End of Year Report - Richland College

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A-13 Strategic Planning Training PowerPoint (Spring 2007) The OPRIE, frustrated by the volume of re-work required for completed Departmental Action Plans, scheduled small group meetings with deans, vice presidents and work group leaders to review the purpose and effective composition of Departmental Action Plans. These meetings led the OPRIE staff to realize that general confusion existed about why and when Departmental Action Plans are needed. As a result, the Director of Institutional Effectiveness created a PowerPoint presentation containing a general overview of the Strategic Planning cycle, the reasons for Departmental Actions, PIIPs and Benchmark forms and instructions for completion of each form. Employees receive thirty minutes of professional development credit from TOLI after completing the PowerPoint slide show. Definitions, Trend Data and Source Code Added to Target and Measures Document (Fall 2006) The Office of Planning and Research for Institutional Effectiveness (OPRIE) updated the Targets and Measures document on the OPRIE web page to provide more detailed information for the viewer. Employees are now able to click on any measure to access a pop-up which provides a definition of the measure, trend data if it is available, and the Colleague script or the person and work group providing the data. The Targets and Measures document and the corresponding information are updated after the annual Strategic Planning Retreat each August. Refinement of the Annual End of Year Report to Include Comparisons of Target Student Performance to All Credit Students (Fall 2006) The president of Richland College regularly uses the data and analysis from the Annual End of Year Report in reporting to the DCCCD Chancellor and Board of Trustees. Based on feedback from the college president, the OPRIE staff improved the utility of the EOY Report by providing direct comparisons of target student group performance to the overall credit student body. OPRIE Assigns Strategic Planning Retreat Pre-work (August 2006) The OPRIE looked for ways to streamline the annual strategic planning retreat such that a maximum amount of quality work could be accomplished in a minimum amount of time. It was determined that by assigning pre-work to each ThunderTeam member, the discussions regarding target setting and organizational actions would flow much more smoothly. ThunderTeam members receive advance electronic copies of measures, targets and organizational actions related to their respective work groups. Doing this minimizes the amount of discussion required in the retreat and ThunderTeam members arrive more prepared. Stop Lights Added to Thunion Report (September 2005) and End-of-Year Report (Fall 2006) The OPRIE incorporated the use of “stop lights’ to indicate performance to target for strategic planning goals, kpis, or measures. Stop lights provide information at a glance making these documents more userfriendly. Targets Amended to Include the 90% Range (Fall 2005) The Expanded ThunderTeam experienced some difficulty in communicating with faculty, staff and others outside the organization that leadership considered 90% of the target or better to be within the “range of tolerance.” Many readers of our Thunion Monthly Report Card believed we were unsuccessful if we did not meet or exceed 100%. Establishing a “target range” made the Thunion Reports more user-friendly.
A-14 2010-11 Core Competencies Riichlland Collllege’’s Core Competencies 2010--2015 Richland’s Core Competencies are our areas of greatest expertise. Core Competencies are strategically important capabilities in our educational market, providing a sustainable advantage for our organization. Emerging Core Competencies are areas of continued focused effort toward reaching core competency designation. • Agility and Innovation • Values-inspired culture • Strategic performance improvement • Seamless transitions for lifelong learning • Development and engagement of faculty and staff • Sustainable community building o Social equity and justice o Economic viability o Environmental vitality Emergiing Core Competenciies • Student engagement • Student retention & persistence • Student success • Service excellence
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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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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
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84 Richland College 1500 1350 1200
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86 KPI 2.3 Promote student engageme
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90 Strategic Planning Priority Goal
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92 Richland College Measures: 3.1.1
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94 Richland College 3.1.3 # of inte
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96 KPI 3.2 Provide excellence in jo
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98 Richland College 3.2.3 % of empl
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100 Richland College 3.2.4 # of Adm
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KPI 3.3 Provide comprehensive profe
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104 KPI 3.4 Proactively manage turn
Page 108 and 109: 106 Richland College Classification
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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 134 and 135: 132 Richland College 4.1.13 Credit
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: A-12 Updated Office of Planning and
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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