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Thayne Center for Service & Learning

This progress report outlines the projects funded in FY 2013 and presents the budget request for FY 2014 for the Thayne Center for Service & Learning. The report highlights the accomplishments, community partnerships, and goals of the center.

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Thayne Center for Service & Learning

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  1. Thayne Center for Service & Learning Informed Budget Process: FY 2013 IBP Progress Report & FY 2014 IBP Budget Request

  2. FY 2013 IBP Progress ReportFor Projects Funded July 1, 2012 • Community Partnerships Coordinator • $30,000 (50% salary/benefits) • Project Status: • FT Coordinator began working 09/12 • Revised Community Partnership Agreement form & procedure • Established Community Advisory Board • Creating Nonprofit Volunteer Management Training Series in collaboration with U of U and Westminster College • Managed 9/11 Day of Service grant from Utah Commission on Volunteers, sub-granting funds to 3 community partner organizations • Implemented Social Media Outreach Strategy. Stats for 09/12: • 108 community partner contacts, 8 site visits in the community • 15 volunteer opportunity blog posts, 2,414 blog views • 1,378 total users reached on Facebook, 139 active users

  3. FY 2014 Base Request • Assistant Director, Thayne Center for Service & Learning • Core Theme / Strategic Priority Supported • Community Engagement / Advance Partnerships with Community • Supports Thayne Center mission to engage students and faculty with the broader community • Increases capacity of Thayne Center to provide community service and engagement opportunities • Assists with special projects and manages our cross-college partnerships that promote diversity and cultural enrichment • Dollars Requested • $92,000 = $60,500 salary + $31,500 benefits • Grade 17 midpoint, per consultation with HR Talent Management

  4. FY 2014 Base Request (cont.) • Justification • FY13 TC Program Review recommendations include Asst. Director • Campus Compact Annual Report (2011): TC has 7 staff w/ 3 for SL; whereas national avg. 27 staff w/ 11 SL, and state avg. 14 staff w/ 8 SL • SLCC’s Carnegie Classification for Community Engagement requires TC to increase our capacity in order to respond sufficiently to the requirements and expectations • Asst. Director increases capacity to seek out and manage grants • Asst. Director increases capacity to partner with other departments, integrate our programming across SS and AA, and engage TC alumni • Asst. Director directly supervises TC professional staff • Project Outcome Measurements • TC secures new grant funding to support our programming • TC more fully partners with departments across the college, leading to an increase in student and faculty engagement with the community.

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