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Review of Overtime Ottawa Police Service 2008. Reasons for Review. Reasons for Review. A recurring annual deficit in the overtime budget (annual average of $1.5m deficit over the past seven years). Post review- Ended 2008 at ($174k) vs Ended 2007 at ($1m) deficit.

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Review of Overtime

Ottawa Police Service

2008



Reasons for review1
Reasons for Review

A recurring annual deficit in the overtime budget (annual average of $1.5m deficit over the past seven years).

Post review- Ended 2008 at ($174k) vs Ended 2007 at ($1m) deficit.

To establish the ground work and framework for OPS manage overtime as efficiently and effectively as possible

Post review- Overtime Mgt. Policy/ Guidelines/Checklists/ implemented+ more cost recovery.

A concern over potential burnout and well being of OPS members working high amounts of overtime.

Post review- Systems implemented to better balance overtime allocation




Overtime
Overtime 2001-2008

OT is an inevitable part of police work in all police organizations which rely on it to some extent to meet service delivery requirements. (Effective tracking and controls need to be in place).

Influenced by internal & external factors and managed by personal judgment at the time. Based on actual incidences planned and unplanned.

OT must be properly authorized, recorded, accumulated, approved, analyzed and controlled as it is a discretionary cost in many cases.

“The Key is Managing”



Objectives
Objectives 2001-2008

  • to determine why budget over-spending occurred in various areas and to evaluate procedures and resource allocation plans that may have contributed to the over expenditure.Finance issues detailed monthly reports to section managers

  • to collect appropriate data that can be analyzed to determine the causes of overtime, and with the assistance of other senior officers develop strategies to reduce the use of and reliance on overtime.

  • to develop policies and procedures governing the authorization and use of overtime.

  • to ensure that appropriate processes are in place to track, manage and control overtime worked by employees.

  • to assist managers to better understand what they can do in a practical way to improve overtime performance.


Elements process of review

  • OOvertime Expenditures 2001-2008

  • CCauses of Overtime

  • PPolicy & Practices

  • WWorkload Pressures

  • SSpecial Events

  • BBudgets

  • Staff Input

  • Data Analysis

  • Previous Audits

  • Best Practices

Analysis of overtime & other interrelated factors

Screw Off

Findings & Recommendations

Concept & illustration by

Pat McCaffery PhD candidate

Concept & illustration by

Pat McCaffery PhD candidate

Graphic depicts areas of examination for review and the process leading to findings and recommendations.

Elements & Process of Review


Overtime1
Overtime 2001-2008

Controllable

Uncontrollable

Recoverable

§Anticipated large scale events

§Selected special events

§Natural disasters

Unrecoverable

§Staffing challenges / shortages

§Administrative time

§On Call overtime

§Increased homicides and fatal collisions

§Emergency response call-outs to major incidents

§Unanticipated events

§Priority one calls occurring near end of officer’s shift

§Major IT malfunctions

§Protests associated with a specific event or meeting


Recommendations
RECOMMENDATIONS 2001-2008

  • Review led to 36 recommendations.

  • Recs divided by Division with 10 general recs applying to all Divisions

    First Ten Recommendations

  • Change the culture towards overtime (Passive to Aggressive)

  • Develop and implement detailed policy (approved Dec. 4/08)

  • Authorize prior, validate OT claim, approval by Inspectors

    3. Improve overtime budget allocations for sections through reallocation of funds within divisions.

    4. Change shifts to meet workload demands (also part of CIS review in 2009)

    5. Include overtime mgt. in Performance Reviews


Recommendations1
RECOMMENDATIONS 2001-2008

6. Pre-approval of overtime

7. Better manage/communicate $100k list

8. Track reasons for all overtime usage with codes

9. Absenteeism Management/ Loss Time Analysis

10. Include overtime cost recovery in all MOUs.

The other 26 recommendations were categorized by the Divisions they occurred in. Most were actioned as they were discovered.


Status of recommendations and budget impact
Status of Recommendations and Budget Impact 2001-2008

Q1 2009 follow-up completed on status of 36 recs. (All but 4 are complete).

Q1 budget status

- March overtime reflects earnings of $233K, which is $25K under budget. This is $57K or 20% decrease compared to the same period last year.

YTD End of Q1– Earnings of $618K.

Budget - $678K

Surplus of $60K



2009 ytd ot pressures
2009 YTD OT PRESSURES 2001-2008

  • World Junior Hockey $6k

  • Obama visit $600k

  • Dadshani – High risk trial (Feb –15 May) $171k (est)

  • Tamil Protest – $662k

    Total YTD $1.43m out of $3.084m

  • Hiring Plan – challenge staying on complement

    Note: OT related to Obama - this has not been recovered yet but we are hopeful it will be before year end.  The gov't does a full audit before any payment is made on these major events and that has not even been scheduled yet.  Keep in mind we only received recovery for NALS (summer of 2007) in January 2009.


On going steps
ON-GOING STEPS 2001-2008

  • Status monitored each month at the Executive Team Meetings

  • Finance issues detailed monthly reports to section managers

  • OT is now Authorized, validated, approved, tracked, and monitored.

  • Special event overtime is closely monitored/mitigated

  • Cost recoverable overtime is increasing (March $13.4k)

  • Following up on report recommendations


Questions
QUESTIONS 2001-2008

?


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