End of Year Report - Richland College

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$DEVELOPMENTAL MATH COURSE ... - Richland College$

6 Richland College Components of Key Performance Indices for Strategic Priorities 1. Identify and Meet Community Educational Needs Four Key Performance Indicators EOY Score 1.1 Initiate relationships for sustainable community building (5%) 9.15 1.2 Increase market share of key student segments (30%) 9.14 1.3 Provide business and industry work force training (15%) 9.18 1.4 Respond to community educational needs (50%) 9.93 2. Empower All Students to Succeed Three Key Performance Indicators EOY Score 2.1 Monitor and improve student success (40%) 9.47 2.2 Monitor and improve success for historically under-served student groups (40%) 2.3 Promote student engagement and satisfaction with instructional practices and services to support student learning (20%) 9.17 9.64 3. Empower All Employees to Succeed Five Key Performance Indicators EOY Score 3.1 Promote excellence in job performance (15%) 10.00 3.2 Provide excellence in job satisfaction & engagement (10%) 9.96 3.3 Provide comprehensive professional development for all employee groups (25%) 8.47 3.4 Proactively manage turnover and diversity (25%) 5.98 3.5 Provide a safe and healthy working environment (25%) 5.00 4. Ensure Institutional Effectiveness Three Key Performance Indicators EOY Score 4.1 Remain fiscally responsible and sound (35%) 8.38 4.2 Meet and exceed internal and external standards and requirements (35%) 4.3 Operate the college using environmentally sustainable practices (30%) 9.31 8.87 All scores based on a scale of 10. Green = Within target range Yellow = 89.99% - 85% of target range Red = Less than 85% of target range End of Year Report 2010-11 Prepared by the OPRIE Page 2 flv u:\excel\kpi\kpi1011\July_August11.xls
Richland College 7 LAYER 3 Institutional Measure Performance Snapshot End of Year Report RICHLAND COLLEGE College Objectives, Organizational 2010-11 Strategies, KPIs, Measures, Targets As of 6/30/11 Institutional Measures for KPIs under Strategic Planning Priority 1. Identify and Meet Community Educational Needs Strategic or Operational* Performance Level 1.1 Initiate relationships for sustainable community building 1.1.1 # of service hours in Service Learning S 1.1.2 Annual RLC SECC contributions O 1.2 Increase market share of key student segments 1.2.1 % of local service area public high school graduates within one-year enrolled as credit students S 1.2.2 Contact hours from dual credit and concurrent enrollments S 1.2.3 % of local service area (lsa) market enrolled as students S 1.2.4 % of Dallas County market enrolled as students (outside lsa) S 1.2.5 % of unduplicated credit enrollments outside of Dallas County S 1.2.6 % of local service area historically underserved population enrolled as students S 1.2.7 % of local service area economically disadvantaged enrolled as students(CR) S 1.2.8 % of non-HS graduate market share in local service area S 1.2.9 % of Dallas County historically underserved market (Af-Am, Hisp) outside the local service area S 1.3 Provide business and industry work force training 1.3.1 # of reimbursable credit tech-occ contact hours S 1.3.2 # of reimbursable non-credit contact hours S 1.3.3 # of contact hours from Corporate Services S 1.4 Respond to community educational needs 1.4.1 # of on-line contact hours S 1.4.2 # contact hours for classes that are other than semester length S 1.4.3 # of transfer contact hours S 1.4.4 # of developmental contact hours (DMAT, DREA, DWRI, ESOL) S S = Strategic, O = Operational Blue = Exceeds Target Range, Green = Met Target Range, Yellow = Below Target Range by 5% or less, Red = Below Target Range by more than 5% *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
Page 1: End of Year Report Academic Year 20
Page 4 and 5: 2 Executive Summary Annual End of Y
Page 6 and 7: 4 Richland College End of Year Repo
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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56 Richland College 90.0 85.0 80.0
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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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