End of Year Report - Richland College

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$DEVELOPMENTAL MATH COURSE ... - Richland College$

82 Richland College 85.0 Closing the Gap in University Transfer for Historically Underserved Students 80.0 75.0 70.0 65.0 60.0 55.0 50.0 45.0 40.0 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 projected Af-Am & Hispanic All Credit Students 2012-13 projected 2014-15 projected Figure 2.2.15A Source: National Student Clearinghouse 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 83 2.1.16 # of students completing the core curriculum Strategic Measure* Target Range Performance % of max. target range ≥ 1,305 – 1,450 = 1,294 = 89.20% 2.2.16 # of African-American and Hispanic students who complete the core curriculum Strategic Measure* Target Range Performance % of max. target range ≥ 495 – 550 = 468 = 85.10% Leadership tracks student completion of the core curriculum as a key indicator of our students’ abilities to obtain an associate degree and/or to successfully transfer to a university. Performance for all students who complete the core curriculum ●● falls just below the target range by 0.80 percentage points ●● represents a decrease of 118 core completers over 2009-10 ●● exceeds that of all 6 peers (see Figure 2.1.16A) ●● represents a 30% DCCCD market share, a decline of 2 percentage points over 2009-10 due primarily to growth in completers by Peers 3 and 6 (See Figure 2.1.16B) Performance for historically underserved students who complete the core curriculum ●● falls below the target range by 4.9 percentage points ●● represents a decline of decline of 57 core completers over 2009-10 ●● exceeds that of all 6 peers (see Figure 2.2.16A) ●● represents a market share of 24%, a 2 percent decline over 2009-10 primarily due to growth in core completers by Peers 2, 4, and 5 (See Figure 2.2.16B) Leadership left the overall target intact for 2011-12 since it is unclear if or how the institution of a new core curriculum may have affected overall core completion but raised the target for historically underserved students to 650 based on Achieving the Dream initiative and the state’s Closing the Gaps mandate. *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
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10 Richland College LAYER 3 Institu
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12 Strategic Planning Process Richl
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14 Measurement System Richland Coll
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16 Organizational Action Plan Empha
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Strategic Planning Priority Goal #1
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20 KPI 1.1 Initiate relationships f
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22 KPI 1.2 Increase market share of
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24 Richland College 1.2.3 % of loca
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26 Richland College 1.2.4 % of Dall
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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 62 and 63: 60 Richland College 100.0 Closing t
Page 66 and 67: 64 Richland College 2.1.9 % in-clas
Page 68 and 69: 66 Richland College 92.0 Closing th
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
Page 112 and 113: 110 Richland College 3.5.2 # of on-
Page 114 and 115: 112 Richland College 3.5.4 % of Mat
Page 116 and 117: 114 Richland College 3.5.6 % of Ric
Page 118 and 119: 116 Richland College 20 # Crimes th
Page 120 and 121: 118 Richland College Organizational
Page 122 and 123: 120 Richland College 4.1.2 % of ann
Page 124 and 125: 122 Richland College 4.1.4 Dollar a
Page 126 and 127: 124 Richland College 4.1.6 # of rei
Page 128 and 129: 126 Richland College 4.1.7 Reimburs
Page 130 and 131: 128 Richland College 4.1.9 Annual e
Page 132 and 133: 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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