End of Year Report - Richland College

Richland College 39
1.4.3 # of transfer credit contact hours
Strategic Measure*
Target Range
Performance
% of max. target range
≥ 4,725,000 – 5,250,000
= 5,288,041
= 100.70%
Leadership tracks the number of contact hours generated by courses that are transferable to a
university as a key measure of success in meeting the needs of a major market segment in the
college service area. Approximately 75% of all Richland’s credit students attend in preparation
for successful transfer to a university. Performance for this measure
●●
exceeds the target range by 0.70 percentage points
●●
exceeds the performance of all 6 peers
●●
represents a 5-year positive trend (see Figure 1.4.3A)
●●
represents a 28% market share, the same as 2009-10 (see Figure 1.4.3B)
Significant actions during 2010-11 include aggressive scheduling during the year which ensured
seat availability in popular and required courses as well as variety in instructional modality and
flexible schedules. Leadership raised the target modestly to 5,500,00 for 2011-12 based on
trend data and continued budgetary constraints.
7,000
6,300
5,600
4,900
RLC Credit Transfer Contact Hours
RLC Peer 1 Peer 2
Peer 3 Peer 4 Peer 5
Peer 6 100% of Target 90% of Target
Good
Thousands
4,200
3,500
2,800
2,100
1,400
700
0
Figure 1.4.3A
2006-07 2007-08 2008-09 2009-10 2010-11
Source: DCCCD Colleague System
Richland's % of Transfer Contact Hours
Market Share for AY10-11
RLC
28%
Rest of
DCCCD
72%
Figure 1.4.3B
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