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Employee Overtime Hours - Quarter 3, 2015


  • Through the third quarter, Agency core overtime hours, excluding snow and ice, were 8% over plan but 15% lower than the same period in 2014
    • Civilian staff core overtime hours were less than 1% over plan. Core overtime includes recurring operational, maintenance, construction, security and other emergency workload and excludes snow and ice hours.
    • Through the 3Q, snow and ice overtime was 196K hours, 121K hours, or 161%, over plan.
    • Police, which includes Public Safety (PAPD) and Office of the Inspector General Police Integrity Unit, incurred 563,000 hours in core overtime, 65,000 hours or 13% over plan. This was mainly due to higher than planned attrition and unplanned absences, grant-reimbursable heightened security activities, as well as delay of the police class. The first of the two upcoming police classes is scheduled to begin in 2016 and new police officers are expected to begin to mitigate overtime needs by year-end 2016. The second class is scheduled to begin in early 2017. Overall, Police total hours is on plan since overtime hours is offset by underrun in straight-time hours.
    • Firefighting - Aircraft Rescue and Fire Fighting (ARFF) cadre continued to exhibit lower than planned productivity and higher than planned attrition. ARFF performance was 26,000 hours, or 97%, over plan. Nonetheless, this represents 11% less than the amount incurred in the second quarter, and reflects a slight improvement in unplanned ARFF absences.
    • In total, the Agency worked 1.5 million overtime hours through the third quarter. Total overtime expenses were $162 million, which was 16% of total labor expenses and $14 million over plan. Compared to prior year, overtime expenses were $30M lower. After recoveries through flight fees, grants and other reimbursements and taking into account under budget straight-time hours at PAPD due to vacancies, the net impact to the agency is approximately $2 million.


  • Through the third quarter, total civilian overtime performance was 843,000 overtime hours ($79 million), which was 5% lower than the same period in 2014 and 17% over plan. Ninety-five percent of the civilian overrun was attributable to hours to support and respond to the 24 snow and ice weather events in the first quarter, which was well above the five-year historic levels for snow and ice that the budget was based on.
  • Continuing from the second quarter, core overtime overrun is due to catch-up of maintenance and capital construction work that was deferred from the first quarter, as well higher than anticipated other emergency (non-snow) overtime hours also drove increased overtime across the civilian departments.


  • Through the third quarter, Police incurred 563,000 hours in core overtime, which was 25% lower than the same period in 2014, and 13% over plan. However, total Police hours are on plan since the overrun in overtime hours is offset by an underrun in straight time hours (68,000) due to attrition and the delay of a new police class. Approximately 33,000 hours of overtime are associated with heightened security and are fully grant reimbursable. In addition, 4,000 unanticipated overtime hours were incurred for police security coverage during the Papal visit to New York City in September. These police overtime costs are expected to be reimbursed by the State Department.
  • The ARFF cadre continues to exhibit lower than planned productivity, resulting in 26,000 hours over plan. However, through focused absence management, there have been slight productivity improvements that reduced budget variance from 108% in the second quarter to 97% in the third quarter. Total Police and ARFF overtime expenses were $83 million, or $3.4 million over plan.


Through the third quarter, civilian, police and ARFF management staff continue to exercise proactive overtime management, with a keen focus on identifying root causes and developing and implementing effective mitigation strategies.

The status of certain key management efforts are noted below:

  • Departmental Mitigation Plans
    • On-going training programs including, Electrician Familiarity Training (EFT) and Tunnel Bridge Agent (TBA) technical training programs, are designed to help mitigate staff attrition and required incremental workload. The EFT support incremental Aviation FAA-mandated airfield compliance electrical work and will run through the first quarter of 2016; while the TBA class will be completed by year-end and provide relief by the beginning of 2016.
    • PATH Workload and Operational Studies – The workload and operational studies effort is proceeding consistent with the agreed upon schedule. The first project within the Power, Signals, & Communications Division (PS&C) Signals Group to determine appropriate workload, staffing levels and productivity assumptions for seventeen key overtime job titles has been completed. PATH management staff is reviewing preliminary recommendations and determining next steps. The second project for the Power Group is underway.
    • Police Overtime Mitigation Strategies - PAPD overtime mitigation strategies include routine review by command staff to ensure total workload is managed by limiting discretionary work performed on overtime and by efficient and effective patrol deployment. As a result, total hours (straight time and overtime hours combined) are on plan. In addition, new police officers from the first of two police classes will begin to mitigate Police overtime by year-end 2016. The second police class is scheduled to begin in early 2017.
  • Integrated Absence Management
    • The Agency implemented weekend clinic hours in the Office of Medical Services (OMS) to facilitate speedier return to work of employees. As a result, through September, the Agency has saved 580 productive days, or the equivalent of $603,000.
      • Required utilization of weekend clinic hours for ARFF and PATH (in addition to Public Safety) is being expanded to expedite return to duty examinations.
    • Compared to the baseline period (March 2013 through February 2014) preceding implementation of the program, the agency's average lost days per employee due to sick decreased by 9% and by 13% for Injury-on-Duty (IOD), respectively.
  • Overtime Working Group
    • As the Overtime Steering Committee continues to drive overtime improvements and mitigation efforts, a cross-functional/departmental overtime work group has been re-established to complete a deeper dive into the agency's overtime processes and procedures. This group will focus on the overtime coding, tools, justification, and training, as well as conducting research on the merits of creating a severe weather management reserve fund.