Employee Overtime Performance — 1st Quarter 2015

2015 FIRST QUARTER AGENCY OVERTIME HIGHLIGHTS

  • Through the first quarter, the Agency performed better than 2014 levels and current plan with regards to core overtime hours.  Core overtime includes recurring operational, maintenance, construction and security workload and excludes snow and ice and other emergency hours.
  • Overtime for snow and ice exceeded plan in order to provide safe and secure operations at our facilities due to well above-average number of occurrences of snow and ice weather events in the first quarter, as compared to plan which is based on five-year trailing average weather experience. 
  • In total, the Agency worked 541,000 hours through the first quarter. 
  • Total overtime expenses were $61 million, which is 18% of total labor expenses and $12 million over plan.  The net impact after recoveries through flight fees, grants and other reimbursements is approximately $6 million. 

2015 FIRST QUARTER CIVILIAN OVERTIME PERFORMANCE

  • Civilian core overtime performance for the period was 14% under plan and 10% under 2014 levels.
  • Civilian employees incurred a total of 359,000 overtime hours ($35 million) for core, snow, and other emergencies, which was 8% lower than the same period in 2014 but 37% over plan.  The first quarter civilian overrun was attributable to the support and response of 24 snow and ice weather events.

2015 FIRST QUARTER POLICE OVERTIME PERFORMANCE

  • In the first quarter, Police incurred 182,000 overtime hours, which was 30% lower than the same period in 2014 and 14% over plan.  Total police overtime expenses were $26 million, or $1.2 million, over plan.  The overrun to date is due to heightened security initiatives and has been federally reimbursed.

STATUS OF MITIGATION STRATEGIES

  • As we progress into 2015, Departments were tasked to continue being prudent in using their annual overtime allocations, and are expected to work collaboratively to identify creative solutions to mitigate root causes of overtime.
  • The Overtime Steering Committee is committed to ensuring that policies and procedures are in place for proactive overtime management. Short of unforeseen circumstances, the Agency is committed to managing core overtime at or below plan from the current quarter through year-end.  The agency will continue to complete the necessary workload using the best mix of available resources.
    • Departmental Mitigation Plans
      • Proactively manage workload to identify and mitigate impact of unplanned activities
      • Focused review of overtime critical job-titles to identify additional opportunities to establish ready-to-fill pools of staff  through advanced hiring strategies
      • Advancing outsourcing opportunities to support Aviation electrical landside workload currently planned for the May and subsequent Board meetings
    • Integrated Absence Management
      • The Integrated Absence Program is now fully established and continues to help reduce the average days lost per employee. Compared to the baseline period (March 2013 through February 2014) preceding the implementation of the program, the agency’s average lost days per employee due to sick decreased by 10% and by 13.5% for Injury-on-Duty (IOD), respectively.
      • Office of Medical Services (OMS) will continue to reinforce compliance with the 24/7 Absence Call Center as well as coordination with nurse case management to provide immediate tracking of each absence. In addition, OMS will expand required utilization of weekend clinic hours to Aviation and PATH to expedite return to duty examinations.
    • Peer Agency Benchmarking
      • The Agency has recently initiated a comprehensive review of overtime performance and practices at our peer transportation and other public agencies, both regionally and nationally. Preliminary survey results are currently under review and will be presented in the next quarter overtime update.
    • Technology - ScheduleSoft
      • ScheduleSoft is a tool intended to standardize, streamline and automate the timekeeping and scheduling processes, and support better management and scheduling of an employee’s work hours and resulting overtime. The Agency plans to use this tool as appropriate in agency departments.
      • The Public Safety Department was selected as the first to implement this upgraded system, which is currently fully functional.  The department has benefitted in improved scheduling, timekeeping and reporting with the system.
      • By year-end 2015, the plan is to fully implement the ARFF Cadre, Aviation Operations and Tunnels, Bridges & Terminals departments.


Web Site Disclaimer
© 2001-CurrentYear The Port Authority of New York and New Jersey. All Rights Reserved.

The Port Authority of New York and New Jersey
(212) 435-7000  •  4 World Trade Center, 150 Greenwich Street, New York, NY 10007