Employee Attrition Reduction Plan - columbiasc.net · A previous Employee Survey Report was...

Columbia Fire Department Employee Attrition Reduction Plan

Reasonably Acceptable Attrition

Columbia Fire Department must

establish a competitive marketplace

necessary to retain a fully experienced

and capable fire employee whose

performance consistently meets or

exceeds the City's expectations.

City of Columbia; Office of the Fire Chief

USC’s Institute for Public Safety and Policy Research

Nationally recognized for its survey research services, the Institute monitors

the quality of life in South Carolina by providing information to policy

makers, the media, and the public. The Institute has the capacity to conduct

all phases of survey research, including identification of the most appropriate

method for gathering information, questionnaire design, sample selection,

data collection and processing, and analysis. It conducts face-to-face,

telephone, mail, and Internet surveys, as well as mixed-mode applications.

Government managers and administrators frequently call the Institute to

conduct independent analyses on a wide range of public policy and

operational issues. Recent studies include analyses of procurement policies,

organizational structure, business license ordinances, and department staffing

and compensation levels. The Institute also has experience in process

mapping and redesign, conducting training needs analyses, developing

performance appraisal systems, and reviewing user fees and cost allocation.



USC’s Comprehensive Study was conducted in 3 phases.

• Phase One: Previous Employee Survey Report

• Phase Two: Current Employee Survey Report

• Phase Three: Consisted of Human Resources Practices



Phase One and Phase Two:

A previous Employee Survey Report was conducted to

identify reasons former employees resigned or retired, and

to gather data on both current and previous employee’s

beliefs and attitudes about the Columbia Fire Department.

Concurrently, active employees were confidentially

surveyed in regards to factors related to turnover and

retention including compensation, training, job satisfaction,

and management practices.


Issues Affecting Attrition

• Employee Satisfaction Issues

• Deficient Competitive Market Rate Compensation across all

fire ranks

• Lack of Comparable Annual FLSA working hours

• Lack of incentives for required specialized training

• High-performing employees not rewarded

• Lack of retention / longevity incentives


Employee Survey Report

• 44% of former CFD employees would not

recommend CFD as good place to work

• Nearly 1/3 of all current CFD employees are

dissatisfied with job

• Comparatively 85% of employees in surveyed

departments would recommend their department as

a good place to work


Improving Employee Satisfaction

• Communication

• Development of guidelines

• Officer development

• Employee recognition

• Respect from command staff and managers

• Command staff must admit mistakes

• Seek employee input on new ideas and improvements

• Improved use of resources



Phase Three of the study surveyed Human

Resources Practices for 21 metropolitan fire

departments in the southeastern US

9 departments responded consisting of 115 to 820

employees, with an average size of 415

5 departments offered paramedic service and 2

offered EMT services; 2 offered no medical

services


Respondent Attrition Comparison

• Lowest Salaried Respondent reported 20% Attrition Rate

• Second Lowest Salaried Respondents reported 8% Attrition Rate

• Upper-half Salaried Respondents reported less than 3% Attrition Rate

• CFD 2011 Attrition Rate 13.29% (55 /414)

• 89% of CFD personnel dissatisfied with pay

• Many 6-month to 1-year firefighters now earning more than 4 year

employees due to lack of adjustments

• There are firefighters currently qualified for and receiving

food stamps


CFD Attrition Rate 2006-2012

• CFD 6 Year Average Attrition Rate is currently 9.3%

• CFD has lost a total of 251 personnel between 2006-2012*

• 90 personnel since January 2011 alone

• CFD has replaced 60% of department since 2006.

• CFD average salaries rank below all respondents' reported minimum salaries

• 2012* attrition rate is 8.45% (35 / 414)

• 185 personnel have less than 5 years of service currently earning entry level pay.


Market Rate Starting Salary Disparity

Fire

FighterEngineer Captain

Battalion

Chief

Division

Chief

CFD Starting $28,919 $32,001 $42,790 $47,414 $50,497

Market Rate $37,554 $39,291 $52,876 $64,793 $65,486

% Difference -29.86% -41% -23.57% -36.65% -29.68%

$-

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000A

nn

ual

Com

pen

sati

on


Market Rate Actual Salary Disparity

Fire

Fighter

Fire

Engineer

Fire

Captain

Battalion

Chief

Division

Chief

COC Median $30,641 $38,813 $47,714 $57,691 $68,015

COC Avg $31,316 $41,285 $48,725 $58,661 $67,322

Study Avg. $46,845 $58,053 $65,895 $81,777 $81,040

$-

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000A

nn

ual

Com

pen

sati

on


Cost-of-Living Index Comparisons

Surveyed City USC CREC*

• Nashville 5.0% 5.1% lower than Columbia

• Tampa 3.5% 2.4% lower than Columbia

• Rock Hill 3.2% ------ lower than Columbia

• Charlotte 2.1% 0.6% lower than Columbia

• Raleigh 1.4% 2.9% lower than Columbia

• Orlando 2.8% 3.1% higher than Columbia

• Charleston 4.4% 4.4% higher than Columbia

• Gainesville 5.4% 4.6% higher than Columbia

*Center for Regional Economic Competitiveness


First Year Investment Cost of New Personnel

• $1.89 million spent in 2012 for latest 44 newly hired

firefighters for their first full year of employment

• Pre-Employment Testing, Recruit Training, Benefits,

Equipment, and Salary

• $990,000 spent in 2011 for recruit training

• $630,000 spent in 2012 for recruit training

• Currently 42 fire suppression positions open

• Projected costs are $756,000 to train and equip them


Fire Employee Net Loss/Gain

-20

-10

0

10

20

30

40

50

60

70

2006 2007 2008 2009 2010 2011 2012

Recruits

Separations

Net Loss

/Gain


True Cost of Attrition

•A/C of Professional Services was advised that possibly 15

CFD firefighters have applied for Lexington County Fire

Service openings

• It would cost upwards of $270,000 to replace these 15

firefighters

• Cost does not include required specialized training,

promotional costs, hiring costs or training requirements

• Current CFD Fire Engineers can leave and earn a

higher starting salary as a firefighter at LCFS; two

ranks below their current position.


3% Target Attrition Rate Savings

• $3.33 Million spent on new hires over last 5 years

• CFD’s 5 year average attrition rate of 9.3%

cost $666,000 per year to replace

• Attaining a 3% Target Annual Attrition Rate of 12

employees would have a projected cost of $192,000

• 71% annual reduction of new employee training costs

• 2002 attrition rate was 2.6% w/ only 10 departures


3% Attrition Rate Savings

$-

$200,000.00

$400,000.00

$600,000.00

$800,000.00

$1,000,000.00

$1,200,000.00

2006 2007 2008 2009 2010 2011 2012* 3%

Target

2006-2012* Attrition Cost


Target Attrition Rate Savings

Attaining a 3% attrition rate will result in immediate new

hire cost reductions

•$798,000 reduction in recruit costs from 2011

•$438,000 reduction in recruit costs from 2012

•$2.37 Million reduction in recruit costs for next 5 years

for attaining 3% attrition rate, replacing 12 per year

We must protect our most valuable resource by

investing in and retaining experienced personnel


ESTABLISHED SALARY RANGES

Salary ranges have an established minimum, mid-point, and maximum salary.

•Minimum salary of the a salary range represents the minimum salary that an organization pays for an individual whose combination of related prior education, training and experience meets the minimum qualification requirements as specified in the City’s approved job description.

•Mid-Point salary of a salary range represents a marketplace competitive salary necessary to retain a fully experienced and capable employee whose performance is consistently meeting the City's expectations.*

•Maximum salary of the salary range represents the maximum salary that the position is valued to the City.

*City of Columbia Personnel Policy Manual, Pg.1


Qualified Certification Performance

90% of CFD Fire Employees agreed that high performance was NOT recognized or rewarded

Examples of Performance Compensation:

• Education / Degrees

• Second Language

• Rescue / Hazmat Support

• Specialized Technical Rescue/ Hazmat Specialist

• Advanced Fire Marshal Certifications

• Emergency Medical Technician


City of Columbia Hourly Wage Comparison

Hourly rates

• Fire Flow technician earns $13.16/hr

• Minimal on the job training for productive performance

• This position works 80 hrs/pay period

• This position works 2080 hrs/year

• Administration assistant earns $13.42/hr

• Minimal on the job training for productive performance

• This position works 80 hrs/pay period

• This position works 2080 hrs/year


Certified police officer earns $14.24 / hr

• 15 weeks of training before being able to work

independently

• Police officers work 85 hours / pay period

• Police officers work 2184 hrs / year

•Certified firefighter earns $10.50 / hr

• 16 weeks of training before being able to work

independently

• Pay calculated on FLSA 106 hour bi-weekly schedule

• FLSA of 2756 annual hours calculated

• Firefighters are actually scheduled to work 2920 hours per

year. (365 Days x 24 hours ÷ 3 = 2920)

City of Columbia Hourly Wage Comparison City of Columbia; Office of the Fire Chief

2008 Public Safety Recruitment

and Retention Plan

• In 2008, The Public Safety Retention Plan consisting of a 10% market adjustment was initiated as unanimously approved by City Council to be implemented over 3 years for the Retention and Recruitment of Public Safety Personnel

• Only the first phase of 3.37% was given

• An independent fire department compensation study in 2007 showed an 18% market rate disparity in which the council approved adjustments were based


Public Safety Benefit Parity

• Employees scheduled to work 8 hours per day/5 days per week or 2080 hours during the calendar year, will receive holiday leave hours at the rate of 8 hours per holiday. • 100% scheduled Shift hours received per holiday

• Police Employees scheduled to work 12-hour shifts, or 2210 hours during the calendar year, will receive holiday leave hours at the rate of 8.5 hours per holiday. • 71% scheduled Shift hours received per holiday

• Fire Employees scheduled to work 24-hour shifts, or 2756 hours during the calendar year, will receive holiday leave hours at the rate of 12.0 hours per holiday. • 50% scheduled Shift hours received per holiday


0%

25%

50%

75%

100%

% of Holiday Hours Recevied

8 HOUR

POLICE

FIRE

Public Safety Benefit Parity City of Columbia; Office of the Fire Chief

Respondent Annual Hours Worked

Surveyed departments reported:

• Annual work hours between 2,374 to 2,920

• Average Annual hours worked of 2,620 per year

• Annual Leave Range of 360 to 522 hours

• Average annual leave of 425 hours

• Average of 1 to 2 “Kelly Days” per month.

• Kelly Days reduce FLSA hours actually worked


Comparative Permissive Leave Hours

0

100

200

300

400

500

600

Min-Leave Mid-Range Max-Leave

CFD Annual

Hours

Respondent

Hours


CFD’s Comparable Total Permissive Leave

24 Hour Fire Shift employees work 2,920 hours per year

• 120 Holiday Hours

• 111 Hours Annual 1-5 Years = 231 total hours of leave

• 169 Hours Annual 10 Years = 289 total hours of leave

• 282 Hours Annual 19+ Years = 402 total hours of leave

• 10 Year Fire Employees receive 32% less permissive

leave than that of the respondent average

• 20 Year Fire Employees receive 23 hours less total

permissive than the respondent average


City Fire FLSA Calendar*

PAY CLASS CALENDAR

FYI ONLY

DEFAULT

PATCHED

HRS (Set in

IFAS)

(HREMEN)

SCHEDULED

BI-WEEKLY (HREMEN)FTE

(HRQP)

SCHEDULED

HOURS/DAY

(HRQP)

DAYS/YR

(HRQP)

(PAY)

PERIODS

PRO-RATE

YES=Check Mark

NO= Leave Blank RE-CALC CD

130

FIRE SHIFT

EXEMPT FLSA

(106 hrs X 26)

FIREA 96/120 96/120 1.0 24.0 114.83 26 NO P

135

FIRE SHIFT

NON-

EXEMPT FLSA

(106 hrs X 26)

FIREA 96/120 96/120 1.0 24.0 114.83 26 NO P

Actual Days Scheduled

(365÷3) 121.67

Total Days Differential 6.84

*PayClass-Calendar&Etc-As of 05(14)07-r03.xls


Comparative Market Retention Policies

• Current vacant positions not attracting high performing employees due

to lack of incentives and compensation

• Lack of retention incentives not enticing experienced personnel to

continue working after reaching retirement eligibility.

• Only 4 Fire Suppression Personnel currently have 25 or more years of

service (Many are buying time to leave)

• 41 fire suppression personnel eligible for retirement in 2.5 years / 2015

• Each year thereafter large groups of hires will become eligible for

retirement all at once


1 Year of service or less in position

• 11 Battalion Chiefs

• 29 Captains

• (15 Out of Class Personnel- moved up)

• 71 Fire Engineers

• (20 Out of Class Personnel- moved up)

• 27 Senior Firefighters

• 92 Firefighters


International City/County Management

Association

• Current Fire Budget $20.54 million

• $175.25 per capita for COC fire protection

• ICMA South Atlantic Average

• $201.00 per capita fire on average

• ICMA South Atlantic Average comparable

budget = $23.55 million (2008 funding levels)


Report of Mayor-Elect Steve Benjamin’s Transition Team

June 30th, 2010

Report of Mayor-Elect Steve Benjamin’s Transition Team; Page 75, 81

…It is clearly established in reports dating back close to a decade that the

same problems and issues heard throughout the committee’s work are

recurring...

These chronic issues must be addressed to allow the city to move ahead in a

constructive manner and allow for improved service delivery to the citizens

of greater Columbia.

TOP PRIORITIES (6-24 MONTHS)

• Revisit previous compensation studies and update as necessary to make

recommendations to address public safety sector recruiting, retention,

and promotion opportunities



June 30th, 2010

Report of Mayor-Elect Steve Benjamin’s Transition Team;

Page 84

Fire Department/Services and EMS

• Substantial pay cuts for employees and services

• Compensation Discrepancies

• Firefighters are working many hours that continue to

increase annually, yet not fairly compensated

• Outstanding tests, classes, and certification examinations

attended and taken off duty without pay

• No funding for specialized training that is required by OSHA



June 30th, 2010

Report of Mayor-Elect Steve Benjamin’s Transition Team; Page 85

Attrition

• Cost over the 3 years - $1.75million

• In the last 6 months the department has lost 20+ people

• It costs an additional $400,000 to replace the last 20 people

• Experienced loss of 65 firefighters

• Availability of qualified personnel to fit leadership capacities are lacking

• Losing best and brightest—remain for short period of time; then leave for

greater opportunities in larger metropolitan areas (CLT, ATL)

• Incentive Programs to retain and/or attract best people

• Healthcare: Irmo Fire District has recently upgraded to provide fully

paid healthcare for employee retention purposes


Proposed Attrition Action Items

1. Fulfill 2007 Public Safety Retention Plan of 6.67%

2. Market Rate Adjustment for all ranks

a. Competitive Fair Market Value for fully experienced & consistently performing employees

b. Address compression and overlap in each rank

c. High-Performance Employee Compensation

3. Adjustment of FLSA Work Schedule to 114.83 Days

4. 170 Hour Holiday Benefit parity

5. Longevity incentives for retention of experienced personnel


Funding Sources City of Columbia; Office of the Fire Chief

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