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handbooks:pattern_of_administration [2025/07/22 20:31] – [SEHD HR and Payroll Staff] Kelley Patienthandbooks:pattern_of_administration [2025/08/12 22:37] (current) – [Office of Partnerships] Cindy Guiterrez
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 ===== SEHD Programs, Degrees, Licenses and Endorsements ===== ===== SEHD Programs, Degrees, Licenses and Endorsements =====
  
-//See the // [[:handbooks:faculty_handbook|SEHD Faculty Handbook]]//**.** //+//See the // [[SEHD Faculty Handbook|]]//**.** //
 ====== Organization of the SEHD ====== ====== Organization of the SEHD ======
  
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 ===== Academic Services ===== ===== Academic Services =====
- + <font 12pt/inherit;;inherit;;inherit>The mission of Academic Services (AS) is to provide support and assist students and faculty to promote the highest standard of learning, teaching, research, and service at the School of Education and Human Development.</font> 
-The mission of Academic Services (AS) is to provide support and assist students and faculty to promote the highest standard of learning, teaching, research, and service at the School of Education and Human Development. + <font 12pt/inherit;;inherit;;inherit>Academic Services provides, among other services, information about degree programs and related processes, admissions, maintains records, and ensures that students meet requirements to graduate. Academic Services supports students at all levels, including undergraduates, graduate students, and certificates, endorsement, and licensure students.</font> 
- + <font 12pt/inherit;;inherit;;inherit>The Academic Services Manager, Rebecca Schell, serves as the senior graduate academic advisor in the SEHD.  The Academic Services Manager leads the team of SEHD graduate academic advisors and graduate program coordinators with creating, implementing, and executing student and faculty support related policies and procedures.  For example, the Academic Services Manager oversees graduate student academic probation, eligible to enroll lists and student email listservs, comprehensive exam results reporting, confirmed graduation lists, and current/historical department processes.</font>
-Academic Services provides, among other services, information about degree programs and related processes, admissions, maintains records, and ensures that students meet requirements to graduate. Academic Services supports students at all levels, including undergraduates, graduate students, and certificate, endorsement, and licensure students. +
- +
-Please see the following page for a listing of the Academic Services Staff.+
  
 ==== Academic Services Staff Contact Information ==== ==== Academic Services Staff Contact Information ====
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 **Natalie Schaffer** \\ **Natalie Schaffer** \\
 Admissions Manager\\ Admissions Manager\\
 +[[NATALIE.SCHAFFER@UCDENVER.EDU|Natalie.Schaffer@ucdenver.edu]]\\
 303-315-6308 303-315-6308
  
-**Jessica Gomez-Garcia** \\ +**Academic Advising**
-Admissions Associate\\ +
-303-315-6308+
  
-=== Academic Advising ===+**Julie Gomez** \\ 
 +Senior Undergraduate Academic Advisor\\ 
 +[[Julie.Gomez@ucdenver.edu|Julie.Gomez@ucdenver.edu]]\\ 
 +303-315-4989
  
 **Shelley Gomez** \\ **Shelley Gomez** \\
Line 79: Line 78:
  
 **Rosalinda Martinez** \\ **Rosalinda Martinez** \\
-Undergraduate Advisor\\+Manager of Teacher Education & Undergraduate Advising\\ 
 +[[rosalinda.martinez@ucdenver.edu|Rosalinda.Martinez@ucdenver.edu]]\\
 303-315-6308 303-315-6308
  
 **Geneva Sarcedo** \\ **Geneva Sarcedo** \\
-Academic Advisor – SPSY, COUN, LDFS\\+Program Director [[callmemister@ucdenver.edu|callmemister@ucdenver.edu]]\\ 
 +Academic Advisor – grad programs\\
 303.315.6351\\ 303.315.6351\\
 [[geneva.sarcedo@ucdenver.edu|geneva.sarcedo@ucdenver.edu]] [[geneva.sarcedo@ucdenver.edu|geneva.sarcedo@ucdenver.edu]]
  
 **Rebecca Schell** \\ **Rebecca Schell** \\
-Academic Advisor – LDTE, ECE\\+Academic Services Manager\\ 
 +Academic Advisor – grad programs\\
 303.315.4978\\ 303.315.4978\\
 [[rebecca.schell@ucdenver.edu|rebecca.schell@ucdenver.edu]] [[rebecca.schell@ucdenver.edu|rebecca.schell@ucdenver.edu]]
 +
 +**Batol Swade** \\
 +Academic Advisor\\
 +[[batol.swade@ucdenver.edu|Batol.Swade@ucdenver.edu]]\\
 +303-315-6303
 +
 +**Carol Wahby** \\
 +Doctoral Programs Coordinator\\
 +[[carol.wahby@ucdenver.edu|Carol.Wahby@ucdenver.edu]]\\
 +303-315-6375
  
 **Sandy Mondragon** \\ **Sandy Mondragon** \\
 Asst. Dean, Student Success and Enrollment Management\\ Asst. Dean, Student Success and Enrollment Management\\
-Academic Advisor - MAT, PhD\\ 
 303.315.4979\\ 303.315.4979\\
 [[sandra.snyder-mondragon@ucdenver.edu|sandy.mondragon@ucdenver.edu]] [[sandra.snyder-mondragon@ucdenver.edu|sandy.mondragon@ucdenver.edu]]
 +
  
 ===== Assessment and Program Improvement ===== ===== Assessment and Program Improvement =====
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 Handles onboarding/off-boarding of all employees; student hiring (including D1 TAs, GAs/RAs and Graduate Part-time Instructors), payroll and time reporting; email/portal and sponsored user accounts. Handles onboarding/off-boarding of all employees; student hiring (including D1 TAs, GAs/RAs and Graduate Part-time Instructors), payroll and time reporting; email/portal and sponsored user accounts.
- 
  
 ===== Human Resources, Payroll and Benefits: A-Z ===== ===== Human Resources, Payroll and Benefits: A-Z =====
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 [[https://www.cu.edu/docs/state-colorado-personnel-board-rules-and-personnel-directors-administrative-procedures|State Personnel Rules and Administrative Policies]] [[https://www.cu.edu/docs/state-colorado-personnel-board-rules-and-personnel-directors-administrative-procedures|State Personnel Rules and Administrative Policies]]
  
-Leave requests are submitted to your supervisor through the UCD Access employee portal. See **Submitting Leave Requests and Monthly Time Record**  below, under the [[:handbooks:pattern_of_administration#ucd_access_portal|UCD ACCESS PORTAL]] section.+Leave requests are submitted to your supervisor through the UCD Access employee portal. See **Submitting Leave Requests and Monthly Time Record**  below, under the [[UCD ACCESS PORTAL|]] section.
  
 Per CU System rules, **supervisors of employees earning vacation and sick leave must verify leave usage and balances on a monthly basis. ** Per CU System rules, **supervisors of employees earning vacation and sick leave must verify leave usage and balances on a monthly basis. **
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 ==== Faculty Additional Remuneration for Consultative Services (One-Sixth Rule) ==== ==== Faculty Additional Remuneration for Consultative Services (One-Sixth Rule) ====
  
-From [[https://www.cu.edu/regents/policy/5|Regents Policy 5.C.4]]: With prior written approval by the dean or appropriate campus authority, faculty members shall be permitted to receive additional remuneration from sources outside the university so long as the activities generating the income do not exceed one-sixth of their time and effort ({{:human:ucd_one-sixth_rule_faqs.pdf|one-sixth rule FAQs}}  ). Outside work during leaves of absence shall be of concern only to the individual and the entity by which they are employed.+From [[https://www.cu.edu/regents/policy/5|Regents Policy 5.C.4]]: With prior written approval by the dean or appropriate campus authority, faculty members shall be permitted to receive additional remuneration from sources outside the university so long as the activities generating the income do not exceed one-sixth of their time and effort ([[one-sixth rule FAQs|]] ). Outside work during leaves of absence shall be of concern only to the individual and the entity by which they are employed.
  
 SEHD HR will post a reminder on Impact regarding the [[https://www1.ucdenver.edu/offices/faculty-affairs/processes-policies-forms#ac-one-sixth-rule-17|Declaration of Outside Consulting Form]] (download found in the "One-Sixth Rule" section) every fall and spring for pre-approval of outside consulting pay. If other consulting opportunities arise during the academic year, please submit a new form prior to starting the work. SEHD HR will post a reminder on Impact regarding the [[https://www1.ucdenver.edu/offices/faculty-affairs/processes-policies-forms#ac-one-sixth-rule-17|Declaration of Outside Consulting Form]] (download found in the "One-Sixth Rule" section) every fall and spring for pre-approval of outside consulting pay. If other consulting opportunities arise during the academic year, please submit a new form prior to starting the work.
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 Faculty and University Staff performance cycles run from July 1 – June 30 Faculty and University Staff performance cycles run from July 1 – June 30
- <font 11.0pt/inherit;;inherit;;inherit>each year</font> .+ <font 11.0pt/inherit;;inherit;;inherit>each year</font>  .
  
 Classified Staff performance cycles run Classified Staff performance cycles run
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   - The Dean appoints a search chair and committee, ensuring that there is diverse representation.   - The Dean appoints a search chair and committee, ensuring that there is diverse representation.
-  - All search committee members must have completed the[[https://www1.ucdenver.edu/offices/human-resources/learning-development/required-training| required online CU search committee training]] within the past two years.+  - All search committee members must have completed the[[https://www1.ucdenver.edu/offices/human-resources/learning-development/required-training|required online CU search committee training]] within the past two years.
   - Typically, a search orientation meeting is held (in-person, virtually, or hybrid) where the Dean gives a charge to the search committee, and the search process is reviewed. Representatives from the OE &/or our Associate Dean for EDI &/or a Search Advocate are usually invited.   - Typically, a search orientation meeting is held (in-person, virtually, or hybrid) where the Dean gives a charge to the search committee, and the search process is reviewed. Representatives from the OE &/or our Associate Dean for EDI &/or a Search Advocate are usually invited.
   - Open faculty positions are typically posted for view in a variety of places including but not limited to:   - Open faculty positions are typically posted for view in a variety of places including but not limited to:
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 - In the Search field, enter the desired course title to launch or add to your training plan. It is usually necessary to use the long code in bold below as the **exact search term **to find the course: - In the Search field, enter the desired course title to launch or add to your training plan. It is usually necessary to use the long code in bold below as the **exact search term **to find the course:
 +
   * CU: Discrimination and Sexual Misconduct (Library ID number "**_scorm12_cu_u00067_0001**")   * CU: Discrimination and Sexual Misconduct (Library ID number "**_scorm12_cu_u00067_0001**")
   * CU: Information Security and Privacy Awareness (Library ID number "**_scorm12_cu_u00063_0001**")   * CU: Information Security and Privacy Awareness (Library ID number "**_scorm12_cu_u00063_0001**")
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 You can also update your W-4 and Direct Deposit info here. You can also update your W-4 and Direct Deposit info here.
  <font 11pt/inherit;;inherit;;inherit>You can only make changes to your direct deposit account, once per day. If you need to save/update again, you will need to do so after midnight.</font>  <font 11pt/inherit;;inherit;;inherit>You can only make changes to your direct deposit account, once per day. If you need to save/update again, you will need to do so after midnight.</font>
- <font 10.0pt/inherit;;#505050;;inherit>Changes made by the 10<sup>th</sup> of each month will take effect for that month's payroll.</font>+ <font 10.0pt/inherit;;#505050;;inherit>Changes made by the 10<sup>th</sup>   of each month will take effect for that month's payroll.</font>
  
 **Marketing and Communications Office/School of Education & Human Development** **Marketing and Communications Office/School of Education & Human Development**
 +
   - **Primary Purpose of the Office**  – Support SEHD strategic goals to enhance reputation, awareness, enrollment and equity. Promote campus researchers, diverse students and alumni, and key university initiatives. Manage marketing budget, personnel, and contractors. Responsible for developing, managing, and implementing marketing, communications, and public relations strategies and plans to support the mission and strategic plan of the SEHD. Additionally, this position oversees events promotion/coverage and assists the Dean with fundraising activities.   - **Primary Purpose of the Office**  – Support SEHD strategic goals to enhance reputation, awareness, enrollment and equity. Promote campus researchers, diverse students and alumni, and key university initiatives. Manage marketing budget, personnel, and contractors. Responsible for developing, managing, and implementing marketing, communications, and public relations strategies and plans to support the mission and strategic plan of the SEHD. Additionally, this position oversees events promotion/coverage and assists the Dean with fundraising activities.
   - **Major Responsibilities**  – Planning consultations; enrollment marketing (print, digital and web); overseeing communications to SEHD faculty, staff, students, alumni, partners in CU Denver and CU System units and external audiences; leadership positioning; e-publication oversight; public relations and events programming; and special projects.   - **Major Responsibilities**  – Planning consultations; enrollment marketing (print, digital and web); overseeing communications to SEHD faculty, staff, students, alumni, partners in CU Denver and CU System units and external audiences; leadership positioning; e-publication oversight; public relations and events programming; and special projects.
   - **Contact**  –   - **Contact**  –
-**Julia Cummings** \\ +**Julia Cummings** \\ Director of Marketing and Communications Director for the School of Education & Human Development \\ 303-315-6339
-Director of Marketing and Communications Director for the School of Education & Human Development \\ +
-303-315-6339+
  
 julia.cummings@ucdenver.edu julia.cummings@ucdenver.edu
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       * School of Education & Human Development newsroom: [[https://education.ucdenver.edu/about-us/newsroom|https://education.ucdenver.edu/about-us/newsroom]]       * School of Education & Human Development newsroom: [[https://education.ucdenver.edu/about-us/newsroom|https://education.ucdenver.edu/about-us/newsroom]]
       * CU Denver branding website: [[https://www.ucdenver.edu/brand|https://www.ucdenver.edu/brand]]       * CU Denver branding website: [[https://www.ucdenver.edu/brand|https://www.ucdenver.edu/brand]]
-      * Ordering business cards: __[[http://www.ucdenver.edu/about/departments/printing/Pages/OnlineOrdering.aspx|http://www.ucdenver.edu/about/departments/printing/Pages/OnlineOrdering.aspx]]__ +      * Ordering business cards: __[[http://www.ucdenver.edu/about/departments/printing/Pages/OnlineOrdering.aspx|http://www.ucdenver.edu/about/departments/printing/Pages/OnlineOrdering.aspx]]__ <font 10.0pt/inherit;;#505050;;inherit><WRAP center round info 60%> \\ end of HR section</WRAP></font>
- <font 10.0pt/inherit;;#505050;;inherit><WRAP center round info 60%> \\ +
-end of HR section</WRAP></font>+
  
   *   *
  
-====== Technology Services ======+====== Technology & Learning ======
  
-The SEHD Technology & Learning Team is your liaison with the University Office of Information Technology (OIT), CU Online, CU Denver Facilities, and any external vendors or partners connecting with SEHD systems.+The SEHD Technology & Learning Team is responsible for Employee Computing, Data Security, Web Services, Classroom/Workroom Technology, and peripheral infrastructure relative to SEHD operations.  The Tech Team also offers instructional design and online course supports relative to Canvas, Panopto, Hypothes.is, Zoom, and any other digital teaching and learning tools - as well as digital-accessibility consultations to ensure all materials are ADA compliant. The Tech Team is wholly responsible for technology selection, purchasing, support, and disposal within the SEHD.  \\ 
 +\\ 
 +The Tech Team serves as a liaison with the University Office of Information Technology (OIT), CU Denver Facilities, CU Procurement Service Center, and external vendors or partners connecting with SEHD systems.  We are here to consult, guide, and advise.
  
-We are here to assist and advise on Web Publishing, Canvas Course Design, Digital Media, Accessibility, Computers/Tablets/Devices, Printing, Software, Technology Licensing / Procurement, Data Security & Information Management (FERPA/HIPPA), Classroom Technology, and etc.+**Dan Aldrich** \\ 
 +IT Specialist\\ 
 +Employee Computing & Classroom AV/IT\\ 
 +[[dan.aldrich@ucdenver.edu|dan.aldrich@ucdenver.edu]]
  
-This team serves as your primary point of contact for the acquisition, installation, or repair of ANY/ALL technology and equipment housed within the SEHD. This includes computers, software, and equipment for employees, students, grants, and school operations.+**Rosanna Miiller-Salas** \\ 
 +Instructional Designer\\ 
 +Course Development / Digital Accessibility\\ 
 +[[rosanna.miillersalas@ucdenver.edu|rosanna.miillersalas@ucdenver.edu]]
  
 +**Matt Mitchell** \\
 +Program Director\\
 +Web & Data Services \\
 +[[matt.mitchell@ucdenver.edu|matt.mitchell@ucdenver.edu]] \\
 +\\
 +**Paul Zastrocky** \\
 +Jr. Web Developer / Support Specialist\\
 +Content Management Administration \\
 +[[paul.zastrocky@ucdenver.edu|paul.zastrocky@ucdenver.edu]]
 +
 +**Brad Hinson** \\
 +Director of Technology & Learning\\
 +Technology Services, Procurement, and Teaching\\
 +[[brad.hinson@ucdenver.edu|brad.hinson@ucdenver.edu]] 
 ===== Consulting ===== ===== Consulting =====
  
 ==== Help, Questions, Purchasing ==== ==== Help, Questions, Purchasing ====
  
-Send all technology requests to **[[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]]**or come visit in LSC724. We connect the dots between ways and means; people, places, and things relative to the SEHD. Uncertain? - email **[[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]]**and we'll do it or find who does.+Send all technology requests to **[[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]]** or come visit in LSC724. We connect the dots between ways and means; people, places, and things relative to the SEHD. Uncertain? - email **[[SEHDHELP@UCDENVER.EDU|SEHDHELP@UCDENVER.EDU]]**and we'll do it or find who does.
  
 ==== Data Security ==== ==== Data Security ====
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 Full time employees are provided a baseline laptop and software setup at the point of hire with options for Mac or Windows; with an SEHD investment at the going-market-rate. The university maintains formal agreements with hardware/software vendors as well as specific hardware/software configurations that guide technology purchasing and selection. Costs or configurations that exceed the going-market-rate can be accommodated with program/department/PD funds and approval from the employee’s program/department. Full time employees are provided a baseline laptop and software setup at the point of hire with options for Mac or Windows; with an SEHD investment at the going-market-rate. The university maintains formal agreements with hardware/software vendors as well as specific hardware/software configurations that guide technology purchasing and selection. Costs or configurations that exceed the going-market-rate can be accommodated with program/department/PD funds and approval from the employee’s program/department.
  
-Employee computers are on a replacement cycle of approximately 4 years, as resources allow. Costs or configurations that exceed the going-market-rate can be accommodated with program/department/PD funds and approval from the employee’s program/department. Additional devices purchased with professional development funds, program funds, grant monies, or other sources outside of the SEHD Technology Team are not on the replacement cycle. +Employee computers are on a replacement cycle of approximately 4 years, as resources allow. Costs or configurations that exceed the going-market-rate can be accommodated with program/department/PD funds and approval from the employee’s program/department. Additional devices purchased with professional development funds, program funds, grant monies, or other sources outside of the SEHD Technology Team are not on the replacement cycle.\\ 
- +- The term computers includes devices running an operating system purchased with university funds.   Laptops, desktops, tablets, etc. 
-Desktop computers are required to remain on-site within the SEHD. If you need to be mobile, request a laptop. The SEHD Technology Team will work with employees and programs on exceptions, configurations, peripherals, adaptations, funding, installation, and etc.+  - Computers purchased, provided, and supported for regular full-time employees only, i.e. employees over a 50% load.   Not students.  Not student employees.  Not adjunct faculty.  Not etc. 
 +  - Computers purchased through the university are property of the university.  Not the individual. 
 +  - Computers are tracked and maintained through OIT device management systems. 
 +  - Individual users are not allowed to install their own software.  Administrative access is reserved for approved IT personnel or personnel exceptions.  Contact the SEHD Tech Team to coordinate installations. 
 +  - Computers are to be returned to the SEHD Tech Team upon request of the SEHD Tech Team and or the CU Office of Information Technology.  In an efficient and timely manner. 
 +  - Computers cannot be purchased or donated by employees.  They must be returned, where data will be wiped before retirement via the university’s electronic waste program. 
 +  - Computers should be returned to the SEHD Tech Team at end of life.   Employees are responsible for the safe care and timely return of any computer equipment assigned, purchased, or borrowed.
  
 ==== Employee Printing ==== ==== Employee Printing ====
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   * SEHD Cloudron - Supplemental web sites on [[https://adjunctification.cu.studio/|WordPress]] or [[https://clejhe.cu.studio/|Ghost]]   * SEHD Cloudron - Supplemental web sites on [[https://adjunctification.cu.studio/|WordPress]] or [[https://clejhe.cu.studio/|Ghost]]
   * Digital Signage (6th floor, 7th floor, 11th floor)   * Digital Signage (6th floor, 7th floor, 11th floor)
 +
  
 ===== Technology Tools & Resources ===== ===== Technology Tools & Resources =====
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   * Website content (Please email [[SEHDHelp@ucdenver.edu|SEHDHelp@ucdenver.edu]] with your web needs/suggestions. SEHD’s tech team will involve marketing as needed for the drafting of web copy, approvals, coordination with academic services, copyedits, etc.)   * Website content (Please email [[SEHDHelp@ucdenver.edu|SEHDHelp@ucdenver.edu]] with your web needs/suggestions. SEHD’s tech team will involve marketing as needed for the drafting of web copy, approvals, coordination with academic services, copyedits, etc.)
  
-====== Partnerships ======+====== Office of Partnerships ======
  
-The SEHD Office of Partnerships is directly responsible for facilitating and coordinating partnerships with districts, schools and the broader community to support all clinical experiences for undergraduate and graduate teacher candidates across multiple teacher education pathways. The SEHD has one of the longest standing partnership preparation models of teacher education dating back to 1993 through an established network of **Professional Development Schools (PDSs)**  where current teacher candidates experience early clinical block field experiences and year-long, intensive, clinically-rich residency internships supported by teams of university and P-12 faculty. Each PDS hosts a cohort of 6-12 teacher candidates each year; a university-based site professor and school-based site coordinator work closely together each week to support the candidates as well as support professional development of the practicing clinical teachers who mentor teacher candidates as well as align partnership resources with school improvement priorities. Our network of schools spans four metro area districts including Aurora Public Schools, Denver Public Schools, Jeffco Public Schools, & Mapleton Public Schools and is jointly negotiated by the Partnership Director and district leaders based on common needs and a shared cost model. In addition, the Office of Partnerships manages and facilitates unique **Undergraduate Residencies **with Denver Public Schools (DPS) called NxtGEN and a unique rural residency called T-PREP with community colleges and local school districts in southern Colorado.+Partnerships are the heartbeat of the School of Education & Human Development (SEHD). They bring life and purpose to the preparation of our students, the research of our faculty and graduate students, and enable us to engage with schools, districts, community and human service organizations in ways that simultaneously renew and transform our work and the lives of children, families and adults alike. Our partnerships are grounded in deep relationships with each school, district and organization, seeking to understand their context and co-construct possibilities for how our work together can positively impact everyone involved. The Office of Partnerships primarily supports the complex infrastructures of clinical experience for pre-service teacher education students across multiple pathways as well as the undergraduate clinical experiences of the Human Development and Family Relations program.
  
-The Office of Partnerships also facilitates a **Community-based Partnership Network**  with over 50 non-profit and community-based organizations. These partnerships support both the community-based clinical block for teacher candidates as well as the capstone internships for the undergraduate Human Development & Family Relations program and EDHD MA program.+SEHD Office of Partnerships Role & Responsibilities
  
-The Office of Partnerships facilitates several structures to support meaningful collaboration among university faculty and P-12 partners to facilitate simultaneous renewal of teacher education and P-12 schooling as well as provide opportunities for faculty to build relationships for professional development, research, and innovation with our P-12 partners. These include Teacher Education Collaborative Councils with our PDS networks, undergraduate residencies and community-based partners. In addition, the Office of Partnerships manages the placement matching and tracking processes, background finger-print processes, and Praxis tracking processes for all initial licensure students.+  * Pursue and foster strong collaborative relationships with schools, districts, and the broader community to support excellent clinical preparation for pre-service teachers across multiple pathways. 
 +  * Facilitate the ongoing development and refinement of Teacher Education Clinical Experience Curriculum, Tools and Assessments in collaboration with the Teacher Education Leadership Team (TELT). 
 +  * Lead the CU Denver Professional Development School (PDS) network across metro and rural areas where schools in the network serve as partnership sites for teacher preparation. Office of Partnership staff work closely with district and school leaders, and university liaisons to ensure exceptional support for teacher preparation, from early field experience through year-long residency internships. 
 +  * Develop and facilitate collaborative infrastructures with school & district partners, such as the Teacher Education Collaborative Council, to support co-construction of clinical experiences, opportunities for mutual learning and renewal between schools and teacher prep, and strong coordination between preparation coursework and clinical experiences. 
 +  * Develop and maintain infrastructures for supporting mentor teachers to increase their capacity for high quality mentoring of preservice teacher candidates, including the facilitation of the Graduate Clinical Teacher Certificate that leads to the CDE Mentor Added Endorsement. 
 +  * Develop and facilitate a vibrant community-based partnership network to support community-based clinical experience opportunities in teacher education and other SEHD programs. 
 +  * Develop and implement systems for all preservice teacher clinical practice coordination including background checks, clinical experience matching and placement, data tracking, professional year residency admission, etc. 
 +  * Implement tools and processes for working with challenging issues in the field (e.g. supporting struggling candidates, leadership changes, subbing guidelines/policies, etc.) 
 +  * Collaborate with faculty liaisons from ECE/ECSE and HDFR programs to support clinical practice coordination in their programs. 
 +  * Collaborate with other SEHD leaders engaged in partnership work to bring synergy and innovation to the broader partnership efforts within SEHD
  
-Lastly, the Office of Partnerships provides extensive logistical and management support for all teacher education administrative processes including managing master calendars, facilitating communication with teacher education faculty and school/community partners, facilitating admissions processes with faculty and school partners, scheduling courses, and coordinating events for our undergraduate learning communities. Office of Partnerships professional staff serve on the Teacher Education Leadership Team (TELT).+Office of Partnership Contacts
  
-Office of Partnership Staff include:+  * Rachel Cornelius, M.S., Office of Partnerships & Teacher Education Manager | rachel.cornelius@ucdenver.edu 
 +  * Kani Murad, Teacher Education Pathways Support Coordinator | kani.murad@ucdenver.edu 
 +  * Cindy Gutierrez, Ph.D., Assistant Dean, Teacher Education & Partnerships | cindy.gutierrez@ucdenver.edu
  
-  * Cindy Gutierrez, Director 
-  * Rachel Cornelius, Office of Partnerships Coordinator & Teacher Education Manager 
-  * Jody Barker, Coordinator of Clinical Teacher Education 
-  * Antwan Jefferson, Faculty Liaison for Community-based Partnership Network 
  
 ====== SEHD Initiatives for Education, Research, and Evaluation ====== ====== SEHD Initiatives for Education, Research, and Evaluation ======
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 ===== Continuing and professional Education ===== ===== Continuing and professional Education =====
  
-**//Shannon Hagerman, Executive Director// **+**//Shannon Hagerman, Executive Director//  **
  
 The office of Continuing and Professional Education (CPE) supports the mission and vision of the School of Education and Human Development by managing the School’s cash-funded courses and programs. CPE annually offers over 400 off-campus courses, either free-standing or as part of a certificate, endorsement, or master’s degree. CPE also offers and online alternative teacher licensure program, ASPIRE to Teach. CPE supports professional learning needs of individual school teachers, administrators, and mental health professionals by offering credit- and non-credit based courses, modules, book studies and events to individuals, schools, and districts through CPE and EDU, CPE’s online professional learning division. Depending on the program, our credit transfers toward district and Colorado Department of Education (CDE) requirements for re-licensure, salary increase, and/or career advancement, as well as CDE endorsements and university degree programs. The office of Continuing and Professional Education (CPE) supports the mission and vision of the School of Education and Human Development by managing the School’s cash-funded courses and programs. CPE annually offers over 400 off-campus courses, either free-standing or as part of a certificate, endorsement, or master’s degree. CPE also offers and online alternative teacher licensure program, ASPIRE to Teach. CPE supports professional learning needs of individual school teachers, administrators, and mental health professionals by offering credit- and non-credit based courses, modules, book studies and events to individuals, schools, and districts through CPE and EDU, CPE’s online professional learning division. Depending on the program, our credit transfers toward district and Colorado Department of Education (CDE) requirements for re-licensure, salary increase, and/or career advancement, as well as CDE endorsements and university degree programs.
Line 856: Line 901:
 ===== The Evaluation Center ===== ===== The Evaluation Center =====
  
-**//Bonnie Walters, Executive Director// **+**//Bonnie Walters, Executive Director//  **
  
 The Evaluation Center offers a full range of evaluation services to clients internal and external to the SEHD, including designing and conducting evaluations, integrating qualitative and quantitative analyses, and disseminating findings in a useful and meaningful way. Staff work to develop comprehensive plans which meet the unique needs of clients with a focus on helping individuals and organizations learn about and improve their programs, as well as providing a rigorous and objective analysis of respective program progress and effectiveness. The Evaluation Center is unique among program evaluation groups because it operates as an autonomous not-for-profit entity embedded within the SEHD at the University of Colorado Denver. The Evaluation Center offers a full range of evaluation services to clients internal and external to the SEHD, including designing and conducting evaluations, integrating qualitative and quantitative analyses, and disseminating findings in a useful and meaningful way. Staff work to develop comprehensive plans which meet the unique needs of clients with a focus on helping individuals and organizations learn about and improve their programs, as well as providing a rigorous and objective analysis of respective program progress and effectiveness. The Evaluation Center is unique among program evaluation groups because it operates as an autonomous not-for-profit entity embedded within the SEHD at the University of Colorado Denver.
Line 862: Line 907:
 ===== PARA Center ===== ===== PARA Center =====
  
-**//Ritu Chopra, Executive Director & Assistant Research Professor// **+**//Ritu Chopra, Executive Director & Assistant Research Professor//  **
  
 PAR²A promotes optimum learning for all students through research and training on the roles, responsibilities, career development, preparation, supervision and employment of paraprofessionals and is designed for paraprofessionals, school professionals and administrators in public education. PAR²A promotes optimum learning for all students through research and training on the roles, responsibilities, career development, preparation, supervision and employment of paraprofessionals and is designed for paraprofessionals, school professionals and administrators in public education.
Line 868: Line 913:
 ===== Center for Practice Engaged Education Research (C-PEER) ===== ===== Center for Practice Engaged Education Research (C-PEER) =====
  
-**//Kent Seidel, Founding Co-Director & Associate Professor; Julie Oxenford O’Brian, Co-Director & Assistant Research Professor// **+**//Kent Seidel, Founding Co-Director & Associate Professor; Julie Oxenford O’Brian, Co-Director & Assistant Research Professor//  **
  
 The Center for Practice Engaged Education Research (C-PEER) is a network focused on re-imagining the relationship between researchers, educators, and community members to support schools and communities in improving their work on behalf of learners. We identify and investigate promising education practices to address challenging problems in education and to learn from promising research findings. The Center for Practice Engaged Education Research (C-PEER) is a network focused on re-imagining the relationship between researchers, educators, and community members to support schools and communities in improving their work on behalf of learners. We identify and investigate promising education practices to address challenging problems in education and to learn from promising research findings.
Line 904: Line 949:
 ===== Faculty and Staff Committees ===== ===== Faculty and Staff Committees =====
  
-**//See SEHD Bylaws and Faculty Handbook// **+**//See SEHD Bylaws and Faculty Handbook//  **
  
 ====== Operations ====== ====== Operations ======
Line 930: Line 975:
  
 __Approximate Timelines:__ __Approximate Timelines:__
 +
   * **9-12 months before classes start:**  Courses are rolled in CU SIS, program representatives review the schedule with faculty.   * **9-12 months before classes start:**  Courses are rolled in CU SIS, program representatives review the schedule with faculty.
   * **9 months before classes start:**  Finalized schedule due to Course Coordinator   * **9 months before classes start:**  Finalized schedule due to Course Coordinator
Line 939: Line 985:
   * **1 week after classes start: **Waitlists are purged; online registration closed; student registration by schedule adjustment form only   * **1 week after classes start: **Waitlists are purged; online registration closed; student registration by schedule adjustment form only
 __Approximate Schedule Due Dates:__ __Approximate Schedule Due Dates:__
 +
   * Spring – due in May at the end of the spring semester   * Spring – due in May at the end of the spring semester
   * Summer – due in September at the start of the fall semester   * Summer – due in September at the start of the fall semester
Line 946: Line 993:
  
 **Face-to-Face and Hybrid Classes: ** **Face-to-Face and Hybrid Classes: **
 +
   - Set caps at 35, start a waitlist   - Set caps at 35, start a waitlist
   - At 40, consider split into two sections of 20—sections must be same time and format   - At 40, consider split into two sections of 20—sections must be same time and format
Line 953: Line 1001:
  
 **Online Classes: ** **Online Classes: **
 +
   - Set caps at 30, start a waitlist   - Set caps at 30, start a waitlist
   - At 35, consider split into two sections.  New section must be on-line.   - At 35, consider split into two sections.  New section must be on-line.
Line 960: Line 1009:
  
 **Doctoral-Level Classes:** **Doctoral-Level Classes:**
 +
   - Set caps at 30, start a waitlist   - Set caps at 30, start a waitlist
   - At 35, consider split into two sections—sections must be same time and format   - At 35, consider split into two sections—sections must be same time and format
Line 967: Line 1017:
  
 **Type O (Practicum & Internship Courses):** **Type O (Practicum & Internship Courses):**
 +
   - Under 30 SCH, course will be pro-rated based off 30 SCH.   - Under 30 SCH, course will be pro-rated based off 30 SCH.
  
Line 1046: Line 1097:
  
 **SEHD-funded Non-Tenure Track Faculty (Instructor, Sr. Instructor, Clinical Teaching Track)** **SEHD-funded Non-Tenure Track Faculty (Instructor, Sr. Instructor, Clinical Teaching Track)**
 +
   - The teaching load for SEHD-funded Non-Tenure Track faculty members is 8 courses or 23-25 credit hours of instructional activity, depending on assigned workload. Non-Tenure Track faculty have the option of proposing course equivalent activity for one to two courses for Dean’s approval.   - The teaching load for SEHD-funded Non-Tenure Track faculty members is 8 courses or 23-25 credit hours of instructional activity, depending on assigned workload. Non-Tenure Track faculty have the option of proposing course equivalent activity for one to two courses for Dean’s approval.
   - The ways in which Type B instructional activities (see page 32) can count as a course for tenure track faculty members also apply to Non-Tenure Track faculty members.   - The ways in which Type B instructional activities (see page 32) can count as a course for tenure track faculty members also apply to Non-Tenure Track faculty members.
Line 1121: Line 1173:
  
 Compensation would ordinarily only be for extraordinary work involving a comprehensive certificate, endorsement or degree program that involves an on-going continuing partnership. Also, coordination needs may be greater at the beginning of a partnership than in subsequent years. In order to have some rational basis for compensation, it seems that it must be related to time spent. Faculty is generally expected to be on campus from mid-August until the end of May. Calculating that as a work year of 185 days would equate to about a half-percent of salary for every full day spent coordinating a partnership above and beyond full year workload expectations. Utilizing this formula, ten additional days of work (two full weeks) would equate to an additional 5% of compensation. Following are some examples of compensation level**s**  based on the time spent to carry out one or more of the coordination roles listed above, remembering that all coordination must be paid out of available CPE //program//  funds and that the Dean must approve any extra compensation. Compensation would ordinarily only be for extraordinary work involving a comprehensive certificate, endorsement or degree program that involves an on-going continuing partnership. Also, coordination needs may be greater at the beginning of a partnership than in subsequent years. In order to have some rational basis for compensation, it seems that it must be related to time spent. Faculty is generally expected to be on campus from mid-August until the end of May. Calculating that as a work year of 185 days would equate to about a half-percent of salary for every full day spent coordinating a partnership above and beyond full year workload expectations. Utilizing this formula, ten additional days of work (two full weeks) would equate to an additional 5% of compensation. Following are some examples of compensation level**s**  based on the time spent to carry out one or more of the coordination roles listed above, remembering that all coordination must be paid out of available CPE //program//  funds and that the Dean must approve any extra compensation.
 +
   * **Example One**  – One or more of the above duties, but not enough extra time that the coordination is significantly impacting more than 100 percent of the yearly expectations for faculty workload. In this case the partnership coordination should be listed as part of the faculty member’s professional plan for service but additional compensation should not be involved.   * **Example One**  – One or more of the above duties, but not enough extra time that the coordination is significantly impacting more than 100 percent of the yearly expectations for faculty workload. In this case the partnership coordination should be listed as part of the faculty member’s professional plan for service but additional compensation should not be involved.
   * **Example Two**  – One or more of the above duties that will result in an impact to time and responsibility that will significantly exceed 100 percent of expected yearly workload. Compensated coordination would only be available for certificate, endorsement, degree or other programs that include a series of courses and semesters. Oftentimes this work will be carried out in the summer. Each additional full day of work planned for the partnership should result in a half-percent of additional compensation. For example, if the partnership will likely require six full days, or twelve half-days, the faculty member would earn an additional 3%, eight days 4%, etc.   * **Example Two**  – One or more of the above duties that will result in an impact to time and responsibility that will significantly exceed 100 percent of expected yearly workload. Compensated coordination would only be available for certificate, endorsement, degree or other programs that include a series of courses and semesters. Oftentimes this work will be carried out in the summer. Each additional full day of work planned for the partnership should result in a half-percent of additional compensation. For example, if the partnership will likely require six full days, or twelve half-days, the faculty member would earn an additional 3%, eight days 4%, etc.
Line 1224: Line 1277:
 [[http://www.ucdenver.edu/faculty_staff/employees/policies/Policies Library/OAA/RTP.pdf|http://www.ucdenver.edu/faculty_staff/employees/policies/Policies Library/OAA/RTP.pdf]] [[http://www.ucdenver.edu/faculty_staff/employees/policies/Policies Library/OAA/RTP.pdf|http://www.ucdenver.edu/faculty_staff/employees/policies/Policies Library/OAA/RTP.pdf]]
  
-In the case of a negative decision, the candidate may—within ten working day of receipt of written notice of a recommendation for denial of tenure—request review by the president. This review shall be made only on the grounds that the process had 1) procedural errors; 2) substantive errors; or 3) evidence of discrimination. (''Standards, Processes, and Procedures for Comprehensive Review, Tenure and Promotion: '' [[https://www.cu.edu/policies/aps/academic/1022.pdf|https://www.cu.edu/policies/aps/academic/1022.pdf]]+In the case of a negative decision, the candidate may—within ten working day of receipt of written notice of a recommendation for denial of tenure—request review by the president. This review shall be made only on the grounds that the process had 1) procedural errors; 2) substantive errors; or 3) evidence of discrimination. (''Standards, Processes, and Procedures for Comprehensive Review, Tenure and Promotion: ''  [[https://www.cu.edu/policies/aps/academic/1022.pdf|https://www.cu.edu/policies/aps/academic/1022.pdf]]
  
 After the final decision, the candidate may choose to file a grievance with the university’s Privilege and Tenure Committee. There is an allowable time frame for such a grievance. (See Regent Policy 5-H: [[https://www.cu.edu/regents/Policies/Policy5H.htm|https://www.cu.edu/regents/Policies/Policy5H.htm]]) After the final decision, the candidate may choose to file a grievance with the university’s Privilege and Tenure Committee. There is an allowable time frame for such a grievance. (See Regent Policy 5-H: [[https://www.cu.edu/regents/Policies/Policy5H.htm|https://www.cu.edu/regents/Policies/Policy5H.htm]])
Line 1254: Line 1307:
  
 **Curriculum Committee Deadline Requirements: **To ensure that the Curriculum Committee has time to review the credentials for each new Lecturer before the start of classes, please use the following deadline dates to help you plan ahead for the hiring process: **Curriculum Committee Deadline Requirements: **To ensure that the Curriculum Committee has time to review the credentials for each new Lecturer before the start of classes, please use the following deadline dates to help you plan ahead for the hiring process:
 +
   * Teaching in **Summer or Fall **semester – submit Hire Request Form details by **April**  (one week prior to the last curriculum committee of the academic year).   * Teaching in **Summer or Fall **semester – submit Hire Request Form details by **April**  (one week prior to the last curriculum committee of the academic year).
   * Teaching in **Spring **semester – submit Hire Request Form details by **November**  (one week prior to the last curriculum committee of the semester)**.**   * Teaching in **Spring **semester – submit Hire Request Form details by **November**  (one week prior to the last curriculum committee of the semester)**.**
Line 1407: Line 1461:
 **After term is underway **- SEHD HR follows up with D1 employees who have not returned signed offer letters. - Jenna follows up with D2 employees who have not returned signed offer letters **After term is underway **- SEHD HR follows up with D1 employees who have not returned signed offer letters. - Jenna follows up with D2 employees who have not returned signed offer letters
  
-|   \\ +|   \\ Summer and Fall deadline is Apr 30 \\  \\ Spring deadline is Nov 30|   \\ Program Lead, \\  \\ Jenna & SEHD HR|   \\ Program leads (PLs) complete the Hire Request formstack for each new hire. \\  \\ Jenna and SEHD HR works on hiring steps for new hires.| 
-   Summer and Fall deadline is Apr 30 \\  \\ +|   \\ 8 weeks before start of term|   \\ Shakira|   \\ Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans (AD’s), and copies SEHD HR.| 
-   Spring deadline is Nov 30|   \\ +| |   \\ Jenna|   \\ Jenna provides D2/CPE appointment list to Hiromi & sends offer letters.| 
-   Program Lead, \\  \\ +| |  SEHD HR|   \\ SEHD HR creates master spreadsheet for D1 offer letters (from Shakira’s enrollment reports new hire formstacks) and works with Shakira on any discrepancies and questions (copy Tricia).| 
-   Jenna & SEHD HR|   \\ +| |  SEHD HR|   \\ SEHD HR cross-checks information with list of CPE employees for anyone over the two-course limit and then notifies Jenna and Program Leader.| 
-   Program leads (PLs) complete the Hire Request formstack for each new hire. \\  \\ +| |   \\ Program Lead & \\  \\ SEHD HR & Jenna|   \\ Program Lead completes the Hire Request formstack for each TA hire, as courses reach the approved student enrollment count. HR works on hiring steps for new hires for D1 & Jenna works on hiring steps for D2 as usual.| 
-   Jenna and SEHD HR works on hiring steps for new hires.| +|   \\ 5 weeks before start of term|   \\ Shakira|   \\ Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans, and copies SEHD HR.| 
-|   \\ +| |   \\ SEHD HR|   \\ SEHD HR generates D1 Lecturer/GPTI/TA contracts (letters of offer) using mail merge and sends them via email to the employee’s university email account.| 
-   8 weeks before start of term|   \\ +|   \\ 2-6 weeks before|   \\ Shakira|   \\ Shakira emails students of canceled courses and copies advisor and program lead.| 
-   Shakira|   \\ +| | |   \\ Jenna sends D2 pay information to Hiromi each month leading up to and during the semester.| 
-   Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans (AD’s), and copies SEHD HR.| +|   \\ 4 weeks before|   \\ Shakira & Program Leaders|   \\ Enrollment Report – Shakira notifies Program Leaders, ADs, Sandy and SEHD HR of possible cancellation and prorate status updates. Program Leaders need to respond to Shakira whether to cancel or accept possible prorates.| 
-| |   \\ +|   \\ 2 weeks before|   \\ Shakira & ADs & Program Leaders & SEHD HR|   \\ Final Decisions – Shakira notifies Program Leaders, ADs, Sandy, and SEHD HR of cancellation and prorate status. Shakira works with Dean & Dorothy for final decisions on cancellations and prorates. HR sends a reminder email to PLs about prorates going out soon, and to review Shakira’s emails for the details. Program Leaders will communicate with employees regarding course cancellations/prorates (no later than 1 week before start of term). \\  \\ SUMMER ONLY - SEHD HR sends prorate list to Dorothy & Dean for final review. After receiving approval, SEHD HR emails each employee prorate notice 1 of 2 based on information from Shakira, CC: PL, Hiromi, Tricia, Shakira.| 
-   Jenna|   \\ +| | |   \\ Jenna sends D2 pay information to Hiromi each month leading up to and during the semester.|
-   Jenna provides D2/CPE appointment list to Hiromi & sends offer letters.| +
-| |  SEHD HR|   \\ +
-   SEHD HR creates master spreadsheet for D1 offer letters (from Shakira’s enrollment reports new hire formstacks) and works with Shakira on any discrepancies and questions (copy Tricia).| +
-| |  SEHD HR|   \\ +
-   SEHD HR cross-checks information with list of CPE employees for anyone over the two-course limit and then notifies Jenna and Program Leader.| +
-| |   \\ +
-   Program Lead & \\  \\ +
-   SEHD HR & Jenna|   \\ +
-   Program Lead completes the Hire Request formstack for each TA hire, as courses reach the approved student enrollment count. HR works on hiring steps for new hires for D1 & Jenna works on hiring steps for D2 as usual.| +
-|   \\ +
-   5 weeks before start of term|   \\ +
-   Shakira|   \\ +
-   Enrollment Report – Shakira sends enrollment reports to each of the Program Leaders and Associate Deans, and copies SEHD HR.| +
-| |   \\ +
-   SEHD HR|   \\ +
-   SEHD HR generates D1 Lecturer/GPTI/TA contracts (letters of offer) using mail merge and sends them via email to the employee’s university email account.| +
-|   \\ +
-   2-6 weeks before|   \\ +
-   Shakira|   \\ +
-   Shakira emails students of canceled courses and copies advisor and program lead.| +
-| | |   \\ +
-   Jenna sends D2 pay information to Hiromi each month leading up to and during the semester.| +
-|   \\ +
-   4 weeks before|   \\ +
-   Shakira & Program Leaders|   \\ +
-   Enrollment Report – Shakira notifies Program Leaders, ADs, Sandy and SEHD HR of possible cancellation and prorate status updates. Program Leaders need to respond to Shakira whether to cancel or accept possible prorates.| +
-|   \\ +
-   2 weeks before|   \\ +
-   Shakira & ADs & Program Leaders & SEHD HR|   \\ +
-   Final Decisions – Shakira notifies Program Leaders, ADs, Sandy, and SEHD HR of cancellation and prorate status. Shakira works with Dean & Dorothy for final decisions on cancellations and prorates. HR sends a reminder email to PLs about prorates going out soon, and to review Shakira’s emails for the details. Program Leaders will communicate with employees regarding course cancellations/prorates (no later than 1 week before start of term). \\  \\ +
-   SUMMER ONLY - SEHD HR sends prorate list to Dorothy & Dean for final review. After receiving approval, SEHD HR emails each employee prorate notice 1 of 2 based on information from Shakira, CC: PL, Hiromi, Tricia, Shakira.| +
-| | |   \\ +
-   Jenna sends D2 pay information to Hiromi each month leading up to and during the semester.|+
 | | | \\ **[[https://www.ucdenver.edu/student/registration-planning/academic-calendars|Classes Begin!]]** | | | | \\ **[[https://www.ucdenver.edu/student/registration-planning/academic-calendars|Classes Begin!]]** |
-|   \\ +|   \\ Census date \\  \\ Census report to HR|   \\ Shakira, SEHD HR|   \\ Shakira sends census enrollment report to SEHD HR, Dorothy & the Dean. \\  \\ Jenna sends D2 pay information to Hiromi. Hiromi and Kelley adjust pay to prorate amounts. \\  \\ SUMMER ONLY - SEHD HR sends prorate notice 2 of 2 to those whose prorate will increase based on census, CC: Tricia, Hiromi, PL.| 
-   Census date \\  \\ +| |   \\ SEHD HR & Jenna|   \\ SEHD HR follows up with D1 employees who have not returned signed offer letters. \\  \\ Jenna follows up with D2 employees and TAs who have not returned signed offer letters.|
-   Census report to HR|   \\ +
-   Shakira, SEHD HR|   \\ +
-   Shakira sends census enrollment report to SEHD HR, Dorothy & the Dean. \\  \\ +
-   Jenna sends D2 pay information to Hiromi. Hiromi and Kelley adjust pay to prorate amounts. \\  \\ +
-   SUMMER ONLY - SEHD HR sends prorate notice 2 of 2 to those whose prorate will increase based on census, CC: Tricia, Hiromi, PL.| +
-| |   \\ +
-   SEHD HR & Jenna|   \\ +
-   SEHD HR follows up with D1 employees who have not returned signed offer letters. \\  \\ +
-   Jenna follows up with D2 employees and TAs who have not returned signed offer letters.|+
 | | | | | | | |
  
 ====== APPENDIX A: Pattern of Organization ====== ====== APPENDIX A: Pattern of Organization ======
  
-{{:documents:sehd-org-chart.pdf|:documents:sehd-org-chart.pdf}}+[[:documents:sehd-org-chart.pdf|]]
  
  
handbooks/pattern_of_administration.1753216274.txt.gz · Last modified: by Kelley Patient