Fire Department Attrition Reduction Plan Update - City of Columbia

Columbia Fire Department
Employee Attrition Reduction Plan

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.
Reasonably Acceptable Attrition
City of Columbia; Office of the Fire Chief

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 Institute for Public Safety and Policy Research
City of Columbia; Office of the Fire Chief

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
USC’s Institute for Public Safety and Policy Research
City of Columbia; Office of the Fire Chief

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.
USC’s Institute for Public Safety and Policy Research
City of Columbia; Office of the Fire Chief

• 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
Issues Affecting Attrition
City of Columbia; Office of the Fire Chief

• 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
Employee Survey Report
City of Columbia; Office of the Fire Chief

• 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
Improving Employee Satisfaction
City of Columbia; Office of the Fire Chief

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
USC’s Institute for Public Safety and Policy Research
City of Columbia; Office of the Fire Chief

• 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
Respondent Attrition Comparison
City of Columbia; Office of the Fire Chief

• 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.
CFD Attrition Rate 2006-2012
City of Columbia; Office of the Fire Chief

Annual Compensation
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$-
Fire
Battalion Division
Engineer Captain
Fighter
Chief 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%
Market Rate Starting Salary Disparity
City of Columbia; Office of the Fire Chief

Annual Compensation
$90,000
$80,000
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$-
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
Market Rate Actual Salary Disparity
City of Columbia; Office of the Fire Chief

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
• Charleston
• Gainesville
2.8% 3.1% higher than Columbia
4.4% 4.4% higher than Columbia
5.4% 4.6% higher than Columbia
Cost-of-Living Index Comparisons
City of Columbia; Office of the Fire Chief
*Center for Regional Economic Competitiveness

• $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
First Year Investment Cost of New Personnel
City of Columbia; Office of the Fire Chief

70
60
50
40
30
20
10
Recruits
Separations
Net Loss
/Gain
0
-10
2006 2007 2008 2009 2010 2011 2012
-20
Fire Employee Net Loss/Gain
City of Columbia; Office of the Fire Chief

•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.
True Cost of Attrition
City of Columbia; Office of the Fire Chief

• $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% Target Attrition Rate Savings
City of Columbia; Office of the Fire Chief

$1,200,000.00
2006-2012* Attrition Cost
$1,000,000.00
$800,000.00
$600,000.00
$400,000.00
$200,000.00
$-
2006 2007 2008 2009 2010 2011 2012* 3%
Target
3% Attrition Rate Savings
City of Columbia; Office of the Fire Chief

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
Target Attrition Rate Savings
City of Columbia; Office of the Fire Chief

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.
ESTABLISHED SALARY RANGES
City of Columbia; Office of the Fire Chief
*City of Columbia Personnel Policy Manual, Pg.1

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
Qualified Certification Performance
City of Columbia; Office of the Fire Chief

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

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

• 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
2008 Public Safety Recruitment
City of Columbia; Office of the Fire Chief
and Retention Plan

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

100%
75%
50%
25%
8 HOUR
POLICE
FIRE
0%
% of Holiday Hours Recevied
Public Safety Benefit Parity
City of Columbia; Office of the Fire Chief

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
Respondent Annual Hours Worked
City of Columbia; Office of the Fire Chief

600
500
400
300
CFD Annual
Hours
Respondent
Hours
200
100
0
Min-Leave Mid-Range Max-Leave
Comparative Permissive Leave Hours
City of Columbia; Office of the Fire Chief

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
CFD’s Comparable Total Permissive Leave
City of Columbia; Office of the Fire Chief

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
City Fire FLSA Calendar*
City of Columbia; Office of the Fire Chief
*PayClass-Calendar&Etc-As of 05(14)07-r03.xls

• 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
Comparative Market Retention Policies
City of Columbia; Office of the Fire Chief

• 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
1 Year of service or less in position
City of Columbia; Office of the Fire Chief

• 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)
International City/County Management
Association
City of Columbia; Office of the Fire Chief

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
Report of Mayor-Elect Steve Benjamin’s Transition Team
June 30 th , 2010
City of Columbia; Office of the Fire Chief

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
Report of Mayor-Elect Steve Benjamin’s Transition Team
June 30 th , 2010
City of Columbia; Office of the Fire Chief

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
Report of Mayor-Elect Steve Benjamin’s Transition Team
June 30 th , 2010
City of Columbia; Office of the Fire Chief

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
Proposed Attrition Action Items
City of Columbia; Office of the Fire Chief

Funding Sources
City of Columbia; Office of the Fire Chief