Review of OvertimeOttawa Police Service

2008

Review of OvertimeOttawa Police Service

2008

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Reasons for ReviewReasons for Review

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Reasons for ReviewReasons 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

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OPS Overtime Deficit, 2001-2008

OPS Overtime Deficit, 2001-2008

$(3.0)

$(2.5)

$(2.0)

$(1.5)

$(1.0)

$(0.5)

$-

Mil

lio

ns

2001 2002 2003 2004 2005 2006 2007 2008

$ 1.3

$ 2.1

$ 2.5

$ 1.2

$ 1.9

$ 1.0$ 1.0

Recoverable overtime is not included in these figures. 2007 includes overtime earned of $591K re NHL Playoffs.

$ 0.2

5

$-

$0.5

$1.0

$1.5

$2.0

$2.5

$3.0

$3.5

$4.0

$4.5

2001 2002 2003 2004 2005 2006 2007 2008

Mill

ion

s

Budget Actual

$ 1.5

$ 2.8 $ 2.8

$ 1.5

$ 3.6

$ 4.2

$ 1.7

$ 1.9 $ 1.9

$ 2.9

$ 3.1

$ 3.8 $ 3.7$ 3.9

Recoverable overtime is not included in these figures. 2007 includes overtime earned of $591K re NHL Playoffs.

$ 3.0

$ 3.2

OPS Budget vs. Actual Overtime Earned Expenditures,

2001-2008

OPS Budget vs. Actual Overtime Earned Expenditures,

2001-2008

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OvertimeOvertime

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”The Key is Managing”

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Overtime Review ProcessOvertime Review Process

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ObjectivesObjectives

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.

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Elements & Process of Review

Elements & Process of Review

Analysis of overtime & other

interrelated factors

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

Concept & illustration by Concept & illustration by Pat McCaffery PhD candidatePat McCaffery PhD candidate

Findings & Recommendations

OOvertime Expenditures

CCauses of Overtime

PPolicy & Practices

WWorkload Pressures

SSpecial Events

BBudgets

Staff Input

Data Analysis

Previous Audits

Best PracticesConcept & illustration by Concept & illustration by Pat McCaffery PhD candidatePat McCaffery PhD candidate

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OvertimeOvertime

  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

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RECOMMENDATIONSRECOMMENDATIONS

Review led to 36 recommendations. Recs divided by Division with 10 general recs

applying to all DivisionsFirst Ten RecommendationsFirst Ten Recommendations1. Change the culture towards overtime (Passive to Aggressive)

2. 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

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RECOMMENDATIONSRECOMMENDATIONS

6. Pre-approval of overtime7. Better manage/communicate $100k list8. Track reasons for all overtime usage with

codes9. Absenteeism Management/ Loss Time Analysis10. 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.

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Status of Recommendations and Budget Impact

Status of Recommendations and Budget Impact

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 $60KSurplus of $60K

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Status of Recommendations and Budget Impact

Status of Recommendations and Budget Impact

169,1

04 216,0

70 232,6

38

050,000100,000150,000200,000250,000300,000350,000400,000

Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sept. Oct. Nov. Dec.

Budget Actual

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2009 YTD OT PRESSURES2009 YTD OT PRESSURES

World Junior Hockey $6kObama visit $600kDadshani – High risk trial (Feb –15 May) $171k (est)Tamil Protest – $662k

Total YTD $1.43m out of $3.084mHiring 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.

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ON-GOING STEPSON-GOING STEPS

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

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QUESTIONSQUESTIONS

?