docr fy2013 performance review€¦ · 2/27/2013 install gps on delivery trucks to help with...
TRANSCRIPT
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CountyStat
DLC FY2013 Performance Review
George Griffin, Director
February 19, 2014
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CountyStat
CountyStat Principles
Require Data Driven Performance
Promote Strategic Governance
Increase Government Transparency
Foster a Culture of Accountability
DLC Performance
Review
2/19/2014 2
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CountyStat
Meeting Goals
Review Status of Existing Follow-Ups
Evaluate FY13 Performance
Provide In-Depth Analysis of Survey Results
Monitor Leave and Overtime Use
Improve DLC’s Overall Performance
Improve DLC’s Customer Service
Monitor and Reduce the Department’s Overtime Usage Where
Possible
Desired Outcomes
DLC Performance
Review
2/19/2014 3
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CountyStat
Agenda
Department Overview
Overview of FY13 Performance
– Review of Headline Measure Performance
– Review of Responsive and Sustainable Leadership Performance
Annual Sales Growth: An In-Depth Look
DLC Overtime Use & Trends
Leave Use and Workforce Availability Among Warehouse
Employees
Survey Results: An In-Depth Look
– Retail Customer Satisfaction Survey
– Wholesale Customer Satisfaction Survey
Departmental Challenge: Transition to ERP
Wrap-Up
4 DLC Performance
Review
2/19/2014
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CountyStat
Department Overview: DLC
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CountyStat
Follow-ups
Original
Meeting Date
Due Date Item Description Status
2/27/2013 Install GPS on delivery trucks to help with strategic planning in its
routes and maximize efficiency (time, fuel, etc.)
Complete
10/23/2013 12/31/2013 DLC will work with DOT to understand what, if any, risk management
practices/strategies are transferrable
In Progress
10/23/2013 11/15/2013 Devise strategy to specifically address your department’s top two
injury categories with the goal of proactively reducing them
In Progress
2/10/2012 10/10/2013 CountyStat will work with DLC to evaluate leasing options in lieu of
purchasing the delivery fleet
In Progress
2/10/2012 10/10/2012 DLC will seek professional assistance to evaluate e-marketing
methods and other strategies to modernize marketing and improve
customer communications
In Progress
10/25/2012 10/24/2012 Benchmark measurements against available national or major trade
association data
In Progress
6 DLC Performance
Review
2/19/2014
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CountyStat
Historical Budget and Staffing Overview
7
Budget FY11 FY12 FY13 FY14
DLC General Fund
Approved $42,520,100 $46,953,280 $50,696,632 $55,324,556
DLC Total as
Percent of Total
MCG Operating 2.8% 2.9% 2.9% 3.0%
Work Year/FTE FY11 FY12 FY13 FY14
DLC General Fund
Approved 312.90 323.00 324.02* 338.82
DLC Total as
Percent of Total
MCG Operating 3.5% 3.6% 3.5% 3.6%
DLC’s budget increased in FY13 and FY14, and its share of the total MCG
operating budget increased by approximately 0.1%.
In FY13 and FY14, DLC’s approved FTEs have increased both in total and as a
percentage of the County’s total workforce.
*Calculation switched from Work Years to FTEs in FY2013 Budget
7 2/19/2014 DLC Performance
Review
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CountyStat
DLC Sales and Growth
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
$0
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$300,000,000
FY09 FY10 FY11 FY12 FY13
Sales
Growth
8 DLC Performance
Review
2/19/2014
DLC sales continue to rise, but at a declining rate.
Source: DLC Annual Report
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CountyStat
DLC General Fund Transfers FY04 – FY13
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
General Fund Transfers Linear (General Fund Transfers)
9 DLC Performance
Review
2/19/2014
FY Transfer Cumulative
Transfer
2013 $25,729,463 $245,913,315
2012 $28,503,717 $220,183,852
2011 $26,206,170 $191,680,135
2010 $29,043,280 $165,473,965
2009 $30,410,060 $136,430,685
2008 $22,168,275 $106,020,625
2007 $22,149,050 $83,852,350
2006 $20,698,760 $61,703,300
2005 $20,503,510 $41,004,540
2004 $20,501,030 $20,504,030
The trend of General Fund transfers is up overall, but is in decline since FY09.
Source: DLC Annual Report
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CountyStat
Overview of FY2013 Performance
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CountyStat
Headline Measure 1: Annual Growth in DLC Retail and
Wholesale Sales
Factors contributing to current performance:
High level of customer service satisfaction in retail
stores and wholesale delivery operations
Fair pricing and competitive sales
Number of stores to serve the public
Factors restricting improvement:
Overall national trend indicating flattening
consumption
Limited advertising strategy that is a reflection of the
County’s role in this business operation
Performance improvement plan:
In FY13, the department moved the Montgomery
Village store to Goshen Plaza and is preparing for
two new stores to open in the second quarter of
FY14
FY11 FY12 FY13 FY14 FY15 FY16
Actual 6.6% 4.8% 2.3% -- -- --
Projection 5.0% 3.5% 4.5% 3.0% 3.0% 3.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
FY11 FY12 FY13 FY14 FY15 FY16
Actual Projected
Annual Growth
Performance in this area continues to decline.
DLC Performance
Review
2/19/2014 11
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CountyStat
Headline Measure 2: Gross Profit Margin of DLC Retail
and Wholesale Operations
Factors contributing to current performance:
Solid product selection; Inventory control;
Competitive pricing; Knowledgeable, service-
oriented staff; Web based and print advertisements
Factors restricting improvement:
Negotiated compensatory expenses (65% of
operating costs)
Lease escalation clauses
Growth of utility and other operating costs
Performance improvement plan:
Because markups and sale prices are standardized,
DLC gets a standardized output. This measure
ensures that we are on track.
FY11 FY12 FY13 FY14 FY15 FY16
Actual 28.3% 30.0% 28.2% -- -- --
Projection -- 28.0% 28.0% 28.0% 28.0% 28.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
FY11 FY12 FY13 FY14 FY15 FY16
Actual Projected
Gross Profit Margin
Performance in this area remains satisfactory.
DLC Performance
Review
2/19/2014 12
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CountyStat
Headline Measure 3: Retail Customer Satisfaction Rating
Based on DLC Customer Survey Results (1-4 Scale)
Factors contributing to current performance:
Adequate product knowledge and customer service
training for employees
Comprehensive product choice
Fair prices, competitive sales
Safe, attractive stores
Philosophical view of the County’s role in beverage
alcohol sales
Factors restricting improvement:
Number of retail store locations
Philosophical view of the County’s role in beverage
alcohol sales
Performance improvement plan:
Product management committee continues to bring
in new products
Retail operations works in conjunction with the
purchasing section to obtain limited-release
allocated products for customers who are interested
in specialty products.
FY11 FY12 FY13 FY14 FY15 FY16
Actual 3.19 3.20 3.23 -- -- --
Projection -- 3.42 3.42 3.5 3.5 3.5
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
FY11 FY12 FY13 FY14 FY15 FY16
Actual Projected
Average Customer Satisfaction Rating
Performance in this area remains satisfactory.
DLC Performance
Review
2/19/2014 13
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CountyStat
Headline Measure 4: Wholesale Customer Satisfaction
Rating Based on the DLC Customer Survey Results (1-4 Scale)
Factors contributing to current performance:
Product is available for sale
Orders are shipped accurately and on time
Delivery staff is training in customer service
Philosophical view of the County’s role in beverage
alcohol sales
Factors restricting improvement:
Low survey response rate
Philosophical view of the County’s role in beverage
alcohol sales
Performance improvement plan:
Department has undertaken the replacement of its
APPX warehouse management system with
ORACLE. FY13 and part of FY14 will see the
design of a comprehensive system that includes
purchasing, product receipts, sales, routing,
delivery, driver settlement and inventory
management
FY11 FY12 FY13 FY14 FY15 FY16
Actual 2.91 2.97 2.91 -- -- --
Projection -- 3.42 3.42 3.5 3.5 3.5
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
FY11 FY12 FY13 FY14 FY15 FY16
Actual Projected
Average Wholesale Customer Satisfaction Rating
Performance in this area remains below the Department’s projections.
DLC Performance
Review
2/19/2014 14
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CountyStat
Headline Measure 5: Rating of Licensees Satisfied with the
Licensing Application Process (1-5 Scale)
Factors contributing to current performance:
Well trained, customer service oriented workforce
Comprehensive online forms and information
Fingerprinting offered at DLC location
Factors restricting improvement:
Cost
Performance improvement plan:
The Department has issued an Informal Solicitation
and has selected a vendor to replace a non-
compliant fingerprint machine with a new LiveScan
portable system that can be taken to hearing and
other locations as necessary. The use of this
machine provides the department with a small
revenue source that will pay for the machine in the
first full year of use.
FY11 FY12 FY13 FY14 FY15 FY16
Actual 4.67 4.72 4.77 -- -- --
Projection -- 4.70 4.70 4.70 4.70 4.70
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
FY11 FY12 FY13 FY14 FY15 FY16
Actual Projected
Average Wholesale Customer Satisfaction Rating
Performance in this area remains satisfactory.
DLC Performance
Review
2/19/2014 15
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CountyStat
Headline Measure 6: Percentage of Licensees That Fail
Compliance Checks
Factors contributing to current performance:
Customers have a resource in the LRE staff
The Department offers free twice-monthly ALERT
trainings and has information online and in
brochures
The Department works in the community
Factors restricting improvement:
High turnover rate of employees in licensed
establishments requires constant training
Licensees from other parts of the world do not
realize importance of restrictions
Profit motive tempts the sale
Performance improvement plan:
The ultimate responsibility lies with the license
holder and their staff. The Department will continue
to offer its trainings and will continue to provide
resources to licensees and the community.
Collaboration with community leaders, police and
businesses will continue.
FY11 FY12 FY13 FY14 FY15 FY16
Actual 20.8% 25.3% 27.7% -- -- --
Projection 20.0% 20.0% 20.0% 20.0% 20.0% 20.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
FY11 FY12 FY13 FY14 FY15 FY16
Actual Projected
Percentage of Licensees Failing
Compliance Checks
Performance in this area is diverging from projections. The percentage of licensees
failing compliance checks is growing.
DLC Performance
Review
2/19/2014 16
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CountyStat
Headline Measure 7: Number of Annual Alcohol Compliance
Checks for Sales to Minors (Under 21)
Factors contributing to current performance:
Compliance checks for sales to minors are a priority
Factors restricting improvement:
Time
Performance improvement plan:
The department continues to conduct compliance
checks for sales to minors
FY11 FY12 FY13 FY14 FY15 FY16
Actual 400 403 400 -- -- --
Projection - - 400 400 400 400
0
50
100
150
200
250
300
350
400
450
FY11 FY12 FY13 FY14 FY15 FY16
Actual Projected
Percentage of Licensees Failing
Compliance Checks
Performance in this area remains satisfactory.
DLC Performance
Review
2/19/2014 17
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CountyStat
Headline Measure 8: Inventory as a Percentage of Cost of
Goods Sold
Factors contributing to current performance:
Focus on product selection and regular review of
product performance
Careful evaluation of original and subsequent order
quantities
Periodic review of slow movers coupled with an
effective sales strategy
Focused product placement in stores
Factors restricting improvement:
Number of new products is growing exponentially
Control model requires higher inventory level
Performance improvement plan:
The Department’s goal is to ensure that productivity
gains are being realized through effective inventory
management. Inventory as a percentage of cost of
goods sold is a measure to monitor efficient levels
of inventory.
FY11 FY12 FY13 FY14 FY15 FY16
Actual 16.4% 15.0% 14.2% -- -- --
Projection - - 16.2% 16.2% 16.2% 16.2%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
FY11 FY12 FY13 FY14 FY15 FY16
Actual Projected
Inventory as a Percentage of Cost of Goods Sold
Performance in this area remains satisfactory.
DLC Performance
Review
2/19/2014 18
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CountyStat
Headline Measure 9: Inventory as a Percentage DLC Sales
Factors contributing to current performance:
Focus on product selection and regular review of
product performance
Careful evaluation of original and subsequent order
quantities
Periodic review of slow movers coupled with an
effective sales strategy
Factors restricting improvement:
Number of new products is growing exponentially
Control model requires higher inventory levels
Performance improvement plan:
The Department’s goal is to ensure that productivity
gains are being realized through effective inventory
management. Inventory as a percentage of DLC
sales is a measure to monitor efficient levels of
inventory. ORACLE will assist in this effort as it will
provide daily and monthly metrics to assist.
FY11 FY12 FY13 FY14 FY15 FY16
Actual 11.6% 10.5% 10.1% -- -- --
Projection - 11.8% 11.8% 11.8% 11.8% 11.8%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
FY11 FY12 FY13 FY14 FY15 FY16
Actual Projected
Inventory as a Percentage of DLC Sales
Performance in this area remains satisfactory.
DLC Performance
Review
2/19/2014 19
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CountyStat
Headline Measure 10: Rating of Licensees Satisfied with
ALERT Training (1-5 Scale)
Factors contributing to current performance:
The training is comprehensive yet presented in an
understandable manner
Training is offered in English and occasionally in
Spanish
Training is interactive and an enjoyable experience
according to surveys
Factors restricting improvement:
None
Performance improvement plan:
The Department will continue to offer these free,
enjoyable and valuable trainings for current and
potential license-holders, staff and others.
FY11 FY12 FY13 FY14 FY15 FY16
Actual 4.97 4.69 4.69 -- -- --
Projection - 5.00 5.00 5.00 5.00 5.00
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
FY11 FY12 FY13 FY14 FY15 FY16
Actual Projected
Average Satisfaction Rating
Performance in this area remains satisfactory.
DLC Performance
Review
2/19/2014 20
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CountyStat
Responsive and Sustainable Leadership
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CountyStat
FY13 Responsive and Sustainable Leadership: Overview
Metric FY12 FY13 Result Performance
Average overtime hours
used (full-time, non-
seasonal only)
2.51 3.71 48% Increase
Net Annual Work Hour
(department as a whole;
full-time, non-seasonal)
83.7% 83.8% 0.1 percentage point
decrease
Audit report
recommendations fully
implemented since
issuance of report
86% 93% 7 percentage point
increase
Work-related injuries 64 58 9% decrease
Succession planning:
Percentage of identified
positions that have
developed and partially
implemented long term
succession planning
-- 64%
Percentage of
employees who have
fulfilled mandatory
training
3% 7% 4 percentage point
increase
Print and mail
expenditures $112,689 $128,321 14% Increase
Paper purchases 3,102,000 2,649,250 15% Decrease
22 DLC Performance
Review
2/19/2014
New
Measure
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CountyStat
Workforce Diversity*
23 DLC Performance
Review
2/19/2014
DLC Merit System Workforce Composition MCG Merit System Workforce Composition
Compared to MCG as a whole, DLC’s permanent merit status workforce has a
larger share of African American, Asian, and Hispanic workers. The share of
White merit employees is smaller than the County as a whole by
approximately 13 percentage points.
Source: Oracle ERP
*Includes MCG merit system permanent employees. Credit Union, Sate’s Attorney, and Circuit Court employees are excluded.
Current as of February 6, 2014
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CountyStat
DLC Workplace Injuries and Workers’ Compensation Costs
$-
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
$300,000.00
$350,000.00
$400,000.00
$450,000.00
0
10
20
30
40
50
60
70
FY11 FY12 FY13
Wo
rke
rs’ C
om
p.
Co
sts
Nu
mb
er
of
Inju
rie
s
Workplace Injuries Workers Comp Expenditures
0
24 DLC Performance
Review
2/19/2014
Workers’ compensation costs within DLC are rising. DLC has not responded to
CountyStat’s request for a comprehensive strategy to address workplace injuries
(see follow up item # 4 on Slide 4).
Top 2 Injury Sources: Lifting & Motor Vehicle
Nature of Injury Top 2: Strain & Sprain
Source: Risk Management
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CountyStat
DLC Environmental Stewardship
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
$-
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
$120,000.00
$140,000.00
$160,000.00
FY10 FY11 FY12 FY13
Sh
ee
ts o
f P
ap
er
Do
lla
rs
Print & Mail Expenditures Paper Purchases
0
25 DLC Performance
Review
2/19/2014
DLC had a 14% increase in print and mail expenditures and 15%
decrease in paper purchases (measured in total sheets of paper).
Source: Oracle ERP; MCG Print Shop; Office Depot
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CountyStat
Outstanding Audit Recommendations
Of 15 total audit recommendations related to DLC’s Point-of-Sale
system, one is currently outstanding (#14):
Work with the Director of Finance to set in place a
specific plan and target date for bringing Finance’s reconciliation
of the DLC PNC Bank reconciliation certification process up to
date.
26 DLC Performance
Review
2/19/2014
DLC noted in the FY12 Performance Review session that the Department
of Finance would determine the necessary course of action. Finance has
confirmed that they consider this recommendation fully implemented.
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CountyStat
Annual Sales Growth
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CountyStat
Annual Growth: An in-depth look
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
10.00%
FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013
Total Sales Growth Retail Sales Growth Warehouse Sales Growth
28 DLC Performance
Review
2/19/2014
Source: 2013 DLC Annual Report
Sales growth trends continue to decline. Retail sales growth has
slowed significantly since FY11. In FY13, retail sales comprised 47.7%
of total DLC sales.
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CountyStat
Retail Sales Growth by Store: FY12 – FY13
-10%
-5%
0%
5%
10%
15%
20%
25%
Sales Growth
29 DLC Performance
Review
2/19/2014
Total Retail
Sales Growth:
2.06%
11 stores experienced sales growth above the FY13 total retail growth level, 3
stores experienced sales growth below this level, 9 stores had sales contractions.
Burtonsville was the top performing store in terms of sales growth.
Does not include two new stores: Seneca Meadows and Clarksburg
Source: DLC Comparative Sales Analysis Report (Unaudited)
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CountyStat
Comparative Store Sales FY11 – FY13
FY11 FY12 FY13 Sales Growth
(FY11-FY13)
Burtonsville $1,508,608.00 $2,685,458.00 $3,294,685.00 118%
Kingsview $4,324,287.00 $5,668,955.00 $6,082,948.00 41%
Darnestown $4,957,589.00 $5,640,637.00 $6,167,965.00 24%
Hampden Ln $5,306,254.00 $5,900,155.00 $6,428,528.00 21%
Muddy Branch $6,075,918.00 $6,598,710.00 $7,213,510.00 19%
Silver Spring $4,878,252.00 $5,415,012.00 $5,786,302.00 19%
Kensington $5,275,004.00 $5,668,955.00 $6,082,948.00 15%
Walnut Hill $4,236,712.00 $4,470,425.00 $4,811,528.00 14%
Flower $2,526,168.00 $2,704,317.00 $2,806,634.00 11%
Pike $5,984,049.00 $6,173,661.00 $6,588,724.00 10%
Potomac $6,147,488.00 $6,566,688.00 $6,633,882.00 8%
White Oak $4,419,123.00 $4,638,038.00 $4,766,146.00 8%
30 DLC Performance
Review
2/19/2014
Source: DLC Comparative Sales Analysis Report (Unaudited)
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CountyStat
Comparative Store Sales FY11 – FY13
FY11 FY12 FY13 Sales Growth
(FY11-FY13)
Wheaton $4,199,136.00 $4,522,576.00 $4,494,677.00 7%
Westwood $6,842,891.00 $7,218,858.00 $7,260,261.00 6%
Cabin John $4,139,281.00 $4,306,864.00 $4,341,245.00 5%
Mont. Village/Goshen* $3,903,243.00 $4,242,576.00 $4,015,953.00 3%
Leisure World $4,290,209.00 $4,396,649.00 $4,395,726.00 2%
Falls Grove $4,650,727.00 $4,814,286.00 $4,753,970.00 2%
Milestone $7,928,374.00 $8,187,946.00 $8,086,919.00 2%
Montrose $7,843,494.00 $8,149,584.00 $7,946,381.00 1%
Chevy Chase $2,472,259.00 $2,534,192.00 $2,347,368.00 -5%
Cloverly $3,765,480.00 $3,614,014.00 $3,519,708.00 -7%
Olney $6,029,068.00 $6,072,632.00 $5,491,662.00 -9%
Diamond Square** $1,929,002.00 - - -
31 DLC Performance
Review
2/19/2014
Chevy Chase, Cloverly and Olney have experienced contractions in sales since FY11.
*Montgomery Village store moved to Goshen in FY13
**Diamond Square is no longer operational
Does not include two new stores: Seneca Meadows and Clarksburg
Source: DLC Comparative Sales Analysis Report (Unaudited)
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CountyStat
Warehouse Annual Growth: An in-depth look
-10.00%
-8.00%
-6.00%
-4.00%
-2.00%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013
Warehouse Beer Sales Growth Warehouse Liquor/Wine Sales Growth
32 DLC Performance
Review
2/19/2014
Source: 2013 DLC Annual Report
The FY13 growth in Wholesale operations can be attributed to growth in
liquor and wine sales. Beer sales growth contracted from FY12 to FY13.
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CountyStat
DLC Overtime Use and Trends
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CountyStat
DLC Overtime Hours Worked: FY12 – Present
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
Ho
urs
34 DLC Performance
Review
2/19/2014
*Unless otherwise specified, all overtime calculations include overtime hours worked by temporary employees.
Source: Oracle ERP
Warehouse
Relocation
Occurred in
Two Phases
Over the
Months of June
and July
Correlation
Leave and OT:
-0.34
Overall, the trend in overtime hours continues to rise. While overtime peaks occur during
the holiday season, the peaks are becoming larger. CountyStat removed the overtime
peaks in red to observe the trend in non-holiday and event driven overtime (see next slide).
Overtime Hours
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CountyStat
DLC Overtime Hours Worked: FY12 – Present
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
Ho
urs
35 DLC Performance
Review
2/19/2014
*Unless otherwise specified, all overtime calculations include overtime hours worked by temporary and
seasonal employees.
Source: Oracle ERP
The trend in overtime hours is also up when peaks are removed.
Overtime Hours
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CountyStat
DLC Overtime Hours by Oracle Level 2 Cost Center:
FY12 – Present
0
500
1,000
1,500
2,000
2,500
3,0007
/16
/20
11
8/1
3/2
011
9/1
0/2
011
10/8
/20
11
11/5
/20
11
12/3
/20
11
12/3
1/2
01
1
1/2
8/2
012
2/2
5/2
012
3/2
4/2
012
4/2
1/2
012
5/1
9/2
012
6/1
6/2
012
7/1
4/2
012
8/1
1/2
012
9/8
/20
12
10/6
/20
12
11/3
/20
12
12/1
/20
12
12/2
9/2
01
2
1/2
6/2
013
2/2
3/2
013
3/2
3/2
013
4/2
0/2
013
5/1
8/2
013
6/1
5/2
013
7/1
3/2
013
8/1
0/2
013
9/7
/20
13
10/5
/20
13
11/2
/20
13
11/3
0/2
01
3
12/2
8/2
01
3
Ho
urs
Wholesale Operations Retail Operations Administration Liquor Control Grants
36 DLC Performance
Review
2/19/2014
Source: Oracle ERP
Wholesale Operations division accounts for most of DLC’s overtime hours.
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CountyStat
DLC Overtime by Oracle Level 2 Cost Center:
FY12 – Present
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,0007
/16
/20
11
8/1
3/2
011
9/1
0/2
011
10/8
/20
11
11/5
/20
11
12/3
/20
11
12/3
1/2
01
1
1/2
8/2
012
2/2
5/2
012
3/2
4/2
012
4/2
1/2
012
5/1
9/2
012
6/1
6/2
012
7/1
4/2
012
8/1
1/2
012
9/8
/20
12
10/6
/20
12
11/3
/20
12
12/1
/20
12
12/2
9/2
01
2
1/2
6/2
013
2/2
3/2
013
3/2
3/2
013
4/2
0/2
013
5/1
8/2
013
6/1
5/2
013
7/1
3/2
013
8/1
0/2
013
9/7
/20
13
10/5
/20
13
11/2
/20
13
11/3
0/2
01
3
12/2
8/2
01
3
Ho
urs
Linear (Wholesale Operations) Linear (Retail Operations) Linear (Total OT)
37 DLC Performance
Review
2/19/2014
Overtime trends are rising in both Wholesale and Retail.
Source: Oracle ERP
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CountyStat
DLC Overtime: Warehouse Workers vs. Other
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,0007
/16
/20
11
8/1
3/2
011
9/1
0/2
011
10/8
/20
11
11/5
/20
11
12/3
/20
11
12/3
1/2
01
1
1/2
8/2
012
2/2
5/2
012
3/2
4/2
012
4/2
1/2
012
5/1
9/2
012
6/1
6/2
012
7/1
4/2
012
8/1
1/2
012
9/8
/20
12
10/6
/20
12
11/3
/20
12
12/1
/20
12
12/2
9/2
01
2
1/2
6/2
013
2/2
3/2
013
3/2
3/2
013
4/2
0/2
013
5/1
8/2
013
6/1
5/2
013
7/1
3/2
013
8/1
0/2
013
9/7
/20
13
10/5
/20
13
11/2
/20
13
11/3
0/2
01
3
12/2
8/2
01
3
Ho
urs
Warehouse Other Total OT
38 DLC Performance
Review
2/19/2014
Warehouse
employees includes
employees with the
following position
titles: Supply Tech;
Supply Tech II;
Truck Driver
Helper/Warehouse
Worker; Truck
Driver/Warehouse
Worker; Warehouse
Assistant
Supervisor;
Warehouse
Equipment Operator;
Warehouse Worker;
Work Force Leader
Warehouse overtime spikes during holidays, but remains near 500 hours per pay period
throughout the year in FY12 and FY13. In FY14, Warehouse overtime has remained
consistently near 1000 hours. Spikes in “Other” employees’ overtime correlates with the onset
of the holiday season.
Source: Oracle ERP
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CountyStat
Overtime by Warehouse Employee Job Title
0
100
200
300
400
500
600
700
8007
/16
/20
11
8/1
3/2
011
9/1
0/2
011
10/8
/20
11
11/5
/20
11
12/3
/20
11
12/3
1/2
01
1
1/2
8/2
012
2/2
5/2
012
3/2
4/2
012
4/2
1/2
012
5/1
9/2
012
6/1
6/2
012
7/1
4/2
012
8/1
1/2
012
9/8
/20
12
10/6
/20
12
11/3
/20
12
12/1
/20
12
12/2
9/2
01
2
1/2
6/2
013
2/2
3/2
013
3/2
3/2
013
4/2
0/2
013
5/1
8/2
013
6/1
5/2
013
7/1
3/2
013
8/1
0/2
013
9/7
/20
13
10/5
/20
13
11/2
/20
13
11/3
0/2
01
3
12/2
8/2
01
3
Ho
urs
Senior Supply Tech Senior Supply Tech II Truck Driver Helper
Truck Driver Warehouse Asst Supervisor Warehouse Equip Operator
Warehouse Worker Workforce Leader II
39 DLC Performance
Review
2/19/2014
Source: Oracle ERP
Truck Drivers work the most overtime on average, followed by Truck Driver
Helpers and Warehouse Workers, respectively.
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CountyStat
Overtime by Warehouse Employee Job Title
0
100
200
300
400
500
600
700
800
900
7/1
6/2
011
8/1
3/2
011
9/1
0/2
011
10/8
/20
11
11/5
/20
11
12/3
/20
11
12/3
1/2
01
1
1/2
8/2
012
2/2
5/2
012
3/2
4/2
012
4/2
1/2
012
5/1
9/2
012
6/1
6/2
012
7/1
4/2
012
8/1
1/2
012
9/8
/20
12
10/6
/20
12
11/3
/20
12
12/1
/20
12
12/2
9/2
01
2
1/2
6/2
013
2/2
3/2
013
3/2
3/2
013
4/2
0/2
013
5/1
8/2
013
6/1
5/2
013
7/1
3/2
013
8/1
0/2
013
9/7
/20
13
10/5
/20
13
11/2
/20
13
11/3
0/2
01
3
12/2
8/2
01
3
Ho
urs
Linear (Senior Supply Tech) Linear (Senior Supply Tech II)
Linear (Truck Driver Helper) Linear (Truck Driver)
Linear (Warehouse Asst Supervisor) Linear (Warehouse Equip Operator)
Linear (Warehouse Worker) Linear (Workforce Leader II)
40 DLC Performance
Review
2/19/2014
Source: Oracle ERP
Overtime trends are up for all warehouse employees .
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CountyStat
Count of Warehouse Employees in Regular Pay Status
0
20
40
60
80
100
1207
/16
/20
11
8/1
3/2
011
9/1
0/2
011
10/8
/20
11
11/5
/20
11
12/3
/20
11
12/3
1/2
01
1
1/2
8/2
012
2/2
5/2
012
3/2
4/2
012
4/2
1/2
012
5/1
9/2
012
6/1
6/2
012
7/1
4/2
012
8/1
1/2
012
9/8
/20
12
10/6
/20
12
11/3
/20
12
12/1
/20
12
12/2
9/2
01
2
1/2
6/2
013
2/2
3/2
013
3/2
3/2
013
4/2
0/2
013
5/1
8/2
013
6/1
5/2
013
7/1
3/2
013
8/1
0/2
013
9/7
/20
13
10/5
/20
13
11/2
/20
13
11/3
0/2
01
3
12/2
8/2
01
3
Co
un
t o
f E
mp
loye
es
in
Re
gu
lar
Pa
y S
tatu
s
Warehouse Workers Regular HoursTruck Driver/Warehouse Worker & Helper/Warehouse WorkerLinear (Warehouse Workers Regular Hours)Linear (Truck Driver/Warehouse Worker & Helper/Warehouse Worker)
41 DLC Performance
Review
2/19/2014
From FY12 – present, the number of warehouse workers in a regular pay status has grown
slightly and the number of Truck Drivers and Truck Driver Helpers (the largest drivers of
overtime) has remained the same.
Includes the following position titles and includes seasonal employees: Supply Tech; Supply Tech II; Truck Driver Helper/Warehouse
Worker; Truck Driver/Warehouse Worker; Warehouse Assistant Supervisor; Warehouse Equipment Operator; Warehouse Worker; Work
Force Leader
Source: Oracle ERP
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CountyStat
Wholesale DLC Sales and Growth
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
$0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
FY09 FY10 FY11 FY12 FY13
Sales
Growth
42 DLC Performance
Review
2/19/2014
Source: DLC Annual Report
Warehouse sales are rising.
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CountyStat
Leave Use and Workforce Availability Among
Warehouse Employees
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CountyStat
Warehouse Employees’ Workforce Availability:*
FY12 – FY13
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
WFA Linear (WFA)
44 DLC Performance
Review
2/19/2014
Position FY 13 WFA (# of
Employees**)
Senior Supply Tech 91.0% (2)
Senior Supply Tech II 86.3% (11)
Truck Driver
Helper/Warehouse
Worker
83.9% (30)
Truck
Driver/Warehouse
Worker
81.5% (37)
Warehouse Asst.
Supervisor 87.7% (3)
Warehouse Equip.
Operator 85.0% (14)
Warehouse Worker 88.2% (10)
Workforce Leader II 87.7% (6)
The average WFA for warehouse workers is 84.3% and is trending down slightly.
The County average for 25 executive departments was 83.5% in FY13.*** Only
Truck Driver/Warehouse Workers fall below the overall County average.
*Includes full-time permanent employees only.
**Employee counts equate to the average number of employees in a pay status per pay period. County average for major departments in
FY13 was 83.5%
***The 25 departments were selected because they have more than 10 full-time merit employees.
Source: Oracle ERP
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CountyStat
Warehouse Employee Net Annual Work Hour (NAWH)
45 DLC Performance
Review
2/19/2014
Position FY12 NAWH FY13
NAWH
2-Year Avg.
NAWH
2 year Avg.
WFA
Supply Tech 1,889.00 1,925.25 1,907.13 91.7%
Supply Tech II 1,813.36 1,782.32 1,797.84 86.4%
Truck Driver
Helper/Warehouse
Worker
1,787.60 1,694.17 1,740.89 83.7%
Truck Driver/Warehouse
Worker 1,698.89 1,658.29 1,678.59 80.7%
Warehouse Asst.
Supervisor 1,886.00 1,779.83 1,832.92 88.1%
Warehouse Equip.
Operator 1,780.00 1,760.14 1,770.07 85.1%
Warehouse Worker 1,813.45 1,861.64 1,837.54 88.3%
Work Force Leader II 1,838.93 1,817.93 1,828.43 87.9%
*Includes full-time permanent employees only.
**Employee counts equate to the average number of employees in a pay status per pay period. County average for major departments in
FY13 was 83.5%
Source: Oracle ERP
Overall, DLC Warehouse employees are showing up for work at a rate that exceeds the
County’s overall average. Truck Driver/Warehouse Workers lag behind in this regard.
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CountyStat
Truck Driver/Warehouse Worker’s Leave Use by Type:
FY12 to FY13 (1/2)
0
200
400
600
800
1,000
1,200
1,4007
/16
/20
11
8/1
3/2
011
9/1
0/2
011
10/8
/20
11
11/5
/20
11
12/3
/20
11
12/3
1/2
01
1
1/2
8/2
012
2/2
5/2
012
3/2
4/2
012
4/2
1/2
012
5/1
9/2
012
6/1
6/2
012
7/1
4/2
012
8/1
1/2
012
9/8
/20
12
10/6
/20
12
11/3
/20
12
12/1
/20
12
12/2
9/2
01
2
1/2
6/2
013
2/2
3/2
013
3/2
3/2
013
4/2
0/2
013
5/1
8/2
013
6/1
5/2
013
Ho
urs
Annual Sick Admin Comp
Personal Disability Total Leave
46 DLC Performance
Review
2/19/2014
Includes full-time permanent employees only.
Source: Oracle ERP
Leave Type Percent of
Total Leave
(FY12-13)
Annual Leave 37.17%
Sick Leave 26.64%
Admin Leave 26.25%
Personal
Leave 6.01%
Comp Leave 3.32%
Disability
Leave 0.61%
Military 0.00%
Total 100%
With the exception of a high rate of administrative leave use, the distribution of
leave use among Truck Driver/Warehouse Workers appears relatively typical of
other County departments.
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CountyStat
Warehouse Employees’ Total Leave Use by Type:
FY12 – FY13 (2/2)
0
100
200
300
400
500
600
700
8007
/16
/20
11
8/1
3/2
011
9/1
0/2
011
10/8
/20
11
11/5
/20
11
12/3
/20
11
12/3
1/2
01
1
1/2
8/2
012
2/2
5/2
012
3/2
4/2
012
4/2
1/2
012
5/1
9/2
012
6/1
6/2
012
7/1
4/2
012
8/1
1/2
012
9/8
/20
12
10/6
/20
12
11/3
/20
12
12/1
/20
12
12/2
9/2
01
2
1/2
6/2
013
2/2
3/2
013
3/2
3/2
013
4/2
0/2
013
5/1
8/2
013
6/1
5/2
013
Ho
urs
Linear (Annual)
Linear (Sick)
Linear (Admin)
Linear (Personal)
Linear (Disability)
Linear (Total Leave)
47 DLC Performance
Review
2/19/2014
*Includes full-time permanent employees only.
Source: Oracle ERP
Total leave is trending slightly up over FY12 and FY13. Annual leave is trending
steadily down while sick leave and admin leave are trending up.
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CountyStat
Administrative Leave Use by Oracle Element Name:
FY12 – FY13
MCG Admin Leave Pay,
18.79%
MCG Admin Lv Injury, 73.17%
MCG Admin Lv
Injury FMLA, 0.39%
48 DLC Performance
Review
2/19/2014
73% of the administrative leave used by DLC Truck Drivers is Admin Injury Leave.
Between FY12 and the end of FY13, 17 Truck Driver/Warehouse Workers used
Admin Injury Leave. The median number of hours used per person was 152 (3.8
work weeks).
Statistics Number of Hours Used
Minimum 8.00
Maximum 1,928.00
Mean 351.46
Median 152.00
Standard Deviation 469.35
17 of 37 (46%) Truck Driver/Warehouse Workers Used Admin Leave Injury
from FY12 through FY13.
*Includes full-time permanent employees only.
Source: Oracle ERP
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CountyStat
DLC Retail Customer Satisfaction Survey
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CountyStat
Retail Customer Satisfaction Survey Results
0
1
2
3
4
Avg Response
50 DLC Performance
Review
2/19/2014
Number of respondents: 979
Total Number of Stores Participating: 23 (out of 25)*
Overall average rating: 3.23
The FY13 overall average rating was 3.23.** The inclusion of communications
related questions in the average score drives performance down.
*CountyStat and DLC did not receive results from Hampden Ln. and Olney.
**Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Agree; 4 = Strongly Disagree; Answers of N/A are removed for statistical calculations.
Source: DLC Retail Customer Satisfaction Survey
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CountyStat
Retail Customer Satisfaction Rating:
Communications Questions
The Communications section provides useful information, but it also
deflates store-specific customer service scores based on information
that is not necessarily controlled by the store itself.
The communication section of the survey is comprised of the
following three statements:
1. I regularly check the Washington Post for DLC sales and promotions
2. I regularly check the internet for DLC sales and promotions
3. If I regularly check the internet, I can easily find the sale items
(Answers fall into one of five categories: Strongly Agree, Agree, Disagree, Strongly Disagree, N/A)
51 DLC Performance
Review
2/19/2014
Individual retail store scores vary depending on whether or not these
questions are included in their overall scores .
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CountyStat
Retail Customer Overall Satisfaction Rating
by Store: 2011 – 2013
00.250.5
0.751
1.251.5
1.752
2.252.5
2.753
3.253.5
3.75
Wh
ite O
ak
Wh
ea
ton
We
stw
oo
d
Wa
lnu
t H
ill
Sen
ec
a M
ed
ow
s
Silv
er
Sp
rin
g
Po
tom
ac
Pik
e
Oln
ey
Mu
dd
y B
ran
ch
Mo
ntr
ose
Go
sh
en
Mil
esto
ne
Leis
ure
Wo
rld
Kin
gs
vie
w
Ken
sin
gto
n
Da
rnes
tow
n
Flo
wer
Av
e
Falls
Gro
ve
Cla
rks
bu
rg
Clo
verl
y
Ch
ev
y C
ha
se
Cab
in J
oh
n
Bu
rto
nsv
ille
Ham
pd
en
Lan
e
2011
2012
2013
52 DLC Performance
Review
2/19/2014
Total 3 year
average across
stores: 3.23
Stores outlined in red have fallen below the three year retail average each year from 2011 to
2013. The store with the lowest three year average is Pike (3.07), followed by Kensington (3.10),
White Oak (3.11), and Falls Grove (3.11). Chevy Chase was the highest performing store.
*Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Agree; 4 = Strongly Disagree; Answers of N/A are removed for statistical calculations.
Source: DLC Retail Customer Satisfaction Survey
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CountyStat
Retail Customer Satisfaction Ratings: Comparing
Scores With and Without Communication Questions
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
2013 Overall 2013 Without Communications Questions
53 DLC Performance
Review
2/19/2014
When communication questions are taken out, the three lowest performer was Kensington (3.29). Chevy Chase
(3.8) was the highest performing store. The overall average increases to 3.52. Going forward, CountyStat
recommends that the information from communications questions continue to be collected and analyzed, but that
the data be omitted from the individual store scores.
Source: DLC Retail Customer Service Survey
*Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Agree; 4 = Strongly Disagree; Answers of N/A are removed for statistical calculations.
Source: DLC Retail Customer Satisfaction Survey
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CountyStat
DLC Wholesale Customer Satisfaction Survey
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CountyStat
Wholesale Customer Satisfaction Survey Results (1/2)
0
1
2
3
4
Avg Response
55 DLC Performance
Review
2/19/2014
Number of respondents: 198
Overall average rating: 2.91
Approximate number of licensees: 1,000
While performance improved from FY12 to FY13, the overall average remains below 3.* Communications,
special orders and promotions may be areas for focused improvement. Again, CountyStat recommends that
communications questions be omitted from the calculation of the Wholesale Customer Satisfaction Score.
*Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Agree; 4 = Strongly Disagree; Answers of N/A are removed for statistical calculations
Source: DLC Wholesale Customer Satisfaction Survey
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CountyStat
Wholesale Customer Satisfaction Survey Results (2/2)
56 DLC Performance
Review
2/19/2014
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CountyStat
Departmental Challenges: ERP Transition
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CountyStat
ERP Implementation
Inherent challenges in an implementation of this size:
– Requires educating suppliers
– Requires getting licensees on board
• ACH only method of payment accepted
– Need to create single point of contact for suppliers
Adequate resources
– More people added to help desk
– Overtime may spike initially as things get sorted out
Rigidity of system may pose initial challenges, but is integral
to sustaining the organization for the future
Expected outcomes include:
– Increased efficiency
– Robust internet ordering
– Seamless integration with County financials; increased analytics and
planning capabilities
58 DLC Performance
Review
2/19/2014
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CountyStat
Wrap-Up
Follow-Up Items
DLC Performance
Review
2/19/2014 59
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CountyStat
Appendix
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CountyStat
Warehouse Employees’ Total Leave Use by Type:
FY12 to Present (1/2)
0
500
1,000
1,500
2,000
2,500
3,000
3,5007
/16
/20
11
8/2
7/2
011
10/8
/20
11
11/1
9/2
01
1
12/3
1/2
01
1
2/1
1/2
012
3/2
4/2
012
5/5
/20
12
6/1
6/2
012
7/2
8/2
012
9/8
/20
12
10/2
0/2
01
2
12/1
/20
12
1/1
2/2
013
2/2
3/2
013
4/6
/20
13
5/1
8/2
013
6/2
9/2
013
8/1
0/2
013
9/2
1/2
013
11/2
/20
13
12/1
4/2
01
3
Ho
urs
Admin Annual Comp Disability
Sick Personal Total Leave
61 DLC Performance
Review
2/19/2014
Includes full-time permanent employees only.
Source: Oracle ERP
Leave Type Percent of
Total Leave
Annual Leave 45.3%
Sick Leave 27.7%
Admin Leave 16.3%
Personal
Leave 7.0%
Comp Leave 3.6%
Disability
Leave 0.1%
Total 100%
Administrative leave, sick leave, and total leave are trending slightly up.
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CountyStat
Warehouse Employees’ Total Leave Use by Type:
FY12 – Present (2/2)
0
500
1,000
1,500
2,000
2,500
3,000
3,5007
/16
/20
11
8/2
7/2
011
10/8
/20
11
11/1
9/2
01
1
12/3
1/2
01
1
2/1
1/2
012
3/2
4/2
012
5/5
/20
12
6/1
6/2
012
7/2
8/2
012
9/8
/20
12
10/2
0/2
01
2
12/1
/20
12
1/1
2/2
013
2/2
3/2
013
4/6
/20
13
5/1
8/2
013
6/2
9/2
013
8/1
0/2
013
9/2
1/2
013
11/2
/20
13
12/1
4/2
01
3
Ho
urs
Linear (Admin)
Linear (Annual)
Linear (Comp)
Linear (Sick)
Linear (Personal)
Linear (Total Leave)
62 DLC Performance
Review
2/19/2014
*Includes full-time permanent employees only.
Source: Oracle ERP
Administrative leave, sick leave, and total leave are trending slightly up.