End of Year Report - Richland College

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
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continued participation in the national Achieving the Dream (AtD) initiative
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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)
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funding of the major AtD improvement activities through the $1.4M 5-year Asian-American Native
American Pacific Islander Serving Institution Grant (AANAPISI)
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implementation of the new 3-tiered CORE curriculum including a mandatory EDUC-1300 course to
prepare students for success
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preparation and training of faculty for the Statistics Pathway Collaboratory of Community Colleges
(Statway) pilot with the Carnegie Foundation for the Advancement of Teaching
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curriculum redesign in developmental writing and college algebra
Strategic Planning Priority #3
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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.
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Employee Services staff mapped 7 key processes to improve consistency in process execution
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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
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emergency preparedness as the college renewed a focus on emergency drills for building evacuation,
shelter in place, and revamped the emergency response team
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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
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meeting infrastructure needs with Wichita Hall completely remodeled and brought up to standard
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conservative utility usage as new exterior doors were installed throughout the campus that aren’t
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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