End of Year Report - Richland College

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$DEVELOPMENTAL MATH COURSE ... - Richland College$

34 Richland College Richland's Market Share of Technical- Occupational Credit Contact Hours RLC 9% Rest of DCCCD 91% Figure 1.3.1B Source: DCCCD Colleague System *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 35 1.3.2 # of continuing education reimbursable contact hours Strategic Measure* Target Range Performance % of max. target range ≥ 721,800 – 802,000 = 710,791 = 88.60% Contact hours generated as a result of continuing education enrollments leverage Richland’s strategic advantage of agility in response to students’ need for non-degree workforce related instructional delivery and scheduling. Performance for this measure ●● falls short of the target range by 1.4 percentage points ●● represents a 5-year negative trend ●● exceeds that of 5 peers ●● represents a 22% market share, a 4% increase over 2009-10 (Figures 1.3.2A,B) Richland’s market share increase is due primarily to Peer 5’s decline in continuing education contact hours compared to 2009-10. With the exception of Peer 2, continuing education contact hours declined across the DCCCD. Leadership left the target intact for 2011-12 based on Richland’s 5-year trend data and the performance of all peer colleges. 2,000 1,800 1,600 Reimbursable Continuing Education Contact Hours RLC Peer 1 Peer 2 Peer 3 Peer 4 Peer 5 Peer 6 100% of Target 90% of Target Thousands 1,400 1,200 1,000 800 Good 600 400 200 0 Figure 1.3.2A 2006-07 2007-08 2008-09 2009-10 2010-11 Source: DCCCD Colleague System Richland's Market Share of Reimbursable Continuing Education Contact Hours RLC 22% Rest of DCCCD 78% Figure 1.3.2B Source: DCCCD Colleague System *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 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 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 76 and 77: 74 Richland College 2.1.13 # of ass
Page 78 and 79: 76 Richland College 600 550 500 450
Page 80 and 81: 78 Richland College 750 675 600 525
Page 82 and 83: 80 Richland College 2.1.15 % of fal
Page 86 and 87:
84 Richland College 1500 1350 1200
Page 88 and 89:
86 KPI 2.3 Promote student engageme
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88 Richland College 100.0 95.0 90.0
Page 92 and 93:
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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