End of Year Report - Richland College

KPI 1.4 Respond to community educational needs
Richland College 37
1.4.1 # of online credit contact hours
Strategic Measure*
Target Range
Performance
% of max. target range
≥ 1,620,000 – 1,800,000
= 1,825,680
= 101.40%
Richland’s online course offerings are instrumental for the college’s agile response to students’
need for alternative modes of instructional delivery and scheduling. Performance for this measure
●●
exceeds the target range by 1.40 percentage points
●●
exceeds that of all 6 peers
●●
represents a 5-year positive trend (see Figure 1.4.1A)
●●
represents a 23% market share
●●
represents a decline in online market share of 2 percentage points since 2009-10 (see Figure
1.4.1B)
While Richland College continues to offer an aggressive online schedule, peers 1, 2, and 3, are
now also offering more online classes in their schedules. Leadership is aware of the need for the
college to maintain an edge for this important market segment while not sacrificing quality. Many
of the significant activities during 2010-11 and continuing into 2011-12 involve professional development
for teaching online and also peer review of online instruction. Leadership raised the target
to 2,000,000 contact hours for 2011-12 based on trend data.
2,400
2,100
1,800
# of Online Contact Hours
RLC Peer 1 Peer 2
Peer3 Peer 4 Peer 5
Peer 6 100% of Target 90% of Target
Thousands
1,500
1,200
900
600
300
Good
0
Figure 1.4.1A
2006-07 2007-08 2008-09 2009-10 2010-11
% of growth since 05/06 RLC=196%, Peer 1=75%, Peer 2=163%, Peer 3=129%
Source: DCCCD Colleague System
Richland's % of Online Contact Hours
Market Share for AY10-11
RLC
23%
Rest of
DCCCD
77%
Figure 1.4.1B
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