The Office of Institutional Research uses our subscription to an online survey program called Qualtrics to administer surveys for other UCCS offices. By extended our services, we improve campus efficiency and save time and money. We improve efficiency by offering our expertise with survey design and methodology, analysis and reporting, FERPA and IRB related concerns, and by providing contact information for potential respondents. Having administered numerous surveys over the years, we are able to build and distribute a customized survey in a few hours, allowing for immediate application of results to encourage data-driven decision-making and to improve the quality of services those units provide to students and employees. We also save time as our campus colleagues need not spend an inordinate amount of time reinventing the wheel by researching the variety of online survey programs, training employees how to manage such programs, or developing questionnaires. We save money as other units need not pay for our labor, the subscription fees, or the costs associated with administering a survey; we offer these services free of charge to all campus offices.

The Institutional Research Office consists of Dr. Robyn Marschke, director, Dr. Wendi Clouse, senior analyst, and Janet Van Kampen, analyst.


Since 2010, we have conducted over 100 surveys and collected information from 16,000 respondents. Thus, even with a conservative estimate of $5 per respondent, we figure we have saved the university at least $80,000 and possibly as much as $250,000 in potential survey costs. This year alone, the Student Government Association was able to re-allocate $2000 typically spent on a third-party vendor for student elections. We also use the program and offer our services for Faculty Assembly elections, administrator performance evaluations, customer satisfaction surveys, student and faculty surveys often needed for accreditation purposes, exit surveys for departing employees, mandatory VETS 100 reports about employment of military veterans, conflict of interest data collection and compliance, graduating senior and alumni surveys, and for gathering metrics required for both the Annual Diversity Report and the CU Performance Contract.

IMPLEMENTATION STATUS:  We began implementation of shared survey practices in 2010 and significantly ramped up our services in 2011.

Submitted by Dr. Robyn Marschke, Director, Dr. Wendi Clouse, Senior Analyst, and Janet Van Kampen, Analyst, Institutional Research Office, University of Colorado Colorado Springs

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In the fall of 2011 the College of Arts & Sciences made the decision to migrate the departments that were supported by the Financial Service Centers to the newly introduced MyLeave time collection solution that CU System was rolling out. This move was consistent with other large employers in both public and private sectors seeking to modernize and improve accuracy and reliability of paper time reporting methods, such as spreadsheets and card-fed time clocks. The FSC recognized that quality training was vital to successfully implementing the MyLeave solution and took on the role of working with departments to migrate their procedures to this new application.On one particular occasion I was asked to lead a My Leave training workshop for students and supervisors in the Department of Theater and Dance. Planning the training, reserving a space and equipment (laptop, projector) and finally, presenting, required approximately 1.5 -2.0 hours of my time. Unfortunately, when I began the training presentation, the MyCU info website went down. Consequently the training could not proceed as intended. I did my best to talk briefly through the major steps and also spent time answering questions; however, this training was not the best use of anyone’s time and I have my doubts about how much of our “MyLeave conversation” was retained long enough to be of any use when students and supervisors finally sat down to use the application on their own. This experience motivated me to seek alternatives to in-person workshops, but still provide quality training that would teach a student how to use the program in the shortest time possible. Asking “What can we at the FSC do to make training better?”, led to the question: “How do they, the student employees, prefer to learn?”It should come as no surprise that our target audience is highly adept at using the web to find information. YouTube reports 800 million new users each month, many of which are in our target group age range. A recent search on YouTube using the phrase, “How to tie a tie” revealed 12.9 million views. YouTube statistics show that videos are watched for instructional purposes, not just for entertainment.
(Note: I was assisted by my coworker, Joshua Firestone
I proposed to my FSC management that we create an instructional video on how to use the MyLeave application. After obtaining the approval to proceed, I recruited my coworker, Joshua Firestone to assist me in this endeavor. We selected the student employee population because more time is spent training these employees throughout the year due to a high turnover rate (they are continually graduating).We utilized a free trial of screen filming software called Camtasia Studio 8 and in January 2013, we had our first “rough” version of the new MyLeave training video. It is a five-minute video that demonstrates to a new student employee how to configure the MyLeave application and record and report time. The video can be accessed from any computer, 24 hours a day and viewed on-screen thus allowing a student to learn and implement instructions simultaneously. Following several reviews the video recently “went live” and this training is now available on the College of Arts and Sciences Financial Service Center website.
Implementation status
The FSC supports more than 60 departments within the College of Arts and Sciences. Individual meetings and phone calls are not always the best ways to disseminate training because it is neither time effective, nor cost effective, and it cannot be referenced later on. Our solution allows users to watch the video whenever is most convenient for them and to re-play the training as often as needed. This has improved the support we provide to our student employees while significantly reducing man-hours spent designing and conducting training. This video is now utilized across all of the FSC supported departments as well as by other Colleges and departments. We have received very positive feedback about this exciting, scalable solution. Due to the favorable feedback we have received we have initiated the creation of a training video for My Leave time collection for both classified and university staff as well.The FSC leadership is most excited about this endeavor for the following reasons:
• We are able to provide a better service to our departments
• We are able to do so using substantially less man-hours
• We are able to leverage low-cost technology
• We are able to continuously update and improve our videoSubmitted by David Nicoll and Joshua Firestone, College of Arts & Sciences, University of Colorado Boulder
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The Laboratory Registration Program was implemented as a process whereby Environmental, Health and Safety (EHS) (Ron Honn and Cynthia Norton) could collect a variety of information about lab type environments on campus. These lab type environments include traditional research and teaching labs in biology, chemistry, physics, and engineering. It also includes photo labs, art studios, shops, theatre works, etc. Any area where there are chemical or physical hazards on campus. Principal Investigators or departmental lab managers were provided with an electronic registration form to complete as well as an electronic chemical inventory form. The departmental lab managers were able to complete one registration form for all academic labs within their department if the hazards present in the various labs were fundamentally the same. Otherwise they could group labs together on registration forms (e.g. chemistry lab, biology lab, anatomy & physiology lab). Once completed, the forms were submitted electronically to EHS. The information on the registration form was then reviewed, clarified as needed and transferred to an access database. From the database, various reports can be generated:
• A list of emergency contacts including home/cell #s is provided to police/dispatch operations. This information is useful in the event of power outage or system failure, allowing appropriate individuals to be notified so research is not lost or compromised.
• It provides emergency contact information that is readily available to emergency responders in case an emergency requires that we contact a person knowledgeable of the operations in the laboratory.
• It provides EHS with accurate information regarding the operations of the lab so that we can ensure that UCCS is providing a safe work/learning environment for our faculty, staff and students.
• It provides a listing of individuals (faculty, staff, student and volunteers) working in the labs. This list can then be utilized to establish and track training requirements for these individuals.
• Based upon the hazards identified on the form, EHS may recommend that the laboratory needs to establish additional safety protocols such as a Laser Safety Plan, noise, etc.EHS will review the registration form with the PI in an effort to verify that appropriate engineering controls, standard operating procedures, personal protective equipment and emergency equipment are in place to provide a safe work environment for the individuals working in the specified Laboratory.On an annual basis, EHS will send out a verification copy to the PI or departmental lab managers, who can then update any changes (particularly personnel and chemicals) and/or verify that nothing has changed. This will assist in having accurate, up-to-date information.
Historically PIs and lab managers were asked for the same information from multiple sources (i.e. EHS and Police dispatch) or to meet various compliance related issues (i.e. CS Fire Department reports, CDPHE reports, etc.). Now the PIs/lab managers only have to complete the form one time. They are provided with a completed form and inventory annually to verify/update. This saves time for PIs and lab managers.In the event of an emergency, it provides a one-stop source for information on lab operations and hazards present.It has provided an identification and tracking mechanism for personnel involved in lab operations. Because we now have a baseline for who needs trained, we have been able to pursue individuals to ensure that they have received the proper training. Trained individuals are less likely to act in a way which may endanger themselves or their fellow workers or damage property.We have increased our compliance with federal, state, city and local regulations by having accurate up-to-date information.

It has helped EHS to focus its attention on those areas which pose the most risk for the university.

The program was rolled out in April 2012. Originally we identified 152 labs which required registration. Since that time 11 additional labs have been identified bringing the total number of labs to 163. As of April 15, 2013, 145 (89%) of the 163 labs have completed registrations. Efforts are under way to complete the remaining 18 lab registrations. Feedback from the PIs and lab managers has been generally positive. Re-certification/validation of the registrations will occur during May – June 2013.By utilizing the personnel lists provided with the registrations, we have trained 164 individuals in lab safety. This compares to a previous high of 84 in 2009 (2010-67, 2011-57). This is directly attributable to the fact that we knew who needed to be trained and could chase them if necessary.Our compliance rate with the requirement for a chemical inventory is lower at only 80%. Currently, 61 inventories are in place, 70 spaces are either vacant or do not require inventories and 32 locations needs to submit inventories. The majority of places needing to submit inventories coincide with those locations which need to complete registrations.The entire registration and inventory process has been used as an educational tool to increase the knowledge of personnel working in labs about the hazards and precautions required to safety work in a laboratory environment.

Submitted by Cynthia Norton and Ron Honn, Environmental, Health and Safety, University of Colorado Colorado Springs
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The team of Cheryl Welch, Madeline Sembrat, Lisa Stanford, Chris Scanlan, Peggy McIntosh and Terri Carrothers identified that there were severe knowledge deficits throughout the AMC campus in the areas of HR hiring, salary setting, multiple components of pay, finance, procurement, contracting, sensitive expenditures, SOM policies, ICR policies, and Fiscal reporting (to name some of the areas) – we created a monthly training program entitled: SOM Administrative Professional Development Toolbox and we present topics that are timely, important and in which we are seeing knowledge deficits in order to help people, “Do it right the first time, don’t ask for forgiveness later”. The goal is to increase their knowledge, decrease mistakes, enhance fiscal compliance and provide them with the tools to do their jobs better. We expose them to training topics they might not normally have access to and tie the sessions to the correct time of year so they are timely for the work the administrative people are trying to accomplish.


It is imperative that administrative people have the right tools to do their jobs correctly, efficiently and adhere to University and School policies and procedures. By having the knowledge to do things correctly in the first place it decreases redundancies in work, avoids fiscal errors, saves University dollars and minimizes audit issues. We have experts in the content areas presenting timely and important fiscal and HR topics. We show the attendees how and where to find the information needed. We augment this by putting the ‘tools’ on the SOM Administrative Toolbox website along with other information and links to important information to assist them with their work.


We began the monthly 1.5 hour sessions in September of 2012 and plan to continue on an ongoing basis. Our team meets regularly to assure we are providing the most up to date and appropriate content areas. The response to this has been very positive as evidenced by the monthly evaluation surveys we receive and we are noticing a significant decrease is people having to call around try find information and a decrease in the amount of errors our finance, procurement, human resource and administrative team in the SOM Dean’s office are seeing. We average 150-170 attendees per month. We also accept other AMC School administrative employees as our goal is to just provide training and help to as many people as possible. Our goal to help and provide training and based on the attendance response – there is a real need for this knowledge.

Submitted by:  Terri C. Carrothers, Associate Dean, Administration and Finance, University of Colorado School of Medicine, in conjunction with the team of Cheryl Welch, Madeline Sembrat, Lisa Stanford, Chris Scanlan, Peggy McIntosh

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Our project developed the steps needed to evaluate and ultimately implement a new mopping system for the vivarium at the Anschutz Medical Campus, as part of our effort to decrease labor time and chemical and water usage, while maintaining bioexclusion requirements. A further description of the evaluation process can be found in the attached poster, which highlights a presentation the team made at the national meeting for the American Association for Laboratory Animal Science national meeting. Mopping System Poster


Per year, we save 3,900 hours of labor (which translates to $108,030.00), 619 gallons of chemical (which translates to $8,365.91), and 40,794 gallons of water with the new system.


We’ve been using the new system for a year and a half and we are still loving it.

Submitted by:  Michelle Wallace, Jamie Tackett, Laura Richardson, and Jori Leszczynski, Research Services, University of Colorado School of Medicine

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This submission describes a specialized peer group on the Boulder campus. The Research Administrators Meetings (RAM) is an informal group of employees who have come together to discuss relevant and timely issues related to administering sponsored research projects and contracts. It was started by Carolyn James, currently Director of Operations for the Department of Psychology and Neuroscience, when she was with the Center for Integrated Plasma Studies. Carolyn continues as RAM’s primary organizer.

Meetings often include a panel discussion with experts internal and external to the group. It has been fortunate to have the support of the Office of Contracts and Grants (OCG), Accounting and Business Services (ABS), Vice Chancellor for Research’s office (VCR), Procurement Service Center (PSC), International Student and Scholar Services (ISSS), and the Office of University Controller (OUC). Discussion topics have included demystifying DA-ICR, M-Fin reports, export controls, research faculty personnel issues, U.S. Visa options for foreign nationals, CU Marketplace, and intermediate Excel skills. Members also share best practices and discuss how they do things in their home units.

The RAM member e-mail list is available 24/7 for anyone in the group to pose a question. The list includes people with an invaluable wealth of knowledge and experience. Members of the list have been generous with sharing their ideas, successes, and lessons learned.


This group provides added value at no additional cost to the University. RAM provides a sense of community for a disparate set of employees who may have felt isolated and alone struggling with complex issues. RAM provides a forum for mentoring, networking, and sharing among the various employees who administer sponsored grants and contracts.

Research awards on the Boulder campus totaled $380 million in fiscal year 2012. The need for expert administration of these awards is paramount and the ongoing activities and contributions of RAM help increase the level of professionalism within the ranks of research administration. The benefits extend to Principal Investigators and their departments, OCG and SPA, the university, and the sponsoring agencies.

RAM has developed ad hoc subcommittees. In 2011, the Boulder campus controller, Laura Ragin, reached out to RAM for volunteers to discuss issues and concerns regarding the Travel System piece in the Expense System, specifically with respect to sponsored projects. In February 2013, there was an internal movement among RAM members to create an ad hoc working group to meet and discuss the proposed changes to the OMB Uniform Guidance for Federal Financial Assistance in March and April.  

The discussions and comments are being summarized and submitted to Kathy Lorenzi, Associate Director, OCG Boulder campus. This collaboration between OCG and RAM will only strengthen the campus response.


The  list was created in October 2010 by Carolyn James and the group began meeting monthly in January 2011. Since then, the group has met 11 times per year, not meeting in December. Ideas for topics come from RAM members. Carolyn James contacts experts in the relevant topics and invites them to meet with the group. She then arranges the room reservation and any technology needed for the speaker/panel members. Meeting locations vary across the campus to make it convenient, accessible, and to enhance interest.

The group has continued to grow and thrive. In July 2011 there were 93 subscribers to the list and that has grown to 151 as of March 2013. This list includes department, institute, and center research administrators as well as our partners with ABS, SPA, OCG, and the VCR.

While RAM’s focus is research administration, the overall concept can be utilized by others who recognize a need or benefit of getting together with a group of peers to discuss matters of mutual professional interest.

Please see the link generously provided by ABS:  

Feel free to join us on the list!

Submitted by:  Carolyn James, Director of Operations, Department of Psychology and Neuroscience, University of Colorado Boulder

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This form was created to allow students to schedule their capstone presentations online;  it notifies the coordinators of the capstone program when a presentation is scheduled, and identifies any media needs the student may have.


This online form has significantly streamlined administration of capstone presentations by reducing both the time and paperwork necessary to fulfill a presentation request. Capstone scheduling requests previously required completion of a paper form. Upon submission, the presentation information was entered into an unstable excel spread sheet and processed. The new online form makes scheduling easier and allows staff to efficiently accommodate students’ presentation needs.


The form has existed online since November 2012 at

Submitted by Eric Howell, IT Professional, School of Public Affairs, University of Colorado at Denver

Posted in Communications & Technology | 4 Comments



Throughout all campuses, each group responsible for cleaning has historically purchased cleaning supplies from whichever supplier they chose. There was no coordination among campuses or even among the various groups on a single campus. On Boulder campus, for example, Facilities Management, Housing and Dining, the University Memorial Center, and Athletics each purchased cleaning products independently of each other. There was, however, a common desire to use environmentally friendly cleaning products. What was lacking was knowledge of what constitutes a “green” product; a way to ensure that the products clean adequately; and, confirmation that the University was getting the best value possible. The Procurement Service Center took the lead in an effort to change the way custodial supplies were procured. Working together, Will James, PSC Purchasing Manager, Duane Tucker, Strategic Contracts Manager, and Michael Fox, PSC Strategic Sourcing Manager, brought together a cross-campus committee for the purpose of developing a Request for Proposals (RFP) for green cleaning products. The project had several goals, including: establishing a System-wide contract for green cleaning products that each stakeholder group would use; reducing the variety of products purchased; providing products that were 3rd party certified to be green that also cleaned well; and, leveraging the University’s enormous buying power to reduce costs. At the stakeholders’ suggestion, paper products were added to the RFP though they were not required to be green.

It’s important to note that we were looking for a partner, not just some place to purchase products. We wanted a comprehensive program that included installation, consultation, and training. The RFP evaluation criteria were: 1) program plan (strategy); 2) project plan (tactics); 3) training plan; 4) sustainability program; and 5) pricing.

After initial review of by the Evaluation Committee of the nine responses received to the RFP, four responses were ranked in the top tier. A double-blind test was conducted on products from these four suppliers to determine product efficacy. The products tested were: glass cleaner, disinfectant, floor cleaner, and general (all purpose) cleaner. Each product was masked to disguise the brand. The Evaluation Committee, including the Purchasing Manager and the Strategic Sourcing Manager, and a Custodial Supervisor gathered in one of the resident hall’s communal bathrooms. Using new equipment (cloths, mops, buckets, etc.) for each test, the Custodial Supervisor cleaned various surfaces with each type of cleaner from each of the four finalists. The products were rated on a pass/fail basis – either the product cleaned or it didn’t. The Purchasing Manager recorded the results.

After evaluation and ranking of all criteria, including cost, the award was made to Staples Advantage.


As a result of this project and partnering with Staples, CU has extended its sustainability initiatives and promoting a healthy and productive learning environment, while lessening the impact on the environment. The four primary Staples cleaning products now being used are Green Sealed Certified and meet the EPA Design for the Environment cleaning products standard. Using 3rd party certified products helps in achieving higher STARS ratings. CU also benefits from Staples’ next-day delivery, further reducing our carbon-footprint by consolidating its facilities and office supplies purchases into a single order. By leveraging purchasing power of the entire University system, we project a 23 percent annual cost reduction compared with the similar products previously purchased. This project is an example of excellent cross-campus and cross-department collaboration. When we work together to achieve a common goal, the results can be outstanding.


Staples worked with departments on each campus to swap out old products with new, while simultaneously conducting on-site training for all custodial staff. As many custodial employees speak English as a second-language, Staples provided training materials in a variety of languages. The end goal – to create and enforce consistent cleaning practices university-wide – has generally been achieved. To date, UCB Facilities Management, Housing Services, and the Recreation Center are fully converted; and Athletics is transitioning. At UCCS, Housing Services, Facilities Management, and University Center are fully implemented. Additionally, this agreement is available for use by other entities, both public and private. To promote the use of green cleaning chemicals, Charlene Lydick, Associate Director of Procurement, and Duane Tucker, Strategic Contracts Manager, have given presentations on the process and resulting agreement to various local, state, and national audiences.

Submitted by:  Charlene Lydick, Associate Director of Procurement, on behalf of Michael Fox, Strategic Sourcing Manager, Duane Tucker, Strategic Contracts Manager, and Will James, Manager, Purchasing Services

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The Office of the Treasurer centrally oversees the bank and credit card accounts for all  campuses and units of the University of Colorado. On a yearly basis, the university’s bank, Wells Fargo Bank, requires the University of Colorado to submit a document confirming that all credit card merchant accounts across the university, 147 as of July 31, 2012, are in compliance with the Payment Card Industry Data Security Standard (PCIDSS).

“The PCI Data Security Standard was developed by the Card Associations (Visa®, MasterCard®, Discover® Network, American Express and JCB) to help protect Cardholder information. It sets comprehensive requirements to assist businesses in securing their information network, as well as in establishing and maintaining procedures and policies to prevent threats and unauthorized access to their systems and applications. The consequences and costs of non-compliance and of a data compromise can be devastating for any merchant. While businesses who are not PCI DSS compliant risk losing their ability to process card payments, they are also very likely to lose customer confidence and revenues in case of a compromise and will potentially face fines, penalties and expenses to repair the damages done.”

Over the past few years, different methods have been utilized by the Office of the Treasurer to assess and confirm that each campus and system department accepting credit cards is compliant under this standard. Initially, paper self-assessment questionnaires (SAQ) introduced by the PCIDSS council were distributed to each department; they were printed, completed manually, signed and sent back to Treasury for review, and then filed. It was an extremely time intensive process for all. For the 2010 cycle, the university engaged a local compliance firm called Coalfire Systems, Inc., which supported an online portal called Navis for these self-assessment questionnaires. The advantages of this portal were: accessibility via internet, navigation tools to determine correct version of the SAQ, and ability of Treasury to see progress and assist departments to answer questions. The disadvantages of this portal were: expense, slow navigation, problems with password resets, and multiple documentation upload requirements.

In the summer of 2011, a committee of CU system staff began meeting to determine if the university could customize a similar website portal to allow merchants to complete the self-assessment questionnaire without the drawbacks of the Navis portal.

A SharePoint site was set up on the University Information Systems (UIS) server which served as the online portal for the navigation and document upload. The Office of the Treasurer provided the list of account names and numbers, contact names and e-mail addresses for each department required to fill out the online self-assessment questionnaire; there were approximately 140 departments uploaded into the SharePoint site. In addition, the self-assessment questionnaire from the PCI Council was reformatted from a word document into an excel spreadsheet to allow departmental staff to automatically identify which version of the SAQ they should complete. Campus training sessions were held on each campus to demonstrate the portal and documents, and give staff a “heads up” on the new site.


The process was overwhelmingly successful! It saved the university over $25,000 in the first year, was easier for the departmental staff to access the site and upload required compliance and policy documentation, and was more efficient for the Office of the Treasurer. UIS was available to reset passwords, a task that demanded much Treasury staff time in the previous cycle. Staff could get to their accounts and the portal was easy for them to use. Treasury staff could easily see which departments had not completed the SAQ and were able to answer questions and assist staff who were confused about which version to complete. UIS periodically sent Treasury a report, noting the accounts that had not been activated, and if they had, when the site was last used; this assisted Treasury staff to follow up with departments which had not started the process. At the end of the compliance cycle, 100% of departments had completed the SAQ.
Based on feedback from campus staff and IT campus security teams, the portal was easier to understand, documentation uploads were less cumbersome, and the entire process less confusing. Campus departmental staff are also pleased to know that they will not have to learn another process for next year’s cycle. The committee will continue to meet to incorporate suggestions, refine the portal, and use what they learned to improve the overall method.


The PCI compliance process was implemented for the 2011-12 cycle and will be used for future cycles.

Submitted by:  Joe Tinucci, Assistant Treasurer and project lead, Chirag Joshi, Assistant Chief Information Security Officer, Sean Myers, Service Operations Manager, and Lexie Kelly, Assistant to the Treasurer

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Sponsored Project Administrative Check List


There are many processes that must be accomplished once a grant/contract award is received by a PI.  Jill Rogers of the Skaggs School of Pharmacy and Pharmaceutical Sciences created a check list to ensure that we would remember all of the critical steps.  Some of these steps are applicable to any department (e.g. sub-contract, billing), some are applicable internally to the Skaggs School of Pharmacy and Pharmaceutical Sciences (e.g. update speed type list, awards database and proposal list) but could be adapted to apply to any department’s particular data collection and shadow systems.


Sponsored research represents a significant portion of the university’s funding.  It is essential that sponsored research administration be completed in a timely fashion to ensure compliance, accurate reporting, timely collection of funds, appropriate expenditures and processing of subcontracts.  This check list ensures that we review the crucial steps for the initial set-up of a grant. These steps are administrative in nature and PI’s rely on the grants specialist in our school to ensure that these issues are addressed.  However, this form would also be helpful to PI’s or their laboratory technicians who do not have a grant specialist to rely upon. This form has prevented grant/contact processes from ‘falling through the cracks’ and has enabled us to maintain a high standard of sponsored research administration and oversight.


The Skaggs School of Pharmacy and Pharmaceutical Sciences has been using this check-in form for over 3 years.        Grant or Contract Check List

Idea submitted by Charlotte Klaus, Associate Dean for Finance, Budget and Administration, Skaggs School of Pharmacy and Pharmaceutical Sciences, on behalf of Jill Rogers (Anschutz Medical Campus)

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