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Warning Text’?’ џ Warning Text џџџ%ŽXŽTableStyleMedium9PivotStyleLight16’т8џџџнЗдќѓђ„Ћъdq:FЅ€€РРР€€€™™џ™3fџџЬЬџџffџ€€fЬЬЬџ€џџџџџџ€€€€€џЬџЬџџЬџЬџџ™™Ьџџ™ЬЬ™џџЬ™3fџ3ЬЬ™ЬџЬџ™џfff™–––3f3™f333™3™3f33™333\џџџ`…цYProgram…AmSheet2…ќnSheet3ššЃЃŒЎССыќ <7ŸIf enhancements/improvements that you have just identified can be implemented within your program or department's currently existing structures and allocated resources, then consider this update form complete and submit to Jim Haynes (haynesjim@deanza.edu). If ADDITIONAL resources are needed through the Student Services Planning and Budgeting process, then complete Section IV. (below).NWhat AUO Assessment findings, if any, support and guide the resource request? How will the resource allocation specifically enhance your program's services, activities, processes, etc. to support student learning and services to students?III. AUO InformationЦWhat significant changes (i.e. budget reductions, EIS implementation, personnel changes, etc.) have occured since the last complete program review? Were those changes based on AUO assessments? How have these changes affected your program? You may also address how these changes affect the following: resource allocation requests, strategic initialtives, "main areas for improvement", mission statements, or physical/organizational restructuring. УХ How many AUOs have been written?+How many AUOAC* were completed in 2009-10? EHow many AUOAC are committed to be completed in 2010-11? Staff in Program:%How many participated in writing AUO?Л*AUOAC = a complete AUO Assessment Cycle includes writing an AUO, assessing the AUO, reflecting on the results /process, and planning enhancements to improve student learning/acheivement.#$tAUOAC Discussion and Analysis: Summarize the discussions and analyses of your program/departments' AUOAC results. 8Suggestions for the AUOAC Discussion & Analysis (above):НPatterns that emerge or are confirmed when AUO data are viewed, either alone or in combination with other data (such as student satisfaction survey, marketing survey) at the program level. FEvidence of value derived from the AUOAC process within your program. DHow many participated in assessment phase in 2009-10?HHow many will participate in assessment phase in 2010-11?"How many were assessed in 2009-10?1How many are committed to be assessed in 2010-11?Program/Department:I. General InformationWIV. Resource Requests: (Use this section ONLY if you have a NEW resource request) EPlease submit your top three (or less) choices below in ranked order: Cost estimate Item Name:КHow will the resource enhance your program with respect to the College mission or Strategic initiatives and/or your program's goals for improvement as stated in your last program review?@Other information that may be important to support your request?(II. Status Since Previous Program ReviewADetailed data supporting some or all of the statistics collected.Date:TotalAuthors of Report: IHow many participated in Reflection & Enhancement discussions in 2009-10?Technology Resources Group Marty KahnAChange:EIS Portal Activation KEffect: Added workload on Web Team; reduced availability for other projectsФN/A -- 2010 is the first year that we have done an AUO. Results will be collected via service satisfaction surveys done annually by ETS, as well as student and community comments on web services. ЊWhat your goals were for any 'benchmark' percentages and whether you achieved those goals. ??? User will state that they are satisfied or very satisfied XXX% of the time.Z Some of the challenges the staff continue to face in attempting to hit your program goals with respect to AUO. The most obvious challenge is how to continue or improve services in the face of continuing budget cuts and increasing demand for services from the campus..Equipment Budget for TRG in new MLC building. B Budget AllocationPCurrent B budget is $52k/year. Department consistently requires $62-65k per year>Change: Closure of classified position: Production CoordinatorReduction and/or elimination of the following services: instructional media creation, revenue generation via corporate and community projects, campus event coordination, student training workshops, La Voz media support, provided internships for АЎЖЙДЋУН students. UChange: Planned move to new MLC buidling in 2012. зEffect: Design, budget and bidding process have impacted timelines on other projects. The move will result in a reduction in overall space for department and relocation to new buidling will require some reorganization of services. Department will coordinate more closely with Staff Development and Distance Learning. New technlogies will be evident throughout the building, and technology support services, provided by the TRG and ETS, will be challenging to coordinate. mEffect: Staff reduction has caused an increase in new technology project requests and staff support requests.'Change: Campus wide staff reductions 1We have yet to complete an assesment cycle.Production Coordinator: this position is the only one of it's kind in the District and, as such, leaves a large service gap in the area of media production for instruction and student services. Production of educational media has been a hallmark of АЎЖЙДЋУН since the early eighties and students continue to have high expectations for the use and quality of media in their courses. Faculty demand for the use of audio and video media in both on line and on campus courses has continued to increase; this information will be confirmed and documented via surveys. Equipment Budget for MLC: New equipment is required to replace production and distribution equipment that is, in some cases, over 20 years old, is no longer is reliable and will not meet the current and future needs of АЎЖЙДЋУН students. B Budget Allocation: The department was doubled in size in 2006, without adding any operational funds. This has resulted in a $10,000-$15,000 B budget deficit each of the three years since. One of the key uses of B budget is to staff the department with student employees, who have always played a large role in the completion of TRG projects. Wtih the loss of the Production Coordinator position, these student employees have become more crucial to department operation than ever before.+A\tI\KInitially, the restoration of the Production Coordinator position will allow us to restore services that have been reduced or eliminated. Since some of the services are currently being supported by the department supervisor, restoration of the position will allow the department supervisor to return to full time program management, thus allowing for better department coordination, higher levels of staff efficiency and improved project planning. The Equipment Budget for the MLC is required to fulfill the service mission of the Mediated Learning Center: to provide students and faculty with state of the art tools for the creation and distribution of instructional media. An increase in B Budget allocation will allow the department to better serve the needs of students and faculty by supporting the continued use of paid student interns.6Production Coordinator (Classified Position, level 56)A $62,603 annual salary + 38% benefits= $86,3892 total annual cost-1.2 Million Dollar unfunded equipment request'An "academically rich, multi-cultural learning environment" requires a broad based, innovative approach to instruction. Essentially this means that, at АЎЖЙДЋУН College, "one size does NOT fit all." We support a variety of teaching and learning styles for students of all cultures and backgrounds, including those with disabilities. Research has shown that mixed media courses (i.e. courses that do not rely exclusively on one content delivery methodology) have improved retention and success rates due to increased student interest and involvement. 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