Review of Overtime Ottawa Police Service 2008 Review of Overtime Ottawa Police Service 2008

2 Reasons for Review

3 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

4 OPS Overtime Deficit,

5 OPS Budget vs. Actual Overtime Earned Expenditures,

6 Overtime 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”

7 Overtime Review Process

8 Objectives  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.

9 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 Pat McCaffery PhD candidate Findings & Recommendations OOvertime Expenditures CCauses of Overtime PPolicy & Practices WWorkload Pressures SSpecial Events BBudgets Staff Input Data Analysis Previous Audits Best Practices Concept & illustration by Pat McCaffery PhD candidate

10 Overtime ControllableUncontrollable 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

11 RECOMMENDATIONS  Review led to 36 recommendations.  Recs divided by Division with 10 general recs applying to all Divisions First Ten Recommendations 1.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

12 RECOMMENDATIONS 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.

13 Status of Recommendations and Budget Impact  Q 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

14 Status of Recommendations and Budget Impact

YTD OT PRESSURES 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.

16 ON-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

17 QUESTIONS ?