2016 3Q AGENCY OVERTIME HIGHLIGHTS
Through the third quarter, total agency overtime performance was 1.6 million hours with gross expenditures of $186 million, prior to reimbursements and cost recoveries. This represented 31,000 hours (2%) over plan, but $3.7 million (2%) under budget. Compared to the prior year, agency total overtime usage was 126,000 hours, or 8.7%, greater.
Core overtime, which supports the agency's operations, maintenance and security functions, was virtually on plan with 1.47 million hours worked on a budget of 1.46 million hours. When excluding police heightened security hours, which are grant reimbursable, as well as the overage of PATH overtime associated with the accelerated capital work, including support for the federally mandated Positive Train Control installations, agency core overtime performance was 104,000 hours, or 7%, under plan.
Global and domestic events, such as events in Chelsea, Orlando, and San Bernardino, continued to drive police heightened security needs. The Office of the Chief Security Officer is actively monitoring and executing tiered deployment to ensure the most effective response and the most efficient use of resources.
MONITORING OVERTIME PERFORMANCE
The agency continuously reviews workload needs to adapt to changing operating, maintenance, and security realities and actively monitors the application of policies and practices to ensure appropriate overtime management within the limitations of contractual agreements.
While overtime usage impacts the agency's overall financial performance and is measured under separate performance metric, the agency also monitors overtime use through a specific overtime metrics, including: a) overtime expenses as a percent of total labor expenses, b) overtime earned as a percent of employee base salary and c) distribution of overtime earners and their corresponding years of service (typically indicative of retirement system membership).
a) Overtime expenses of $186 million represent 17.7% of total labor expenses, which is within the previously benchmarked range of peer regional transportation agencies. A new study is underway to update this benchmarking range, and we continue to monitor our performance against that of our peers.
b) The greatest concentration of both civilian and police overtime earners have less than 5 years of service.
c) Through the end of the third quarter, approximately 19% of the represented PA civilian and 25% of represented police staff belong to Tiers 6 (civilian) and 6P (police) of the New York State Retirement System These tiers were established in 2012 and impose an overtime cap of 15% of base pay for police and $15,000 for civilian on final average salary calculations.
Approximately, 95% of PATH employees are covered by the Railroad Retirement System to which overtime is not included in pension calculations.
The Integrated Absence Program continued to deliver positive results in improving staff availability. Compared to the baseline period (3/13-2/14) prior to implementation of the program, the agency's average lost days per employee decreased by 9% due to sick and by 20% for Injury-On-Duty (IOD), respectively.
- The Office of the Chief Security continued to strengthen policies and procedures associated with vacation forfeiture, proper secondary post coverage and offsets for unbudgeted work.
- Eighty recruits graduate from the current police class in December. This is anticipated to provide some overtime relief in 2017. The next class is scheduled to commence in early 2017 and will use an increased recruit selection pool to ensure that the targeted class size is met.
Aviation Maintenance Workload:
- In order to mitigate overtime needs on the overnight period, the Aviation department shifted structural maintenance paving crews to overnight tours and also allocated electrical maintenance work, including routine maintenance, to straight time shifts at night whenever possible. Approximately, 15,000 overtime hours were saved at JFK by shifting electrical work to the night tours.
TB&T Patron Supervisors Training & Development Program:
- 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. This program will yield five ready-now candidates by year end.
- To proactively manage overtime needs and use, PATH management staff have implemented weekly overtime review meetings to analyze overtime usage and productivity of the ongoing weekend outages, as well as to review future overtime requirements. PATH leveraged workload study recommendations and PATH master operating schedule to improve the assignment of employee work schedules in order to complete more work on straight time.