End of Year Report - Richland College

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$DEVELOPMENTAL MATH COURSE ... - Richland College$

132 Richland College 4.1.13 Credit class schedule optimization index Operational Measure* Target Range Performance % of max. target range = 90.00 – 100.00 = 79.20 = 79.20% Leadership tracks an index of credit class scheduling efficiency to ensure the best usage of Richland’s existing resources. Performance for this measure ●● falls below the target range by 10.8 percentage points ●● represents a 3-year negative trend (See Table 4.1.13) Higher than expected class cancellations in summer 2011 caused performance to exceed the maximum percentage desired. Due to the continued poor economy and lack of available financial aid, fewer students than anticipated enrolled in the summer term. Leadership left the target intact for 2011-12. Index Scores and Performance Trends for… What percentage of classes were cancelled? What percentage of classes are within at least 80% of the room capacity? What percentage of classes have actual enrollments within at least 70% of the desired enrollment? Performance Trends Targets 2008-09 2009-10 2010-11 90% 100% 8.28 9.78 12.81 8.80 8.00 68.00 68.00 68.31 63.00 70.00 72.91 86.42 82.27 72.00 80.00 Total Index Score 9.61 9.16 7.92 9.00 10.00 Table 4.1.13 Source: DCCCD Colleague System *Strategic measures are those identified for special emphasis by college leadership, the DCCCD Board of Trustees, the state or national government, or SACS accreditation agency. Operational measures are those key to the ongoing vitality of the organization but without strategic emphasis. End of Year Report 2010-11
KPI 4.2 Meet and exceed internal and external standards and requirements Richland College 133 4.2.1 % compliance with external requirements index Strategic Measure* Target Range Performance % of max. target range = 90.00 – 100.00 = 97.50 = 97.50% Leadership tracks an index of external requirements to ensure that Richland is in compliance. This index is composed of environmental compliance (HazCom, AASHE), city food service requirements, compliance with the college’s accrediting body (SACS-COC), requirements for state and national agencies (THECB, US Department of Education), and external audit requirements. Performance for this measure ●● falls within the target range ●● reflects a 3-year positive trend (see Table 4.2.1) Since leadership expects maximum performance for all external requirements, the target remains intact for 2011-12. Compliance with external requirements sub-measures Target Range Actual Perf. Item Score Trends 2010-11 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 HazCom rating = 90 - 100 100.00 100.00 100.00 100.00 100.00 100.00 City of Dallas Health Dept. Food Service Inspection ≥ 81 - 90 91.00 92.20 100.00 100.00 100.00 101.00 SACS-COC (as of 7-13-2009) = 90 - 100 100.00 100.00 100.00 100.00 100.00 100.00 THECB requirements = 90 - 100 95.65 100.00 100.00 95.70 95.70 95.70 Loan Default % ≤ 13.2 - 12 14.60 87.90 96.00 96.00 96.00 96.00 AASHE STARS score ≥ 36 - 40 36.75 n/a n/a 78.20 78.20 91.90 Audits = 90 - 100 100.00 n/a n/a n/a 100.00 100.00 Total Index Score = 90 - 100 97.50 96.02 99.20 94.98 96.10 97.50 Table 4.2.1 Source: External evaluations and reports *Strategic measures are those identified for special emphasis by college leadership, the DCCCD Board of Trustees, the state or national government, or SACS accreditation agency. Operational measures are those key to the ongoing vitality of the organization but without strategic emphasis. End of Year Report 2010-11
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End of Year Report Academic Year 20
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2 Executive Summary Annual End of Y
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4 Richland College End of Year Repo
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6 Richland College Components of Ke
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8 Richland College LAYER 3 Institut
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10 Richland College LAYER 3 Institu
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12 Strategic Planning Process Richl
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14 Measurement System Richland Coll
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16 Organizational Action Plan Empha
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Strategic Planning Priority Goal #1
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20 KPI 1.1 Initiate relationships f
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22 KPI 1.2 Increase market share of
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24 Richland College 1.2.3 % of loca
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26 Richland College 1.2.4 % of Dall
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32 Richland College 1.2.9 % of Dall
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34 Richland College Richland's Mark
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36 Richland College 1.3.3 # of cont
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38 Richland College 1.4.2 # of cont
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40 Richland College 1.4.4 # of deve
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42 Richland College Organizational
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44 Richland College 90.0 85.0 80.0
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46 Richland College 2.1.2 % C or be
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48 Richland College 2.1.3 % C or be
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50 Richland College 80.0 Closing th
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58 Richland College 2.1.7 % of dual
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60 Richland College 100.0 Closing t
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64 Richland College 2.1.9 % in-clas
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66 Richland College 92.0 Closing th
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74 Richland College 2.1.13 # of ass
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76 Richland College 600 550 500 450
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78 Richland College 750 675 600 525
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80 Richland College 2.1.15 % of fal
Page 84 and 85: 82 Richland College 85.0 Closing th
Page 86 and 87: 84 Richland College 1500 1350 1200
Page 88 and 89: 86 KPI 2.3 Promote student engageme
Page 90 and 91: 88 Richland College 100.0 95.0 90.0
Page 92 and 93: 90 Strategic Planning Priority Goal
Page 94 and 95: 92 Richland College Measures: 3.1.1
Page 96 and 97: 94 Richland College 3.1.3 # of inte
Page 98 and 99: 96 KPI 3.2 Provide excellence in jo
Page 100 and 101: 98 Richland College 3.2.3 % of empl
Page 102 and 103: 100 Richland College 3.2.4 # of Adm
Page 104 and 105: KPI 3.3 Provide comprehensive profe
Page 106 and 107: 104 KPI 3.4 Proactively manage turn
Page 108 and 109: 106 Richland College Classification
Page 110 and 111: 108 Richland College 3.4.4 % of cre
Page 112 and 113: 110 Richland College 3.5.2 # of on-
Page 114 and 115: 112 Richland College 3.5.4 % of Mat
Page 116 and 117: 114 Richland College 3.5.6 % of Ric
Page 118 and 119: 116 Richland College 20 # Crimes th
Page 120 and 121: 118 Richland College Organizational
Page 122 and 123: 120 Richland College 4.1.2 % of ann
Page 124 and 125: 122 Richland College 4.1.4 Dollar a
Page 126 and 127: 124 Richland College 4.1.6 # of rei
Page 128 and 129: 126 Richland College 4.1.7 Reimburs
Page 130 and 131: 128 Richland College 4.1.9 Annual e
Page 132 and 133: 130 Richland College 4.1.11 Annual
Page 136 and 137: 134 Richland College 4.2.2 % meetin
Page 138 and 139: 136 Richland College 4.2.4 Differen
Page 140 and 141: 138 Richland College 4.2.6 % of fac
Page 142 and 143: 140 Richland College 4.3.2 Water co
Page 144: 142 Richland College 4.3.4 Greenhou
Page 147 and 148: A-2 TEACHING, LEARNING, COMMUNITY B
Page 149 and 150: A-4 Philosophy We believe that whol
Page 151 and 152: A-6 Statement of Purpose The purpos
Page 153 and 154: A-8 Process Implementation/Improvem
Page 155 and 156: A-10 Cycles of Improvement to Plann
Page 157 and 158: A-12 Updated Office of Planning and
Page 159 and 160: A-14 2010-11 Core Competencies Riic
Page 161 and 162: A-16 Strategic Advantages* are thos
Page 163 and 164: A-18 Organizational Action Plan Mat
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End of Year Report - Richland College

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