End of Year Report - Richland College
End of Year Report - Richland College
End of Year Report - Richland College
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<strong>Richland</strong> <strong>College</strong> 23<br />
1.2.2 # <strong>of</strong> contact hours from dual credit and concurrent programs<br />
Strategic Measure*<br />
Target Range<br />
Performance<br />
% <strong>of</strong> max. target range<br />
≥ 563,028 – 625,587<br />
= 592,296<br />
= 94.70%<br />
Leadership tracks the number <strong>of</strong> contact hours generated from the enrollment <strong>of</strong> dual credit students.<br />
Dual credit students represent a major market segment in <strong>Richland</strong>’s service area. Service<br />
area high schools, home school associations, and <strong>Richland</strong>’s Collegiate High School are keys to<br />
addressing our strategic challenge <strong>of</strong> maintaining and growing our Dallas County market share.<br />
RCHS and home schooled dual credit students represent a market share <strong>of</strong> students who do not<br />
desire a traditional high school experience. Dual credit students from service area high schools<br />
represent strong community relationships based on trust, integrity and mutual respect since these<br />
are shared students. Performance for this measure<br />
●●<br />
meets target range<br />
●●<br />
exceeds the performance <strong>of</strong> all peers<br />
●●<br />
more than doubles the contact hours <strong>of</strong> all but peer 2<br />
●●<br />
has grown 322% over the past 6 years<br />
●●<br />
represents a decline <strong>of</strong> 2% from 2009-10 (see Figure 1.2.2)<br />
<strong>Richland</strong>’s positive performance for this measure is the result <strong>of</strong> numerous significant actions during<br />
the academic year detailed in the Organizational Action Plan emphasis. Despite strong performance<br />
for dual credit contact hours during 2010-11, leadership’s environmental scan indicates an<br />
uncertain funding future for dual credit students and therefore raised the target only modestly to<br />
647,707 for 2011-12.<br />
Hours<br />
800<br />
700<br />
600<br />
Dual Credit Contact Hours<br />
RLC Peer 1 Peer 2<br />
Peer 3 Peer 4 Peer 5<br />
Peer 6 100% <strong>of</strong> Target 90% <strong>of</strong> Target<br />
Good<br />
Thousands<br />
500<br />
400<br />
300<br />
200<br />
100<br />
0<br />
Figure 1.2.2<br />
2006-07 2007-08 2008-09 2009-10 2010-11<br />
Source: DCCCD Colleague System<br />
*Strategic measures are those identified for special emphasis by college leadership, the DCCCD Board <strong>of</strong> Trustees, the state or national government, or<br />
SACS accreditation agency. Operational measures are those key to the ongoing vitality <strong>of</strong> the organization but without strategic emphasis.<br />
<strong>End</strong> <strong>of</strong> <strong>Year</strong> <strong>Report</strong> 2010-11
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