End of Year Report - Richland College

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Richland College
4.2.4 Difference between the percentage fulltime faculty increase
compared to the percentage annual contact hour increase
Operational Measure*
Target Range
Performance
% of max. target range
< 8.36 - 9.29
= -13.64
= 0.00%
Leadership monitors the percentage change in contact hours compared to the percentage
change in fulltime faculty for the purpose of ensuring sufficient fulltime faculty to address the
college’s mission. Performance for this measure
●●
falls well below the target
●●
represents a 3-year negative trend (see Figure 4.2.4)
The large turnover of fulltime faculty in 2010-11 was due primarily to the aggressive retirement
incentive offered by the DCCCD. At the same time the college lost large numbers of experienced
faculty, the reduced state funding makes it difficult to replace all departing faculty,
much less add additional faculty. After much thought and deliberation, leadership made the
decision to discontinue this measure and to replace it with another measure related to balance
in workforce composition that should be more actionable.
12.0
Change in Reimbursable Credit Contact Hours vs. Change
Number of Full-time Faculty
10.0
8.0
6.0
4.0
2.0
0.0
-2.0
-4.0
-6.0
-8.0
-10.0
-12.0
% Cont. Hour Growth
% FT Faculty Growth
Good
-14.0
05-06 to 06-07 06-07 to 07-08 07-08 to 08-09 08-09 to 09-10 09-10 to 10-11
Figure 4.2.4
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