End of Year Report - Richland College

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14 Measurement System Richland College Measurement System Richland College “Excellence comes from inside ourselves, it is our mastery of the particular field we have chosen. It is investing our efforts at our personal maximum level in pursuit of our best self, holding our own selves to the highest standard.” Mina Samuels The Richland College 2010-11 measurement system is composed of 1) four broad and encompassing Strategic Planning Priority Goals (SPPs) weighted for importance 2) fifteen weighted and organizationally critical Key Performance Indicators (KPIs) 3) ninety-eight weighted and actionable measures, the number of which varies per KPI (from 2 to 16) 4) target ranges for each measure for 1-year, 3-years, and 5-years out KPIs serve as Richland’s vital signs. Each month the expanded college leadership group reviews the institutional report card, the Thunion (Thunder + Onion) designed to monitor performance to target for each KPI and measure. Four times each year the entire President’s Cabinet participates in the formal report card review. If performance falls short of target, leadership ‘peels the onion’ to examine beyond the surface, turning to wonder why rather than rushing to judgment of, reflecting on each layer as it is exposed to find the deeper underlying cause. Those closest to the issue determine subsequent corrective actions. At the most detailed level, the college evaluates institutional performance against the target yielding a score for each measure. The scoring scale is 0 to 10. Leadership adjusts scores that fall outside the scale to either extreme of the scale (0 to 10) so as not to mask underperformance in the aggregate. The system is interlocking and rolls up to an overall monthly score in Figure 1, shown below. Leadership adheres to the discipline of the annual planning retreat and monthly monitoring of performance to keep the college agile and responsive to the community and students Richland serves. By steadfastly monitoring progress each month, the college leadership has the opportunity to demonstrate agility by influencing institutional outcomes through timely and corrective action instead of waiting until the end of the semester or year to discover that performance was less than expected. This adherence to discipline is even more important as Richland faces continued declines in state funding and a reduced local property tax base. Additionally, the loss of investment income and the slow economic recovery also impact Richland’s and the DCCCD’s budgets. (Performance /Target) x 10 = Weighted KPI Measure Score + Weighted KPI Measure Score + Weighted KPI Measure Score = Weighted KPI Score + Weighted KPI Score + Weighted KPI Score = Weighted SPP Score + Weighted SPP Score + Weighted SPP Score = Overall College Score Scores of: 98 Measures 15 KPIs 4 SPPs 1 Overall Figure 1 End of Year Report 2010-11
Richland College 15 At the conclusion of each academic year, the cumulative monthly tracking culminates in an End of Year Report containing an analysis of performance-to-target for each institutional measure and KPI. End of Year Report results serve as input to the next planning cycle and the impetus for continuous improvement plans. KPIs with scores below 9.0 trigger organizational actions designed to improve performance over the next year. At the end of 2010-11, five KPIs had a score below 90% of the target. Leadership developed Strategic Organizational Action Plan emphases (see pages 16-17) for execution in 2011-12 to address each gap in performance. Departmental improvement plans support each organizational action plan emphasis. This End of Year Report presents an analysis of performance on each of the Key Performance Indicators and related measures for the latest complete academic year, September 2010 – August 2011. To provide context, Richland compares its performance to six peer DCCCD colleges and to national best-in-class community colleges against whom the college benchmarks in specific areas. Leadership summarizes performance for each KPI and measures with a stoplight color. Blue Green Yellow Red exceeded expected performance target range. performed as projected within the target range. fell below expectations by five percent or less. more than five percent below minimum target range. *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
Page 1: End of Year Report Academic Year 20
Page 4 and 5: 2 Executive Summary Annual End of Y
Page 6 and 7: 4 Richland College End of Year Repo
Page 8 and 9: 6 Richland College Components of Ke
Page 10 and 11: 8 Richland College LAYER 3 Institut
Page 12 and 13: 10 Richland College LAYER 3 Institu
Page 14 and 15: 12 Strategic Planning Process Richl
Page 18 and 19: 16 Organizational Action Plan Empha
Page 20 and 21: Strategic Planning Priority Goal #1
Page 22 and 23: 20 KPI 1.1 Initiate relationships f
Page 24 and 25: 22 KPI 1.2 Increase market share of
Page 26 and 27: 24 Richland College 1.2.3 % of loca
Page 28 and 29: 26 Richland College 1.2.4 % of Dall
Page 34 and 35: 32 Richland College 1.2.9 % of Dall
Page 36 and 37: 34 Richland College Richland's Mark
Page 38 and 39: 36 Richland College 1.3.3 # of cont
Page 40 and 41: 38 Richland College 1.4.2 # of cont
Page 42 and 43: 40 Richland College 1.4.4 # of deve
Page 44 and 45: 42 Richland College Organizational
Page 46 and 47: 44 Richland College 90.0 85.0 80.0
Page 48 and 49: 46 Richland College 2.1.2 % C or be
Page 50 and 51: 48 Richland College 2.1.3 % C or be
Page 52 and 53: 50 Richland College 80.0 Closing th
Page 60 and 61: 58 Richland College 2.1.7 % of dual
Page 62 and 63: 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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68 Richland College 100.0 97.0 94.0
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Page 74 and 75:
Page 76 and 77:
74 Richland College 2.1.13 # of ass
Page 78 and 79:
76 Richland College 600 550 500 450
Page 80 and 81:
78 Richland College 750 675 600 525
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80 Richland College 2.1.15 % of fal
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82 Richland College 85.0 Closing th
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84 Richland College 1500 1350 1200
Page 88 and 89:
86 KPI 2.3 Promote student engageme
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Page 92 and 93:
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
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106 Richland College Classification
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108 Richland College 3.4.4 % of cre
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110 Richland College 3.5.2 # of on-
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112 Richland College 3.5.4 % of Mat
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114 Richland College 3.5.6 % of Ric
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116 Richland College 20 # Crimes th
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118 Richland College Organizational
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120 Richland College 4.1.2 % of ann
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122 Richland College 4.1.4 Dollar a
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124 Richland College 4.1.6 # of rei
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126 Richland College 4.1.7 Reimburs
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128 Richland College 4.1.9 Annual e
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130 Richland College 4.1.11 Annual
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132 Richland College 4.1.13 Credit
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134 Richland College 4.2.2 % meetin
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136 Richland College 4.2.4 Differen
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138 Richland College 4.2.6 % of fac
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140 Richland College 4.3.2 Water co
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142 Richland College 4.3.4 Greenhou
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A-2 TEACHING, LEARNING, COMMUNITY B
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A-4 Philosophy We believe that whol
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A-6 Statement of Purpose The purpos
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A-8 Process Implementation/Improvem
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A-10 Cycles of Improvement to Plann
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A-12 Updated Office of Planning and
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A-14 2010-11 Core Competencies Riic
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A-16 Strategic Advantages* are thos
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A-18 Organizational Action Plan Mat
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