End of Year Report - Richland College

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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
s Richland College 19 Organizational Objectives/KPIs Performance Summary 1.2 Score = 9.14 Increase Market Share of Key Student Segments reflects a score within the range of tolerance. Since this is a new KPI for 2010-11 there is no available comparison with 2009-10. Of the nine strategic* measures, 3 exceed the target range of 9 to 10, 4 meet the target range, and 2 measures fall below the target range. This KPI leverages the college’s strategic advantages of an excellent community reputation, agility in response to students’ needs, and size as the largest of the Dallas County community colleges. This KPI also addresses the strategic challenge to maintain our market share. 1.3 Score = 9.18 Provide Business and Industry Work Force Training reflects a score within the range of tolerance and is a decrease of 0.63 compared to 2009-10. One of the 3 strategic* measures exceeds the range of tolerance and 2 strategic* measures fall approximately 5% below our range of tolerance. This KPI aligns with the college’s core competencies of seamless transitions for lifelong learning and sustainable community building for economic viability. Providing business and industry work force training also addresses a strategic challenge to maintain Richland’s county market share. 1.4 Score = 9.93 Respond to Community Educational Needs reflects a score within the range of tolerance and an increase of 0.01 compared to 2009-10. Two of the 4 strategic* measures exceed the range of tolerance and 2 fall within the range of tolerance. This KPI aligns with Richland’s core competencies of agility and innovation, seamless transitions for lifelong learning, and sustainable community building. This KPI also addresses our strategic challenges to Close the Gaps in access and to maintain market share. *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 18 and 19: 16 Organizational Action Plan Empha
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
Page 68 and 69: 66 Richland College 92.0 Closing th
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68 Richland College 100.0 97.0 94.0
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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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82 Richland College 85.0 Closing th
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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
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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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End of Year Report - Richland College

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