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Employee Overtime Hours - Quarter 2, 2016

2016 2Q AGENCY OVERTIME HIGHLIGHTS

  • Through the second quarter, total agency overtime performance was one million hours with gross expenditures of $114 million, prior to reimbursements and cost recoveries. This represented 40,000 hours (4%) lower than plan as well as $14 million (11%) under budget. With a more favorable winter than last, total agency overtime hours used was 1% less than 2015.
  • Core overtime, which supports the agency's operations, maintenance and security functions, totaled 896,000 hours. This was 66,000 (7%) lower than plan.
  • Overtime expenses of $114 million represents 16.6% of total labor expenses, which is within the previously benchmarked range of peer agencies, including New Jersey Transit.
  • Recent global and domestic events drove police heightened security needs. The CSO continues to actively monitor and execute tiered deployment to ensure the most appropriate and effective response and use of resources.

MONITORING OVERTIME PERFORMANCE

  • The agency monitors other overtime metrics in addition to financial performance. These other metrics include 1) Overtime expenses as a percent of total labor expenses, 2) Overtime earned as a percent of employee base salary and 3) Distribution of overtime earners and their corresponding years of service.
  • Most collective bargaining contracts include provisions for overtime equalization in which overtime opportunities are offered to qualified employees with the least amount of overtime during the period. Employees earning the greatest level of overtime as a percent of base salary are typically those with special skillsets and expertise to maintain facility operability readiness and security, supervise specific craft groups and coordinate and lead snow removal operations. Often times, these job functions are represented by a small number of highly skilled staff. As such, the agency has targeted mitigation strategies for these critical job functions.
  • The greatest concentration of civilian overtime earners has less than 5 years of service; while the greatest concentration of police overtime earners has between 11-15 years of service.
  • Of the approximately 4,700 represented employees who earned overtime, approximately 10 % are PA civilian Tier 6 employees, 9% are PA Police Tier 6P employees and 21% are PATH earners.
  • Newer PA civilian and police employees belong to Tier 6 of the New York State Retirement System, which was established in 2012 and imposes a cap on overtime pay in final average salary calculations of 15% of base pay for police and $15,000 for civilian.
  • Based on the Federal Railroad Retirement system guidelines, PATH represented employee overtime is not included in their pension calculations.

MITIGATION EFFORTS

  • Integrated Absence Program:
    • This 18-month old program continued to deliver positive results in improving staff availability. When compared to the same period last year, the average lost days per employee due to sick and Injury-On-Duty (lOD) decreased by 7% and by 6%, respectively and 8% and 19% respectively when compared with the baseline period prior to program implementation.
  • Police:
    • The CSO continued to strengthen policies and procedures associated with vacation forfeiture, proper secondary post coverage and offsets for unbudgeted work. The current Police Class, which currently consists of 95 recruits, has commenced and is anticipated to provide some overtime relief upon graduation at the end of 2016. The next class is scheduled to commence in early 2017.
  • Aviation Electrical Work:
    • Aviation successfully implemented two landside electrical contracts in an effort to redirect internal resources to address critical airfield electrical work. Two additional electrical contracts are in progress to advance in the fourth quarter of this 2016.
  • TB&T Patron Supervisors Training & Development:
    • Given the criticality of field operation supervisors at the tunnel and bridge facilities and the function's overtime draw, TB&T and HRD collaborated to establish a Patron Services Field Supervisory Training Program to develop a pool of trained and prepared candidates for anticipated vacancies over the next year.
  • PATH:
    • In order to enhance recruitment and strengthen the potential workforce pool for PATH crafts, PATH and HRD are establishing core relationships with local communities through trade schools, union halls, universities as well as other venues.
    • PATH workload studies are still on-going. Recently, the study team kicked-off the assessment of the Ways and Structure Division.