1-05: Alternative Scheduling
To improve alternatively scheduled courses and programs as measured by student satisfaction, faculty satisfaction, student performance, number of courses and number of programs offered in an alternative format.

2-05: Faculty Technology Training for Online/Distance Education
To develop an effective training program including technology and pedagogy for faculty interested in teaching online courses as measured by the number of instructors trained, the number of training opportunities, the number of courses offered or course enhancements done by newly trained faculty, and faculty satisfaction.

3-05: Front Door Service
To improve “front door” service for students as measured by student satisfaction, persistence of new students, and faculty satisfaction.

4-05: Diversity in Faculty Hiring
To improve the recruitment process for hiring diverse faculty as measured by an increase in the number of minority candidates applying for full-time and adjunct positions and an increase in the number of minority candidates actually hired.

1-06: Student Recruitment
To identify and implement strategies for student recruitment.

1-08: Adjunct Faculty Development & Support
To improve the adjunct faculty training process as measured by adjunct evaluations and completion of the training process.

2-08: Online College Implementation
To establish benchmarks (best practices, faculty training, technical support, hardware/software needs, course requirements, and policies: for the implementation of online programs in order to facilitate online program implementation as measured by the number of programs brought online and the number of courses identified to support these programs.

3-08: Online Support Services
To develop and implement a high quality online student service delivery system as measured by student access to online services (measured in phases), quality of services delivered, continual training of staff who deliver services online, and implementation of a student friendly email program.

4-08: Accelerated Programming
To create a template for an accelerated course offering system for an Associate in Science or an Associate in Arts degree as measured by the time of the planned degree completion.

5-08: Student Recruitment
To create a target market evaluation process and a strategic marketing process, to grow student recruitment and enrollment.

6-08: Sustainability Action Plan
To develop a prioritized action plan for implementing a College-wide sustainability program, as measured by and updated using the STARS criteria and evaluation process.

7-08: Fairview Park Plaza Center Planning
To develop a successful marketing and usage plan for the Fairview Park Plaza site as measured by the number of students served, profitability, and variety of courses offered.

1-09: Student Recruitment – Biofuels
To utilize the target market evaluation developed by Team 5-08 to grow student recruitment and enrollment in the RCC Biofuels program.

2-09: Student Recruitment – Dual Credit
To develop a plan to recruit/retain dual credit students after high school graduation as measured by increased student persistence and the increased enrollment in the target population.

3-09: Student Recruitment – GED Students
To create recommendations to increase enrollment at Richland Community College of GED students from the Adult Education Department at Richland, as measured by enrollment data.

4-09: Alternative Delivery
To implement an accelerated course offering system that leads to a transferable degree as measured by a reduction of graduation time.

5-09: College Ambassador Program
To create a sustainable and accurate information network that provides internal and external constituents with timely, customer-focused, quality information about Richland Community College.

6-09: Off-Site Learning
To develop successful marketing and usage plans for the HOPE Academy, Clinton Center, and Fairview Park Plaza Center as measured by an increase in the number of students served, profitability, and variety of courses offered.

7-09: College Readiness for Student Success
To improve the institutional system of student support, the team will review and evaluate current practices, and recommend additional academic support services/strategies for student success, as measured by an increase of students and faculty accessing services.

1-10: Balanced Scorecard – Oversight Team
Coordinate the work of the Balanced Scorecard Teams; identify Key Performance Indicators; create dashboard template.

2-10: Balanced Scorecard – Institutional Definitions Team
Develop institutional glossary and create process for updating the glossary.

3-10: Balanced Scorecard – Analysis and Reporting Team
Create process for analysis and reporting of Key Performance Indicators

4-10: Balanced Scorecard – Peer Institutions Team
Identify criteria for peer institutions and system of tracking information.

1-11: Printed Schedule
Determine feasibility of moving to a fully digital class schedule and ending printed class schedule.

2-11: Child Care Services
Examine current services and facilities, cost of operations, integration into curriculum and identify new opportunities.

3-11: Late State/Registration
Determine success factors related to late registration and late start classes.

4-11: Student Communication
Strategic evaluation on the communication a student receives (letters, email, timeline) beginning with the new student.

5-11: Knowledge Management
Create a system/structure to manage the College’s data and information needs that will include definition of terms; priority of data needs; timelines for development; Design/establishment of data to be developed for data blocks; review and/or recommendation of metrics; identification of initial reports.

6-11: Balanced Scorecard Implementation
Implement balanced scorecard processes.

1-12: Online Scheduling/Registration Interface
Improve the web-based registration process and the corresponding website interface for student registration

2-12: Central Issues to Technology
Enhance current communication structure for various student/staff communication systems, including student e-mail and student access to myRichland.

3-12: Student Communication Plan
Develop an implementation strategy for delivery of communication items that new students receive, including a strategic communication calendar.

1-13: Helping Students Learn
Focuses on the design, deployment, and effectiveness of teaching-learning processes that underlie the institution’s credit and non-credit programs and courses and on the processes required to support them.

2-13: Accomplishing Other Distinctive Objectives
Addresses the key processes (separate from instructional programs and internal support services) through which the institution serves its external stakeholders in support of its mission.

3-13: Understanding Students’ and Other Stakeholders’ Needs
Examines how the institution works actively to understand student and other stakeholder needs.

4-13: Valuing People
Explores the institution’s commitment to the development of faculty, staff, and administrators.

5-13: Leading and Communicating
Addresses how leadership and communication processes, structures, and networks guide the institution in setting directions, making decisions, seeking future opportunities, and communicating decisions and actions to internal and external stakeholders.

6-13: Supporting Institutional Operations
Addresses the organizational support processes that help to provide an environment in which learning can thrive.

7-13: Measuring Effectiveness
Examines how the institution collects, analyzes, distributes, and uses data, information, and knowledge to manage itself and to drive performance improvement.

8-13: Planning Continuous Improvement
Examines the institution’s planning processes and how its strategies and action plans help it achieve its mission and vision

9-13: Building Collaborative Relationships
Examines the institution’s relationships, current and potential, to ascertain how they contribute to the organization’s ability to accomplish its mission.

1-14: Using Data for Improved Institutional Planning: Program Review
To improve the process of program review as measured by the development of a campus-wide template for data collection, analysis, and improvement.

2-14: Improving the Assessment of Student Learning Outcomes
To create a process to document assessment of cross-disciplinary outcomes that includes reporting metrics for College reports and using results for improvement.

3-14: Advancing the Completion Agenda: Student Placement
To develop alternate forms of placement in math and English courses that increases the number of students taking higher level courses as measured by the percentage of students placed at each level of course work and by pass rates.

4-14: Institutionalizing the Balanced Scorecard: Communicating the Balanced Scorecard
To coordinate processes related to the Balanced Scorecard leading to communication of components determined by past CIP Teams. Communication will be measured by tracking access of materials on myRichland through analytics.

5-14: Research Team for Evidence-Based Decision Making
Research cultures and best practices of evidence-based decision-making, including higher education and other organizations, information about strategic planning, and possible presenters or relevant conferences and workshops.

6-14: Evidence Based Strategy Team
To review the current Continuous Improvement Process and to recommend updates and training components for the next CIP Team, charged with developing appropriate employee training.

1-15: CIP Training
To develop and pilot a training program for the revised Continuous Improvement Process, including integration of appropriate tools, alternative format for delivery, and revision or creation of necessary documents.

2-15: Enrollment
2-15A: To create a process for optimizing enrollment, as measures by increased enrollment in Associate in Arts, Associate in Science, and Associate in Engineering Science programs for FY16.

2-15B: To create an intense, marketed enrollment strategy for student-focused courses that increases enrollment.

2-15C: To develop a comprehensive and measureable marking plan that identifies targets, messages, and media vehicles that will result in an increase in future student enrollment.

3-15: New Employee Orientation
To successfully achieve the goals of connection, compliance, culture, and clarification through the new employee orientation process as measured by the evaluations midway through the process and once the process is complete.

1-16: Comprehensive Communication Calendar
To develop a comprehensive tool in the form of a database that serves as a road map to coordinate all the efforts of the Recruitment/Registration/Retention process.