,
staff, student, or other representation to provide policy review and recommendation.
Student Affairs Committee members includes:
1. one tenured or tenure-line faculty member from each academic department/school and one
alternate representative (to attend if representative cannot attend);
2. the Associate Dean for Academic Affairs (ex officio);
3. one staff representative (ex officio).
EHA Programs and Planning Committee
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;
and (4) EHA planning and resource allocation. When appropriate, the committee may form
requisite task forces and/or ad hoc committees with additional faculty, staff, student, or other
representation to provide policy review and recommendation.
The Programs and Planning Committee includes:
1. two tenured or tenure-line faculty members from each school and one alternate representative
(to attend if one of the two representatives cannot attend);
Rev. 9.2018 College of Education, Health and Aviation Handbook 28
2. Associate Dean for Academic Affairs (ex officio);
3. one staff representative (ex officio).
Figure A-1
EHA Standing Committee Structure
EHA Leadership Team
EHA Program and PlanningEHA Faculty Development
and ResearchEHA Student Affairs
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F5 Election of Representatives and Implementation Timelines
The format for the election of committee representatives and at-large representatives is
shown in Figure B. The committee representatives from each department/school will be
elected for each of the three standing committees as follows:
1. one committee representative, one-year term (Only one representative for student
affairs to be elected for two-year term)
2. one committee representative, two-year term, elected during even-numbered years
F6 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.
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 EHA Student Council.
Meetings. Meetings of the three committees and Shared Leadership Team will be hold
regularly schedule meetings or meet as needed as determined by the committee during
the academic year, and the agenda will be posted one week in advance by e-mail.
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.
Equal representation – some statement to the effect of:
Full and open meetings of the entire EHA faculty and/or in electronic communications to
all faculty are generally where voting on policies and issues takes place. The Shared
Leadership Team is comprised of representatives of the entire faculty. Equal
representation of all parts of the EHA is important for fostering an environment of all
voices being represented and heard with no one group having more representation than
others.
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G. Staff Action Team
The College of Education, Health and Aviation 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, Health and Aviation;
• 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, Health and
Aviation 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, Health and Aviation 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, Health
and Aviation 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;
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• 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, Health and Aviation 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,
Rev. 9.2018 College of Education, Health and Aviation Handbook 32
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
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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, Health
and Aviation 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
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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, Health and
Aviation’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.
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o Services as a member of the College of Education, Health and Aviation’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, Health and Aviation 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.
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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.
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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, Health and Aviation, which is comprised of the
following Schools:
School of Community Health Sciences, Counseling and
Counseling Psychology (HCCP)
School of Kinesiology, Applied Health and Recreation (KAHR)
School of Teaching, Learning and Educational Sciences (STLES)
School of Educational Foundations, Leadership and Aviation
(SEFLA)
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, Health and Aviation.
• 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.
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• 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 EHA 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 39
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, Health and Aviation 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.
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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 EHA 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
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• 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.
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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, Health and Aviation 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, Health and Aviation 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 43
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, Health and Aviation 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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 44
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 are 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 four Schools in the College of Education, Health and Aviation 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, Health and Aviation 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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 45
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 EHA. 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-1 Faculty 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 46
• Faculty Workload Philosophy Statement The faculty in the College of
Education, Health and Aviation 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 adjust 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 47
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.
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C. University/College/Department Service
The University’s land-grant history, the College of Education, Health and Aviation’s
mission, and the values of each School express a commitment to service. Accordingly,
each faculty member in the EHA 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 49
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, Health and Aviation 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.
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• 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 51
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
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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.
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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 EHA 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 54
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, Health and Aviation 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,
Rev. 9.2018 College of Education, Health and Aviation Handbook 55
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, Health and Aviation 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.
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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 EHA 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 57
• 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. *
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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.
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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, Health and Aviation. 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, Health and Aviation
Honors and Awards Luncheon and Reception
• Write letters of recommendation for students
• Coordinate ACT letter writing for the College of Education, Health and
Aviation
• 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 60
• Participate in recruiting trips for the College
• Retention issues
• Coordinate degree sheet review
• Distribution of University materials (i.e. schedule books, catalogs)
• Coordinating the EHA College Ambassadors Program
C. Scholarships and Assistantships
C-1 Scholarships
Oklahoma State University, the College of Education, Health and Aviation and individual
Schools provide or manage a number of scholarships. Scholarship information on those
programs provided or managed within the College of Education, Health and Aviation 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, Health and Aviation 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, Health and Aviation are listed
in the OSU Catalog.
Approved December 17, 1996
Revised December 2, 1997
C-2 Assistantships
The College of Education, Health and Aviation 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 61
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, Health and Aviation 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, Health and Aviation is committed to the development of
supportive social and educational communities that promote student success. Mentoring
opportunities are available for College of Education, Health and Aviation 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, Health and Aviation
students through student organizations at the College level (e.g., EHA Graduate Student
Association, Elementary Educators of Tomorrow) and at the School level (e.g., KAHR
Rev. 9.2018 College of Education, Health and Aviation Handbook 62
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, Health and Aviation 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,
Health and Aviation 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, Health and Aviation 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 Amy Gazaway Kim Moss Director of Student Academic Services Human Resources 106 E Willard 335 Willard 744-6350 744-8033 [email protected] [email protected]
Rev. 9.2018 College of Education, Health and Aviation Handbook 63
Section V: Facilities
A. College of Education, Health and Aviation
Accommodations
The College of Education, Health and Aviation 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 64
The Unit Assistant, Business and Finance Office (4-8037), is responsible for scheduling
and reserving of Willard facilities.
Classrooms & Seminar Rooms
The EHA 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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 65
Living Room, Parlors and Terrace
Normal scheduling procedures should be followed to reserve a College of Education,
Health and Aviation 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, Health and
Aviation’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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 66
Piano Policy
The Grand Piano in the Willard Living Room of the College of Education, Health and
Aviation 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, Health and Aviation 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, Health and Aviation 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 EHA representative.
To schedule a practice session with the grand piano, please contact the EHA
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 EHA
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
Rev. 9.2018 College of Education, Health and Aviation Handbook 67
• 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, Health and Aviation 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, Health and Aviation may
request display cases through the Unit Assistant, Office of the Dean.
Keys
Willard keys are issued to College of Education, Health and Aviation 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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 68
B-6 Contact Personnel
Room Scheduling & Key Issue Willard Scheduling
Casey Powell 330 Willard Hall
Room Scheduling/Keys 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, Health
and Aviation may request a display case by contacting the KAHR 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 (KAHR), one of three academic units within the College of
Education, Health and Aviation. 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 KAHR
from 8:00 a.m. through 3:30 p.m., Monday through Friday (except during the noon hour).
At the beginning of each semester, KAHR then reserves the areas it needs for specific
classes.
Requests for Colvin Center classrooms and other space should be made to the KAHR
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, Health and Aviation 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 69
and may be reserved by contacting the KAHR Main Office in the Colvin Center (see
below).
C-4 Contact Personnel
Sherri Longan
KAHR Main Office
180 Colvin Center
744-9337
D. Copy and Mail Services
Copy and Mail Service staff provides support to faculty, staff, administrators and students
to meet College of Education, Health and Aviation copying 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, Health and Aviation 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 EHA Copying 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, Health and Aviation academic, administrative, and support
offices for copying single sheets or a few pages at a time.
D-2 Contact Personnel
Casey Powell
Copy and Mail Center
328 Willard Hall
744-8898 [email protected]
Rev. 9.2018 College of Education, Health and Aviation Handbook 70
E. Telephone Access and Usage
E-1 Telephone Usage
College of Education, Health and Aviation 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 71
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, Health and Aviation 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
The procedures to obtain a personal User OD for OSU’s computer system are:
• The EHA Administrative Assistant who will process the Employment
Action (EA) form notifies the EHA Technology Manager of the new hire
via “EASY” notification email form. The “EASY” form should be
Rev. 9.2018 College of Education, Health and Aviation Handbook 72
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 EHA 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 EHA 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 EHA 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 EHA 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 EHA employees. This form will be generated by the appropriate
administrative assistant and will be used by EHA Technology to terminate software
licensing and email services appropriately.
B. Technology Support
Rev. 9.2018 College of Education, Health and Aviation Handbook 73
B-1 Computer Support Requests
Staff, faculty and administrators should follow the procedures below to facilitate solving
computer-related problems:
• Call College of Education, Health and Aviation Technical 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)
Rev. 9.2018 College of Education, Health and Aviation Handbook 74
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, Health and Aviation Website
The EHA website is hosted under the responsibility of Mitch Harrison at x3355.
B-5 Technology Training
Rev. 9.2018 College of Education, Health and Aviation Handbook 75
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.
B-6 Contact Personnel
Don Fry
IT Manager
College of Education, Health and Aviation
002 Willard
744-4645
J.D. Winterhalter
IT Supervisor
College of Education, Health and Aviation
003 Willard
744-2469
Aarond Graham
Instructional Support
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
Rev. 9.2018 College of Education, Health and Aviation Handbook 76
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
301 Willard TV/VCR, Overhead Projector (2)
326 Willard Big Screen TV/VCR
401 Willard TV/VCR, Overhead Projector
449 Willard TV/VCR, Overhead Projector (2)
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
Rev. 9.2018 College of Education, Health and Aviation Handbook 77
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
Technical Support
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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 78
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, Health and Aviation 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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 79
• 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, Health and
Aviation. 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
325R Willard Hall
Stillwater, OK 74078
(405) 744-6254
(800) 765-8933
Fax (405) 744-7713
Rev. 9.2018 College of Education, Health and Aviation Handbook 80
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, Health and Aviation (EHA).
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 EHA 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 EHA to
the Graduate Dean.
A-3 Graduate programs
All EHA graduate degree programs and program requirements are listed on the EHA 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 EHA graduate program.
A-5 Contact Personnel
Bert Jacobson Sandi Ireland
Associate Dean of Research, Engagement Graduate Records
and Administration Graduate Studies and Research
and Research 325V Willard Hall
332 Willard Hall 744-9483
744-7476
Rev. 9.2018 College of Education, Health and Aviation Handbook 81
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 EHA 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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 82
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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 83
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
Rev. 9.2018 College of Education, Health and Aviation Handbook 84
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.
B-6 Contact Personnel
Bert Jacobson Janell Hamilton-Pledger
Associate Dean of Research, Engagement Administrative Support Specialist II
and Administration Graduate Studies and Research
332 Willard Hall 334 Willard Hall
744-7476 744-5217
Melissa White Gayla Hudson
Grants and Contracts Coordinator Research Professional
335 Willard Hall 325A Willard Hall
744-8035 744-3539
Rev. 9.2018 College of Education, Health and Aviation Handbook 85
Section IX: Office of Development
A. Purpose
The purpose of the College of Education, Health and Aviation'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, Health and
Aviation. 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, Health and Aviation Office of Development
and other offices in the College, where appropriate.
• The Dean of the College of Education, Health and Aviation is responsible for
prioritizing projects in conjunction with university major comprehensive
campaigns or mini-campaigns.
C. Contact Personnel
Denise Melot Rachel Tribble
Senior Director of Development Assistant Director of Development
385-5663 385-5625
Rev. 9.2018 College of Education, Health and Aviation Handbook 86
Section X: EHA 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
Donna Nightengale Pam Porter
Senior Manager of Fiscal Operations Fiscal Operations Specialist
330 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 87
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 EHA
Business & Finance Office for the Dean’s approval. The EHA 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 EHA Business & Finance Office for the Dean’s approval. The EHA
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
Rev. 9.2018 College of Education, Health and Aviation Handbook 88
• 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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 89
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%2
0Intellectual%20Material.pdf
C. Academic Policies
http://osu.okstate.edu/acadaffr/aa/PDF%20Files/sumofpolicies.pdf
Rev. 9.2018 College of Education, Health and Aviation Handbook 90
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
Rev. 9.2018 College of Education, Health and Aviation Handbook 91
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, Health and Aviation 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, Health and Aviation 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, Health and Aviation 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 92
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, Health and
Aviation
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,
Health and Aviation
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, Health
and Aviation 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 93
Ex Officio (Non-voting) Members:
Associate Dean - Graduate Programs
Associate Director of Professional Education
Director of EHA 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
Rev. 9.2018 College of Education, Health and Aviation Handbook 94
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;
Rev. 9.2018 College of Education, Health and Aviation Handbook 95
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
Rev. 9.2018 College of Education, Health and Aviation Handbook 96
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
Rev. 9.2018 College of Education, Health and Aviation Handbook 97
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.
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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.
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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 changes 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 changes 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:
Rev. 9.2018 College of Education, Health and Aviation Handbook 100
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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 101
Attachment A
MEMORANDUM OF UNDERSTANDING
BETWEEN THE COLLEGE OF EDUCATION, HEALTH AND AVIATION
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, Health
and Aviation 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, Health and
Aviation 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, Health and Aviation as
appropriate; to keep the Dean of the College of Education, Health and Aviation abreast of
program planning and evaluation in professional education programs as appropriate; and
to work with the Dean of the College of Education, Health and Aviation to ensure the
overall quality of professional preparation programs offered by our respective colleges.
John Romans
Dean, College of Education,
Health and Aviation
Director, Professional Education
Unit
Date Cynda R. Clary
Associate Dean, College of
Agricultural Sciences and
Natural Resources
Date
Oklahoma State University Professional Education Unit
Rev. 9.2018 College of Education, Health and Aviation Handbook 102
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.
Rev. 9.2018 College of Education, Health and Aviation Handbook 103
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.
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B. Staff Action Team Bylaws
College of Education, Health and Aviation Staff Action Team
Bylaws
ARTICLE I
The name of this group shall be the College of Education, Health and Aviation
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, Health and Aviation;
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, Health and
Aviation staff; and
4. to serve as a staff/liaison/communication link between unit and
administration.
ARTICLE III
Membership
The College of Education, Health and Aviation 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 EHA 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 Community Health Sciences, Counseling and Counseling Psychology
(HCCP)
School of Kinesiology, Applied Health and Recreation (KAHR)
School of Teaching, Learning and Educational Sciences (STLES)
School of Educational Foundations, Leadership and Aviation (SEFLA)
Student Academic Services
Technology
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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
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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,
Health and Aviation staff members, with assistance from the College of
Education, Health and Aviation 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.
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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
Rev. 9.2018 College of Education, Health and Aviation Handbook 108
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.