Salt Lake Community College · data warehouse. Measurable Outcome (Intended results of actions taken to address stated need): The use of a central repository for reporting allows

Salt Lake Community College Informed Budget Process

Projects Funded 2010-11

KEY: Red: Base Funded Black: One-Time FundedGoal_Year VP Index # Priority Department Project

2010-2011 BS 281 1,2,4 Facilities Facilities - Master Planning Coordinator2010-2011 BS 302 4 Facilities Trades Current Expense2010-2011 BS 325 2,4 IT OIT:IT ODS/EDW & Cognos Maintenance2010-2011 BS 293 2,4 IT Information Security Officer2010-2011 BS 307 2,3,4 Security Enhance Campus Safety/Security--Emergency Response2010-2011 IA 297 5 Development Development: Lexis Nexis database subscription2010-2011 IA 292 4,5 Development Development Office: Corporate Sponsorship Officer2010-2011 IA 284 2,4,5 Institutional Marketing Marketing:Awareness Marketing Funds2010-2011 IA 286 1,2,3,4,5 VP of IA Media Operations: Media Manager2010-2011 IA 287 1,2,3,4,5 VP of IA IA:Grant Writing Stipend and Review Funds2010-2011 IA 288 1,2,4 VP of IA Regional Adm:Part-Time Customer Support Positions2010-2011 IA 295 1,2,3,5 VP of IA Media Operations:HD Infrastructure2010-2011 IA VP of IA Innovation Support2010-2011 IS 294 4 Accred, Assess, Pln AAP:Innovation Manager2010-2011 IS 304 1,2, Asst to VP Inst Faculty Support: Taylorsville Redwood FTLC Remodel2010-2011 IS 305 1,2 Learning Resources Enhancing Library Resources (print and electronic)2010-2011 IS 315 1,2 School of Business PLS Faculty2010-2011 IS 324 1,2, Sch Gen & Dev Ed Learning Center Support2010-2011 IS 306 1,2 Sch Gen & Dev Ed One Stop Tutor Shop at SCC2010-2011 IS Sch Gen & Dev Ed Dev Ed - Student Success Models/Seed Grants2010-2011 IS Sch Gen & Dev Ed Dev Ed - Supplemental Instruction (high risk workshops)2010-2011 IS 310 1,2 Sch Hum & Sci English Department: Hire tenure track faculty member2010-2011 IS 309 1,2,3 Sch Sci, Math & Eng 3 Mathematics Faculty Positions2010-2011 IS VP Adjunct Training2010-2011 IS 316 1 Sch App, Avia & Tech Spec Surveillance & Paint Booth equip, Simulator Warranty2010-2011 IS 317 1 Sch App, Avia & Tech Spec Diesel Truck with Electronic Engine Controls2010-2011 IS 318 1 Sch App, Avia & Tech Spec Brake Lathe and Headlight Aimer2010-2011 IS 319 1 Sch App, Avia & Tech Spec Professional Development initial & first year fees2010-2011 IS 311 1 Sch App, Avia & Tech Spec Partial Funding for Department Chair, Culinary Arts2010-2011 IS 320 1,2,5 Sch Prof and Econ Dev One time funding to increase infrastructure2010-2011 IS 321 1,2,5 Sch Prof and Econ Dev Workplace Skills Re-entry & Advancement

2010-2011 SS 323 1,2 Dean of StudentsBruin Steppers, Ethnic Male Mentoring, Academic Recog, Graduation Celebration/International Mkt Materials

2010-2011 SS 299 2,3,4 Dean of Students International Student Services Secretary2010-2011 SS 300 1,2,5 Student Enrollment Services Financial Aid Advisor I â€“ Jordan/Miller Campuses2010-2011 SS 290 1,2,5 Student Enrollment Services Data Center/Enrollment Services Hourly2010-2011 SS 291 2,4,5 Student Enrollment Services Veterans Center Operational Budget2010-2011 SS 285 2 Student Planning and Support Latino Outreach Specialist2010-2011 SS 301 2 Student Planning and Support Student Planning and Support One-Time Hourly2010-2011 SS 308 2 Student Planning and Support Stu Empl & Coop Ed: On-Campus Student Employment2010-2011 SS 303 2 Student Planning and Support School Relations: Ambassador Program2010-2011 SS VP SLCC K-16 Local Alliance Taskforce Projects2010-2011 SS VP Let Your Life Speak

FUNDED PROJECTS THROUGH INFORMED BUDGET PROCESS FOR 2010-11

Strategic Planning/Budgeting

Informed Budget Process Year: 2010-2011 Index # 281

Department/Work Area: Facilities Request for: Facilities - Master Planning Coordinator College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, , 4, Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: All capital planning, moves and remodels are coordinated through this position. Optimum use of space and resources, as defined by student needs, are critical to student success. This position is critical to the support of SLCC's infrastructure. It leads the institution in development of capital building requests, land acquisitions, coordination of leased spaces and long range strategic planning. Measurable Outcome (Intended results of actions taken to address stated need): This position is instrumental in facilitating the development of strategic priorities as they pertain to the physical aspects and needs of the institution and will help support student access as well as support and strengthen institutional infrastructure.

Request for Operation Funds Funding Type: Base Salaries $ 75,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total $ 75,000 Amount Funded (Budget Office) $75,000 Comments:

Complete ONLY if request is funded. Results: (To be submitted by June 1st after receipt of funds.)

How did this funding enable your department to address the stated need? This position is critical to the continued development of strategic priorities as they pertain to the physical aspects and needs of students, faculty and staff. Provide evidence through outcome measures, related to College Strategic Priorities: With students being our highest priority, the Master Planning Coordinator, as well as numerous facilities employees continue to plan, coordinate and execute an ever increasing juggling act of projects to meet deadlines that affect the needs of our students, faculty and staff. Optimal use of space is the goal.



Department/Work Area: Facilities Request for: Trades Current Expense College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) , , , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: This additional funding will provide a means to better serve the needs of students, staff and faculty. It will allow for spaces to be better tuned for the needs of the individuals concerned.The project

Measurable Outcome (Intended results of actions taken to address stated need): This project will help support student access and support and strengthen institutional infrastructure.

Request for Operation Funds Funding Type: One Time Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense $140,053 Travel Equipment Total $140,053 Amount Funded (Budget Office) $140,100 Comments:


How did this funding enable your department to address the stated need? The additional funding received has helped support student needs and strengthened the institution's infrastructure.

Provide evidence through outcome measures, related to College Strategic Priorities: The funding to the facilities trades has allowed for institutional spaces to be better tuned to meet the needs of the students, faculty and staff at SLCC.



Department/Work Area: Information Technology Request for: Information Security Officer College Priority Supported:1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community(Circle the priority) ,2, , 4, Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief:o Provide oversight of OIT security for the enterprise o Provide OIT security policy creation/revision o Provide security awareness training for the enterprise o Maintain governance for institutional data protection o Develop documentation of network and security infrastructure o Evaluation of security products o Oversee network security operations o Consult with Comptroller and Internal Auditor for compliancy issues Measurable Outcome (Intended results of actions taken to address stated need): o Development of policies and procedures o Create institutional data security committee o Conduct statistical analysis to pattern trends of malicious activity o Consult with Comptroller and Internal Auditor for compliancy issues o Strategic plan for enterprise security initiatives o Deliver budgetary input for continuance of security initiatives o Consult with Comptroller and Internal Auditor for compliancy issues

Request for Operation Funds Funding Type: Base Salaries $110,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total $110,000 Amount Funded (Budget Office) $110,000 Comments: Salary include benefits


How did this funding enable your department to address the stated need? Enable OIT to focus on policies, guidelines, and regulations. More focus on the operational side. Provide evidence through outcome measures, related to College Strategic Priorities: Accountability and support of priorities 2 and 4.

Strategic Planning/Budgeting Informed Budget Process

Year: 2010-2011 Index # 256

Department/Work Area: Information Technology Request for: OIT: IT ODS/EDW and Cognos Maintenance College Priority Supported:1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community(Circle the priority) ,2, , 4, Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief:The operational data store and data warehouse has become the central repository for all institutional reporting. The Cognos reporting tool is used to access the data warehouse and allow the user to easily produce and publish reports. The request is to cover ongoing maintenance for Cognos and both the operational data store and data warehouse. Measurable Outcome (Intended results of actions taken to address stated need): The use of a central repository for reporting allows greater access to the user as well as improved reporting accuracy of the data. In the past, there have been several desperate systems, which could not be reconciled with one another. The central repository is a mirror of Banner and reconciliation can easily be accomplished. The system helps generate consistent reports that can assist in the decision-making process.

Request for Operation Funds Funding Type: Base Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense $ 57,681 Travel Equipment Total $ 57,681 Amount Funded (Budget Office) $58,000 Comments:


How did this funding enable your department to address the stated need? Created a central repository for data. A centralized repository will provide consistency in data reporting and data analysis. Provide evidence through outcome measures, related to College Strategic Priorities: Accountability and support of priorities 2 and 4.


Year: 2010-2011 Index # 307

Department/Work Area: Security and Parking Services Request for: Enhance Campus Safety and Security College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) , 2, 3, 4, Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: The project is requesting 2 new positions and the necessary current expense budgets. The first position is a Public Safety and Emergency Respose Preparedness Manager. This position will primarily focus on emergency response preparedeness for the college but will also serve as a back up for our current Director of Public Safety. Emergency response preparedness is a growing concern across the nation for higher education and for USHE institutions. In order to be able to access federal funds in case of an emergency there are standards that the college must comply with. By hiring the new emergecy response manager the college will have a point of contact to coordinate compliance with federal and state guidelines. As the number of students at our multiple sites continues to grow, the need for campus security and oversight also grows. Measurable Outcome (Intended results of actions taken to address stated need): This funding will further strengthen the college's infrastructure and more align SLCC's Emergency Response operation with NIMS requirements ensuring SLCC access to federal funding opportunities. This funding will allow us to increase campus security for our locations and provide a safe learning environment for our students.

Request for Operation Funds Funding Type: Base Salaries $ 99,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits $ 46,000 Hourly Benefits Current Expense $ 67,000 Travel Equipment Total $212,000 Amount Funded (Budget Office) $212,000 Comments: The current expense funds will be used to pay the annual renewal for the mass notification system for the college as well as other necessary expenses associated with becoming NIMS compliant and security equipment needs. Complete ONLY if request is funded. Results: (To be submitted by June 1st after receipt of funds.)

How did this funding enable your department to address the stated need? Hired the two positions, Emergency Manager and Campus Safety Supervisor.

Provide evidence through outcome measures, related to College Strategic Priorities: Emergency Manager has updated the Emergency Plan, trained key staff on NIMS to make us compliant. Campus Safety Supervisor has provided leadership for the CSO’s on the graveyard shift.



Department/Work Area: Development Office Request for: Project Title: Development Office: Corporate Sponsorship Officer College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 4, 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: The Development Officer for Corporate Sponsorship creates and sells sponsorship packages to corporate partners and engages sponsors in campus activities and initiatives. The revenue generated through these activities support student scholarships and programs. As consumer spending has decreased in the down economy, corporations are spending more marketing dollars to drive sales. The College can take advantage of this trend by focusing on this important source of revenue. Measurable Outcome (Intended results of actions taken to address stated need): The Development Officer for Corporate Sponsorship will set measurable goals for number of sponsorship packages sold and the dollar amounts of the packages, being accountable to bring new sponsors to the college and to increase sponsorship of various campus events and activities.

Request for Operation Funds Funding Type: One-Time Salaries $46,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits $28,000 Hourly Benefits Current Expense Travel Equipment Total $74,000 Amount Funded (Budget Office) $74,000 Comments Complete ONLY if request is funded. Results: (To be submitted by June 1st after receipt of funds.)

How did this funding enable your department to address the stated need?The corporate sponsorship officer allowed the Development Office to create a thorough menu of giving options at the College for potential corporate partners. These options have been used to create proposals for comprehensive annual partnerships that include diverse “touch points” with SLCC’s various audiences. These packages increase the value for the corporate sponsor and provide funding for more campus programs. In addition, the corporate sponsorship officer has focused a portion of his time prospecting for the Center for New Media and the Grand Theatre. Provide evidence through outcome measures, related to College Strategic Priorities: The corporate sponsorship officer created a portfolio of over 100 corporations and private foundations with the capacity and propensity to give to SLCC programs. More than $286,000 was raised in corporate sponsorships, with additional philanthropic dollars raised from corporate partners to expand the community garden.


Year: 2010-2011 Index # 297

Department/Work Area: Development Office Request for: Development: Lexis Nexis database subscription College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Lexis Nexis is an essential tool for the success of the Development Office. It allows us to research current and potential donors including individuals, corporations, and private foundations. The information gleaned from this research informs our strategies for cultivating donors and securing philanthropic revenue for College students and programs. With the assistance of this research tool, the office has received funding from a number of corporations and foundations, as well as individuals. The Alumni Office also uses this tool to locate former students across the country and find common areas of interest that might engage them with the College again. Finally, this resource is shared with other offices within Institutional Advancement, most notably public relations, who use the database to research national publications. Measurable Outcome (Intended results of actions taken to address stated need): By using the Lexis Nexis database to research and inform our strategic direction, the Development Office has been able to secure partnerships and donations from a number of individuals, corporations, and private foundations. To better serve our internal and external partners, the Development Office has added several new employees in the past year. These employees utilize the Lexis Nexis database frequently and report that it is an integral tool in their work.

Request for Operation Funds Funding Type: One-Time Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense $10,500 Travel Equipment Total $10,500 Amount Funded (Budget Office) $10,500 Comments


How did this funding enable your department to address the stated need? During the past year, the Development Office has focused on seeking new donor prospects and expanding the list of private foundations and corporations who might give to the College. The Lexis Nexis research tool enabled development office staff members to conduct more thorough and strategic research on these prospects. In certain cases, our research has been shared with College administrators who are meeting with high level prospects. Provide evidence through outcome measures, related to College Strategic Priorities: The use of the Lexis Nexis database system has allowed us to find more success in strategic priority five – Advance Partnerships with Business, Industry, and the Community. Development Staff use this tool regularly and report that it is an integral part of our strategic research as we seek new donors with an interest in SLCC.


Year: 2010-2011 Index # 284

Department/Work Area: Marketing and Communication Request for: Awareness Marketing Funds College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 2, 4, 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: College awareness and visibility is built on consistency. Since 2007, SLCC has been able to create, maintain and grow visibility and promotion of SLCC (programs, activities, events and successes) in the community through consistent and targeted campaigns. To accommodate high enrollment, the next campaign will focus on early application, weekend, evening, summer and online courses with an emphasis on SLCC flexibility. Additionally, continued communication efforts with internal audiences will be built to support student access and success and deliver important College messages. Measurable Outcome (Intended results of actions taken to address stated need): 1. Measure number of new students enrolled by admission deadline. 2. Measure number of new students enrolled in weekend, evening, online and summer courses. 3. Assess through informal focus groups and survey the existing and new communication tools for internal audiences to determine the best methods for staff, faculty and administration to give and receive important College information.

Request for Operation Funds Funding Type: OneTime Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense $100,000 Travel Equipment Total $100,000 Amount Funded (Budget Office) $100,000 Comments:


How did this funding enable your department to address the stated need? Funding helped address needs through the creation of outreach materials and campaigns to encourage early registration and summer and/or online courses. It also helped enhance college-wide communications. Provide evidence through outcome measures, related to College Strategic Priorities: Reinstated Orbits magazine for internal audience. Established College Facebook page for additional communication channels. Added Vocus software to calculate media coverage and exposure of SLCC. Added Live Chat and Ask SLCC in the Contact Center for enhanced student service. Enrollment numbers (head count) increased in Spring 2011 by 587 students from Spring 2010 and in Summer 2011 from Summer 2010 by 327 students. Earned media coverage of the enrollment campaign resulted in $8,782 in news ad value and 2,448,862 in news circulation audience.


Year: 2010-2011 Index # 286 Department/Work Area: Vice President of Institutional Advancement/Media Operations Request for: Media Operations: Media Manager College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, 3, 4, 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: This position has been soft funded and for several years has supported the entire College in terms of media online for academic, institutional, and promotional use. Now that Media Operations fall under Insitutional Advancement, the need and productivity of this position will increase.

Measurable Outcome (Intended results of actions taken to address stated need): Increased quality and quantity of video recordings for academic sessions (Nursing, Business, etc.), internal information dissemination (College functions, development), and full TV production of other events (Graduation, Tanner Lecture, Bruin sports).

Request for Operation Funds Funding Type: Base Salaries $ 39,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits $ 21,000 Hourly Benefits Current Expense Travel Equipment Total $ 60,000 Amount Funded (Budget Office) $ 60,000

Comments:


How did this funding enable your department to address the stated need? Funding this request allowed us to make this a base funded position.

Provide evidence through outcome measures, related to College Strategic Priorities: With this position being base funded, we can focus on tasks and duties directly related to College objectives and goals rather than seeking projects based on the opportunity for funding. We have increased classroom recordings, school events webcast, media productions for marketing and community related functions, services for Student Life & Leadership and Bruin Sports.



Department/Work Area: Vice President of Institutional Advancement Request for: Grant Writing Stipend and Review Funds College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support

; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) (3 & 4)

Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: In 2009, SLCC achieved unprecedented success obtaining federal and foundational grant funds. These funds will lead to direct student education and training opportunities in energy/green jobs, information technology and health sciences among others. With state funds continuing to dwindle, it is critical that SLCC position itself to win as many awards as possible. In order to continue to do so in a large scale manner, support for faculty stipends and grant editing are needed. Measurable Outcome (Intended results of actions taken to address stated need): These funds will be used to supplement grant writing efforts in order to broaden involvement and ensure that SLCC is submitting well-written and throughly developed proposals. (The Grants Office underwent almost a complete turnover in personnel after this request was made. Thus plans changed, and the funds funds were appropriate used as described below.)

Request for Operation Funds Funding Type: One-Time Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense $20,000 Travel Equipment Total $20,000 Amount Funded (Budget Office) $20,000 Comments: These funds were expended or encumbered for these purchases: office furnishings and computers for new grants office and positions to be filled; grant administration workshops; contract work for the development of a SLCC grant handbook for Principal Investigators and project administrators Complete ONLY if request is funded. Results: (To be submitted by June 1st after receipt of funds.)

How did this funding enable your department to address the stated need? The funds were for establishing a new infrastructure and resources for the Grants Office. We purchased office supplies, computers, informational resources, and services to develop a SLCC grant handbook. Provide evidence through outcome measures, related to College Strategic Priorities: As the Director working to reorganize the Grants Office, I cannot yet provide measurable outcomes. The $20,000 allotment was essentially for start-up costs related to staffing and training as described above. Once a new infrastructure is in place, we can begin to assess outcomes.



Department/Work Area: Vice President of Institutional Advancement/Regional Operations Request for: Regional Operations/Part Time Customer Support Positions College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, 4, Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: These positions serve as the primary point of contact and coverage for Highland Center, Library Square Center, Rose Park Center and the Sandy Center for evening operations.

Measurable Outcome (Intended results of actions taken to address stated need): These positions create a presence for each of the locations that will enhance the security of students, faculty and staff along with physical college resources, reducing loss.

Request for Operation Funds Funding Type: One-Time Salaries Hourly Teaching Hourly Non-teaching $153,000 Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total $153,000 Amount Funded (Budget Office) Comments:


How did this funding enable your department to address the stated need? The funds provided consistent, frontline service at the Library Square Center. Having the positions funded allow for consistency for operations and personnel. Provide evidence through outcome measures, related to College Strategic Priorities: Consistent growth at the Library Square Center has been present over the last year as the site FTE climbed over 400. In doing so, students within Fashion Design, Interior Design, Paralegal Studies and those taking General Education benefitted from the consistent coverage and dissemination of information.


Year: 2010-2011 Index # 295

Department/Work Area: VP for Institutional Advancement/Media Operations Request for: Media Operations: HD Infrastructure College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, 3, 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: This would fund Phase III of HD Television Upgrade for main TV production area. Equipment used by students and staff in various programs (Communication, Athletics, Student Life & Leadership) is being upgraded to modern digital HD systems. Phase I & II are in progress and this would complete the plan. Substantially all equipment is portable in the sense it can be moved to The Center For New Media when that time comes. It also integrates with the total College plan for media transition to HD techniques. Measurable Outcome (Intended results of actions taken to address stated need): Students in Communication Department programs will be able to use modern real world equipment in their classes. Recording of academic sessions, College events, and class work will be more efficient and the ability to cover multiple events will be enhanced. The College will be able to deliver its media messages in a professional manner congruent with modern delivery systems.

Request for Operation Funds Funding Type: One-Time Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment $60,000 Total $60,000 Amount Funded (Budget Office) $60,000 Comments


How did this funding enable your department to address the stated need? This funding provided for installation and operation of the planned HD television and media upgrades. Our ability to support media for all aspects of the College had been greatly enhanced. Provide evidence through outcome measures, related to College Strategic Priorities: We are now able to deliver current standard HDTV and other media services for web, streaming, and presentation. Students in academic programs and in part time positions experience modern systems and methods of media production.


Year: 2010-2011 Index # 304

Department/Work Area: Assistant to the VP for Instruction Request for: Faculty Support: Taylorsville Redwood FTLC Remodel College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Student success depends heavily upon instructor preparation and access to student-faculty consultation outside of class. As the number of adjunct and evening instructors has increased, the need for instructor workspace and student-faculty consultation space has likewise increased. The FTLC was last remodeled in 1999, and the current space is no longer adequate in size or configuration to support the increased need. In particular, the four existing computer workstations are frequently full and additional users must wait for a vacant computer. The remodel will expand faculty workspace and provide additional computer workstations for adjunct and evening instructors to prepare for their classes and will provide private space for student-faculty consultation (which has been occurring in the hall outside the current FTLC). Gordon Storrs has provided drawings and cost estimates for the FTLC remodel and is ready to proceed once funding is approved. Measurable Outcome (Intended results of actions taken to address stated need): Increase in the number of faculty using the Taylorsville Redwood FTLC as measured by sign-in logs.

Request for Operation Funds Funding Type: OneTime Salaries $ Hourly Teaching $ Hourly Non-teaching $ Salary Driven Benefits $ Hourly Benefits $ Current Expense $ 60,000 Travel $ Equipment $ Total $ 60,000 Amount Funded (Budget Office) $60,000 Comments: This request includes construction costs, furnishings, and additional computer workstations for the Taylorsville Redwood FTLC.

Complete ONLY if request is funded. Results: Lockers were purchased august 2010. The remodel was delayed by Facilities due to backlog in remodeling projects. The project was then given the go ahead by the Provost and Facilities Spring 2011. As of August 11, 2011 construction has not begun. How did this funding enable your department to address the stated need?

Provide evidence through outcome measures, related to College Strategic Priorities:


Year: 2010-2011 Index #

Department/Work Area: Accreditation, Assessment and Planning Request for: AAP: Innovation Support College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 4 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Current expense dollars for innovation awards and seed grants to support and scale up innovative projects will be necessary for the Innovation Center.

Measurable Outcome (Intended results of actions taken to address stated need):

Request for Operation Funds Funding Type: One-Time Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total Amount Funded (Budget Office) $20,000 Comments:

Complete ONLY if request is funded. Results: The current expense funds covered the Innovation of the year Contest for 2011 and the travel of last year innovation winners. Funds were also used to equip office for new Center Director and partially cover establishment of Center in TB location. How did this funding enable your department to address the stated need? As of January 2011, a director for the Center of Innovation and Professional Development was hired. The open house for the Center is scheduled for Convocation 2011. Current expense and hourly dollars were redirected from the Institutional Effectiveness Office to provide some ongoing base dollars for the Center for Innovation moving forward. Next year we will evaluate if redirected funds are sufficient for current expense needs of the Center for Innovation. Provide evidence through outcome measures, related to College Strategic Priorities: At this time (August 11, 2011) the Center has not officially opened so outcomes measures are not available. However, significant steps include: creating umbrella for FTLC and Staff Development, offering professional development workshops for staff unable to attend Prof Dev Day, reframing Support Staff Day function to be more of a professional development event, running Innovation of the Year Contest with record # (14) proposals submitted, surveying employees on SkillSoft use and needs, running a focus group to inform remake of Supervisor Training to launch Fall 2011.


Year: 2010-2011 Index # 294

Department/Work Area: Accreditation, Assessment and Planning Request for: AAP: Innovation Manager College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 4 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: SLCC needs a position (expanding upon the work of the Innovation and Professional Development Steering Committee) to champion innovation and strategic professional development activities to advance the College and its employees. This position will 1) develop processes to foster and support ongoing innovation at SLCC; 2) provide coordination and common strategic focus for professional development programs (currently carried out by separate entities at the College) for staff, faculty and leadership; 3) manage the SLCC Innovation of the Year contest. Measurable Outcome (Intended results of actions taken to address stated need): SLCC will have an increase in numbers of employees developing innovative ways to improve the quality, relevance, efficiency and productivity of their work with students, colleagues or the community. SLCC will see an increase in the number of Innovation of the Year applicants and requests for innovation seed grants. Professional Development activities for all employees at the College will be more coordinated and strategically focused. SLCC will have a web site organizing and promoting events, training, opportunities, best practices etc around innovation.

Request for Operation Funds Funding Type: Base Salaries $48,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits $26,000 Hourly Benefits Current Expense Travel Equipment Total $74,000 Amount Funded (Budget Office) $74,000 Comments: Current expense dollars for innovation awards and seed grants to support and scale up innovative projects will be necessary for the Innovation Center. Complete ONLY if request is funded. Results: The position was reclassified as a Director and January 1, 2011 our new Center for Innovation and Professional Development was hired. How did this funding enable your department to address the stated need? The Director was hired. She has brought together FTLC and Staff Development under the Center umbrella to provide coordinated and strategic professional development opportunities for faculty and staff. The Center in its TB location is scheduled to open August 22, 2011. Provide evidence through outcome measures, related to College Strategic Priorities: At this time (August 11, 2011) the Center has not officially opened so outcomes measures are not available. However, significant steps include: creating umbrella for FTLC and Staff Development, offering professional development workshops for staff unable to attend Prof Dev Day, reframing Support Staff Day function to be more of a professional development event, running Innovation of the Year Contest with record # (14) proposals submitted, surveying employees on SkillSoft use and needs, running a focus group to inform remake of Supervisor Training to launch Fall 2011.


Year: 2010-2011 Index # 305

Department/Work Area: Learning Resources Request for: Enhancing Library Resources (print and electronic) College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: The cost of maintaining and adding library resources (print and electronic) continues to escalate. As existing materials need to be maintained, and new resources purchased, additional funds are needed and requested. Without additional renewal and purchase funds it becomes difficult to maintain current collections, and impossible to grow adequate resources for emerging programs. Measurable Outcome (Intended results of actions taken to address stated need): Students will have access to the library materials that they need to be successful in their studies. The majority of the requested funds will be spent on electronic resources, which will be electronically available 24 x 7, and will bring SLCC's library collection to 85-90% online.

Request for Operation Funds Funding Type: OneTime Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense $ 80,000 Travel Equipment Total $ 80,000 Amount Funded (Budget Office) $80,000 Comments:


How did this funding enable your department to address the stated need? Learning Resources spent the entirety of these funds on mostly full-text database resources, and some stand alone digital resources. Materials were selected for purchase based on how well they support the SLCC curriculum. The vast majority of these materials are accessible 24X7, from any on-Campus computer, or remotely from any computer (with SLCC log-in and password). The SLCC online Learning Resources collection has reached a level of over 85% online, with room to continue growing. A small portion of these funds were used to purchase relevant paper resources, not available electronically. These funds have both supported the subscription of previously selected materials, the subscription to new resources, and the purchase relevant paper resources, based on the Learning Resource needs of students and faculty.

Provide evidence through outcome measures, related to College Strategic Priorities: Hits on the ELIE Website increased from 3,948,736 in Academic Year 09/10 to 4,146,172 in Academic Year 10/11. Electronic research session in Academic Year 10/11 reached 1,182,145. Learning Resources staff provide over 400 Information Literacy instructional sessions every year, with an emphasis on how to best access and use the electronic resources found in the ELIE portal. Providing students and faculty with consistent and easy access to the informational resources and tools needed to successfully progress through higher education, including career and technical education, is critical to enhancing quality education. Providing students and faculty with resources largely available where and when students and faculty need them (immediately in the classroom; immediately when working with academic support personnel; immediately when studying and researching), helps to strengthen the SLCC environment of student access and success.


Year: 2010-2011 Index # 324

Department/Work Area: School of General and Developmental Education Request for: Learning Center Support College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, 4 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: The Learning Centers provide for short (usually 5-10 minutes), drop-in tutoring sessions in all levels of maths and the sciences; Focused Tutoring provides 2-one hour sessions weekly of scheduled individualized tutoring in all academic areas. Currently, the College has been very generous in providing one-time dollars to fill major gaps, but this prevents us from doing any year-to-year strategic planning of services, especially at sites other than TRR. Also, we have been rationing tutoring services at the beginning of the past academic years for fear that we would run out of money, then after 2 or 3 months we have been given substantial infusions of money. While this is appreciated, many students struggle (especially around the first maths test) and providing necessary tutoring early on would help us provide students the help they need before they fail a test and drop class(es). Measurable Outcome (Intended results of actions taken to address stated need): The Annual Learning Center report and the recent Learning Support and Tutoring Taskforce report indicate the positive results our Learning Centers/Focused Tutoring/Student Writing Centers have, and those results are difficult to replicate in this little box. The measurable outcomes of this request are that those positive impacts will continue, that we will be able to meet the tremendous demand for learning support services, and that services will be expanded especially at South, Jordan, and Miller Campuses.

Request for Operation Funds Funding Type: Base Salaries $35,000 Hourly Teaching Hourly Non-teaching $127,000 Salary Driven Benefits $25,000 Hourly Benefits $12,700 Current Expense $10,300 Travel Equipment Total $210,000 Amount Funded (Budget Office) $210,000 Comments


How did this funding enable your department to address the stated need? The Learning Center programs consist of four math and science drop-in tutoring centers located at Taylorsville Redwood, South City, Jordan, and Miller Campuses, three Student Writing Centers, two Reading Centers, and two ESL Labs. Focused Tutoring provides for one-on-one tutoring appointments (2 hours weekly, throughout the semester) in various high-demand subjects. These funds were used to expand hours and services and increase the number of tutors available to students, including providing (for the first time) Math and Writing tutors in the International Student Center and tutoring in the Finance Lab. Provide evidence through outcome measures, related to College Strategic Priorities: These funds fostered a 52% increase in tutoring of ESL students, and an ESL Lab was added at South City Campus thanks to these funds. A 21% increase in math and writing tutoring occurred at the Jordan campus, and the introduction of a new writing tutoring at Miller Campus occurred during this time. This funding allowed for a 7% increase in the tutoring of writing students at the South City Learning Center and Taylorsville Redwood Writing Centers. The availability of Online Math and Writing tutors doubled, and Focused Tutoring was allowed to serve more students throughout the entire academic year. This funding greatly increased the number of students served, at more campuses, during more times, in more subjects, with a reduced wait time. The Learning Center Programs provided 19,081.52 hours of tutoring to 7028 unique students, a significant increase over previous years. From these statistics is clear that the Learning Centers enhance SLCC’s institutional culture of enhancing higher education for all students, improving student access and success academic support services, and strengthening institutional support for students.


Year: 2010-2011 Index #

Department/Work Area: School of General and Developmental Education Request for: Dev Ed: Student Success Models/Seed Grants College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: As the needs and expectations of Developmental Education students change, it is critical that the School of Developmental Education and Learning Resources provide contemporary, relevant, and contextualized educational programming and academic support services, to help ensure an increase in academic preparation, academic participation, and college persistence. Measurable Outcome (Intended results of actions taken to address stated need): The development and implementation of a wider array of contemporary, relevant, and contextualized educational programming and academic support services, within the School of Developmental Education and Learning Resources, to help ensure an increase in academic preparation, academic participation, and college persistence.

Request for Operation Funds Funding Type: One-Time Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total Amount Funded (Budget Office) $50,000 Comments


How did this funding enable your department to address the stated need?

1. The modularization of all Developmental Mathematics courses was completed. Sections were offered during Spring Semester. Within a classroom setting, students placed into a particular course are given a

diagnostic pretest to determine which skills they still need to master. Students work on those particular skills and can progress as they master the materials. This is in preparation for the Learning Emporium rollout in Spring 2012.

2. A Developmental Education team attended the National Center for Academic Transformation (NCAT) training seminar on the creation and offering of a Learning Emporium model.

3. Multiple sections of the Fractions Workshop (MATH 0915) were offered during December and May

Terms. This allowed students to re-take the CPT and possibly place into a higher mathematics level courses.

4. Linked, accelerated sections of WRTG 0990 and ENGL 1010 were piloted during Spring 2011. These

courses were taught by the same instructor to ensure a smooth transition from a Developmental Education course, into the higher level and transfer credit course.

5. A section of ENGL1010, with 0990-level students enrolled, was prepared for Fall 2011, with the hope that

students would be able to transition into ENGL 1010, mid-term, thereby negating the need for students to enroll and progress to WRTG 0990.

5. The Utah State Office of Education and Granite School District offered Adult Basic Education-level

courses in mathematics and reading/writing for SLCC students testing below the cut-off for 0900-level courses. This instruction occurred daily, beginning 17 January 2011 and ended 30 June. SLCC provided space, materials and student referrals.

7. In-class supplemental tutoring was provided in selected classes for at-risk Developmental Education students, including those in MATH 0900 and the Bruin Steppers (FYE) RDG and WRTG 0900 classes.

Provide evidence through outcome measures, related to College Strategic Priorities: The School of Developmental Education and Learning Resources has provided new and innovative educational opportunities to afford educational opportunities that decrease the time students spend in Developmental Education courses, which enhances quality higher education, supports students in their educational goals, and improves a student’s ability to persist and accelerate their education.


Year: 2010-2011 Index #

Department/Work Area: School of General and Developmental Education Request for: Dev Ed: Supplemental Instruction (High Risk Workshops) College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: SLCC students need access to supplemental instruction in their high-risk courses, particularly during Midterm Examination and Final Examination times.

Measurable Outcome (Intended results of actions taken to address stated need): Students across the College will be able to participate in supplemental instruction workshops during Midterm and Final Exam periods to help ensure maximum support preparation for students enrolled in high-risk courses.

Request for Operation Funds Funding Type: One-Time Salaries $14,800 Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total Amount Funded (Budget Office) $14,800 Comments In Conjunction with Vice President of Student Services


How did this funding enable your department to address the stated need? Supplemental workshops for high-risk courses were developed and implemented (at both Midterm Exam and Final Exam periods) during both Fall and Spring semesters. Provide evidence through outcome measures, related to College Strategic Priorities: MATH 0915 (Fractions Workshop) was created as a “refresher” workshop in basic operations with fractions, including applications problems and signed numbers. Two sections were offered in both Fall and Spring

semesters. MATH 0925/0955 (Pre-Algebra Workshop) was designed to be taken as a supplement to MATH 0920 or 0950. This review covered basic operations with whole numbers, fractions and decimals, geometric formulas, ratio, proportions and percents, as well as signed numbers, solving equations, polynomials and other algebraic concepts. One section was offered in Summer 2010, and two sections were offered in both Fall and Spring semesters. MATH 0995 (Elementary Algebra Workshop) was designed as a supplement to MATH 0990. This review covered linear equations, systems, polynomials, factoring, inequalities, rational and radical expressions and equations. These funds supported in-class tutoring support to sections of MATH 0900 and MATH 0990 during Fall and Spring Semesters, as well as the Midterm and End-of-Term Math Review Workshops for MATH 0920, 0990, 1010, 1030, and 1050. Over 350 students participated in supplemental instruction high-risk workshops each term (during Midterm and Final Exam periods), thereby demonstrating their interest in and need for the availability of this type of academic supplemental instruction.


Year: 2010-2011 Index # 306

Department/Work Area: School of General and Developmental Education Request for: One Stop Tutor Shop at SCC College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: The School of Developmental Education and Learning Resources proposes to co-locate tutoring services offered by the Reading Center, the Student Writing Center, and the ESL Lab, in a central location in the Learning Center area at the South City Campus (SCC). This remodeling and co-location effort will open up a much needed classroom at SCC (N 316, site of the current Reading Center). All of the computers in the Learning Centers at SCC are older and are no longer under warranty; approximately 50 new student computers will be purchased. This remodeling, equipment refresh, and co-location effort will help support the supplemental instruction needs of the students of the SSC, in a convenient and contemporary environment. Measurable Outcome (Intended results of actions taken to address stated need): The tutoring services offered by the Reading Center, the Student Writing Center, and the ESL Lab, will be in a central location in the Learning Center area at the South City Campus (SCC). New computers capable of running updated software will be purchased. SCC students will be able to go to one central location for suplemental instruction, which is outfitted with contemporary technology.

Request for Operation Funds Funding Type: OneTime Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment $ 55,728 Total $ 55,728 Amount Funded (Budget Office) $55,800 Comments: Bids for the partitions and cabelling at SCC, as well as for the new computers, have been submitted and approved by Facilities and IT. Remodeling of the room will begin following the end of Spring Semester. We hope to have the space fully available for student use during Summer Term 2010. Complete ONLY if request is funded. Results: (To be submitted by June 1st after receipt of funds.)

How did this funding enable your department to address the stated need? In 2010-2011, the new ESL Center at the One-Stop Tutor Shop helped 167 unique students, for a total of 719 student contact hours.

By leveraging the new tutoring opportunity at the SSC, the Taylorsville Redwood Campus increased its tutoring services to include help for and additional unique students 403 in 2010-2011, an increase from 366 students in 2009-2010. During the 2010-2011, the SCC Writing Center helped 463 students (489 contact hours). The SCC Learning Center (all services) helped 1535 students in 2010-2011, versus 1428 student in 2009-2010 (a 7% total increase, from the year before). Focused Tutoring matched 27 students with tutors at SCC during the 2010-2011 year, and scheduled those students for 248 hours of tutoring. Provide evidence through outcome measures, related to College Strategic Priorities: The School of Developmental Education and Learning Resources has provided contemporary and convenient academic support opportunities to students, where and when they need and want them. This availability enhances quality higher education, supports students in their educational goals, and improves a student’s ability to persist and accelerate their education.


Year: 2010-2011 Index # 315

Department/Work Area: School of Business Request for: Hire full-time PLS faculty to alleviate some of the service and instructional assignments on existing faculty. College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Currently two full-time faculty serve this program with over 100 student FTE. Students and faculty need program support during evening hours. Continuing Education needs help coordinating outreach programs. The program's ABA approval status requires on-going maintenance.

Measurable Outcome (Intended results of actions taken to address stated need): Increased support offered to students, faculty, and Continuing education, successful maintenance of ABA approval status.

Request for Operation Funds Funding Type: Base Salaries $ 40,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits $ 20,000 Hourly Benefits Current Expense Travel Equipment Total $ 60,000 Amount Funded (Budget Office) $63,000 Comments:

Complete ONLY if request is funded. Results: Ms. Sharee Laidlaw was hired as a full time, tenure track faculty in the Paralegal Studies Program.

How did this funding enable your department to address the stated need? Ms. Laidlaw taught a full load of classes thereby reducing the dependence on adjunct instruction and providing meaningful program support during evening hours. Her presence at Library Square also addressed, in part, the needs of Continuing Education and the related outreach effort. Provide evidence through outcome measures, related to College Strategic Priorities: Enhance Quality Higher Education and Improve Student Access and Success Ms. Laidlaw’s teaching assignment included day and evening classes at both the Taylorsville/Redwood campus and Library Square. She served as the department’s representative on the School of Business Outcomes Assessment Committee and represented the Business School and SLCC at a regional conference related to the paralegal profession.


Year: 2010-2011 Index # 310

Department/Work Area: School of Humanities and Social Science Request for: English Department: Hire tenure track faculty member College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Currently adjunct faculty teach 65% of English courses. Fall 2009 enrollment in English courses was up 41% over Fall 2008, increasing from 810 FTE to 1143 FTE. Spring 2010 enrollment was up 32% over Spring 2009, from 875 FTE to 1156 FTE. To provide additional perspective: enrollment in English classes Fall 2009 was up 47% over the average for the previous five fall semesters; for Spring 2010, enrollment was up 40% over the average for the previous five spring semesters. This trend of increased enrollment is likely to continue. In order to bring the percentage of classes taught by adjuncts to SLCC's stated goal of 50%, six new full time faculty would have to be hired. Hiring one for next year will start to make progress toward that 50% goal, and should be part of a long-range hiring strategy to reach that goal. Measurable Outcome (Intended results of actions taken to address stated need): Decreased full time to adjunct ratio.



How did this funding enable your department to address the stated need? As part of the 2009-2010 Informed Budget Process, the English Department was authorized a new tenure track position. In Spring and Summer 2010, the Department conducted a search following SLCC policy. They were not able to find a satisfactory candidate. Therefore, they hired a faculty member under a one-year full time contract for the 2010-2011 academic years, intending to begin a thorough search in Fall 2010 for the tenure track position. That search was completed in Spring 2011; a person was hired and will begin work Fall semester 2011. Provide evidence through outcome measures, related to College Strategic Priorities:


Year: 2010-2011 Index # 309

Department/Work Area: School of Science Mathematics and Engineering Request for: 3 Mathematics Faculty Positions College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, 3, , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Bring down FT/PT ratio, lower student/faculty ratio, more effectively serve student needs for quantitative literacy. More importantly for better enrollment management. The available pool of adjuncts qualified to teach in the math department is limited. Math wasn't able to responed as well as other departments in at the college for enrollment growth because of this, as evidenced by capacity studies from Summer and Fall 2009. The faculty in the math department are highly regarded, not only within our institution, but across the state and nation. Members of the department have served on national committees and boards. The department has created a curriculum which maintains level of standards for articulation and accreditation. The chair has served as chair of the majors' meetings for several years. The department provides resources such as tutoring and computer access which provide students the opportunity to make the most of their education. The math department and math lab have been pivotal in the preparation and tutoring of students in math and our transfer engineering and physics programs. Faculty strives to keep up on the latest in pedagogy and technology and desire to learn things to make us better teachers and increase student learning and retention. Many faculty members have presented at conferences and will continue to do so. Measurable Outcome (Intended results of actions taken to address stated need): 1. The department will be better able to offer more classes are taught at times which are convenient for working students. 2. Better management and improvement of Math resources such as tutoring and computer access which provide students the opportunity to make the most of their education. 3. Expansion of extra opportunities for students to obtain specialized help in the form of student labs and projects. This will especially be important once e-portfolios gets implemented. 4. More department opportunities for students in service learning opportunities. The department distributes information regarding scholarships, workshops and other student resources. 5. Accelerated development and oversight of curricula which has real world applications. Continued refinement and assessment the curriculum as part of the outcomes assessment cycle.

Request for Operation Funds Funding Type: Base Salaries $120,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits $ 60,000 Hourly Benefits Current Expense Travel Equipment Total $180,000 Amount Funded (Budget Office) $189,000 Comments: The salaries for 3 full-time instructors plu benefits ($55,000 each) plus any increase in current expense associated with such faculty.


How did this funding enable your department to address the stated need?

1. Bring down FT/PT ratio: Fall 2009 FT/PT ratio was 18/52, where adjuncts taught 55% of the courses offered by the math department. After the department hired three faculty starting Fall 2010, the FT/PT ratio was 22/51, where adjuncts taught 50% of the courses offered by the math department.

2. Lower student/faculty ratio: The student faculty ratio for 2009-2010 was 34.93:1. The 2010-2011 report has not been calculated in November 2011.

3. Enrollment growth:The FTE for the math department for fall 2008 was 1259.9. The request to add to the FTE by opening more sections required the math department to respond by hiring adjunct faculty. The math department was able to raise the FTE for fall 2009 to 1487.9; however, the FT/PT ratio suffered. After three full-time faculty were hired, we were requested to not grow FTE so this issue is no longer a college need.

Provide evidence through outcome measures, related to College Strategic Priorities: 1. The department will be better able to offer more classes are taught at times which are convenient

for working students. – From Fall 2009 to Fall 2010 the math department was able to add one new morning class (7 AM start) and two additional online courses. The total of three additional courses were added while still lowering the FT/PT ratio.

2. Better management and improvement of Math resources such as tutoring and computer access which provide students the opportunity to make the most of their education. Data reported in the learning services report shows an increased usage in the math lab. Link to be available when report is released.

3. 3. Expansion of extra opportunities for students to obtain specialized help in the form of student labs and projects. This will especially be important once e-portfolios gets implemented. Faculty resources and new inovative ideas from new faculty members have stimulated new projects in most of our general education courses. These projects can be found at http://slccmathdepartment.yolasite.com/, one of the college recommended ePortfolio sites.

4. More department opportunities for students in service learning opportunities. The department distributes information regarding scholarships, workshops and other student resources. Math 1020 continues to give students service learning opportunities outside the classroom.

5. Accelerated development and oversight of curricula which has real world applications. Continued refinement and assessment the curriculum as part of the outcomes assessment cycle. Lab courses such as Math 1015 and Math 1055 have been developed to assist students in passing the higher difficulty “gateway” courses. Also, technical math courses for specific CTE courses have been developed by new full-time faculty.

These measurable outcomes support SLCCs strategic priorities namely enhance quality higher education, improve student access and success and advancing a culture of evidence and accountability.

http://slccmathdepartment.yolasite.com/�


Year: 2010-2011 Index # 316

Department/Work Area: School of Apprenticeship, Aviation and Technical Specialties Request for: Surveillance & Paint Booth equipment, Simulator Warranty College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, , , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Provide site security and paint booth equipment for operation. Provide warranty to protect equipment.


Request for Operation Funds Funding Type: OneTime Salaries $ 30,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total $ 30,000 Amount Funded (Budget Office) $30,000 Comments:


How did this funding enable your department to address the stated need? Monies allowed for the installation of additional lighting in the spray booth, which enhances the likelihood of a higher quality spray finish. The cameras help protect valuable institutional resources. Provide evidence through outcome measures, related to College Strategic Priorities: The cameras virtually eliminated the loss this past year in the Automotive Collision Repair area. This certainly enhances accountability of equipment and resources.


Year: 2010-2011 Index # 317

Department/Work Area: School of Apprenticeship, Aviation and Technical Specialties Request for: Diesel Truck with Electronic Engine Controls College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, , , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Provides students with up-to-date equipment upon which to train. Currently lacking new equipment.


Request for Operation Funds Funding Type: OneTime Salaries $120,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total $120,000 Amount Funded (Budget Office) $120,000 Comments:


How did this funding enable your department to address the stated need? Addition of the truck has allowed the instructors to teach with updated technology.

Provide evidence through outcome measures, related to College Strategic Priorities: The Quality of instruction was enhanced as the Diesel program experienced its largest level of enrollment in a five year period.


Year: 2010-2011 Index # 318

Department/Work Area: School of Apprenticeship, Aviation and Technical Specialties Request for: Brake Lathe and Headlight Aimer College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, , , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Equipment required for NATEF certification.




How did this funding enable your department to address the stated need? Acquisition of the equipment allowed for the Automotive program to creative a higher level of technical teaching in accordance with NATEF accreditation standards. Provide evidence through outcome measures, related to College Strategic Priorities: Accountability of the program to NATEF standards was enhanced as the governing body prepares for re-certification of the program.


Year: 2010-2011 Index # 319

Department/Work Area: School of Apprenticeship, Aviation and Technical Specialties Request for: Professional Development initial & first year fees College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, , , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Provide state-of-the-art training for faculty in order to provide quality instruction using the latest techniques.




How did this funding enable your department to address the stated need? Aviation Faculty attended National Training and Conventions in both Rotary and Fixed wing Training. Funding also allowed for attendance at a Women in Aviation emphasis event. Provide evidence through outcome measures, related to College Strategic Priorities: Trainings provided for an enhanced quality education through attainment of the latest training techniques. Student access for women was enhanced through participation in Women in Aviation.


Year: 2010-2011 Index # 311

Department/Work Area: School of Apprenticeship, Aviation and Technical Specialties Request for: Department Chair, Culinary Arts College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, , , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Provides Closer oversight of programs to improve instructional quality. Meets the long range plan of the College.


Request for Operation Funds Funding Type: Base Salaries $ 73,000 Hourly Teaching Hourly Non-teaching Salary Driven Benefits $ 7,300 Hourly Benefits Current Expense Travel Equipment Total $ 80,300 Amount Funded (Budget Office) $68,600 Comments: Partial Funding

Complete ONLY if request is funded. Results: The Culinary Arts Department was transferred from the School of Apprenticeship, Aviation and Technical Specialties to the School of Business effective January 1, 2011. The organizational structure of the School of Business was reviewed. Dr. Dave Richardson, Interim Dean of the School of Business submitted a successful proposal to realign the School of Business into three academic divisions, one of which joined the Culinary Arts Department with the Business Management and Marketing departments. The realignment took effect on July 1, 2011. The new division chair position was filled with a start date of September 1, 2011. The funds are applied towards the newly created division chair position for the Division of Management, Marketing, and Culinary Arts. How did this funding enable your department to address the stated need? The funding contributed significantly to the cost of realigning the organizational structure of the School of Business by funding all but $5,000 of the salary for the new Division Chair position. Provide evidence through outcome measures, related to College Strategic Priorities: Enhance Quality Higher Education: Creation of three academic divisions balanced the span of control for first level administration so that each division chair managed 17-20 full time employees. The following benefits will derive:

• Increased opportunities for meaningful interaction between division chairs and faculty. • More focused attention to program review, revision, and development.


Year: 2010-2011 Index # 320

Department/Work Area: School of Professional and Economic Development Request for: One time funding to increase infrastructure College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, , , 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Expand capacity for academic and non-credit offerings (trans/teaching, computer workshops, advanced 3D CAD/CAM, etc.) Measurable Outcome (Intended results of actions taken to address stated need): Increases the infrastructure to double lab capacity instruction from 15 to 30 students.



How did this funding enable your department to address the stated need? A 24 seat , high end computer lab was installed using the one time funds. The computer lab enables the School of Professional and Economic Development to offer additional credit and non-credit classes. Computer lab has provided additional capacity to increase offering of courses including Transition to Teaching Adobe Connect Courses, DOE Electric Sector/Smart Grid Grant program courses, DOL SESP Grant cours3es, Energy Management courses, 3D animation courses, Genealogy & Social Media workshops as well as department training for new software Provide evidence through outcome measures, related to College Strategic Priorities: Enhance Quality Ed: Computers are capable of running high end software needed to support animation and energy mgt classes. lab provides additional student capacity and prevents lab space/classroom double booking incidents. Student Access & Success: Computer lab enable department to provide additional courses for students to complete degree/certificate requirements. Partnerships: Computer lab provides additional capacity to support the SESP grant, awarded to the Utah State Dept of Workforce Services, with SLCC as the lead training institute of the grant. The lab also supports courses offered in new programs developed with funding from the US Dept of Energy Grant Workforce Training for the Electric Power Sector. Industry continuing professional development courses, approved by the Utah Dept of Occupational and Professional Licensing, will also utilize the space.


Year: 2010-2011 Index # 321

Department/Work Area: School of Professional and Economic Development Request for: Workplace Skills Re-entry & Advancement College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, , , 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Seed funding for initiating project to develop a training center to gain skills to position for advancement in the company and preare them for college credit pathways.

Measurable Outcome (Intended results of actions taken to address stated need): Executed company contacts by 5%, increase number of students completing program by 6% increase ability to track skills gained as per skill-based assessment tests.



How did this funding enable your department to address the stated need? Funds allowed us to conduct an RFP and select a nationally known provider of Lean Six Sigma Curriculum, “Oriel STAT A MATRIX” as a partner to deliver both open enrollment and company sponsored classes. Quality of the curriculum will allow SLCC to affectively compete against other providers of this training in the SLC area and help build SLCC’s Business and Manufacturing Leadership Institute as a premiere business development and training service in Northern Utah. Provide evidence through outcome measures, related to College Strategic Priorities: RFP was awarded in June of 2011 and curriculum will be delivered in August of 2011. Classes have yet to be taught and the PAC is in the early stages of formation College Strategic Priorities. No measurements are available as of yet.


Year: 2010-2011 Index #

Department/Work Area: VP of Instruction Request for: Adjunct Training College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: In order to provide a quality learning experience for students, it is crucial to design and implement a comprehensive program of support and evaluation for adjunct faculty that would emphasize regular, on-going training, classroom observation, evaluation of teaching materials, individual meetings, and overall evaluation of each adjunct that takes resources: time and money. Departments will conduct training throughout the year. Measurable Outcome (Intended results of actions taken to address stated need): Adjunct faculty will be trained, mentored, and evaluated. This will enhance the quality of education to students.

Request for Operation Funds Funding Type: One-Time Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total Amount Funded (Budget Office) $90,400 Comments:


How did this funding enable your department to address the stated need? Funding was transferred to the various departments so adjunct faculty could receive the proper instruction from full-time faculty. Funding was used to pay adjunct faculty on an hourly rate. The College will need to sustain teaching and learning objectives with adjunct training; therefore, this will be an ongoing need and process. Provide evidence through outcome measures, related to College Strategic Priorities: The College increased the awareness for assessment, evaluation, and teaching modalities with adjunct training.



Department/Work Area: Dean of Students Request for: INTERNATIONAL STUDENT SERVICES SECRETARY III College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) , 2, 3, 4, Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: International Student Services is a multiservice office providing a continuum of services to international students ranging from recruitment to graduation. It is the office to safeguard the college’s ability to issue the form I-20 and DS 2019 while ensuring compliance with two federal agencies, Department of Homeland Security and Department of State. I.S.S. interprets and applies laws, regulations, and field memos required for maintaining the College’s authorization to admit international students and scholars. With new initiatives being implemented in Summer and Fall of 2010 which will require international students to pay tuition in full by the established due date as well as provide proof of health insurance and immunizations to stay enrolled at Salt Lake Community College, the office workload will increase dramatically. These three initiatives alone will require a full time administrative staff person and would pay for itself with increased and timely tuition collection. Furthermore, this project will provide important secretarial and general administrative support to International Student Services. With the advent of mandatory health insurance requirements, immunization records, social networking, and tuition collection, I.S.S. needs full time administrative support staff to ensure the coordination and efficient operation to meet these new requirements. In addition, the core office functions of recruitment, marketing, admissions, orientation, host family program, foreign student advising, SEVIS record keeping and reporting, and student workshops require basic office management to continue accommodating the success of our students. International Student Services has long needed a secretary to provide support to the director, the staff, and to coordinate schedules of student employees funded through work study and student employment. Measurable Outcome (Intended results of actions taken to address stated need): Our goal is to improve ISS capacity to assist students as they adjust to life in the U.S. and provide them with more opportunities to interact, learn, and contribute. As we improve our services, we aim to increase enrollment of international students to 500 by the year 2015. This increase will require the presence of another full time employee in the office. With consistent support in reaching our goals, International Student Services hopes to earn SLCC a superior place in the field of international education, and increase enrollment even greater than is already projected. This augmented international student presence will not only benefit campus culture but will also contribute significantly to school finances. (1) Students will develop global views that will contribute to successful futures in the changing global workforce. (2) Students will benefit by forming life-long relationships during their college years leading to future business partnerships, political dialogues, and networking opportunities. If funding for this position is not received, we would request one-time dollars from the Student Services Vice President. If funding is not received at all, it would create a hardship on fulfilling the new international student health insurance requirements, collection of immunization records, tuition collections, host family support and growth and general office management. Increasing numbers of international students are choosing community colleges. Salt Lake Community College enrolled 361 students during fall semester 2009. SLCC is poised for growth in the international student market where 2-year degree schools are gaining visibility. Our response to this developing global exchange will move SLCC toward realizing its vision to â€œbecome the premiere comprehensive community college in the United States.

Request for Operation Funds Funding Type: Base Salaries $ 27,741 Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits $ 23,792 Current Expense Travel Equipment Total $ 51,533 Amount Funded (Budget Office) $51,600 Comments:


How did this funding enable your department to address the stated need? A full-time secretary was hired to provide important secretarial and general administrative support to International Student Services. The core program and service functions of recruitment, marketing, admissions, orientation, host family program, foreign student advising, SEVIS record keeping and reporting require consistent office management to accommodate the success of our students. International Student Services has long needed a secretary to provide support to the director, the staff, and to coordinate schedules of student employees. This position ensures the coordination and efficient operation to meet new requirements; the compliance and tracking of International Student Health Insurance Enrollment and TB testing and MMR immunizations records. During 2010 – 2011, the Community College Initiative Program funded through the Department of State was administered through International Student Services. The International Secretary was instrumental in the success of this program for SLCC. Provide evidence through outcome measures, related to College Strategic Priorities: Priority 2 Improve Student Access and Success. International Student Services goal to improve ISS capacity to assist students as they adjust to life in the U.S. and provide them with more opportunities to interact, learn, and contribute was supported by the funding of the International Secretary. Two programs saw growth in this year: The Host Family Program increased from 13 to 38 hosting families and placed thirty students with families. The International Diplomacy Program was piloted. Both programs support student persistence and success.


Year: 2010-2011 Index # 323

Department/Work Area: Dean of Students Request for: Bruin Steppers, Ethnic Male Mentoring Project, Academic Recognition and Graduation Celebration/International Marketing Materials College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Bruin Steppers, Ethnic Male Mentoring Project, Horizonte program – Each of these programs support student participation and retention through intellectual growth, self-discovery and community responsibility. Academic Recognition and Graduation Celebration – This celebration is in response to the academic rigor, sacrifices and time invested to achieve academic success. International Marketing Materials - Intensified recruiting efforts are necessary to compete to keep up with the marketing and recruitment efforts that are essential to maintain and increase our enrollments. Measurable Outcome (Intended results of actions taken to address stated need): We will have an increase of participation in each of the programs to include retention and persistence.

Request for Operation Funds Funding Type: One-Time Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense $19,000 Travel Equipment Total $19,000 Amount Funded (Budget Office) $19,000 Comments Funding for both Multicultural Initiatives and International Student Services.


How did this funding enable your department to address the stated need? International Student Services was funded $9,000 for marketing. These funds were used to promote SLCC internationally through the U.S. Commercial Services Think Education USA, the Center for Global Advancement of Community Colleges (CGACC) and NAFSA: Association of International Educators; $5,407.42 Direct on-line outreach to our most successful markets in South Korea and China; $1,933.24 Embassy Visits in Washington, DC to increase our Sponsored Student enrollment; $1,323.58 Total Funded: $9,000. Total Expenditures: $8,664.24 Remainder: $ 335.76

Provide evidence through outcome measures, related to College Strategic Priorities: Priority 2 Improve Student Access and Success As a result SLCC has received increased interest in developing 2+2 relationships, increased sponsored, government, embassy or company fully funded students and increased interest in students from targeted countries. We continue to raise the profile and value of the community college education internationally.


Year: 2010-2011 Index # 323

Department/Work Area: Dean of Students Note: Multicultural Initiatives responses are in red. Request for: Bruin Steppers ($700), Ethnic Male Mentoring Project ($750), Academic Recognition and Graduation Celebration ($3100) and Horizonte Program ($1000) /International Marketing Materials (Multicultural Initiatives request: $5550) College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2 2 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Bruin Steppers, Ethnic Male Mentoring Project, Horizonte program – Each of these programs support student participation and retention through intellectual growth, self-discovery and community responsibility. Academic Recognition and Graduation Celebration – This celebration is in response to the academic rigor, sacrifices and time invested to achieve academic success. International Marketing Materials - Intensified recruiting efforts are necessary to compete to keep up with the marketing and recruitment efforts that are essential to maintain and increase our enrollments. Measurable Outcome (Intended results of actions taken to address stated need): We will have an increase of participation in each of the programs to include retention and persistence.

Request for Operation Funds Funding Type: One-Time Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense $19,000 $5550 Travel Equipment Total $19,000 $5550 Amount Funded (Budget Office) $19,000 $5550 Comments Funding for both Multicultural Initiatives and International Student Services.


How did this funding enable your department to address the stated need? For Multicultural Initiatives, funding allowed us to address the needs of our ethnic/diverse students. Each program was fortified as well as support for spin-off programs enhanced our services.

Provide evidence through outcome measures, related to College Strategic Priorities: Bruin Steppers: 1. Of the 19 students, 13 (68%) students had a 2.0 GPA or greater for the three courses in the Learning Community. Five students had received a GPA below 2.0 and one student withdrew from SLCC due to a personal situation. 2. Based on academic standing it is noted that:

• 15 of the 19 students returned for Spring 2011 at full-time status. • The average semester GPA for spring was lower than in the fall semesters, student indicated

that what they learned in their first semester helped them by giving them the knowledge, skills, and tools needed to complete the second semester.

• The learning involved helped them to be more engaged at SLCC as a whole by utilizing various services (tutoring, Academic Advising, Health & Wellness, etc.) and programs(Thayne Center, TRiO/Student Support Services, MESA/STEP, Student Life & Leadership activities [family activities], etc.).

• Students took pride that their work from an assignment (I am worth it) was published as a special publication through the student literary magazine, Folio.

• In addition, some of their writings were included in a fortune cookie President Bioteau gave out to the guests at the annual Night of Honor the night prior to Commencement.

3. In general both cohorts have been successful in continuing their educational endeavors from fall to spring semesters. Spring semester seemed to be more difficult for the first year cohort (2010) whereas spring semester for the second year students (2009 cohort) was better academically. Actions Taken (Use of Results/Improvements) 1. Based on the second semester performance of first year participants, scheduled structured activities and workshops must be developed and integrated with the Learning Community courses. 2. Continue to find campus opportunities to collaborate with other student groups, departments and programs to engage Bruin Steppers more on and off campus. 3. Thought must be put into designing a program to assist students with the transition from their first year to their second in a better academic standing. Ethnic Male Mentoring 1.) Increased knowledge and change of behavior were not gauged through the use of any type of measurement other than observation. Based on observations of peer-to-peer interactions, oral expressions of feelings over time, and session engagement in the discussions those who did come consistently expressed the most change in how they viewed themselves and how they interacted with others. In addition, these students (both males and females) assisted in various community projects, services, club functions, and activities. NOTE: An instrument will be designed for 2011-2012 to better gauge how students’ participation in this program influenced their level of knowledge and behavior overall. 2.) EMM participation from fall to spring dropped by 33% from average attendance of six to four participants at the South City campus. This was due in part to continuous construction, room changes done by facilities at the last minute and time changes for sessions due to lack of space. The program really did not take at the Redwood campus even though fliers were passed out, emails were sent out to

Ethnic Academic Advisors for distribution, and food was offered. EMF began with an average of 12 females, but then dipped to an average of six (50%) participants. Although low, it was more favorable than the EMM counterparts. Construction, time and room changes did impact students’ continual participation. 3.) Due to the fluctuating numbers between the two programs, we did not meet our 80% goal of students completing the prescribed program. Actions Taken (Use of Results/Improvements) In 2011-2012 we will take the following action in order to improve the program based on the result of the last two years of assessment. The action plan is listed below:

1. As of July 1, the program will continue at both the Taylorsville and South City campuses where each campus site will have its own coordinating manager: South City—Will ‘Unga; Taylorsville—Ana Archuleta. Each coordinating manager will work together in curriculum collaboration, scheduling, facilitating, etc. This will allow a dedicated manager to fully concentrate on setting benchmarks, organize and implement the program (both male and female mentoring) at each campus site.

2. Benchmarks will be established, targeted groups identified, and promotional efforts developed prior to the start of the Fall semester to garner student interest and support.

3. Students will be recruited via CampusConnect Orientations, Face Book “invites”, departmental website links, etc., as well as through word of mouth.

4. Student peer facilitators will be trained to assist with curriculum presentation, student activities and overall function of the program.

5. Students who have already gone through the program will be asked to assist in the facilitating of the following semester’s group and program sessions.

Horizonte Program/Project ACTUAL OUTCOMES 1 ) Increase students’ success rates by utilizing services. 2008 Cohort (08/09): Below are the types of contacts the mentors made with the students as well as the number of referrals made to the various services as well as the various areas the mentors assisted the students:

2008 Cohort – Services and Referrals 2010-2011 Services/Referrals Fall Spring Services/Referrals Fall Spring Call to students* 155 167 Meetings with students 10 6 Academic Advising Referrals 9 5 Financial Aid Assistance 5 8 Learning Center Referrals 13 1 Tutoring Referrals 10 0 Class Registration Assistance 15 0 Instructor

Contact/Progress Reports* 56 65

Enrollment Services Referrals

9 0 Midterm/Finals Assistance Referrals

2 0

School of Applied Technology Referrals

0 0 Workshops (Attendance) 0 0

Child Care Referrals 0 1 Group Tours (Observation Court, etc.)

0 0

Health & Wellness Referrals 0 0 Orientation 0 0 Clubs 9 0 Student Employment 8 0 * Denotes duplicate counts

2009 Cohort – Services and Referrals for 2010-2011

Services/Referrals Fall Spring Services/Referrals Fall Spring Call to students* 187 59 Meetings with students 8 0 Academic Advising Referrals 9 1 3 5 2 Learning Center Referrals 13 0 Tutoring Referrals 10 0 Class Registration Assistance 14 0 Instructor




0 0




0 0


2010 Cohort – Services and Referrals for 2010-2011 Services/Referrals Fall Spring Services/Referrals Fall Spring Call to students* 719 264 Meetings with students 234 9 Academic Advising Referrals 34 3 Financial Aid Assistance 78 11 Learning Center Referrals 34 0 Tutoring Referrals 10 0 Class Registration Assistance 44 0 Instructor




23 0




134 0


2 ) Increase the number of students receiving financial aid and scholarships as well as parent involvement in this process. Information unable to be collected. 3) Sixty percent of the students will persist with a 2.0 GPA or better from Fall to Spring semester and complete the full academic year.

Actions Taken (Use of Results/Improvements) Based on the results, the following program changes will be made for 2011-2012:

1. As part of the transition from Horizonte High School to SLCC, a co-sponsored orientation (with School Relations) will be held on August 16 from 6-8 pm with the students’ parents and family to discuss the rigors of college, expectations, and various resources available.

2. Each student will be assigned a peer mentor to assist with the navigation of the college system and to act as a “buddy” as a way to get participants to be more engaged on campus.

3. Returning MCI PALs and Student Service Committee members will be involved as Peer College Mentors with the Horizonte students.

4. The Coordinators of each campus office site will oversee the assistance of students attending either campus.

5. An LE 1900 one hour course will be offered specifically to the 2011 cohort as a way to better engage students with SLCC, earn one hour credit, and be monitored academically.

Pride in Academics (Annual Academic Recognition and Graduation Celebration: Program Description: Each May Multicultural Initiatives hosts a celebratory event commemorating the academic achievements of our ethnic students. Both students with a 3.0 cumulative GPA or better with 45 or

Fall 2009

Fall 2009

Spring 2010

Spring 2010

Fall 2010

Fall 2010

Fall 2010

Spring 2011

Spring 2011

Spring 2011

2008 Cohor

t

2009 Cohort

2008 Cohor

t

2009 Cohor

t

2008 Cohort

2009 Cohort

2010 Cohort

2008 Cohort

2009 Cohort

2010 Cohort

26 Stude

nts

25 Studen

ts

14 Stude

nts

15 Stude

nts

14 Student

s

9 Student

s

34 Studen

ts

12 Student

s

5 Studen

ts

17 Students

Average GPA 1.63 2.2 1.9 2.06 2.37 1.89 1.76 2.05 2.8 1.86

Less than 2.0 GPA

53.8% (14)

72% (18)

64.3% (9)

40% (6)

28.57% (4)

33.33% (3)

50% (17)

58.33% (7)

40.00% (2)

64.70% (11)

2.0-2.99 GPA

26.9% (7)

24% (6)

14.3% (2)

27% (4)

35.71% (5)

11.11% (1)

2.94% (1)

41.67% (5)

20.00 % (1)

17.65% (3)

3.0-3.99GPA

15.4% (4)

28% (7)

21.4% (3)

27% (4)

28.57% (4)

22.22% (2)

17.65 % (6) xxxx 20.00

% (1) 17.65%

(3) 4.0 GPA 3.8%

(1) 8% (2) xxxx 6% (1) xxxx 11.11%

(1) 8.82%

(3) xxxx 20.00 % (1) xxxx

Total of 2.0 or better

46.1% (12)

60% (15)

29%(5)

60% (9)

64.29% (9)

44.44% (4)

29.41% (10)

41.67% (5)

60.00% (3)

32.30% (6)

Total

Number of Students Enrolled

58% (15)

72% (18)

100% (14)

60% (9)

86% (12)

55% (5)

47% (16) TBD TBD TBD

more SLCC credit hours and officially graduating from Salt Lake Community College are invited by formal invitation. For the academic excellence recognition, students receive a certificate award and those graduating receive both a certificate award and a medallion to be worn with the graduation cap and gown. The event generally is held the night before graduation in order to include visiting parents or invited guests who are here for the SLCC graduation. This year, due to graduation rescheduling and other conflicts the event was hosted the Tuesday evening before on May 2, 2011. Student Breakdown: Table 1: Students with 3.0 GPA or better & 45 or more SLCC credits by ethnicity (Sent an invitation)

Ethnicity Number of Students Average GPA African American 76 3.36 Asian 219 3.49 Hispanic 417 3.44 More than one race 5 3.62 Native American 52 3.41 Pacific Islander 53 3.37 International 87 3.55 Other (not specified) 38 3.60 Total 1247 3.47

Table 2: Celebration Attendance:

Total Attendance Students 74 Guests 155 Volunteers 23 Grand Total 252

Program Highlights: Keynote Speaker: Mildred Sparks—Message based on being involved, being true to oneself and enjoying the journey. Food: Food set up in the lounge area. Facilitated a smoother and faster food service overall without interrupting the programming. Students: Students enjoyed coming to the podium to announce themselves and their future plans (graduates) or their country of origin (scholars). Closing Remarks: Students and guests alike thoroughly enjoyed Dr. Clark and Ms. Johnson-Stanton’s singing closing remarks about the students and the evening’s event. Volunteers: Had 23 student and staff volunteers making sure things went smoothly and without major problems. Kept everyone’s spirits up with their warm smiles. Assisted with set-up and create up. Program: Started 10 minutes late but finished about 20 minutes earlier than expected. Detailed Expenses

Table 3: Detailed costs charged for event Item Description Cost Food Food Services—Food for 200 people* 1873.00 Linens Table clothes for 50 tables @ $5 each 250.00 Invitations Formal invitations* 897.50 Certificates Parchment Paper 67.34 Frames 57 3packs of 8.5 x 11 frames (171 frames) 489.63 Mementos Decorative Chopsticks (300)* 221.70 Entertainment Student performer 50.00 Gifts Speaker “Thank You” gifts (Bookstore) 29.00 Mailing Mailed 1247 invitations 112.23 Envelopes Mailing envelopes for certificates 121.50 Grand Total 4111.90 VPSS Funding Items designed with an “*”, plus partial of linen cost ($60) 3052.20 MCUL Funding 1059.70

Proposed Changes for 2012 Event Even the popularity of this event and the number of students honored, we do not want to make drastic changes that take away from the integrity of the event or its purpose: To honor students with 3.0 or better and 45 SLCC credit hours or more as well as the graduating students. We reduced the food budget to be less than $2,000 as we didn’t want the event to focus on the food rather the focus should be on the awardees. All things aside, we do plan to do the following:

• Investigate the auditorium space at Jordan’s Health Sciences Building. Refreshments can be served in the Atrium or open patio (if weather permits). The Grand Theatre is not available April 16-May 3, 2012 due to production.

• Seek a partnership with Student Life & Leadership to assist with the event planning, organizing and implementation.

In the event the Grand Theatre is not availability, there are other options we are looking at: 1. Split the event into two different celebrations held at Redwood Campus

a. Scholars’ Recognition Luncheon (where students can invite one faculty member to attend) b. Congratulatory Reception

2. Continue the celebration event as is 3. Hold event as a joint Celebration but raise the total number of hours completed to 55 or 60

hours with a 3.30 GPA for our scholars, but continue to honor graduates regardless of the GPA. This year the group’s average number of total hours completed (earned) was 73 credit hours. The average GPA of the 1247 students on the list was 3.47. To raise the GPA any higher than 3.30 could eliminate entire ethnic groups (African Americans and Pacific Islanders) from being recognized (see Table 1).

Overall funding potential sources: Multicultural Initiatives

Academic Instruction Student Life & Leadership VP Student Services One-Time Funding


Year: 2010-2011 Index # 300

Department/Work Area: Student Enrollment Services Request for: Financial Aid Advisor I--Jordan/Miller Campuses College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, , , 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: The Financial Aid Office has seen an increase in federal applications of over 47% from 2008-09 to 2009-10. Students are asking for more specialized assistance at all campuses. Currently there are two full-time employees and one part-time employee trying to cover the Jordan and Sandy (soon to be Miller as of July 2010) campuses from 8 a.m. to 7 p.m. Measurable Outcome (Intended results of actions taken to address stated need): Improved paperwork processing and inquiry response times. Additional specialized advising available at Jordan and Miller campuses and ability to fully cover hours of business.



How did this funding enable your department to address the stated need? Allowed the Financial Aid office to efficiently process the large increase in FAFSA applications and increased coverage at the Jordan and Miller campuses. Provide evidence through outcome measures, related to College Strategic Priorities: Student access and success improved due to faster receipt of financial aid and greater advising availability for students. Faster financial aid processing evidenced by current statistics that show nearly 3,000 more students were awarded financial aid as of August 23, 2011 as compared to August 23, 2010.


Year: 2010-2011 Index # 290

Department/Work Area: Student Enrollment Services Request for: Data Center/Enrollment Services Hourly College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) 1, 2, , , 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Data Center: Continue to provide services during regular working hours as well as semester “rush” periods. Provides sufficient support necessary to process admission application and related student records. Data Center processes over 38,000 applications per year with these hourly employees. Enrollment Services: Continue funding the transfer of hard copy transcripts to Banner and imaging of pre-1968 transcripts to Nolij system. Improves retrieval of student transcripts for alumni. Over 64,000 old transcripts remaining to be moved to modern retrieval system. Measurable Outcome (Intended results of actions taken to address stated need): Data Center: Provide adequate services in the Data Center by having sufficient trained personnel available for students, faculty and staff. Enrollment Services: Old transcripts will be available at other campuses, credit hour transcripts from 1968 to present will be maintained in Banner, and pre-1968 transcripts will be available on Nolij system. Space now occupied by transcript files will become available for other Enrollment Services functions.

Request for Operation Funds Funding Type: OneTime Salaries Hourly Teaching Hourly Non-teaching $ 41,682 Salary Driven Benefits Hourly Benefits $ 4,168 Current Expense Travel Equipment Total $ 45,850 Amount Funded (Budget Office) $45,900 Comments:


How did this funding enable your department to address the stated need? The Data Center was able to provide services during regular working hours as well as semester “rush” periods. Hourly staff were able to process admission application and related student records. Enrollment Services hourly staff continued to process the transfer of hard copy transcripts to Banner and imaging of pre-1968 transcripts to Nolij system. Provide evidence through outcome measures, related to College Strategic Priorities: The Data Center provided adequate services by having sufficient trained personnel available for students, faculty and staff. Data Center hourly employees processesd over 38,000 applications. Enrollment Services staff moved old transcripts to Nolij and Banner that are now available at other campuses. As of July 2011 42,164 old transcripts have been moved.


Year: 2010-2011 Index # 291

Department/Work Area: Student Enrollment Services Request for: Veterans Center Operational Budget College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) , 2, , 4, 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: The Veterans Office has become a fully functioning part of Enrollment Services and needs to have an Individual Operating Budget to continue to serve our students and continue moving forward. Veteran student enrollment from Fall 2009 to Fall 2010 rose from 350 students to 810 students; a 131% increase. Currently, money to operate the SLCC Veterans Office comes from the Triple I Investment Account and various department accounts (DDREGI, DDDNAS, and 15100). Receiving funding will end strain on these accounts. Measurable Outcome (Intended results of actions taken to address stated need): Ends need to seek financial support from other fiscally-strained Student Services department accounts (DDREGI, DDDNAS, 15100). Ends drawing funds from the Triple I Investment Account (14010). Permits development of support programs and strengthens financial support to veteran students. Supports development and growth of an established Veterans Center with increased support services for veteran students. Supports additional community outreach to educate veterans and those serving veterans on the benefits of enrolling at SLCC. Increases visibility and respect of SLCC in the veteran community.

Request for Operation Funds Funding Type: Base Salaries $ 40,954 Hourly Teaching Hourly Non-teaching $ 27,551 Salary Driven Benefits $ 23,249 Hourly Benefits $ 2,755 Current Expense $ 14,000 Travel $ 3,000 Equipment Total $111,509 Amount Funded (Budget Office) $111,600 Comments:


How did this funding enable your department to address the stated need? Receiving the Operational funds for the Veterans Center has allowed us to provide services and programs and guarantee stability of the programs and services we provide for our Veterans attending SLCC. It has also provided payment stability for employees working in the Center. Provide evidence through outcome measures, related to College Strategic Priorities: With the funds we have been able to continue operation of the center and programs for our Veterans, serving over 840 Veterans each semester. We have veterans using their benefits and those paying their own education using the Veterans Center and the programs provided in the center by outside providers. Those working in the veteran community are aware of the many services and support we provide our students and the many ways we have the support of the Institution.


Year: 2010-2011 Index # 285

Department/Work Area: Student Planning and Support Request for: Latino Outreach Specialist III, Grade 13 College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) , 2, , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: The participation rates of Latino/as at Salt Lake Community College is considerably lower compared to county demographics than any other group. This position will continue to focus efforts on reaching out to Latino/a prospective students in high schools and the community to increase Latino/a enrollments. This position has been funded for three years with one-time funding. Measurable Outcome (Intended results of actions taken to address stated need): Number of contacts and outreach efforts/events directed at Latino/a prospective students. Numbers of Latino/a new enrollments.



How did this funding enable your department to address the stated need? This population has been growing, and we responded to the need to increase access by having a full-time presence to increase efforts both at the schools and in the community. Provide evidence through outcome measures, related to College Strategic Priorities: With the increased presence of a full-time Latino Outreach Specialist, we have been able to show the following: a 24% increase of Latino applications and a 15% increase of Latino enrollments for Fall 2010. The specialist was able to target specific schools for increased intervention services and show better college access.


Year: 2010-2011 Index # 303

Department/Work Area: Student Planning and Support Request for: School Relations: Ambassador Program College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) , 2, , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: One-time stipends will support 8 Ambassadors who are current SLCC students to assist with school visits, campus and VIP tours, special events, targeted retention calling and orientations. The stipends enable School Relations to specify certain hours in Ambassadors' schedules to participate in school visits during the day and events during the evening. Measurable Outcome (Intended results of actions taken to address stated need): Outcomes will be measured by number of school visits, tours and special events conducted by Ambassadors.

Request for Operation Funds Funding Type: OneTime Salaries Hourly Teaching Hourly Non-teaching $ 8,000 Salary Driven Benefits Hourly Benefits $ 800 Current Expense Travel Equipment Total $ 8,800 Amount Funded (Budget Office) $ 8,800 Comments:


How did this funding enable your department to address the stated need? This department has many requests for campus tours and support for campus events. Ambassadors support those request. They also assisted with phone calls, orientations and packet preparation. Provide evidence through outcome measures, related to College Strategic Priorities: Ambassadors were involved in outreach efforts with high school students to 20 high schools, participated in 14 campus events and gave campus tours as requested. They also assisted with campus events to encourage student access.


Year: 2010-2011 Index # 301

Department/Work Area: Student Planning and Support Request for: Student Planning and Support One-Time Hourly College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) , 2, , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Hourly funds will augment the staffing capacity in Advising, School Relations and Student Employment and Cooperative Education Services (SECES) to serve increasing numbers of students seeking help as they transition to and persist in college. Measurable Outcome (Intended results of actions taken to address stated need): Outcomes will be measured by services provided by hourly staff, specifically: number of transfer advising events that were marketed by part-time transfer secretary; number of students seen in rush registration by part-time advisors; number of school visits; special events and follow-up contacts by part-time outreach specialists, and number of student contacts by part-time employment technician.

Request for Operation Funds Funding Type: OneTime Salaries Hourly Teaching Hourly Non-teaching $ 75,787 Salary Driven Benefits $ 7,578 Hourly Benefits Current Expense Travel Equipment Total $ 83,365 Amount Funded (Budget Office) $83,400 Comments: Complete ONLY if request is funded. Results: (To be submitted by June 1st after receipt of funds.)

How did this funding enable your department to address the stated need? The hourly salary dollars supported the Transfer Center, evening and rush Advising, School Relations activities including the Ambassador program, and Student Employment and Cooperative Education. Provide evidence through outcome measures, related to College Strategic Priorities: Transfer Center event attendance increased by 4% during the 2010- 11 academic year over 2009-2010. In addition mini transfer centers were established at South City, Jordan and Miller Campuses. Part-time advisers see approximately 15% of all students advised during evening and rush hours. Part-time advisers had 7200 in-person contacts with students during the 2010-11 academic year. School relations increased school visits from 100 high schools visited to 106 for the 2010-11 academic year which allowed staff to increase contacts with underrepresented students by 6.5%. Increased hours for part-time employment specialists resulted in improved employer relations that resulted in a 15% increase in the number of employers placing job orders resulting in a 65% increase in job orders placed with SECES.


Year: 2010-2011 Index # 308

Department/Work Area: Student Planning and Support Request for: Student Employment & Coop Ed: On-Campus Student Employment College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) , 2, , , Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: Retention studies demonstate that students who work on campus have higher retention rates than those who do not. This program funds students to work in departments across campus, it increases students' flexibility in scheduling classes and it promotes students making connections and engaging with administrators, faculty, staff and other students. Measurable Outcome (Intended results of actions taken to address stated need): Quantitative outcomes will be measured by the number of students who obtain employment and their retention to the following semester. (Fall to Spring and Spring to Summer or Fall). Students' learning outcomes will be measured by surveying students who attend the Employment Workshop about job seeking skills and by a survey at the end of the year that asks participants about their knowledge of resources at SLCC.

Request for Operation Funds Funding Type: OneTime Salaries Hourly Teaching Hourly Non-teaching $120,000 Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total $120,000 Amount Funded (Budget Office) $170,000 Comments:


How did this funding enable your department to address the stated need? The funding allowed Student Employment and Cooperative Education Services to implement the “On Campus Student Employment” imitative to fund student on campus employment. Provide evidence through outcome measures, related to College Strategic Priorities: The number of Students who persisted from summer semester to fall semester or graduated 2010 was 5/5 = 100%. From fall 2010 to spring 2011 was 22/27 = 82%. * 92% of the students who participated in the survey indicated that having an on-campus job helped them to become more knowledgeable about SLCC. * Thirty students participated in the Fall 2010 – Spring 2011 OCSE job skills workshops 25 of 30 / 83% of those respondents scored 100% on the job skills workshop assessment survey questions.


Year: 2010-2011 Index #

Department/Work Area: VP of Student Services Request for: SLCC K-16 Local Alliance Taskforce Projects College Priority Supported:1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community(Circle the priority) 1, 2, 5 Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief:


Request for Operation Funds Funding Type: One-Time Salaries Hourly Teaching Hourly Non-teaching Salary Driven Benefits Hourly Benefits Current Expense Travel Equipment Total Amount Funded (Budget Office) $10,000 Comments


How did this funding enable your department to address the stated need? Funding not used. Project moved to future year. Provide evidence through outcome measures, related to College Strategic Priorities:


Year: 2010-2011 Index # Department/Work Area: VP for Student Services Request for: Let Your Life Speak College Priority Supported: 1 Enhance Quality Education; 2 Improve Student Access and Success; 3 Advance a Culture of Evidence and Accountability; 4 Strengthen Institutional Support; 5 Advance Partnerships/Relationships with Business, Industry and the Community (Circle the priority) Action Plan: Justification of Need and Implementation Plan (Support requests with data as appropriate.) Please be brief: The Let Your Life Speak – TouchStones Reflection & Renewal (TR2) program is design to assist participants in exploring and deepening their personal integrity (authentic self) through the cultivation of tools that will assist them in developing a more balanced approach to their lives. This honest self-exploration will enable the participant to bring to their work dynamics a commitment to honest, open communication process. It is personal formational work that is actualized within the goal of effective institutional communication. More than 100 employees have participated in two (2) day retreat, while others have been exposed to the concepts via presentations/workshop, etc. (See attachment) Measurable Outcome (Intended results of actions taken to address stated need): The measurable outcome for the Let Your Life Speak – TouchStones Reflection & Renewal (TR2) aligns with the strategic goals of SLCC: to guide all employees to more effective communication methods using participatory model that values individual integrity (inner work) within a group dynamic. Institutional Research will be given information to provide an assessment tool to participants to date and provide results.

Request for Operation Funds Funding Type: One-Time Salaries N/A Hourly Teaching N/A Hourly Non-teaching N/A Salary Driven Benefits N/A Hourly Benefits N/A Current Expense $3,000 Travel $6,000 Equipment $1,000(Monitor/DVD) Total $10,000 Amount Funded (Budget Office) $10,000 Comments In Conjunction with Vice President of Instruction


How did this funding enable your department to address the stated need? This funding of $10,000 dollars assisted in providing two retreats, faculty convention workshops, President Leadership Institute, Professional Development Day, and additional training for our facilitators. Provide evidence through outcome measures, related to College Strategic Priorities: The infusion of the skills for better communication and better productivity will enhance SLCC’s College priorities of quality education, student access and success, culture of evidence and accountability, strengthen institutional support and advance partnerships/relationships in the community.

Documents

Salt Lake Community College · data warehouse. Measurable Outcome (Intended results of actions taken to address stated need): The use of a central repository for reporting allows