End of Year Report - Richland College

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$DEVELOPMENTAL MATH COURSE ... - Richland College$

2 Executive Summary Annual End of Year Report Academic Year 2010-11 September 1, 2010 – August 31, 2011 Executive Summary Richland College Following is a summary of significant outcomes from Richland’s 2010-11 End of Year Report. Significant positive outcomes meet or exceed the target range or demonstrate beneficial trends. Significant areas for improvement are those with performance below the target range or demonstrate non-beneficial trends. Strategic Planning Priority Goal #1: Identify and Meet Community Educational Needs Significant Positive Outcomes include: ●● exceeding the target range for enrollment of local service area high school recent graduates ●● continued growth in contact hours generated by dual credit students, exceeding the performance of ●● ●● ●● all 6 peers exceeding the target range for enrollment of local service area African-American and Hispanic students positive trends for ♦♦ enrollment of local service area non-high school graduates (3 years) ♦♦ enrollments from Dallas County outside the local service area (5 years) ♦♦ number of contact hours generated by Corporate Services (3 years) ♦♦ number of online contact hours generated (5 years) ♦♦ number of contact hours generated by flex enrollments (4 years) ♦♦ number of contact hours generated by transfer course enrollments (5 years ) ♦♦ number of contact hours generated by developmental course enrollments (5 years) performance that surpasses all 6 Dallas County Community College District (DCCCD) peers in ♦♦ amount donated through the State Employee Charitable Campaign ♦♦ dual credit contact hours ♦♦ online contact hours with a market share of 23% ♦♦ flex course contact hours with a market share of 29% ♦♦ transfer courses with a market share of 29% ♦♦ developmental courses with a market share of 28% Significant Improvement needed in: ●● the percentage of local service area market enrolled as students at Richland College ●● the percentage of economically disadvantaged students in the local service area that enroll as students at Richland College ●● the number of technical-occupational contact hours ●● the number of continuing education contact hours see pages 18-40 in the 2010-11 End of Year Report End of Year Report 2010-11
Richland College 3 End of Year Report Executive Summary Academic Year 2010-11 Strategic Planning Priority Goal #2: Empower All Students to Succeed Significant Positive Outcomes include: ●● surpassing all 6 DCCCD peers for % A,B,C grades for all students and historically underserved students in ♦♦ all credit classes ♦♦ core curriculum classes ♦♦ online classes ♦♦ developmental classes for reading, writing, and mathematics ♦♦ gatekeeper classes ♦♦ core curriculum completion ●● surpassing all 6 DCCCD peers for all students in ♦♦ in-class retention for all credit classes ♦♦ in-class retention for core curriculum classes ♦♦ in-class retention for online classes ♦♦ number of associate degrees awarded Significant Improvement needed in: ● ● % A, B, C success in gatekeeper courses for all students and historically underserved ●● the number of certificates awarded ●● the number of students completing the core curriculum Strategic Planning Priority #3: Empower All Employees to Succeed ●● ●● Significant Positive Outcomes include: ●● meeting and exceeding targets for numbers of employees who complete degrees and receive educational stipends and/or reclassification ●● exceeding target range for percentage of credit sections taught by full-time faculty from diverse backgrounds replacement of 100% of exterior lights targeted for the academic year 3-year beneficial trend for the percentage of employees who lose vacation days 2 years in a row Strategic Planning Priority #4: Ensure Institutional Effectiveness Significant Positive Outcomes include: ●● good levels of income generated by Corporate Services ●● positive financial performance ●● reimbursable contact hours that exceed all 6 peers and represent a positive 5-year trend ●● positive performance for utility costs at Richland’s main campus ●● good levels of compliance with external requirements and emergency preparedness ●● good levels of performance with the Energy Intensity Index, waste minimization, and annual greenhouse emissions see pages 41-89 in the 2010-11 End of Year Report see pages 90-116 in the 2010-11 End of Year Report see pages 117-142 in the 2010-11 End of Year Report Significant Improvement needed in: ●● percentage of employees who meet professional development requirements ●● hiring diversity ●● reducing on-the-job injuries resulting in 7 or more lost work days ●● college campus safety in number of crimes reported and number of serious workplace accidents Significant Improvement needed in: ●● natural gas utility costs at the Garland Campus ●● the number of classes canceled ●● deployment of the Performance Excellence Model ●● water conservation End of Year Report 2010-11
Page 1: End of Year Report Academic Year 20
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 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
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52 Richland College 80.0 75.0 70.0
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58 Richland College 2.1.7 % of dual
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60 Richland College 100.0 Closing t
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64 Richland College 2.1.9 % in-clas
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66 Richland College 92.0 Closing th
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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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