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Home My WebLink About20122955 024 C‘ itOlet 1C41 n gtopas aV 2012-2955 m$-nwl cni /- aoit �moW5 To: E-911 Board Members Fr: Sergeant David Mathis Dt: October 4, 2005 Re: Future Funding Proposals Attached are three proposals that I believe should be given consideration for future funding. All three would enhance the operation of the Weld County Regional Communication Center and substantially improve its efficiency. All three are expensive, as is everything in this business. I have listed the proposals in order of their importance to the Center,not in order of cost. Six New Call Taker Positions When I took over management of the Weld County Regional Communication Center I identified several areas of much needed attention. One of those was our need for dedicated call-takers. During the past year I've convinced the City of Greeley to establish a new employee classification of Call-taker/Dispatcher to facilitate employing full-time,benefited call-takers. It has been nearly impossible to consistently staff hourly, non-benefited call-takers with the skills necessary to handle the huge volume of emergency calls this center receives. We currently have no call-takers employed. My proposal is to staff full-time,benefited call-takers seven days per week, 24 hours per day. Additionally, there are high volume days and hours where more than one call-taker is needed. Using the Association of Public Safety Communications Officials (APCO) recommendation of 5.1 FTE per dispatch station, I'm recommending 6 full-time call- takers be added to current staffing. This would allow us to staff one call-taker 24/7 and selectively add a second call-taker for high volume times. The City has set the entry level Call-taker/Dispatcher pay scale at $13.63 per hour. This equates to $28,350.40 annually without benefits. This figure rises to approximately $37,000.00 including benefits. Six full-time employees would cost approximately $220,000.00 annually. Informer Systems Personnel Scheduling Solution This is an automated scheduling system that could greatly improve and simplify scheduling of Center personnel. Currently one of the six supervisors spends as much as fifty percent of her time managing and maintaining our schedule. This time should be spent supervising employees, not creating and adjusting the schedule each month. Although the employee time spent scheduling is not tracked as a hard dollar cost, I estimate that$20,000.00 to $30,000.00 in supervisor salary is expended annually just tracking our scheduling needs. An automated scheduling system would greatly reduce the time, aggravation, and employee dissatisfaction surrounding schedule mis- management. I recommend that we purchase and implement an automated, web-based scheduling product. Of the several I've researched, Informer Systems appears to fit our needs and is the most cost efficient. Informer Systems has updated their quote for our Center to $6,000.00 for the first and each subsequent year. There is no additional start up cost. Automated Call Distribution (ACD) Upgrade When the Center was planned and built at this site it was decided that ACD would not be included or installed for future implementation. Those dispatchers providing input during the early planning stages felt that the program, as they understood it at the time,would not be a viable alternative to their current protocol of having all dispatchers equally responsible for answering incoming calls. Since that time the Center has taken on additional responsibilities and increased the number of dispatch agencies. At the current rate, the Center will receive more than 500,000 incoming phone calls in 2005, an increase of nearly 20%over 2004. These are numbers that will undoubtedly increase substantially in future years. The ACD system allows each dispatcher/call-taker to more efficiently monitor and handle this extreme call load. The system is designed to screen each call and place it into "queues", or temporary folders, that can then be accessed by those dispatchers and call- takers best suited to handle each type of call. Dispatchers can temporarily remove themselves from the call-answering pool if too busy to take the next call. Numerous queues can be established to meet any demand, i.e. cold, in-progress, calls to be routed to a desk officer, EMD calls, etc. Each call can then be answered in order of its priority status,rather than the current method of having to address every call as it comes in— regardless of Center activity level. This program is not cheap. The Motorola representatives have provided a rough budgetary proposal that addresses hardware, software and training issues. Debbi Serke and Ron Painchaud, our local representatives believe that the proposal from the corporate office is considerably higher than what it will actually cost. Both believe that the total package install will be well below$300,000.00. The corporate estimate is $315,000 to $349,000. (see attached proposal) In Conclusion We have made many positive changes at the WCRCC during the past 16 months. We were understaffed by 4.5 dispatchers in June of 2004 and needed to hire an additional 5.5 dispatchers due to Ft. Lupton Fire and Police coming on board. We've also added a seventh supervisor position. This constant hiring and training of new dispatchers created a tremendous strain on the Center and its dedicated employees. We've learned some very important lessons from this experience. First, the hiring process is long and arduous,taking as much as six to eight months from application to hire. We then spend at least 3-4 months training new dispatchers before they are released to work on their own. It seems we are continuously hiring and training new people. By having a pool of Call-Taker/Dispatchers to draw from, we will have employees who are merely one step away from being trained dispatchers. We can have an experienced Call- taker trained and working as a dispatcher within a few weeks. With this added resource, we may never be short competently trained dispatcher again. Besides working short-handed, scheduling is perhaps our greatest frustration and shortcoming. I truly believe that we can substantially decrease overtime use with an automated scheduling system. I can also free up a supervisor to do what they are supposed to do...supervise. The Automatic Call Distribution(ACD) system is destined to become a part of our Center. There are few call-centers or our size and complexity that do not use some form of ACD. If this is an expenditure that cannot be considered in the upcoming year, I highly recommend that we begin looking for future funding sources. WELD 911 EMERGENCY TELEPHONE SERVICE AUTHORITY BOARD P.O. Box 758 Greeley, Colorado 80632 Phone(303)356-4w),Ext.4245 December 14, 2005 Mr. Tim Nash City of Greeley Finance Director 1000 10 Street Greeley,Colorado 80632 Mr. Donald Warden Weld County Finance Director PO Box 758 Greeley, Colorado 80632 Dear Mr. Nash and Mr. Warden, At the November meeting of the Weld County E-911 Emergency Telephone Authority, which you attended, discussion was held regarding the hiring of six (6) additional Dispatchers beginning in 2006. A proposal was made to have the E-911 Board pay the salary costs for 2006, if the City of Greeley and Weld County would fund these permanent positions beginning in 2007. You both advised, on behalf of Weld County and the City of Greeley, that this was agreeable to both entities. The Board approved a motion authorizing the E-911 Board to fund these six (6) positions for 2006 only, with Weld County and the City of Greeley to continue funding beginning in 2007. The E-911 Board is requesting a signed commitment from Weld County and the City of Greeley in order to proceed with filling these positions for 2006. Sincerely, ohn C. Statler,jr. Chairpern Weld County E-911 Board The City of Greeley and Weld County Agree with the above information and will jointly share the salary costs for six(6)Dispatcher positions beginning in 2007. The Weld County E-911 Board also approved funding, on a continuous basis, for a frill-time MSAG/GIS Coordinator II. The City of Greeley will hire and maintain administrative control over the activities of this employee. /Zilde-vw>OzzaTim Nash Donald Warden ✓ City of Greeley Finance Department Weld County Finance Director TO: E-911 Board Members FROM: Julie K Walde, IT Manager DATE: October 11, 2005 SUBJECT: Future Funding Proposal Attached is a proposal that I believe should be given consideration for future funding by the E911 Board. Due to the shifting of responsibilities to maintain the address file to Computer Services, this position is necessary to meet the needs of the Communications Center. GIS Specialist The amount of time spent supporting the Center by Computer Services has increased substantially with the installation of the new Address Verify/AVL mapping system in the Center. This system has dramatically improved the accuracy of getting units on scene to Fire/EMS and Law Enforcement incidents throughout Weld County. The accuracy of this system relies upon the accuracy and timeliness of the data that is loaded into the CAD System. The Tiburon Systems Administrator is currently performing this function and often fords he has little time to dedicate solely to performing needed and timely updates. This position will require close coordination between the Specialist and all emergency services providers throughout Weld County to ensure the maps used by the center are accurate and up to date. This position would also require the Specialist to continually update all files associated with"Recommends" so that the correct units are dispatched to incidents within their assigned jurisdictions. Prior to loading the updated information into the CAD system,the centerline for Greeley and Weld County must be modified. Adding this position will allow us to maintain our own street centerline file that integrates with the CAD System with little to no modifications to the base data. This person would also be required to coordinate with County and City GIS sections to incorporate all changes in jurisdiction, streets and all other GIS related files. The estimated salary and benefit cost for an entry level GIS II is approximately$49,500.00 per year. WELD COUNTY E-911 EMERGENCY TELEPHONE SERVICE AUTHORITY BOARD AGENDA TUESDAY, OCTOBER 18 2005,NOON LAW ENFORCEMENT BUILDING ROLL CALL: Tom Bizzell Rod Deroo Jerry Garner Bill Jerke Margie Martinez John Michaels Jack Statler MINUTES: Approve minutes of September 20, 2005 meeting OLD BUSINESS: 1. Staff Report 2. 3. NEW BUSINESS: 1. Treasurer's Report 2. 3. NEXT MEETING: November 15, 2005 WELD COUNTY E-911 EMERGENTY TELEPHONE SERVICE AUTHORITY BOARD September 20, 2005 The Weld County E-911 Emergency Telephone Service Authority Board met in regular session on Tuesday, September 20, 2005. ROLL CALL: Chairperson Jack Statler called the meeting to order. Present were Board Members Tom Bizzell, Rod Deroo, Jerry Gamer, Margie Martinez, John Michaels, and Jack Statler; and staff members Juan Cruz, Dave Mathis, Eric Krum, and Linda Weingardt. MINUTES: Tom Bizzell moved, seconded by Rod Deroo, that the minutes of the August 16, 2005, meeting be approved as presented. Minutes were unanimously approved. OLD BUSINESS: 1. Staff Report: Dave advised that Dispatch is down 2 positions, and 2 employees will be going from part-time to full-time. FIR will begin another hiring process in mid-October. The Voice Data Recorder has been shipped and hopefully will be working within a couple of weeks. The paging system has also been ordered and should be here anytime. Staff would like to have the paging system in test mode by the end of the year. Phone calls continue to increase. Stats from August of 2003 showed approximately 212,000 calls; August of 2004 showed approximately 219,000; and to date 2005 showed 281,000 calls. Staff will be looking at re-naming the heading "Administrative Calls" which gives the appearance of being administrative in nature when they are actually non-E911 calls. A possible reason for the increase may be the use of cell phones by emergency personnel in calling Dispatch rather than using the radio. Additionally, many of the calls for service may be duplicates of the same incident. Juan reported on the migration to the new bands through Nextel. Cyndi Giauque from the County Attorney's Office is working on the contract. All 800 equipment owned by any agency, whether or not being used, needs to be in Wireless Advanced's equipment inventory. If it is not in the inventory, the individual agency owning the equipment will be responsible for costs for those pieces of equipment. This information will be presented at the Weld County Chiefs of Police meeting tomorrow and also at the Weld County Fire Chief's meeting tomorrow night. 2. Johnstown Fire has requested that one of Johnstown's subdivisions, which is located in Larimer County, be included in Weld County's PSAP. The Fire Chief sent a letter to Weld and Larimer County E-911 Boards requesting this the transfer. This letter will be forwarded to Cyndi Giauque for direction, although it appears that the request is required from the Mayor of the city involved. 3. Dave gave Margie a bill for the Spanish card set ordered for EMD. The purchase of the new cards had been previously approved,however the Spanish set was not included in the order. 4. Discussion was held on several of the fire departments, particularly in Northeast Colorado and the Johnstown/Milliken. TREASURER'S REPORT: 1. The Qwest bill has not yet been received. The Intrado bill includes 3 launches for $1500; Dave will contact them to get details and request a recap of launches for the year. John Michaels moved, seconded by Tom Bizzell, to pay the bill after the requested information is received. Motion passed unanimously. 2. Margie advised that Kim Fliethman will be taking her place for her for the next three months while she is at the FBI Academy. As there was no further business, the meeting was adjourned. Next meeting will be Tuesday, October 18,2005. Memorandum for E-911 Board Members From: Sergeant David Mathis/Julie Walde Subject: Future Funding Proposal Attached is a proposal that we believe should be given consideration for future funding. This position will greatly enhance the operation of the Weld County Regional Communication Center and substantially improve its efficiency. Although expensive, as is everything in this business, we feel it is a necessity. MSAG Coordinator/GIS Specialist The amount of time spent supporting the Center by Computer Services has increased substantially with the installation of the new Address Verify/AVL(Auto Vehicle Locator) mapping system in the Center. The project to get this new system operational took approximately 18 months to complete and greatly improved the capabilities of the center to get units on scene to Fire/EMS and Law Enforcement incidents throughout Weld County. The accuracy of this system relies upon the accuracy and timeliness of the data that is loaded into the CAD System. The Tiburon Systems Administrator is currently performing this function and often finds he has little time to dedicate solely to performing needed and timely updates. This system works in conjunction with the ANUALI (Automatic Number Identification/Automatic Location Identification) and CAD (Computer Aided Dispatch) systems when configured properly. The center currently does not use this system to its full capabilities because the ANUALI MSAG information does not currently match the street addressing system used by CAD. For example, 172 47th AC would come into the ANUALI system as 172 47th AVCT or 172 47th AVE CT or some close variation. This address can only be auto transferred to the CAD Incident screen if the ANUALI comes in as 172 47`h AC which is rare. As a result, the Dispatcher must manually enter the data leading to human error mistakes. Currently we do not use the auto transfer feature because very few ANI/ALI addresses come in with the proper format. The result is, incidents have to be manually entered resulting in a delay in dispatch of emergency units. Currently the MSAG is being updated by one of our Full Time Dispatchers. The problem comes in that, the updates are being done while on duty between 911 calls. The result is that the MSAG is in serious need of being updated and then maintained. This person would also be required to maintain all CAD related files (FRES, RAM, RUN, DAREA, BEAT) as they pertain to unit recommendations to ensure the correct units are dispatched to incidents within their jurisdiction. This person would be required to coordinate with all emergency services providers throughout Weld County to ensure the maps used by the Center are accurate and up to date. Currently every Weld County/City of Greeley GIS update must be modified by a GIS Specialist before it can be loaded into the Dispatch AVL system. Adding this Specialist will allow us to maintain our own Street Centerline file that integrates with the CAD System with little to no modifications to the base data. This person would also be required to coordinate with County and City GIS sections to incorporate all changes in jurisdiction, streets and all other GIS related files. The estimated salary and benefit cost for an entry level GIS II is approximately$49,500.00 per year. In Conclusion We have made many positive changes at the WCRCC during the past 18 months. We have been and continue to use Dispatchers, Dispatch Supervisors and Systems Administrators to perform basic tasks that are essential to getting units on scene. It is now becoming evident and a necessity to get these people back to doing their primary duties, dispatchers dispatching, supervisors supervising and Systems Administrators being administrators. aooG Nttil relviPeaP,A4 , Weld County Regional Communications Center Staffing Requirements Presented by David Mathis November 10,2005 Table of Contents Current Staffing 2 Current Schedule 3 Increased Staffing Needs 4 Full Time Employee Facts 5 Commentary 6 Addendum 1: Staffing Levels 8 Addendum 2: Personnel Costs for WCRCC 9 Addendum 3: Personnel Costs for GPD only Center 10 Addendum 4: Average Turnover Rate 11 Addendum 5: APCO Coverage Calculations 12 1 Current Staffing Dispatchers: 40.5 FTEs (presently only 37.5 are trained)* Supervisors: 7 FTEs Total Staff, inc. Supervisors: 47.5 Minimum Staffing Needs We must staff for 8 consoles 24/7 plus a breaks person. Industry standard staffing recommendations for 24/7 coverage are computed using 5.1 FTEs per required position. Minimum 24/7 staffing requirement for WCRCC is 9. 9 x 5.1 = 45.9 dispatchers. ....minimum! In past years minimum staffing was achieved by assigning supervisors on consoles. Our center has grown beyond this continuing to be a viable alternative. Supervisory responsibilities are too varied to continue this practice. Liability is too great to expect supervisors to manage a center of this size while tied to a dispatch console answering 911 calls and focusing on radio traffic. It is impossible to supervise 8-12 emergency service dispatchers in this manner. Additionally, our staffing needs are increasing. With the addition of a Greeley Police Channel 2 for use by the Traffic Unit, the increasing need to staff both Greeley and WCSO tactical channels, and a Fire/Ambulance back-up person, our minimum staffing requirements often swell to 10 or 11 actual dispatchers working consoles. *Includes one over-hire position 2 Current Schedule We are presently working a schedule consisting of 10 and 8 hour shifts. We attempt to manage a total of 5 different shifts. This creates numerous problems: poor shift cohesion continual confusion in position staffing center disruption with periodic shift changes some unusual shift start/stop times overlap periods created by 10 hour shifts are counterproductive and cannot be utilized effectively in this environment We need 46-48 FTEs to effectively staff schedules of this nature without using supervisors on console and without exorbitant amounts of overtime. We are consistently posting between 200-500 hours of scheduled overtime every month. In 2005 we will exceed $200,000.00 in overtime ($75,238.00 was budgeted), which effectively equates to four FTEs ($200,000 _ $27/hr = 7407 hours, 7407 hrs + 1860 hrs/FTE = 3.98 FTEs).* The average overtime worked per employee in 2005 was 170 hours. A recent WCRCC employee survey revealed that: 71.4% are NOT satisfied with the current shift schedule 42.3% are NOT satisfied with their shift selection 65.5% are NOT satisfied with their lack of participation in the scheduling process poor choice of days off for all but the most senior employees some shift hours are very hard on employees and families, i.e. shifts that start at 0230 hrs. and 0430 hrs. *See staffing computations on page 8. 3 Increased Staffing Needs As previously mentioned, minimum staffing needs are increasing. During the past six months it has become routine for the Greeley P.D. Traffic Unit to require a dedicated dispatcher. With up to seven traffic officers working at the same time, we can only safely manage their radio traffic with a dedicated dispatcher. It is becoming routine for both Greeley and Weld County patrol supervisors to request a "clear" channel for an unanticipated tactical event. This requires that a dispatcher be assigned to this single radio channel. Additionally, we are finding it necessary to staff the Fire and Ambulance console with a second dispatcher during periods of high activity. This single dispatcher is responsible for dispatching 20 fire departments, 2 ambulance services, and Air Life. In inclement weather it is not unusual for there to be 10-15 emergency events in progress for this single dispatcher. This is an extremely high liability issue. To adequately staff for these additional positions there must be 10- 11 dispatchers on duty during high activity hours. Under our current schedule we would need approximately 50 FTEs to effectively staff this center without exorbitant overtime. Another factor negatively affecting staffing is the training of new dispatchers. We typically have 3-6 dispatchers in training. Trainees cannot be counted in staffing as they are unable to work a dispatch console on their own. Even though our current staffing is 40.5, we have three dispatchers in training. We must post overtime in order to train new dispatchers. This is extremely counterproductive and a source of employee dissatisfaction. 4 Full Time Employee Facts A full time employee on an 8 or 10 hour schedule is available to work 2080 hours per year (excluding overtime, holiday, sick time, and vacation). Most staffing computations take into account that annually, the average employee will take off 80 or more hours of vacation, 70-100 hours of holiday, and 30-50 hours of sick time. Typically, the average City of Greeley employee works about 1860 hours per year. In contrast, a WCRCC dispatcher was actually available to work a dispatch console only 1514 hours in 2004. This took into account senior employees with more accrued vacation, sick time, funeral leave, and FMLA extended absences. It also incorporated breaks, meal breaks and training. For example, a dispatch trainee is counted as an FTE; however, their work hours do not count towards staffing a console. We need 9 dispatchers on duty 24/7, 365 days a year. This means that merely to staff dispatch consoles we must have a minimum of 78,840 staff hours available (9 consoles x 24 hours x 365 days). Using the actual hours of 1514 per employee, we should have 52 FTEs to cover our center (78,840 + 1514 = 52) without scheduled overtime. Using a much more conventional computation of an average City of Greeley employee working approximately 1860 hours per year, we should, theoretically, be able to cover the center's needs with 42.4 FTEs (78,840 + 1860 = 42.4). However, no other department within the City's structure requires that their employees be at their workstation during their entire shift. Emergency services dispatching is very unique in this regard. The 1514 hour computation provides for optimum staffing. The conventional 1860 hour computation is unreasonable. It is very likely a dangerous liability. 5 Commentary The Weld County Regional Communications Center has undergone tremendous change over the past decade. During the past year alone we have significantly increased staffing and taken on additional responsibility. We are no longer a small center. We are, in fact, one of the largest and busiest emergency dispatch centers in the fastest growing county in state of Colorado. We will receive more that 500,000 phone calls this year. We will dispatch more than 290,000 calls for service. We provide emergency service for 40 separate agencies. We must be more progressive and, in some cases, more aggressive in our approach to providing efficient and effective service. This includes more effectively staffing the center. We have recently completed a comprehensive survey of all dispatch employees. Identified concerns included: difficulty obtaining time off (holidays, vacation, etc.), excessive overtime, ineffective on-call schedule, having to answer 911 calls and work primary radio channels, high turnover, among others. We are working diligently to address the concerns expressed by these employees. We are revising the hiring process, improving and streamlining the training program, investigating more efficient schedules, incorporating an automated scheduling system, etc. All of these issues can be addressed by supervisors and management of the center. The single most significant concern to be addressed, and one that I cannot personally impact, is staffing. I believe we have demonstrated the need for additional dispatchers in several ways: a 20% increase in call load in the past year, demands by both Greeley and Weld County law agencies for increased channel staffing, a growing need to staff a second dispatcher to work the Fire/Ambulance channels, substantial 6 increase in mandatory overtime, and a higher employee turnover rate than city departments (averaging more than 15% between 2000 and 2004). Our human resources are being stretched very thin and we are ultimately concerned that the quality of service we are charged with providing to our 40 emergency response agencies, and to the citizens of Weld County, will begin suffering if we cannot adequately staff this center. We are, in fact, the first point of contact for nearly 100,000 callers of 911 each year. If our level of our service falters so will the response and service of our first line responders, and ultimately our customers will suffer. Addendum 1: Staffing levels Current Staffing Dispatchers: 40.5 FTEs (inc. one over-hire) Supervisors: 7 Hourly dispatchers: 3 (they work 72 hours/month in total) Optimum Recommended Staffing (using the actual hours worked/year as being 1514 per Employee, and the growing need to staff 10 consoles) Dispatchers: 59 FTEs Supervisors: 7 Hourly dispatchers: 5 APCO Recommended Staffing* (15%annual turnover is figured in) Dispatchers: 55.5 Supervisors: 7 Hourly dispatchers: APCO suggests that hourly employees can help fill scheduled overtime and back fill for sick,vacation, etc.,but does not make a recommendation as to number. The APCO and Optimum staffing levels are based on the need to staff nine consoles 24/7 with a tenth and eleventh console being needed about 50% of the time. APCO also recommends 12 full time call-takers. This equates to having an average of 9 dis- patchers and 2 call-takers staffed 24/7. We can presently staff for only 9 positions 24/7 with substantial scheduled overtime and counting supervisors on consoles. *APCO is the Association of Public Safety Communications Officials,International • Addendum 2: Personnel Costs for WCRCC Current Schedule: Dispatchers: $ 2,021,760.00 (est. avg. of$24.00/hr./emp.)* Supervisors: 422,240.00 (est. avg. of$29.00/hr./emp.)* Manager: 100,000.00 Overtime: 205,000.00 Total: $ 2,544,000.00 Optimum Recommended Staffing Dispatchers: $ 2,945,280.00 Supervisors: 422,240.00 Manager: 100,000.00 Overtime: 50,000.00 ** Total: $ 3,517,520.00 APCO Recommended Staffing Dispatchers: $ 2,770,560.00 Supervisors: 422,240.00 Manager: 100,000.00 Overtime: 55,000.00** Total: $ 3,347,800.00 * Hourly salaries are approximations and do include 30%for benefits. •* Overtime estimate is below present budgeted amount due to increased staffing level. 9 Addendum 3: Personnel Costs for a Greeley only Dispatch Center This estimate is based on necessary personnel to staff a Greeley only communications center. We would need to staff the following channels/positions: GPD 1, GPD clearance, Fire/Ambulance, Supervisor, Call Taker. The call-taker position could assist with opening a second Greeley TAC of Clear channel when necessary. Please keep in mind that there is no discretionary room with any of these positions. We may be able to get by without the call-taker during the slowest hours of the day/night. Additionally, we would need at least two additional supervisors to take care of hiring, recruitment, training, and administrative responsibilities. The below calculations are estimates.only, and calculated using an average dispatcher salary of$18.00/hour and supervisor salary of $22.00/hour. A multiple of 1.3 was used to estimate salary and benefits. Optimum Staffing (Greeley only) Dispatchers: 30 FTEs $ 1,497,600.00 Supervisors: 6 361,920.00 Manager: 1 100,000.00 Overtime: 40,000.00 Total: $ 1,999,520.00 APCO Recommend Staffing (Greeley only) Dispatchers: 28 FTEs $ 1,397,760.00 Supervisors: 6 361,920.00 Manager: 1 100,000.00 Overtime: 60,000.00 Total: $ 1,919,680.00 10 Addendum 4: Average Turnover Rate Year 2000 2001 2002 2003 2004 Average Max.#Employees For Year 33.5 36.5 42 41 48.5 40.3 #New Employees Failing To Comlete Probation Period 1 4 3 5 2 3 #Experienced Employees Leaving For Any Reason 2 4.5 5 1 3 3.1 Turnover Rate 8.96% 23.29% 19.05% 14.63% 10.31% 15.25% Retention Rate 91.04% 76.71% 80.95% 85.37% 89.69% 84.75% 11 m k N sr on Cl § ) \ \ \ _■ ± , § E 0 a • : �• k � k § k \ k f ` - > :0- 0 ® § R ! � § - ; l ; a 15 ■ ° | f z5i O 0 0 - ! ° - | . . � !! - : ® @ ! ) Cl Cl ! 0 : k ; Ia | ; t ; n gas Oi | fa { , | 8IL ' .. - _ | . , 0 ■ ;! f > = ! § . � |! { ! i8Ia ! f ■ 5- 2,4> 7 , » z• . I— < a | \ j } 0) / } . 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