End of Year Report - Richland College

Strategic Planning Priority Goal #1: Identify and Meet Community Educational Need
18
Richland College
Strategic Planning Priority Goal #1:
Identify and Meet Community Educational Needs
Score = 9.5
Introduction
Richland’s leadership tracks 4 key performance indicators with 1 operational* and 17 strategic*
measures to determine how well the college identifies and meets our community’s educational needs.
The four areas of focus include building sustainable community relationships through dual credit
arrangements with service area high schools, participation of students in service learning projects,
and faculty and staff donations to the State Employee Charitable Campaign (SECC). Richland regularly
communicates with community stakeholders through outreach to service area high schools and
various community organizations. Although the college does not conduct outreach activities outside
the defined service area, Richland serves and communicates with all the residents of Dallas County
and outside Dallas County on a limited basis. Richland is dedicated to increasing market share for
key student segments. This group includes African-American and Hispanic students, economically
disadvantaged students, and non-high school graduates. Richland provides business and industry
workforce training through our technical-occupational offerings and our Garland Campus dedicated to
workforce training. Finally Richland responds to the community’s diverse educational needs through
a variety of course types and delivery options. These include: face-to-face instruction; online instruction;
courses that range from 4 to 16 weeks in duration; courses that prepare students for transfer to a
university; developmental courses that prepare students for college-level work and to communicate in
the English language. In a cycle of improvement this year, Richland eliminated the previous 2009-10
KPIs 1.2 and 1.3 and created a new KPI 1.2 with a focus on increasing the market share of key student
segments. This new KPI incorporated all the measures from the previous 2 KPIs and relocated a
dual credit measure for a total of 9 measures under the newly created KPI 1.2 Increase market share
of key student segments. Following is a summary of Richland’s performance on 4 KPIs for Identifying
and Meeting Community Educational Needs.
Organizational Objectives/KPIs Performance Summary
1.1 Score = 9.15
Initiate Relationships for Sustainable Community Building reflects a score within the range
of tolerance although the score is a decrease of 0.32 compared to 2009-10. One strategic* measure
exceeds the target range and 1 operational* measure falls below the target range. This KPI
aligns with the college’s core competency of sustainable community building and the strategic
advantages of an excellent reputation in the community we serve and strong community relationships.
*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