End of Year Report - Richland College

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$DEVELOPMENTAL MATH COURSE ... - Richland College$

16 Organizational Action Plan Emphasis Richland College Organizational Action Plan Emphasis for 2010-11 Strategic Planning Priority #1 Richland College’s Organizational Action Plan emphasis for identifying and meeting community educational needs for 2010-11 was to increase overall growth and market share for all reimbursable contact hours, dual credit identifying and meeting community educational needs for contact hours, online contact hours, and for African-American and Hispanic population segments. The Outreach department conducted targeted activities including ●● application day at 3 service area public high schools ●● college fair participation in Garland, Dallas, Mesquite, Richardson, and Plano independent school districts ●● Family Awareness Conference Tours ●● Minds in Motion college readiness seminars ●● College Connection workshops ●● Girls, Inc. program with participants spending 1 week at Richland College learning about program options and college success tools ●● Hispanic-focused outreach participation such as Dia de la Familia program, Hispanic College Fair, Las Llaves del Exito, and Hispanic Women’s Network – Education Series The dual credit department conducted aggressive outreach and activities including ●● increased enrollments for service area high schools of Lake Highlands, North Garland, Sachse, Harmony Science Academy, Garland, Pearce, Naaman Forest, Berkner, Brighter Horizons, Highland Park, Lakeview Centennial, North Garland, Richardson, Rowlett, South Garland, and Townview Magnet ●● healthy on-campus dual credit participation ●● healthy home-school enrollments of 122 students The Richland Collegiate High School (RCHS) ●● added a visual, performing and digital arts emphasis increasing non-STEM enrollments ●● developed and implemented an aggressive marketing campaign to showcase RCHS graduate scholarship offers as well as the caliber of universities that RCHS graduates attend The Vice President for Teaching and Learning, the Associate Vice President of Enrollment Management, and Academic Council continues to ●● ensure that the college offers an aggressive schedule of classes that meets the needs of the community including online classes, flex classes, classes during the day and the evening, classes that transfer for university credit, technical-occupational classes, and classes at the developmental education level for reading, writing, mathematics, and English as a Second Language ●● monitor and ensure that schedule modalities meet Richland’s standards of quality *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
Richland College 17 Organizational Action Plan Emphasis for 2010-11 Strategic Planning Priority #2 This academic year’s primary Organizational Action Plan emphases for student success were Richland’s ●● continued participation in the national Achieving the Dream (AtD) initiative ♦♦ first full year of focused improvement activities for the identified 9 gatekeeper courses and the EDUC-1300 mandatory course for students who are new to college (EDUC-1300) ♦♦ funding of the major AtD improvement activities through the $1.4M 5-year Asian-American Native American Pacific Islander Serving Institution Grant (AANAPISI) ●● implementation of the new 3-tiered CORE curriculum including a mandatory EDUC-1300 course to prepare students for success ●● preparation and training of faculty for the Statistics Pathway Collaboratory of Community Colleges (Statway) pilot with the Carnegie Foundation for the Advancement of Teaching ●● curriculum redesign in developmental writing and college algebra Strategic Planning Priority #3 ●● ●● Leadership’s organizational action plan emphasis for employee success for 2010-11 included improving the college hiring processes, enhancing employee capabilities, improving communication at all levels, and improving employee satisfaction. ●● Employee Services staff mapped 7 key processes to improve consistency in process execution ●● Senior leadership, in collaboration with TOLI staff, revised the professional development requirements to enhance employee development and capability Senior leadership committed to enhanced communication with timely sharing of council minutes, college forums to enhance communication, and use of employee suggestions during budget forums. Senior leadership expanded employee recognition during the annual all-college convocation to enhance employee satisfaction Strategic Planning Priority #4 Leadership’s organizational action plan emphasis for institutional effectiveness for 2010-11 included a focus on ●● emergency preparedness as the college renewed a focus on emergency drills for building evacuation, shelter in place, and revamped the emergency response team ●● campus safety with the college facilities director, working with senior leadership, set up a schedule for the replacement of all exterior lighting to enhance the safety of campus parking lots in the evening ●● meeting infrastructure needs with Wichita Hall completely remodeled and brought up to standard ●● conservative utility usage as new exterior doors were installed throughout the campus that aren’t ●● ●● ●● easily blown open by the wind and therefore improve the efficiency of utility usage adhering to financial targets as leadership thoughtfully reviewed all position vacancies during the academic year and where possible did not refill positions procuring additional funding through grants as the college was awarded a $1.4M AANAPISI grant to fund the majority of AtD initiatives successful SACSCOC 2013 reaffirmation as leadership named and funded 2 QEP teams and supports other activities to comply with SACSCOC requirements *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 16 and 17: 14 Measurement System Richland Coll
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
Page 66 and 67: 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
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76 Richland College 600 550 500 450
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78 Richland College 750 675 600 525
Page 82 and 83:
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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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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