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What We Provide
All residence hall rooms are fully furnished and come with the following:
What to Bring
Lighted bike racks are located near every residence hall. Always lock your bike with a quality u-lock to secure the frame and front wheel and bring a bike light for riding at night. If you keep your bike in your room, you may not use bike hooks in the walls or ceiling. Bike registration is free, and mandatory on campus, and can be completed online. For more information on campus bicycle programs, visit the Environmental Center website.
Bring a reusable coffee/tea travel mug to keep your beverages at the perfect temperature and increase your sustainability efforts.
All residents are strongly encouraged to bring a laptop computer with a dual-band wireless card. Housing & Dining Services provides a high-speed Wi-Fi network and each room is equipped with ethernet. If your device has an ethernet port, we suggest you bring a CAT 6 ethernet cable. Network support services are available through the Office of Information Technology. Additionally, students can purchase discounted PC computers through CU's partnership with Dell Computers, get valuable Mac recommendations from the CU Bookstore and download low-cost and free software.
Note: additional wireless access ports and routers of any kind are not allowed in the residence halls.
If you don't have a computer, there are many computing labs on campus.
You should contact your roommate(s) and agree on what large electronic items you plan to bring to campus. There likely won't be room for two of everything! For gaming systems, we also recommend bringing ethernet cables (E5 or better) for the best stability and speed. The wireless network will not currently provide the best gaming experience.
Please be aware that certain Wi-Fi capabilities on electronic devices (e.g. projecting, controlling from another device) may not work on the campus network.
Andrews, Arnett, Baker, Buckingham, Darley North, Darley South, Kittredge Central, Kittredge West, Smith and Williams Village North have air conditioning, but a small room fan can be helpful in providing some additional cooling, plus it's great for "white noise" in a busy atmosphere.
Bring a laundry bag or basket, plus detergent (we suggest cold-water detergent to support sustainability efforts). Each hall has pay washers and dryers for your use, and we utilize LaundryView, to make the process even easier.
Bring mattress cover, sheets, pillows and blankets. Beds are 80" long, requiring extra-long twin sheets. Linens may be purchased in many discount and department stores, and through the Residence Hall Association sponsored Residence Hall Linens Program.
Each student is provided with a lockable filing cabinet. We suggest you bring a lock with you to secure important/valuable belongings.
Small standing picture frames on your desk work best to give your room a personal touch. Be sure to check with your roommate before hanging large posters or pictures, and use only approved adhesive hangers. Do not make holes in the walls or ceiling. Fabric, tapestries, flags or banners with the longest edge exceeding three feet (36 inches) in length are prohibited on walls.
A power strip will provide you with all the outlets you need in your room, help keep your electronics organized and protect them against a possible power surge.
Many halls are near recreation fields, so bring Frisbees, footballs, volleyballs and tennis rackets. Bring skis and snowboards if you have room to store them.
The university is not responsible and does not provide insurance or financial protection for resident's personal property. Students are fully responsible for personal property and damages caused by the student while on university property. Renter's insurance is strongly encouraged and is offered through the housing application for students seeking an insurance option.
Bringing several reusable shopping bags will be convenient, environmentally friendly and a money saver. Boulder County charges $.10 per bag at all shops that sell food (including grocery stores and places like Target).
All residents are strongly encouraged to bring their own cellular phones and service.
A request can be made for activation of local land-line phone service in your unit for a nonrefundable fee of $500 per academic year. To make such a request, contact the Occupancy Management office at 303-492-6673 before August 1, to complete the necessary forms. Land-line phone requests submitted before August 1 will be activated before residents arrive, otherwise students making a special room phone land-line request need to allow three weeks for activation. The nonrefundable fee of $500 per academic year includes installation, activation, basic local service for a single line analog phone, and continuation of service if moved to another room. It does not include long distance minutes or telephone handset. The student must provide a basic telephone handset.
You may find a small tote or shower caddy helpful for carrying your toiletries to and from the bathroom.
Keep all letters, receipts and university publications in an electronic or paper file folder.
General first-aid supplies, digital thermometer (not mercury), hand sanitizer, tissues, fever reducers (acetaminophen, ibuprofen).
Colorado is beautiful in the winter, but it can get cold. We recommend bringing along a warm coat, boots, gloves/mittens and a hat. Don't forget sunscreen. At Boulder's higher elevation, the sun is dangerous even on cloudy days. Rain gear is useful year-round.
What Not to Bring
The following items are not permitted in the residence halls.
The residence halls offer beds that easily adjust to three different heights for storage, bunking and lofting. With a loft, a desk or other furniture fits easily under the bed.
Only university-supplied lofts are permitted. Students may submit a loft request when they receive their room assignment. The number of lofting kits is limited, as are the locations of rooms where lofting kits can be installed. Bed lofting requests will be considered on a first-come, first-served basis. Once a lofting request is submitted, a non-refundable fee of $115.00 will be charged to the student's Bursar account and will be due on the fall payment deadline for tuition, housing room and board, and other university fees. The fee includes initial set up and use of the bed lofting kit during the academic year. (Fee is subject to change.)
Since Boulder's climate is pleasant with low humidity and mild temperatures, personal air conditioners and space heaters are not required. Regardless, they are not allowed due to their excessive power requirements and fire hazard potential.
Bottled water is permitted in the residence halls, however, we encourage students to bring a refillable water bottle with them instead. Every building on campus (including residence halls) is equipped with a triple-filtered water station, providing unlimited water refills. This helps keep at least one million single-use bottles out of landfills each year!
These are not allowed because they are fire hazards.
The CU Boulder campus is a designated smoke-free environment, including all university residence halls. This includes all residence hall public areas such as lobbies, hallways, lounges, bathrooms and dining facilities, as well as all student rooms and living spaces. Hookahs and water pipes are considered paraphernalia and are not allowed on campus.
Appliances not allowed include:
All electrical appliances must be UL-approved and have automatic shut-off. All rooms are furnished with a microwave/fridge combo, with the exception of apartments.
The draperies used in the halls meet special fire safety standards and may not be removed. Tapestries/wall hangings/flags larger than 3x3 are considered fire hazards and are not allowed.
Firearms, explosives, incendiary devices, or other weapons, or harmless instruments designed to look like a firearm, explosive, or weapon, are not permitted in the residence halls. This prohibition includes, but is not limited to, BB guns, paint ball guns, pellet guns, martial arts equipment, and swords or knives with blades over 3" in length. Violation of this policy will result in the immediate termination of your Housing & Dining Services Contract, and a disciplinary conference with the Office of Student Conduct and Conflict Resolution, with a likely result of suspension from the university. You must check with the University of Colorado Police Department (303-492-6666) for information about the storage of guns, knives or other weapons.
Most types of fireworks are illegal in the state of Colorado. Absolutely no such incendiary devices are allowed in the residence halls at any time.
These are not allowed because they are fire hazards.
Due to the fire danger associated with hoverboards, they are not permitted in residence halls.
You are not allowed to put holes in the walls, ceilings or floors or construct permanent structures in your room.
Pets are not permitted in the buildings or on the grounds. You may have one 10-gallon aquarium for small aquatic life (turtles and fish) if your roommate(s) agree. Assistance and service animals are permitted with approval via the Disability Accommodation Request process.
Large speakers are not prohibited but we discourage students from bringing them. Not only do they take up valuable space in your room, they can be very disruptive to your neighbors.
If you decide to bring a speaker, please be aware that certain functionality may not work on the campus Wi-Fi network. Sonos speakers are currently unable to connect to the campus network.
No personal Wi-Fi access points or routers are allowed to be connected to the campus network. All halls are equipped with Wi-Fi access via the campus network. For additional information about the wireless policy, visit the Office of Information Technology site.
If You Bring
If you bring a car to campus, you must buy a parking permit, costing anywhere from $168 to $198 (2017-18 rates) per semester depending on lot assignment. You can purchase your student parking permit for the upcoming semester and/or academic year online at the CU Boulder Parking and Transportation website. Parking in general is very limited on and around campus.
Consider that with your Student Bus Pass, your own bike (or a Buff Bike, Boulder B-Cycle bike or Semester Rental bike), eGo Carshare cars, the Buff Bus, the Ski Bus, Late Night Transit, the HOP shuttle and the Night Ride program, you may not need to bring a car to campus. Explore your transportation options at Parking and Transportation Services and the Student Environmental Center.
Often items will be purchased when first moving to CU, then the items are never opened and, ultimately thrown out at the end of the year. We suggest using the various stores around Boulder and purchasing items as the year progresses if possible in order to reduce waste. During closing, we have collected up to 165.5 tons of waste, some of the items having never been used. Unused items have contributed to the over 165 tons of waste that was collected during the spring 2017 closing.
If you bring a gaming system, we recommend you use the campus ethernet (wired) Internet and bring an ethernet cable (E5 or better). The Wi-Fi is not optimized for gaming and your experience will be far better with wired. Please note that it make take up to 30 minutes for a system to set up on the network.
Some streaming devices work better on the campus network than others. Devices that use multicasting won't work.
Due to emerging technology and software updates, unfortunately we can't guarantee performance of a certain make/model of media streaming devices.
Bring only UL-approved appliances with self-contained coils and automatic shut-off thermostatic controls (e.g., coffee makers, hot pots, etc.). Most cooking appliances are not permitted. See What Not to Bring.
As a resident on campus, we are pleased to offer a TV streaming service called Stream2. This service allows you watch live TV and sports from your computer, tablet, phone, Roku and Amazon Firestick, giving you access to your favorite shows from anywhere on campus! It also comes with 20 hours of DVR recordings.
If you plan to bring a unmanned aircraft system (UAS or drone) to campus, please make sure that you understand the university's policies on UAS operations.
CU Boulder offers a convenient solution to transporting your belongings to your new residence hall home through UPS Home2Home.
Just follow the steps and your belonging will be waiting for you in your room when you arrive on campus!
Phone: 303-442-2601 x101
Email: email@example.com
Website: The UPS Store
New Incoming Spring Students
May move in for the spring semester beginning on January 9 at 9 a.m.
Returning Students
The residence halls open for spring semester on January 10 for all students.
When you arrive at your residence hall, you must check in at the front desk. The front desk attendants can assist you with directions and provide you with rolling bins to help you move into your room.
Before coming to campus, you will be able to find a printable temporary parking permit in our OnCampus portal. Keep this permit visible on the dashboard of your vehicle at all times while parking on campus.
Below are some helpful instructions and tips that will assist in making move-in your experience a positive one.
Before coming to campus, you will be able to find a printable temporary parking permit in our OnCampus portal. Keep this permit visible on the dashboard of your vehicle at all times while parking on campus.This permit will allow you to park next to your residence hall for 30 minutes while unloading your belongings.
Once you have unloaded your belongings you must move your vehicle to one of the long-term parking lots: Regent Parking Garage, 436, 308, 125 and 622. Please use this map to find the closest long-term parking lot. If you are keeping your car on campus, the printed permit will allow you to park in the long-term lot until regular parking permits go into effect on January 13.
If you have questions about parking permits, please contact Parking Services at 303-735-PARK (7275). For information about purchasing a student parking permit, visit the Parking Services website.
To print out your parking permit:
Residence Hall
Final move-out time
|Aden Hall
|Thursday, May 9, 1:00-6:00 pm
|Andrews Hall
|Thursday, May 9, 1:00-6:00 pm
|Arnett Hall
|Thursday, May 9, 1:00-6:00 pm
|Athens North Hall
|Thursday, May 9, 8:00 am-1:00 pm
|Baker Hall
|Thursday, May 9, 1:00-6:00 pm
|Brackett Hall
|Thursday, May 9, 1:00-6:00 pm
|Buckingham Hall
|Thursday, May 9, 1:00-6:00 pm
|Cheyenne Arapaho Hall
|Thursday, May 9, 1:00-6:00 pm
|Cockerell Hall
|Thursday, May 9, 1:00-6:00 pm
|Crosman Hall
|Thursday, May 9, 1:00-6:00 pm
|Darley North Hall
|Thursday, May 9, 8:00 am-1:00 pm
|Darley South Hall
|Thursday, May 9, 8:00 am-1:00 pm
|Farrand Hall
|Thursday, May 9, 1:00-6:00 pm
|Hallett Hall
|Thursday, May 9, 1:00-6:00 pm
|Kittredge Central Hall
|Thursday, May 9, 1:00-6:00 pm
|Kittredge West Hall
|Thursday, May 9, 1:00-6:00 pm
|Libby Hall
|Thursday, May 9, 1:00-6:00 pm
|Reed Hall
|Thursday, May 9, 8:00 am-1:00 pm
|Sewall Hall
|Friday, May 10, 8:00 am-12:00 pm
|Smith Hall
|Thursday, May 9, 1:00-6:00 pm
|Stearns East Hall
|Thursday, May 9, 8:00 am-1:00 pm
|Stearns West Hall
|Thursday, May 9, 8:00 am-1:00 pm
|Willard Hall
|Thursday, May 9, 8:00 am-1:00 pm
|Williams Village North Hall
|Thursday, May 9, 8:00 am-1:00 pm
Preparing for Move-out
Please make sure you attend the spring move-out floor meeting. Your RA will share important information with you including how to set up a mandatory room check-out with them. Make sure your room is properly prepared (use the cleaning checklist if you're unsure) before check-out to ensure you don't accrue any charges or fees. Professional staff will compare your room move-out condition form to your room move-in condition form. Some things to keep in mind:
Your USPS mail will automatically be forwarded to your permanent address for 90 days. If you would like mail delivered to an address different from your permanent address, you can request it in two ways:
UPS will forward all first-class mail and parcels for 90 days. Pre-sorted standard and non-profit mail will be recycled. If you receive mail from carriers other than USPS (UPS, FedEx, DHL, etc.) you will be notified via your campus email address with the following options:
If no action is taken, the package will automatically be returned to sender within several weeks of being received by The UPS Store.
The UPS Store® locations at CU Boulder offer a summer storage program for all returning students both on and off-campus. This program offers a variety of sizes and options for your selection.It's simple. The UPS Store® provides the box—you fill it up and return it to one of our conveniently located stores on the campus. They seal it, store it for the summer off-site in a climate-controlled, secured warehouse and have it awaiting your return for pick-up. The items will be available at your choice of on-campus locations at a convenient time during move-in.**
For additional information or to secure your summer storage, please visit usummerstorage.com or call 303-442-2601 ext. 101.
The UPS Store® locations at CU Boulder offer everything you need for shipping. Let our certified packing experts help you select from our competitively priced shipping options and variety of packaging materials. Their certified packaging experts are great resources for fragile and high-end items. Every item they pack comes with their Pack and Ship Guarantee: If we pack it and ship it, it's 100% guaranteed!
Housing & Dining Services partners with the Environmental Center (E-Center) each year to create the Give-and-Go Donation Drive. The items collected are given to various local charities including Salvation Army, Globe Med, Boulder County Homeless Shelter, Emergency Family Assistance, Resource Central, US Again and Community Food Share to be repurposed. Did you know that each year we collect over 150 tons of reusable items at move-out?! There will be red donation bins in all residence halls and Bear Creek apartments. Moving out—don't throw it out, donate it! The drive begins Monday, April 29 and ends Sunday, May 5. Collected items include:
|Appliances (large and small)
|Arts and crafts items
|Small electronics
|Non-perishable food
|Small furniture
|Office supplies
|Small rugs
|CDs, DVDs, clocks
|Personal care products
|Sporting goods
|Clothing, hats, purses, shoes
|Foam bed pads
We will NOT ACCEPT the following items:
|Perishable food
|Broken furniture
|Rug pads
|Mattresses/Bed pads
|Hazardous materials
If you would like to donate your bicycle before leaving, please drop it off at the UMC bike station May 3 where they will be refurbished and sold at the annual bike sale in the fall.
May 6-8, the following areas on campus will also be set up to take your bike:
At those same locations, you can also arrange for summer bike storage:
Check out the CU Bicycle Program website for more information
Move-out Day
Please contact your student when you arrive at their residence hall so they can give you access to the building.
During move out, parking staff will be available to direct traffic during the following dates/times:
Please note: due to commencement activities, all central campus residence halls will not allow vehicle access for move out between 7 am and 1 pm on Thursday, May 10. Please check the move-out schedules page to find your hall's scheduled move-out time for that day.
There are a limited number of wheelie moving carts available to help with student move-out. They can be checked out at the residence hall community center by showing them your Buff OneCard.
Here is a printable checklist for your convenience.
If there has been damage to the room or furnishings beyond normal wear-and-tear, the student may have charges added to their bursar account. They will be notified of any fees within four weeks of checking out. Additional information about fines, charges and how to appeal, please visit the preparing your room for check-out section.
Leaving for Breaks
During fall and spring breaks, students may stay in their residence hall rooms, however, during winter break all students must vacate their rooms for the duration of the break*. Anytime you leave campus for more than several days, the tips below are great to keep in mind, but particularly during break periods.
*Students with academic year plus breaks may stay in their rooms during all breaks.
After the residence halls close, each room is inspected by Residence Life staff to ensure that the building has been properly prepared for the semester break period. As needed, other Housing & Dining Services staff may enter student rooms over the break period to address maintenance concerns, replace smoke detector batteries, or to ensure that the building continues to be secure.
During winter break all halls with the exception of Reed Hall and Willard Hall (to accommodate academic year plus breaks contract holders) will be closed and locked. Residents should also remember to take airline tickets, clothes, skis/snowboards, passports, medicine or other items that will be needed during the break period.
*Residents with academic year plus breaks contracts are exempt from this policy
What we provide
All apartments, whether furnished or unfurnished, have the following appliances or fixtures installed:
All apartments are set up with wireless Internet and have cable television outlets. Once you arrive, you will need to go to the Comcast store to pick up cable equipment. Residents receive a basic cable package as part of your rental. If your cable connection isn't working, please call Comcast directly at 1-855-307-4896.
Furnished apartments are rented fully furnished, and items may not be removed from furnished apartments prior to your move-in.
Vacuum cleaners and dollies/hand carts are available to assist with your move-in process. Please see the Graduate & Family Housing Office or your resident manager to check out equipment for up to 24 hours. Charges may incur if equipment is returned with damage.
What to Bring
We recommend that you purchase renter's insurance for all of your valuable personal belongings.
Graduate and family apartments do not provide small appliances such as coffee makers and toasters. You may bring your own small appliances to your apartment, but please note that if during an inspection an extension cord, adapter, power strip or circuit break is overloaded, you will be asked to discontinue use of the appliance.
Furnished apartments are equipped with furniture and large kitchen appliances (stove, fridge, etc.) but not other items. Residents will need to bring bed linens, towels, dishware, pots/pans, utensils, etc.
Air conditioners are allowed in the apartments, however, residents are responsible for installing the unit and any damage that may occur as a result of the installation or use of the air conditioner. Please view the resident handbook for more information Space heaters are not permitted.
What Not to Bring
All apartments have television cable outlets. Residents of Graduate & Family Housing are not permitted to attach exterior radio or television antennas, or satellite dishes of any type. No alteration to cable television outlets or wiring is allowed. Residents are held responsible for charges if additional cable services and/or repairs are requested. If your cable connection isn't working, please call Comcast directly at 1-855-307-4896.
Large appliances are only allowed in apartments that have hookups to accommodate them. Washing machines are allowed in apartments with washer hookups. Dryers are not allowed. Dishwashers are only allowed in apartments that have their own water heater. Air conditioners are allowed in the apartments, however, residents are responsible for installing the unit and any damage that may occur as a result of the installation or use of the air conditioner. Please view the resident handbook for more information. Space heaters and additional refrigerators or freezers are also not permitted.
As part of CU's commitment to sustainability, we provide water bottle refill stations in every building that offer triple filtered water—without the waste. At orientation, you will receive a reusable water bottle that you can use at any of these stations, so there is no need to pack in the bottled water. Ditch the plastic and choose to reuse.
The possession, use, sale, manufacture or distribution of illegal drugs, including marijuana and drug paraphernalia (pipes, rolling papers, bongs, etc.), are not permitted in Graduate & Family Housing. They are violations to state laws, university policy and your lease agreement. If violations are found, disciplinary action will be taken according to the Student Code of Conduct found in the pamphlet with the website to the University of Colorado Student's Rights and Responsibilities Regarding Standards of Conduct.
Internet service is provided through Comcast. Once you move in you will need to go to Comcast to receive your wireless router/modem. If you have problems with your internet service please contact Comcast at 1-855-307-4896
Boulder fire prevention ordinances and family housing policy prohibit the manufacture, sale, use and possession of all fireworks (including sparklers) anywhere within city limits and all of Graduate & Family Housing.
Firearms, explosives, ammunition and dangerous weapons/materials are not permitted anywhere in Graduate & Family Housing. Colorado law defines a dangerous weapon as an instrument that is designed to, or likely to, produce bodily harm. Weapons may include, but are not limited to, BB guns, paint-pellet guns, starter pistols, blow-dart guns, slingshots, martial arts devices, bowie knives, daggers or similar knives (blades over 3 1/2" in length), or switch blades.
Weapons used for sporting purposes may be stored with the security section of the university police. However, before bringing any weapons to campus, call CUPD at 303-492-6666 to determine what kinds of weapons may be stored and the procedure for storing them. Residents who violate this policy are subject to severe disciplinary action, including lease termination and/or expulsion from the university.
Except for service and therapy animals (such as guide dogs), no pets or animals may be brought into Graduate & Family Housing. (Documentation of need for service/therapy pet required.) Exception: Fish are permitted in an aquarium not to exceed 30 gallons in volume. Amphibious creatures, reptiles (including lizards and snakes), or fish that are dangerous or harmful to humans, are not allowed. Pets are allowed in expansion units with some restriction. Call the office for details. Guests are also not allowed to bring pets into Graduate & Family Housing.
The University of Colorado, including Graduate & Family Housing, is a smoke-free campus. This means that no one is allowed to smoke in any apartment, including guests. Also, smoking is not allowed in hallways, balconies, lobbies, building entrances, parking lots, playgrounds or green spaces. Residents who smoke on graduate and family housing property will receive a warning letter for their first violation. A resident who receives a second letter will be put on probation. If residents are sent a third letter, their lease will be terminated.
Paying Rent
Housing & Dining Services accepts checks, money orders and cashier/certified checks through the mail or delivered directly to the Bear Creek, Graduate & Family Housing and Cashiers (C4C) offices for standard payment of rent, which is typically due no later than the first of each month. No cash will be accepted for rent payments due to liability restrictions.
Online rent payment is available through the housing application portal. The step-by-step online payment instructions are available for viewing to help you prepare for the process.
Please note, online payment is an added service for our residents, terms and conditions may change at any time without notice, and may be cancelled without notice should there be reason to stop accepting online payments. Should the online payment system not be available, rent is still due on the first of each month; please mail or drop your payment to the Housing & Dining Services Cashier's Office, located in the Center for Community (C4C) in Suite S300.
In order to use the online payment system you will need to have a checking account with a bank in the United States.
If you do not have a U.S. bank account you may want to consider opening an account at a local bank or credit union. It is important to compare fees and services to determine which bank is the best fit for you. Some banks may offer free checking or savings accounts, others may require that a certain minimum amount of money be in an account, or may yield higher interest rates.
When you are setting up your account, take your Buff OneCard, passport and the funds you intend to deposit with you. You can also bring your I-20 or DS-2019 as additional proof of your status in the U.S. and affiliation with CU Boulder.
Banks in Boulder that do NOT require a Social Security Number to open an account: Chase, First Bank, US Bank and Wells Fargo. Please note: individuals from countries subject to U.S. sanctions may require additional documentation.
Elevations Credit Union has a branch conveniently located on-campus in the University Memorial Center. They require that you provide either a Social Security Number or proof that you have applied for one (SSN application receipt).
Questions? Contact the Bear Creek Apartments office via email or phone 303-735-2275 or the Graduate & Family Housing Office via email or phone 303-492-6384.
Parking Permits
Assigned lot parking permits are issued (with proof of valid registration) when you check in to Graduate & Family Housing and then renewed once a year. You receive one free permit. You will be notified through the monthly newsletter about when to come to the Graduate & Family Housing Office to renew your assigned lot parking permit(s). Each vehicle, trailer or motorcycle you own must display a current parking permit. Please notify the Graduate & Family Housing Office with changes regarding your vehicles.
Parking permits should hang from the rearview mirror. The permits identify which lots you can use to park your car. Return the permit(s) to the Graduate & Family Housing Office upon checkout or a lost permit charge is assessed to your account. There is a permit replacement cost of $10 for each lost or stolen permit.
The Graduate & Family Housing Office and your resident manager are able to give you temporary parking permits for your guests. Temporary parking permits are only valid for overflow lots. Graduate and family housing parking lots have designated two-hour visitor parking spots. If you have visitors staying longer than two hours you will need to get a temporary permit for them. You may obtain temporary parking permits for a maximum of three consecutive weeks. If a guest will be staying with you for over a week, you must inform the Graduate & Family Housing Office and your resident manager.
There is a $10 monthly fee for each additional assigned lot parking permit. Fees for secondary car permits should be paid with the monthly rent.
The first permit enables residents to park in most lots around each court. The second permit is only issued for the overflow lots in the area. These permits do not allow residents to park in staff or visitor spaces.
Buff OneCard
All residents of Graduate & Family Housing are eligible for a Buff OneCard. Students can apply for their card either by visiting the Buff OneCard website or by going to the Buff OneCard Office in the Center for Community, room N180.
The cost is included in the student fees.
Non-student residents may get their card at the Buff OneCard Office for a fee.
Checking In
The Graduate & Family Housing lease expires every July 15. It is renewable on that date as long as the resident provides proof of full-time university affiliation for the upcoming fall semester. Faculty, staff and all other non-students are eligible to live in Graduate & Family Housing for up to two calendar years.
The best part: residents can move out of Graduate & Family Housing at any time, provided 45-days notice is given. Graduate & Family Housing charges 45 days rent from the day residents submit the required Intent to Vacate form filled out at the Graduate & Family Housing Office.
Contact your resident manager within two weeks of signing your lease to schedule a walk-through. Your resident manager will come to your apartment to complete the check-in form with you and review the condition of your apartment. Damage such as nail holes, chipped tiles, burned countertops, or worn and discolored carpet areas should be noted on the form. Dripping faucets, closet doors off the track, torn window screens, and other items should also be noted so you can request repair service on them.
It is to your advantage to be as thorough as possible during your check-in. Any problems that exist when you move into your apartment, and are not repaired while you live in the apartment, are not considered your responsibility. You will not be charged for such items when you move out.
What to Expect
When you arrive on campus to move in:
Vacating Instructions
You are required to provide Graduate & Family Housing at least 45 days notice before vacating your apartment. If a 45-days notice is not given, you will be charged rent for 45 days beginning on the date the Intent to Vacate (ITV) form is given to our office. If you give more than 45 days notice, rent continues until the vacate date stated on the form. IT IS MANDATORY THAT YOU CHECK OUT NO LATER THAN THE DATE YOU HAVE INDICATED. YOUR APARTMENT WILL BE RENTED TO ANOTHER RESIDENT ACCORDING TO YOUR VACATE DATE.
If for any reason you must change the date on which you will vacate your apartment or cancel your ITV entirely, there will be a $100 administrative charge. If your apartment has already been offered to someone else, you will not be able to change your vacate date or cancel your ITV.
Your entire housing deposit will be refunded unless there are outstanding rent charges, lock/key charges, outstanding charges from the CU Children's Center, appliances and furniture not in the condition which you received them (as verified by your check-in sheet), or the apartment being left dirty or damaged. These charges will be deducted from your security deposit.
You cannot use your security deposit to pay for the last month's rent. Please check with the Graduate & Family Housing Office for details. If the balance on your account is over $100 on the 10th of the month, you will be charged a late fee.
Please give a forwarding address when you fill out your intent to vacate form. If a refund is due, it will be mailed to you within 30-60 days or will be processed through direct deposit (if a voided check is provided prior to moving out). Please file a change of address form with the local post office.
It is the responsibility of the renter(s) to thoroughly clean the apartment before vacating. You can find a detailed cleaning checklist to assist you.
Please see the charge sheet for fees relating to cleaning, missing items and damages. You will be charged for anything that hasn't been cleaned and for the disposal of any items left in the apartment or storage unit. The university environmental services staff will do the cleaning of the drapes and the stripping and waxing of floors.
When charges against a unit exceed the amount of deposit, you will receive a letter from the Graduate & Family Housing finance office regarding the amount owed to the university. If payment is not made in a timely manner the resident's name is placed on the university debt file list. This action denies a student's registration, transfer of credits or graduation until the amount due is paid. Additional charges deducted from your deposit may include rent due, cleaning, damages, utilities, daycare, lock changes, lost permits, etc.
If you are due a refund, the Housing Cashier's Office will send a check to the address that you provided on the Intent to Vacate form. If you have questions regarding your refund or payment please contact the Graduate & Family Housing finance office at 303-492-1442.
Any personal possessions left in the apartment, on patios and doorsteps or in the storage unit shall become the property of the University of Colorado as stated in the Graduate & Family Housing Lease. The University of Colorado assesses a charge of $24 per hour for removal of any abandoned items (a minimum charge for two hours of cleaning or $48 will automatically be assessed). Do not leave any broken or unusable items on the laundry give-away tables.
If you are paying your own utilities, please call Xcel Energy at 303-623-1234 to have the name switched over to the University of Colorado on your vacate date.
Motor vehicles of all kinds are prohibited from driving on sidewalks or lawns, including vans and trucks for moving. The possibility of damage to lawns and sprinkler heads, as well as danger to children in the area, requires that vacating residents adhere to this rule. You will be charged for any damages to family housing lawns and/or sprinkler heads.
To avoid any unnecessary charges, please ensure you follow all vacating directions and utilize the provided cleaning checklist and final inspection sheet provided. If you have any questions or concerns, please contact the Graduate & Family Housing Office at 303-492-6384.
Final Check Out
Please note: We do schedule a preliminary check out at the request of the resident. Final check out is done by staff after you have turned your keys in to the office. You may call our office 10 business days after vacating to inquire about charges that may have been assessed.
There are two ways to turn in all of your keys and any parking permits when vacating:
Make sure to lock your door before you turn in your keys. Shortly after you hand in your keys and parking permits, a staff member will check your apartment for damages.
Lease Termination
The most common reasons for the university to terminate a Graduate & Family Housing lease with a resident are:
If, after agreeing to the Graduate & Family Housing Lease Agreement, a resident is convicted of, found guilty of, or adjudicated to have committed a sex offense; or if a resident is classified as a sex offender or placed under active supervision by any jurisdiction for a sex offense; the resident is required to immediately notify the university's police department and the housing and business operations manager of Graduate & Family Housing. In addition, a determination by SFARC and the dean of students will be made on whether or not the student will be allowed to continue to reside in the university owned or operated housing.
All student residents must be full-time, degree-seeking, students in order to qualify to live in Graduate & Family Housing. If you are graduating, you must fill out an Intent to Vacate form 45 days before you move out. Be aware that there are specific dates by which graduates must vacate, and therefore must fill out the Intent to Vacate form 45 days prior to these dates. Failure to do this will result in charges.
Leave of Absence
The University of Colorado has a Leave of Absence program that provides an opportunity for you to leave the university for a semester without losing your place in your current college/school. You must be in good academic standing and have the dean's approval. Re-enrollment in the university is guaranteed when you return.
For Graduate & Family Housing purposes, you may go on the Leave of Absence program for one semester only.
For more specifics, contact the Office of the Registrar at 303-492-8673.
Vacation/Break Instructions
Before you leave for a vacation or break, please ensure your apartment is properly secured and prepared.
You will receive an email with instructions, including Bear Creek's move-in date and times. When you arrive, you will check-in and receive access to your room. Mailbox keys will be available for pick-up at The UPS Store located in the Village Center. A limited amount of carts will be available to help you move your belongings.
Additional Bear Creek move-in/move-out information is available on the Bear Creek website.
You can also find specific policies, rules and regulations in the Bear Creek Handbook.


text:
(Interview + TIPS & Tricks) 200 Questions Job Candidates May Ask Recruiters, Managers, HR pros.
(Interview + TIPS
& Tricks)
200 Questions Job Candidates May Ask Recruiters, Managers, HR pros.
- Questions for Headhunters and Recruiters
- Questions for HR
- Questions for Hiring Managers
- High-level Probing Questions
- Questions That Are Defensive
- Questions Designed to Get Feedback
- Questions Designed to Close the Deal
- Questions Stars May Ask
Questions for Headhunters and Recruiters
How did you find me?
Is this a retainer or contingency assignment?
Are you dealing with the client?s HR people, or do you have direct contact with the hiring manager?
How long has the client been with you?
How many candidates have you placed with this client?
When will I find out the name of the principal or client company?
May I have a written job description?
Where is the position located?
Where is the company headquartered?
To whom does the position report?
Can you tell me about this executive?s management style?
Why is the position open?
What happened to the person who previously held this position?
Is this a new position?
How long has the position been open?
How long have you been working on the assignment?
What does the position pay?
Are here any pay or compensation constraints that I should take into consideration?
What can you tell me about the person who will be interviewing me?
What is his or her position, title, management style?
Who will make the final hiring decision?
After you present my resume, when can I expect to hear from you regarding the status of this position?
Can you describe, specifically, how the company navigates/balances work? and personal-life issues?
What might I do that would violate the culture of the company during my interview?
Why do you enjoy working for this company?
What attracted you to this organization?
Can you describe the work environment here?
How do you describe the philosophy of the company or organization?
What do you consider to be the organization?s strengths and weaknesses?
Can you tell me more about my day-to-day responsibilities?
How soon are you looking to fill this position?
How do my skills compare with those of the other candidates you have interviewed?
I have really enjoyed meeting with you and your team, and I am very interested in the opportunity. I feel my skills and experience would be a good match for this position. What is the next step in your interview process?
Before I leave, is there anything else you need to know concerning my ability to do this job?
In your opinion, what is the most important contribution that this company expects from its employees?
Is there a structured career path at the company?
What are my prospects for advancement? If I do a good job, what is a logical next step?
Assuming I was hired and performed well for a period of time, what additional opportunities might this job lead to?
Do the most successful people in the company tend to come from one area of the company, such as sales or engineering, or do they rise from a cross section of functional areas?
I know that for the position for which I am interviewing, the company decided to recruit from outside the organization. How do you decide between recruiting from within and going outside?
How does this position relate to the bottom line?
What advice would you give to someone in my position?
What major problems are we facing right now in this department or position?
Can you give me a formal, written description of the position? I?m interested in reviewing in detail the major activities involved and what results are expected.
Does this job usually lead to other positions in the company? Which ones?
Can you please tell me a little bit about the people with whom I?ll be working most closely?
As I understand the position, the title as ________, the duties are _______, and the department is called ________. I would report directly to __________. Is that right?
Can you talk about the company?s commitment to equal opportunity and diversity?
Who are the company?s stars, and how was their status determined?
How are executives addressed by their subordinates?
What can you tell me about the prevailing management style?
If you hired me, what would be my first assignment?
Does the company have a mission statement? May I see iDoes the company have a mission statement? May I see it?
Could you explain the company?s organizational structure?
What is the organization?s plan for the next five years, and how does this department or division fit in?
What specific skills from the person you hire would make your life easier?
Will we be expanding or bringing on new products or new services that I should be aware of?
What are some of the problems that keep you up at night?
What are some of the skills and abilities you see as necessary for someone to succeed in this job?
What would be a surprising but positive thing the new person could do in first 90 days?
What challenges might I encounter if I take on this position?
How does upper management perceive this part of the organization?
What are your major concerns that need to be immediately addressed in this job?
What do you see as the most important opportunities for improvement in the area I hope to join?
What are the attributes of the job that you?d like to see improved?
What are the organization?s three most important goals?
What is your company?s policy on attending seminars, workshops, and other training opportunities?
How do you see this position impacting the achievement of those goals?
What is the budget this department operates with?
What attracted you to working for this organization?
What committees and task forces will I be expected to participate in?
What have you liked most about working here?
How will my leadership responsibilities and performance be measured? By whom?
What are the day-to-day responsibilities I?ll be assigned?
Are there any weaknesses in the department that you are particularly looking to improve?
What are the department?s goals, and how do they align with the company?s mission?
What are the company?s strengths and weaknesses compared with the competition? (name one or two companies)
How does the reporting structure work here? What are the preferred means of communication?
What goals or objectives need to be achieved in the next six months?
Can you give me an ideal of the typical day and workload and the special demands the job has?
This a new position. What are the forces that suggested the need for this position?
What areas of the job would you like to see improvement in with regard to the person who was most recently performing these duties?
From all I can see, I?d really like to work here, and I believe I can add considerable value to the company. What?s the next step in the selection process?
How does this position contribute to the company?s goals, productivity, or profits?
What is currently the most pressing business issue or problem for the company or department?
Would you describe for me the actions of a person who previously achieved success in this position?
Would you describe for me the action of a person who previously performed poorly in this position?
How would you describe your own management style?
What are the most important traits you look for in a subordinate?
How do you like your subordinates to communicate with you?
What personal qualities or characteristics do you most value?
Could you describe to me your typical management style and the type of employee who works well with you?
Corporate culture is very important, but it?s usually hard to define until one violates it. What is one thing an employee might do here that would be perceived as a violation of the company?s culture?
How would you characterize the organization? What are its principal values? What are its greatest challenges?
How would you describe the experience of working here?
If I were to be employed here, what one piece of wisdom would you want me to incorporate into my work life?
What are a couple of misconceptions people have about the company?
Work-life balance is an issue of retention as well as productivity. Can you talk about your own view of how to navigate the tensions between getting work done and encouraging healthy lives outside the office?
How does the company support and promote personal and professional growth?
What types of people seem to excel here?
Every company contends with office politics. It?s a fact of life because politics is about people working together. Can you give me some exams of how politics plays out in this company?
What have I yet to learn about this company and opportunity that I still need to know?
I?m delighted to know that teamwork is highly regarded. But evaluating performance of teams can be difficult. How does the company evaluate team performance? For example, does it employ 360-degree feedback programs?
What are the organization?s primary financial objectives and performance measures?
What operating guidelines or metrics are used to monitor the planning process and the results?
To what extent are those objectives uniform across all product lines?
How does the company balance short-term performance versus long-term success?
What kinds of formal strategic planning systems, if any, are in place?
Can you describe the nature of the planning process and how decisions concerning the budgeting process are made?
Can you identify the key corporate participants in the planning process?
How often and in what form does the company report its results internally to its employees?
In the recent past, how has the company acknowledged and rewarded outstanding performance?
What are the repercussions of having a significant variance to the operating plan?
Are budgeting decisions typically made at corporate headquarters, or are the decisions made in a more decentralized fashion?
I?m glad to hear that I will be part of a team. Let me ask about reward structures for teams. Does the company have a formal team-based compensation process?
Is the company more of an early adapter of technology, a first mover, or is it content to first let other companies work the bugs out and then implement a more mature version of the technology?
How does the company contribute to thought leadership in its market?
How advanced is the company?s commitment to knowledge management?
I was pleased to hear you describe the company?s branding strategy. How does branding fit into the overall marketing mix?
How does this position contribute to the company?s goals, productivity, or profits?
According to (name source), your principal competitor, Brand X, is the best-selling product in the space. What does Brand X do better than your product?
Business Week magazine ranks the company second (or whatever) in its industry. Does this position represent a change from where it was a few years ago?
How accessible is the CEO (name him or her) to people at my level of the organization?
Does the CEO (name him or her) publish his or her email address?
I understand that the CEO is really approachable. Are there ground rules for approaching him or her?
Staff development is mentioned in your annual report as a measure on which executives are evaluated. What kinds of training experiences might I expect?
Is the department a profit center?
Can you please tell me about the people who will look to me for supervision?
Would I encounter any coworker or staff person who?s proved to be a problem in the past?
What happened to the person who previously held this job?
The incumbent was dismissed? How could the problems have been avoided?
The incumbent was promoted? I?m delighted to hear it. Would it be possible for me to talk to him or her?
What is the company customer-service philosophy?
Could you tell me about a time when the team/company went out of its way to provide knock-your-socks-off service?
The best companies rely on rich customer data to fuel personalized content and services. How is the company doing in personalizing its offerings?
Customers are expecting companies to protect their data. Does the company have a privacy policy for its Web initiatives, and how does the company balance the momentum for ever-increasing personalization with rising concerns for privacy?
How empowered are employees? How much of the company?s money can your people (including the ones with single-digit pay grades) spend on their own recognizance to satisfy a customer or address a work-process issue?
How often would I come into direct contact with real, living, breathing, paying customers?
What are the success factors that will tell you if the decision to bring me on board was the right one?
To make our working relationship successful -- something we both want -- we?ll need to be sure we have good chemistry together. How might we determine this, and then what action would you see us engage in to build that relationship?
If you and I were developing some sort of philosophical difference, how would you want to go about resolving it?
Other Probing Questions -- often for high-level assignments
Could you please describe the management team to me?
Does the company have a Net-use policy?
Will I receive my assignments from IT or from the business unit?
Do developers have little contact with the business unit or significant contact?
Can you show or sketch me an organizational chart?
If for any reason you were unable to function as CEO, how would you like to see the company managed?
To whom does the chief information or technology officer report?
How would you describe the degree to which you want your heirs to have strategic or operational influence in the company until one of them is ready to assume the role of COO or CEO?
What are you hoping to accomplish, and what will be my role in those plans?
May I see a job description? What are the most important responsibilities of the job?
How much time should be devoted to each area of responsibility?
What is my spending/budget authority?
What initial projects would I be tackling?
What are the biggest technical challenges ahead for this department/ company?
Presuming that I?m successful on this assignment, where else might I be of service to the company?
Traditionally, companies have used IT to reduce bottom-line costs. But I am excited about the use of IT to advance top-line opportunities such as creating new products and identifying new markets. Can you talk about how IT is used in this company to create top-line value?
What structured strategies for software testing have you found effective here?
Does the company use an IT steering committee?
If you put all the salespeople in a line from your best to the merely acceptable performer, what are the earnings of the 50th percentile? The 25th? The 75th?
Can you describe the performance of the sales team?
What is the commission structure, and what is my earning potential in 1,3,5, or 10 years?
What percentage of salespeople attain objectives?
What percentage of the current people are above and below their set goals?
Questions That Are Defensive -- designed to protect the employee
I understand the company has experienced layoffs within the
last two years. Can you review the reasons why they were necessary?
How were the layoffs handled in terms of notification, severance, outplacement services, etc.?
What rewards have you found effective in recognizing and rewarding exceptional work?
Are there formal metrics in place for measuring and rewarding performance over time?
How effectively has the company communicated its top three business goals?
I am a hard worker, and like to be around hard-working people. Am I going to be comfortable with the level of effort I find here?
Is the company?s training strategy linked to the company?s core business objectives?
How does your firm handle recognition for a job well done?
When was the last time you rewarded a subordinate for his or her efforts? What token of appreciation did you offer?
How does the firm recognize and learn from a brave attempt that didn?t turn out quite as expected?
If I were a spectacular success in this position after six months, what would I have accomplished?
How much freedom would I have in determining my objectives and deadlines?
How long has this position existed in the organization? Has its scope changed recently?
Do you foresee this job involving significant amounts of overtime or work on weekends?
What are the greatest challenges I will face in this position in furthering the agenda of the organization?
Are my tasks limited to my job description, or will I be performing duties outside the described job scope?
Questions Designed to Get Feedback
How do you like me so far?
Do you have any concerns about my ability to do the job and fit in?
Is there anything standing in the way of us coming to an agreement?
Do you have any concerns about my experience, education, skills?
How do I compare with the other candidates you have interviewed?
Describe your ideal candidate. What do my qualifications lack compared to those of the theoretical ideal candidate?
I?m ready to make a decision based on the information I have. Is there anything else I can elaborate on so that you would have a better understanding of my qualifications and suitability for this position?
Are there any areas in which you feel I fall short of your requirements?
Can you give me any feedback that would make me more attractive to the company in the future or that I could benefit from next time?
Is there anything else you need from me to have a complete picture of my qualifications?
Questions Designed to Close the Deal
Is there anything personally or professionally that you
believe would prevent my being a solid contributor in this role?
Your search is over. You will not find anyone else more qualified to do this job than I. If I were you, I?d cancel all the other interviews and make me an offer.
I?m not going to keep it a secret. I really want this job, and I know I will be fantastic in it.
Until I hear from you again, what particular aspects of the job and this interview should I be considering?
I know I can meet the demands of the position and would make an outstanding contribution. Can I have the offer?
What will be your recommendation to the hiring committee?
I?m ready to make a decision based on the information I have. Is there anything else you need to make me an offer?
I am very interested in this job, and I know your endorsement is key to my receiving an offer. May I have your endorsement?
It sounds to me as if we have a great fit here. What do you think?
It has been an interesting and fruitful discussion. l would very much like to take it to the next step.
What?s the gross profit margin of the division I will be
working in? What percentage of the total profit from the company does it
generate? Is it increasing or decreasing?
What?s your company?s "killer application"? What percentage of the market share does it have? Will I be working on it?
Can you give me some examples of the best and worst aspects of the company?s culture?
What makes this company a great place to work? What outside evidence (rankings or awards) do you have to prove this is a great place to work? What is the company going to do in the next year to make it better?
What would I see if I stood outside the front door at five o?clock? Would people be smiling? Staying late or leaving early? Would everyone be taking work home?
Lots of your competitors have great products and people programs. What is the deciding factor that makes this opportunity superior? Are you able to say any things that you will do to make this a great experience for me if I accept the position?
Can you show me that the company has a diverse workforce and that it is tolerant of individual differences? Does it have affinity groups or similar programs that I might find beneficial? Is there a dress code? Can you give me an example of any "outrageous conduct" this firm tolerates the competitors would not?
Does your company offer any "wow!" benefits? Does it pay for advanced degrees? Does it offer paid sabbaticals? On-site child care? Relocation packages? Mentor programs? How are these superior to those of your competitors? What about job sharing? Flex-time arrangements? Telecommuting? Workout facilities?
When top performers leave the company, why do they leave and where do they usually go?
When was the last significant layoff? What criteria were used to select those to stay?
Does the company have a program to significantly reward individuals who develop patents/great products? Is there a program to help individuals "start" their own firms or subsidiary? Will I be required to fill out noncompete agreements?
How many approvals would it take (and how long) to get a new $110,000 project idea of mine approved? What percentage of employee-initiated projects in this job were approved last year?
How many days will it take for you (and the company) to make a hiring decision for this position?
Who are the "coolest" people on my team? What makes them cool? Can I meet them? Who is the best and worst performer on the team, and what was the difference in their total compensation last year? Sell me on this team and the individuals on it that I get to work with. What makes my closest coworkers fun great people to work with?
What is your "learning plan" for me for my first six months? What competencies do you propose I will develop that I don?t currently have?
Which individual in the department can I learn the most from? What can he or she teach me? Can I meet that person? Does the company have a specific program to advance my career?
Could I miss a day without your advance permission? What percentage of the people in this position telecommute? Has anyone in the group been allowed to take a month off (unpaid) to fulfill a personal interest?
Give me some examples of the decisions I could make in this job without any approvals. Can you show me the degree of autonomy and control I have in this position?
How many hours a week do you expect the average person on your team to work? How many hours does the average person in fact work? Are there work-life programs in place to promote a healthy work-life balance?
How will my performance be evaluated? What are the top criteria you use? What percentage of my compensation is based on my performance? Is their a process where the employees get to assess their supervisor? If I do a great/bad job in the first 90 days, how, specifically, will you let me know? What are the steps you would take to help me improve? How do you discipline team members?
What is the first assignment you intend to give me? Where does that assignment rank on the departmental priorities? What makes this assignment a great opportunity?
How many hours of your time can I expect to get each week for the first six months on the job? How often will we have scheduled meetings?
If I were frustrated about my job, what specific steps would you take to help me overcome that frustration? How about if you were frustrated with me? Can you show me examples of what you have done for others in your group in the past year to overcome any frustration?
What are the "wows!" of this job? What are the worst parts? And what will you do to maximize the former and minimize the latter? If I asked the incumbent what stinks about the job, what would he or she say? Can I talk to him or her?
What will make my physical work environment a fun and stimulating place to spend time?
What inputs do employees get in departmental decisions? In hiring and assessing coworkers?
Could I get a chance to see the team in action? Can I sit in on a team meeting? Shadow someone for a day?
What are the biggest problems facing this department in the next six months and in one year? What key competencies have you identified that I will need to develop in the next six months to be successful?
What do you see in me? What are my strongest assets and possible weaknesses? Do you have any concerns that I need to clear up in order to be the top candidate? What is the likelihood -- maybe in percentage terms -- that I?ll get an offer?
more resources coming soon.....keep visiting..

subset: commoncrawl


text:
Bassett Trusts Lawyers - Nebraska
- Try Searching for Nebraska Trusts Lawyers in a larger city, county or metro
- Try different legal issues
- Try Searching for cities in Nebraska
You've come to the right place. If you want to structure your heirs' inheritance, a trusts lawyer can help.
Trusts lawyers can help you manage your assets by placing property into trusts for purposes like reducing estate taxes, avoiding probate, and dictating how heirs get assets.
Use FindLaw to hire a local trusts lawyer to prepare a trust tailored to your circumstances like living trusts -- also known as revocable trusts or family trusts -- charitable trusts, and special needs trusts.
Consider the following:
Comfort Level - Are you comfortable telling the lawyer personal information? Does the lawyer seem interested in solving your problem?
Credentials - How long has the lawyer been in practice? Has the lawyer worked on other cases similar to yours?
Cost - How are the lawyer's fees structured - hourly or flat fee? Can the lawyer estimate the cost of your case?
City - Is the lawyer's office conveniently located?


text:
Sam Lopez is the environmental director for Urban Corps, a nonprofit agency that gives young adults jobs such as weed abatement and graffiti and trash removal throughout local communities while helping them earn high school diplomas. This week, Lopez went to his newest client — the communities that make up Greater Golden Hill — for introductions. On Monday it was the Maintenance Assessment District (MAD) Oversight Committee and on Thursday, the Community Development Corporation (CDC).
At Monday's MAD meeting, Lopez stood in front of the committee and before he could get the "ez" in his last name out, outspoken MAD committee member Bill Hilsdorf voiced his concerns for the corps: "The Urban Corps is made up of troublemakers, right? Well, I've seen them in the neighborhood, and they don't seem to have much of a work ethic. How much are you charging our community anyways?"
The answer was $262,000 of the Maintenance Assessment District's $488,000 annual budget.
Lopez was caught off guard. Before he had adequate time to respond on all of the services Urban Corps had performed in the ten days since starting work in the community, MAD committee chair David Skillman asked if Lopez could return for the next meeting. Lopez agreed.
Luckily for Lopez, Thursday's CDC meeting was a much different shade of spray-paint. Before the introductions, Rosemary Downing, executive director for the CDC, gave a presentation on Urban Corps accomplishments during the first ten days of work. In that time, 158 bags of trash had been collected, 133 square feet of graffiti has been removed, 14 large furniture items hauled away from alleyways, and 13 blocks' worth of weeds have been eliminated.
"This deserves a round of applause," said Downing.
CDC board member Katherine Willets said she saw a group of workers from Urban Corps sitting down around noon one day as she was driving through the community. When she returned a short while later, all of them were hard at work.
Lopez and the Urban Corps team will have another go with the Greater Golden Hill MAD at their meeting on the third Monday of September at 6:30 p.m. in the Balboa Park clubhouse.
For more on Urban Corps, go to urbancorpssd.org.
More from SDReader
- More stories by Dorian Hargrove
- MAD Money — March 3, 2009
- Vanilla-Flavored Mediation — Nov. 18, 2008
- Assess Much? — Oct. 22, 2008
- Phone Call From the MAD Chair — July 30, 2008
- MAD: Advisory or Oversight Committee? — June 17, 2008
The Urban Corps is obviously fantastic! But, what part does the CDC play? Maybe the wrong non-profit has got the contract.
On another note, the CDC has been requested to provide expenditure records to the MAD Oversight Committee, and this has been done once (and with issues) since the very beginning. Enthusiasm is great, but some members of the committee would like to see the numbers.
Hey....come on...This is SandyEggo!!!! No one cares about numbers here, unless they can be used to bash your opponet, cover yer own arse, double-talk the bewildered and befuddled citizenry or compile in mass amounts to meet some federal mandate ( We know the State doesn't really care about little SandyEggos' numbers)
The Urban Corps contract amount is actually $262,000, as reported in the North Park News. The NPN also reports that the reproduction clock, mamufactured in 1991, in front of the Big Kitchen, is a "landmark" clock. Not. It isn't historical. It's just a silly, cheap reproduction representing an era in which South Park didn't even exist. And the clock's cheap mechanism never works for long: for years it was stuck at 2 o'clock, until one of the CDC board members' husband was paid taxpayer money to repair it. Anyway, no one cares if it works. No one needs a clock in the middle of the sidewalk. It is only a landmark to the egos of a handful of self-serving people (CDC board members) who had it installed using government grants, and who promised in a Council hearing to pay for all related expenses forever. But they got a bit tired of it, so now property owners who have never even seen the clock and live far away from it get charged for "twice yearly maintenace'? That's rich.
4 comment by SouthPark concerning the contract amount is correct. We regret the error and have corrected the story text.
The trash can/doggie bag issue, as well as the clock, are simple, easy to understand examples that illustrate for all in the community the overwhelming power of the GGH-CDC.
If the Oversight Board is passed over on these fairly low-level, benign neighborhood items, it's no wonder the CDC felt they could hire the Urban Corps for $262,000...taking 15%-20% for administrative overhead...to do the work already provided to our community by the City.
Think about that: My trash is picked up, is yours? If I see graffiti, I call the City, within 24 hours, it's erased. The Park & Rec employees take care of GGH park areas. Property owners (residential and commercial) have an obligation to keep their properties orderly...if they don't and it bothers you, call City code compliance. We already pay taxes to the City for the services that our CDC has hired the Urban. Corps to do. Isn't that DOUBLE TAXATION? Our economy is in bad shape, many of us don't have enough "expendable" income to pay twice for the same service.
I encourage the Oversight Board and all community members to stay informed and speak up; the CDC is supposed to be non-profit and work for our community providing, through the MAD taxes, ENHANCED services...and those are to be discussed and approved, if not generated, by the Oversight Committee.
A quarter of a million dollars...for trash pickup, painting over graffitti, weeding, and hauling some old furniture to the dump?
When you take into account the city is ALREADY responsible for this work, and we're ALREADY paying for this work, it sure looks excessive.
When the city is relieved of this obligation, and puts it on the shoulders of people who get double-taxed, where did the original money go? Is it yet another way of moving funds from the citizens into well-connected developers' pockets? Does John Moores pay to have his billionaire's ballpark village cleaned up, or do WE pay that fee?
I'm all in favor of programs like Urban Corps helping youth to turn their lives around. But this doesn't seem like the best way to spend community money, and I don't see the nexus between stuffing trash bags and graduating from school.
Keep reporting on these issues, Dorian. It's enlightening to hear how our money is being mis-spent.
Fred Williams
What do you all want to spend the money on? I don't hear to many constructive ideas. If the city takes care of those things how come the youth group was able to collect that much garbage and cover that much graffiti? I would very much like to have discarded furniture hauled away. I think the clock is cool. You seem to have some sort of axe to grind. All your attacks are personal. Were you passed over for a board position or something? I'm very mistrustful of government myself, but these are our neighbors! You don't see the nexus between learning a good work ethic and graduating from school? Really? Extra good if these kids are actually from our neighborhood! I challenge the nay sayers to come up with constructive comments geared toward helping the community to better itself. Or are you just going to rant like paranoid princesses who were not invited to the prom, so they try to tear it down and ruin it for everyone else?
Ideally, constructive ideas for the improvement of the community ought to come from the oversight or advisory board composed of representatives of the community.
Here in San Diego the opposite seems to happen. The paid staff, often at the behest of private interests who can afford to lobby them, scheme up a proposal and only then tell the community "here's what we're gonna do".
Being "nice" people, the boards are then reduced to meekly nodding their heads and going along with the "professionals".
It would be refreshing to see this reversed.
The duplication or replacement of city services through community funding is emphatically NOT the purpose of these assessment districts. They exist to provide services and amenities above and beyond the standard.
We need a full accounting and formal audit of where these dollars are spent. It may be that paying a quarter million dollars for the trash pickup, weed abatement, and graffitti paint-over is standard. But it seems expensive to me, especially when we consider that the youth involved are probably not particularly well paid.
Does picking up trash build character and self-esteem?
Is it required for academic success?
I'm not sure this is true. Rather, such work might be seen as demeaning or "working for chump change" and actually deter some of those who most need academic assistance from participating in the program.
Further, when the fee for these services was paid, did Urban Corps explicitly devote a large amount of that quarter million dollars to training, academic assistance, school supplies, and other support for the young scholars?
How much of that quarter million went to staff salaries, administration, and other overhead?
The oversight board ought to have that information available to them in advance of approving such contracts.
Better, they ought to see competing plans for what to do with the assessed money. Would that same quarter million be better spent elsewhere? Could spending $25k on recruiting and rewarding citizen clean up volunteers accomplish the same job, thereby freeing funding for other worthy projects?
These discussions are often avoided in San Diego, and I'm glad we are all now paying attention to the situation. I applaud the involvement of the community, and encourage more participation by residents in making San Diego a better place.
These sound like productive questions. Much better than insisting that your neighbors are paid "flacks" just out to grab themselves a boatload of money. I don't know who this Fred fellow is but these are good questions. Are answers not provided in a reasonable time frame? Do people on the advisory board have expertise in these matters? Do they have contacts in the fields of service we require in order to make suggestions? Do they know how to qualify such vendors? So far I've just heard "We need banners saying South Park on them." Which, to me sounds a bit trivial compared to improved sanitation and maintenance of parks. I'm anxious to hear some good ideas.
You wrote, "Does picking up trash build character and self-esteem?"
Yes! Picking up trash builds character and self esteem. Learning how to do a job and being expected to do that job well builds self esteem. Whether the job is stuffing envelopes, picking up trash or waiting tables there is much to be learned. Self esteem can be earned by a job well done.
Fred, "Is it required for academic success?"
Self esteem is required for success in almost anything we do. Young people don't drop out of high school because they think too highly of themselves. When they value their contributions to society they work to acheive more out of their lives.
Fred, "I'm not sure this is true. Rather, such work might be seen as demeaning or "working for chump change" and actually deter some of those who most need academic assistance from participating in the program."
These young people receive training in how to hold a job and the education they need to complete High School through the program. Most, if not all of the graduates of the program are proud of their accomplishments as a result of their participation and would likely take issue with you calling what they learned "demeaning." Without the things they learn in the program most of them are likely to be working at minimum wage job for the rest of their lives.
Urban Corp is providing many services in addition to the contract with the MAD at no additional charge to the community. The city requires that the lowest conforming bid be accepted and theires was the lowese for the services outlined by the engineers report.
Golden, I'm glad you have given more details on the contract.
If, as you say, the contract includes additional services to the trash pick-up and weeding, then it may well be worth a quarter million dollars.
If, as you say, this was the lowest conforming bid, and if the oversight committee actually had the opportunity to examine this bid before it was accepted, then the price tag might be reasonable.
Still, I must ask if other bids were received (or sought). Was the request for bids written in such a way that only ONE provider could possibly meet the conditions? This is a common trick in San Diego, and frequently results in higher costs.
Regardless, I'll repeat the observation that the city is already obligated to provide these services. Is Golden Hill paying twice? If so, why?
As to whether self-esteem increases school performance, there's evidence to suggest otherwise. As a teacher, I know that students who are full of confidence often fail to study sufficiently, and under perform compared to students who aren't so sure of themselves. It's genuine achievement that creates positive self image, not the other way around.
Here's one of the studies: http://www3.interscience.wiley.com/journal/118855650/abstract
"The modest correlations between self-esteem and school performance do not indicate that high self-esteem leads to good performance. Instead, high self-esteem is partly the result of good school performance. Efforts to boost the self-esteem of pupils have not been shown to improve academic performance and may sometimes be counterproductive. Job performance in adults is sometimes related to self-esteem, although the correlations vary widely, and the direction of causality has not been established. Occupational success may boost self-esteem rather than the reverse. Alternatively, self-esteem may be helpful only in some job contexts. Laboratory studies have generally failed to find that self-esteem causes good task performance, with the important exception that high self-esteem facilitates persistence after failure."
One more point, and I'll stop.
Working while going to school (something I did myself) is NOT always a good idea. Here's a study that shows why:
"....taking on a job for more than 20 hr per week further disengages youngsters from school, increases delinquency and drug use, furthers autonomy from parents, and diminishes self-reliance."
The intertwined justifications for paying extra for the clean-up crew, summed up as "self-esteem through work leading to academic success", ought to be questioned.
The self-esteem movement is a shibboleth of the left, while the "arbeit macht frei" mantra is chanted by the right. Both are ideological rather than evidence-based approaches to addressing social problems.
When expending so much public money, we ought to be more thoughtful as to what we accept as justification for paying extra.
Again, thank you Golden for your questions and observations. I'm pleased to see interest and concern about how we use our resources in the community. Discussions like this, and your involvement in these issues, can only lead to improved outcomes in the future.
I enjoyed the article. I agree that "artificialy induced" self esteem such as the practice of schools to make sure every student receives a award sometime in the school year is counterproductive. An award for "most energetic" or "friendlist student" may even encourage negative behaviour.
The self esteem gained from a job well done is certainly a much more positive goal.
You said, "Working while going to school (something I did myself) is NOT always a good idea. Here's a study that shows why:" I agree, not always a good idea. In the case of the young people with Urban Corp they are students that had already dropped out or were going to drop out anyway. For many, if not most of them working is a necesity. The benefit of being able to work with a organization that wants to promote their High School education is great for them.
You also said, "The intertwined justifications for paying extra for the clean-up crew, summed up as "self-esteem through work leading to academic success", ought to be questioned." Golden Hill is not "paying extra" by contracting with Urban Corp. I was merely stating that I felt that picking up trash does build self esteem.
Three bids were received and Urban Corp had the lowest bid. In addition to what is contracted for Urban Corp is providing two extra employees through their program at no charge to Golden Hill. They will also provide tree planting in parkways and have given us a source of free trees. This is over and above the contract. They have sent teams on our community clean up days at no charge to us and will continue to do so above what the contract requires.
Urban Corp has also offered to let members of the community go on ride alongs while they are working in the community. If you are looking for more information I suggest you contact Alia at 696-9992 (the CDC office) and arrange to go on a ride along. I havn't gone on one yet but I hear it is a informative and positive experience.


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Authorities seek armed robber who struck in Edgewood
Harford County Sheriff's Office asks for public's help
The Harford County Sheriff's Office is asking for the public's help to find a man wanted in an armed robbery.
Authorities said an armed man robbed a home in the 800 block of Windstream Way in Edgewood.
The man is described as biracial, in his early 20s, 6 feet tall and weighing 190 pounds.
Officials said one suspect in the case was arrested in 2012 and the other suspect was recently seen back in the area. He is the man being sought by police.
Anyone with information is asked to contact Harford County Sheriff's Office Detective Joseph Peters at 410-836-5014.
Tips can also be submitted through Metro Crime Stoppers online at www.harfordsheriff.org/wanted, text "CRIMES" (274637) beginning the message with "MCS" then the information or call Harford Crime Solvers at 888-540-8477.


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A New Security Approach for Today's Advanced Attacks
Organizations face a new breed of cyber attacks that easily thwart traditional defenses. These advanced attacks are targeted. They are persistent. And they are devastatingly effective at breaching your systems and stealing your sensitive data.
This paper examines:
- The limitations of existing security solutions;
- Several security architectures, including sandbox-based products;
- An architecture built from the ground up to truly protect against today's advanced attacks.


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Brazilian star Juninho is to make a final appearance for Middlesbrough in their pre-season friendly clash with PSV Eindhoven.
The 38-year-old, who represented the club in three separate spells and was a member of the team which lifted the Carling Cup in 2004, will play some part in the game next Friday evening.
Manager Tony Mowbray said: "This is a fantastic opportunity for our fans to pay tribute to one of the most famous players in our history.
"They never had the chance to give Juninho a proper send-off when he left for the last time, and I know much how they will welcome the chance to show their appreciation for everything he did for the club.
"The PSV game is an important friendly for us and one we are taking very seriously, and Juninho will play at some stage."


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Why The Supreme Court Needs To Make Sure That Selling A Used iPad Isn't A Copyright Violation
from the first-sale,-please deptOver the last few years, we've been following a series of cases that have challenged the first sale doctrine -- which says that if you buy a product that has some element covered by copyright (i.e., a book) you're able to resell that item at a later date without seeking permission from the copyright holder(s). There was the very troubling ruling in the 9th Circuit in the Omega/Costco case, in which watchmaker Omega put a tiny little image on the underside of its watches -- for which it claimed copyright -- that were sold relatively cheaply outside of the US. When a bunch of those watches were purchased (legally) outside of the US, and then imported and sold by Costco (for less than what Omega was selling watches for directly in the US), the company sued... claiming copyright infringement on that tiny logo no one looks at.
Now, you might think that under the first sale doctrine, it wouldn't matter. But, the statute is inelegantly worded. It says that first sale applies to products made "under this" law. Omega argued that since the products were made outside the US, they weren't made under the US Copyright Act... and thus, were not subject to the Copyright Act or first sale when they showed up on US soil. The Supreme Court heard the case, but split down the middle, because Justice Kagan had filed an argument as Solicitor General in that case, and thus recused herself. Worryingly, as Solicitor General, she has argued that first sale does not apply to foreign goods.
Last year, we had another ruling, over in the 2nd Circuit, which in many ways was even worse. It involved a guy, Sudap Kirtsaeng, who had relatives in Asia purchase cheaper textbooks there and ship them to the US, where he then resold them at a profit (but still for less than what the publishers were charging in the US). Publisher John Wiley & Sons sued... and got a ridiculously broad ruling, saying that any product manufactured outside the US is not covered by the Copyright Act, and thus not eligible for first sale protection.
In fact, in many ways this ruling was even worse that the Omega ruling -- which at least said that if the manufacturer had authorized the product for sale in the US, then first sale rights would apply to all of those products, this ruling even said that this was not true. The court acknowledged that this was kind of a crazy situation, which could have ridiculous consequences (all manufacturing moves overseas immediately to get away from first sale doctrine), but says that's what the Copyright Act appears to say:
Kirtsaeng argues that this holding is undesirable as a matter of public policy because it may permit a plaintiff to vitiate the first sale doctrine by "manufactur[ing] all of its volumes overseas only to then ship them into the U.S. for domestic sales." Defendant-Appellant's Br. at 21. Phrased differently, it is argued that any such decision may allow a copyright holder to completely control the resale of its product in the United States by producing its goods abroad and then immediately importing them for initial distribution. In this sense, the copyright holder would arguably enjoy the proverbial "best of both worlds" because, in theory, the consumer could not rely on the first sale doctrine to re-sell the imported work. In other words, the copyright holder would have an incentive to"outsource" publication to foreign locations to circumvent the availability of the first sale doctrine as a defense for consumers wishing to re-sell their works in the domestic market. The result might be that American manufacturing would contract along with the protections of the first sale doctrine. Kirtsaeng argues that this could not possibly have been Congress's intent. We acknowledge the force of this concern, but it does not affect or alter our interpretation of the Copyright Act.In other words, yeah, that's crazy, but too freaking bad.
As we noted in April, the Supreme Court has agreed to hear the case.
Constitutional scholar Marvin Ammori has done an excellent analysis over at the Atlantic about some of the ridiculous consequences of such a ruling being upheld:
Here are some things you might have recently done that will be rendered illegal if the Supreme Court upholds the lower court decision:Basically, if you sell anything that was made overseas that has anything covered by copyright on it... you might need to get permission to legally resell it. That's insane, and there's no way that was the intention of Congress in passing the law. The courts are supposed to avoid obviously nonsensical outcomes, but they don't always understand the consequences of their rulings. While the courts have (correctly) noted that Congress can fix and clarify the law later, Congress isn't very good at acting quickly on stuff like this and any time Congress even touches copyright law, it's something to worry about.
- Sold your first-generation iPad on Craigslist to a willing buyer, even if you bought the iPad lawfully at the Apple Store.
- Sold your dad's used Omega watch on eBay to buy him a fancier (used or new) Rolex at a local jewelry store.
- Sold an "import CD" of your favorite band that was only released abroad but legally purchased there. Ditto for a copy of a French or Spanish novel not released in the U.S.
- Sold your house to a willing buyer, so long as you sell your house along with the fixtures manufactured in China, a chandelier made in Thailand or Paris, support beams produced in Canada that carry the imprint of a copyrighted logo, or a bricks or a marble countertop made in Italy with any copyrighted features or insignia.
Ammori notes that there's actually a third case, over in the Third Circuit, Sebastian v. Consumer Contacts, in which the court "was reluctant to accept" the idea that first sale only applies to goods made in the US. So there's a pretty clear circuit split for the Supreme Court to work out. But, it's a little scary that it might come down in support of either the Omega or the John Wiley rulings -- and we already know that the Omega case had four of the justices in support of that absurd interpretation. Ammori points out that the Supreme Court has an opportunity to fix things and get it right this time around, and hopes that it will:
But the Supreme Court doesn't have to impose an absurd result on the nation. The first-sale doctrine reflects basic common sense -- and follows from the logic of treating copyrights and other "intellectual property" with no more protection than regular property. Ever since the end of Medieval feudalism, and the writings of John Locke, we have understood the importance of being able to buy and sell one's own property, including books and watches, both for reasons of economics and liberty.I hope so too, though I have little faith on this one, considering that the Supreme Court always gets screwed up when it comes to copyright cases...
The Court has several legal justifications for reaching the right result. Courts are supposed to interpret laws to avoid "absurd results" and to avoid constitutional problems -- such as infringing on the free speech rights of Americans that want to buy and sell their own books and creative works that are published abroad and taking away the property rights, without compensation, of the millions of Americans who buy and sell their own stuff every day, in person and online.
Ultimately the Court must choose between bringing copyright law into the Internet age or consigning us all to the dark ages. I hope they choose wisely.
Filed Under: constitution, first sale, ipad, john wiley, marvin ammori, scotus
Companies: apple, costco, omega


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DreamWorks Animation SKG has revealed details of its use of HP technology in its latest film, Puss in Boots.
The film, which was released this week, was created thanks to the use of 200 high-performance HP workstations, blade servers which powered 117 terabytes of data and a scalable 10G WAN/LAN environment.
DreamWorks Animation SKG's chief technology officer, Ed Leonard, said the technology was crucial to the success of the 3D film.
"As with all of our films, Puss in Boots required powerful systems to support the digital demands of our creative teams," Leonard said.
"Knowing that we have the support of our partners at HP allows us to free our artists from technical limitations, letting them focus on creating the most powerful 3D CG experiences."
The film also called upon the use of HP's Cloud services, which were able to eliminate the need for a physical data centre expansion, with eight million of the 63 million hours of rendering done through the Cloud.
Follow Lisa Banks on Twitter: @CapricaStar
Follow Computerworld Australia on Twitter: @ComputerworldAU
Techworld Australia features:
* Samsung Galaxy Nexus vs. Apple iPhone 4S
* Python vs. PHP: Choosing your next project's language


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Clear-For-Life 75 Gallon Hexagon UniQuarium size: 75 Gal, Sapphire Blue
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As I mentioned earlier this week, the FDA is allowing Biogen Idec to bring Tysabri (natalizumab) back onto the market for the treatment of MS. I mentioned that I would be doing more research for you. Well, HealthTalk is doing that one better. Our MS education program this month will be all about Tysabri.
In order to make the program as much as we can for you, I, along with my senior producer, am asking what you would like to know about this powerful drug.
We plan to cover things like the history of Tysabri, define PML, the infusion process, what Tysabri means to MS treatment moving forward and provider objections. I'd like to know what else you would like us to explore.
Jot your ideas in the comment section of this posting, and we'll do what we can to get the topic covered.
We plan to have some heavy hitters as my guests, so make sure you plan to join us (June 22) for this informative and topical program.
Wishing you and your family the best of health.


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