End of Year Report - Richland College

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$DEVELOPMENTAL MATH COURSE ... - Richland College$

60 Richland College 100.0 Closing the Gap for Historically Underserved Students in Dual Credit Success 95.0 90.0 85.0 80.0 75.0 Af-Am & Hispanic All Credit Students 70.0 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 projected 2013-14 projected 2015-16 projected Figure 2.2.7B 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 61 2.1.8 % of students who receive a grade of “C” or better in collegelevel coursework after successful completion of developmental work Strategic Measure* Target Range Performance % of max. target range ≥ 68.40 – 76.00 = 72.03 = 94.80% 2.2.8 % of African-American and Hispanic students who receive a grade of “C” or better in college-level coursework after successful completion of developmental work Strategic Measure* Target Range Performance % of max. target range ≥ 65.70 – 73.00 = 67.04 = 91.80% Richland tracks students who successfully complete capstone courses in developmental education to determine their performance in related college-level courses. Performance for all students in this cohort ●● falls within the target range (see Figure 2.1.8A) ●● is above the national 75th percentile for success in English 1301 after completion of developmental coursework for both course completers (excludes “W” grades) and enrollees (includes “W” grades) (see Table 2.1.8B) ●● is above the 70th percentile for success in college-level mathematics after completion of developmental mathematics for course enrollees (see Table 2.1.8B) Performance for historically underserved students in this cohort ●● falls within the target range ●● exceeds 4 of 6 peers (see Figures 2.2.8A,B) Based on continued improvement initiatives such as the Achieving the Dream focus on developmental mathematics and reading, the Statway pilot in developmental mathematics, and the continuation of the successful course redesign in developmental writing, leadership raised the target for underserved students to 74.00. *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
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End of Year Report Academic Year 20
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2 Executive Summary Annual End of Y
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4 Richland College End of Year Repo
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6 Richland College Components of Ke
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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
Page 60 and 61: 58 Richland College 2.1.7 % of dual
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
Page 92 and 93: 90 Strategic Planning Priority Goal
Page 94 and 95: 92 Richland College Measures: 3.1.1
Page 96 and 97: 94 Richland College 3.1.3 # of inte
Page 98 and 99: 96 KPI 3.2 Provide excellence in jo
Page 100 and 101: 98 Richland College 3.2.3 % of empl
Page 102 and 103: 100 Richland College 3.2.4 # of Adm
Page 104 and 105: KPI 3.3 Provide comprehensive profe
Page 106 and 107: 104 KPI 3.4 Proactively manage turn
Page 108 and 109: 106 Richland College Classification
Page 110 and 111: 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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