End of Year Report - Richland College

104
KPI 3.4 Proactively manage turnover and diversity
Richland College
3.4.1 % of fulltime employee turnover for the academic year
Operational Measure*
Target Range
Performance
% of max. target range
< 12.10 – 11.00
= 20.45
= 14.10%
Leadership tracks the percentage of fulltime employee turnover to ensure that Richland College
has the employee capacity to achieve the college’s mission. Due to several factors, the magnitude
of which could not be anticipated, Richland experienced the largest employee turnover
in its history with 134 employees. Significant cuts in state funding and local tax base funding
to the DCCCD caused the college to employ a reduction in force among administrative and
professional support staff. The DCCCD also offered an aggressive retirement incentive which
resulted in the loss of 27 long-serving faculty, 9 administrators, and 32 professional support
staff. Additionally, five faculty left to pursue other opportunities as did 15 administrators and 46
professional support staff. Performance for this measure
●●
falls well below the target range
●●
represents a non-beneficial increase over 2009-10 (see Figure 3.4.1)
●●
represents off the chart retirements (n=68) compared to the 2009-10 National Community
College Benchmark figures
●●
represents a high percentage of non-retiree (n=66) departures compared to the 2009-10
National Community College Benchmark figures (see Table 3.4.1)
Leadership decreased the rigor for 2011-12 by increasing the target to 13.00 based on expectations
of additional mid-year retirements due to the second phase of the DCCCD voluntary retirement
incentive option.
Turnover Rate (%)
22.0
20.0
18.0
16.0
14.0
12.0
10.0
8.0
6.0
4.0
2.0
0.0
Figure 3.4.1
RLC 90% of Target 100% of Target
Good
Employee Turnover for Full-time Staff
2006-07 2007-08 2008-09 2009-10 2010-11
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
NCCBP Benchmark Group
AY2009-2010
10th
Percentile
25th
Percentile
Median
75th
Percentile
90th
Percentile
% Year Retirements 0.56% 1.27% 2.13% 0.03% 0.04%
% Year Departures 1.86% 3.05% 4.86% 0.07% 0.11%
Table 3.4.1
Source: NCCBP 2009, 2010 Reports, RLC EOY Reports 2008-09, 2009-10