HomeMy WebLinkAbout86-19 RESOLUTION113 West Mountain Street
Fayetteville, AR 72701
(479) 575-8323
Resolution: 86-19
File Number: 2019-0166
2019 FIRE AND POLICE STEP PAY PLANS:
A RESOLUTION TO APPROVE THE 2019 FIRE AND POLICE PAY AND BENEFITS STUDY
REPORT PREPARED BY THE JOHANSON GROUP, AND TO ADOPT THE 2019 FIRE AND
POLICE STEP PAY PLANS
WHEREAS, Mayor Jordan proposes an adjustment to the Police and Fire pay grids to provide for
implementation of the 2019 pay plans, as recommended by the Johanson Group's 2019 Fire and Police
Pay and Benefits Study Report.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
FAYETTEVILLE, ARKANSAS:
Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves the 2019 Fire
and Police Pay and Benefits Study Report prepared by the Johanson Group, and further approves the
2019 Fire and Police step pay plans, copies of which are attached to this Resolution.
PASSED and APPROVED on 4/2/2019
City of Fayetteville, Arkansas 113 West Mountain Street
=' Fayetteville, AR 72701
(479) 575-8323
Text File
File Number: 2019-0166
Agenda Date: 4/2/2019 Version: 1 Status: Passed
In Control: City Council Meeting File Type: Resolution
Agenda Number: C. 5
2019 FIRE AND POLICE STEP PAY PLANS:
A RESOLUTION TO APPROVE THE 2019 FIRE AND POLICE PAY AND BENEFITS STUDY
REPORT PREPARED BY THE JOHANSON GROUP, AND TO ADOPT THE 2019 FIRE AND
POLICE STEP PAY PLANS
WHEREAS, Mayor Jordan proposes an adjustment to the Police and Fire pay grids to provide for
implementation of the 2019 pay plans, as recommended by the Johanson Group's 2019 Fire and Police Pay
and Benefits Study Report.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
FAYETTEVILLE, ARKANSAS:
Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves the 2019 Fire and
Police Pay and Benefits Study Report prepared by the Johanson Group, and further approves the 2019 Fire
and Police step pay plans, copies of which are attached to this Resolution.
City of Fayetteville, Arkansas Page 1 Printed on 4/3/2019
City of Fayetteville Staff Review Form
2019-0166
Legistar File ID
4/2/2019
City Council Meeting Date - Agenda Item Only
N/A for Non -Agenda Item
Michele Bechhold 3/12/2019 HUMAN RESOURCES (120)
Submitted By Submitted Date Division / Department
Action Recommendation:
Staff recommends the City Council accept the 2019 Fire and Police Pay and Benefits Study conducted by the
Johanson Group and approve the proposed Fire and Police step pay plans.
Account Number
Project Number
Budgeted Item? NA
Does item have a cost? No
Budget Adjustment Attached? NA
Purchase Order Number:
Change Order Number:
Original Contract Number:
Comments:
Budget Impact:
Fund
Project Title
Current Budget
Funds Obligated
Current Balance
Item Cost
Budget Adjustment
Remaining Budget
Previous Ordinance or Resolution #
Approval Date:
V2U7CUJz7
CITY OF
_ FAYETTEVILLE
ARKANSAS
MEETING OF APRIL 2, 2019
TO: Mayor and City Council
THRU: Don Marr, Chief of Staff
FROM: Michele Bechhold, Interim HR Director
DATE: March 11, 2019
CITY COUNCIL MEMO
SUBJECT: Acceptance of the 2019 Fire and Police Pay and Benefits Study and Approval of
Proposed Fire and Police Step Pay Plans
RECOMMENDATION:
Staff recommends the City Council accept the 2019 Fire and Police Pay and Benefits Study
conducted by the Johanson Group and approve the proposed Fire and Police step pay plans.
BACKGROUND:
In 2016, after a professional services selection was completed, City Council approved a contract
for the Johanson Group to conduct a classification, compensation, and benefits study. The
contract included contingency amounts for ongoing market reviews and other consulting
services.
Following the implementation of the classification study, Mayor Jordan formed the 2017 City
Council Ad Hoc Pay Plan Committee to make recommendations to the City Council regarding
new criteria for future pay and benefits studies. The Committee consisted of Council Members,
Administration and one representative from each employee group — Fire, Police, and Merit.
This Committee made the following recommendations to the City Council regarding Fire and
Police pay and benefits surveys.
1. Survey data sources—Bentonville, Rogers, Springdale, Jonesboro, and Lawrence, KS
2. Survey frequency—conduct annual studies, alternating between Police and Fire in the
odd numbered years and merit in the even numbered years
3. Survey five benefits provided by the data sources—retirement, medical/dental, time
off in excess of statutory requirements, certification pay, and longevity pay
On February 6, 2018, the City Council approved these recommendations along with a change
order to the Johanson Group contract to conduct annual pay and benefits studies.
DISCUSSION:
The Johanson Group's 2019 Fire and Police Pay and Benefits Study Report follows this staff
memo. The Final Report provides a summary of the study, including a discussion of the five
benefit options identified for inclusion in the survey. The study recommendations from the
Johanson Group are listed below:
Mailing Address:
113 W. Mountain Street www.fayetteville-ar.gov
Fayetteville, AR 72701
• Adoption of the 2019 Proposed Fire and Police Pay Step Plans
Continuation of current competitive employee benefits for Fire and Police uniformed
personnel to meet the City's Total Rewards: Compensation and Benefits Philosophy —
Competitive base pay to attract applicants within the City's market recruitment area and
retain competent employees by leading market recruitment area with total rewards (base
pay and benefit) offerings
The 2019 Proposed Fire and Police Pay Step Plans are labeled Appendices 13-15 in the report.
BUDGET/STAFF IMPACT:
Accepting the Johanson Group Study and adopting the proposed pay plans will equip the City to
implement updated, competitive fire and police pay structures.
A separate agenda item with Mayor Jordan's recommendation for the 2019 Employee
Compensation Appropriation Authority & Step Pay Plan Structure Adjustments will be presented
to the City Council for consideration.
Attachments:
Johanson Group's City of Fayetteville 2019 Fire and Police Pay and Benefits Study Report
CITY OF FAYETTEVILLE
2019 FIRE AND POLICE PAY AND BENEFITS
STUDY REPORT
March, 2019
PRESENTED To:
The Honorable Mayor Lioneld Jordan
Honorable Members of the City Council
PRESENTED BY:
Blair and Bruce Johanson
President and Vice President
Johanson; group
MANAGEMENT CONSULTING SERVICES
2928 Mc..K.ee. Circle, Ste 123
Fayetteville, AR 72703
479,521,2697
March 11, 2019
To: The Honorable Lioneld Jordan, Mayor
Honorable Members of the City Council
From: Blair and Bruce Johanson, President and Vice -President
Subject: 2019 Fire and Police Pay and Benefits Study Final Report
Johanson Group is pleased to provide this Fire and Police Pay and Benefits study report. It is based
on an analysis of fire and police uniformed pay range comparisons with competing municipalities in
the City's labor market (Bentonville, Rogers and Springdale) and two benchmark cities (Jonesboro,
AR and Lawrence, KS) located outside the Northwest Arkansas region. This memo narrative
summarizes the 2019 Fire and Police Pay and Benefits Study findings and recommendations.
Background Information
Following the completion of the 2017 pay and benefits study in the Spring of 2017, Mayor Jordan
formed the 2017 City Council Ad Hoc Pay Plan Committee to research and provide acceptable
direction and parameters for future uniformed personnel and merit staff pay and benefits studies.
The Committee met on several occasions and finalized their work in November, 2017 with the
following study directives that apply to the 2019 Fire and Police Pay and Benefits Study.
• Total Rewards: Compensation & Benefits Philosophy — Competitive base pay to attract
applicants within the City's market recruitment area and retain competent employees by
leading market recruitment area with total rewards (base pay and benefit) offerings
• Study Market Area: Bentonville, Rogers, Springdale, Jonesboro and Lawrence, KS
Evaluation of Employee Benefit Options — 5 major prevalent benefits: Retirement Plan,
Medical/Dental, Time Off Plans above statutory requirement, Certificate Pay, and Longevity
Pay
Frequency of surveys — Every other year (Civil Service -odd years and Merit -even years)
Financially sustainable structures for step & merit pay plans
• Apples to apples comparison on step and merit range mins and maxes
Discussion of the Fire and Police Pay Plans
The Fire and Police Pay Plans are based on the actual market pay average minimums and actual
blended market pay average maximums for each rank. Pay step plan 2019 minimums and
maximums for Springdale, Jonesboro and Lawrence and merit pay plan 2019 minimums and
blended maximums for Bentonville and Rogers were compared to Fayetteville's 2018 Fire and
Police pay step range minimums and maximums for each rank. Position pay step ranges for the
City of Lawrence's Fire Captain and Police Sergeant were modified to provide better position and
Page 1 of 4
pay range comparison matches for the City of Fayetteville's ranks of Fire Captain, Police Sergeant,
and Police Lieutenant in the 2019 Fire and Police market pay study.
The position matches and blended maximums were used to create apple to apple comparisons for
market study average pay step and merit range minimums and maximums. The market 2019 Fire
and Police Pay Study Variances by Position Title table based on pay range minimums and blended
maximums is located in Appendix 2.
The overall market average pay range minimums and blended maximums for the Fire and Police
positions are noted on the one page document in Appendix 3.
The steps were then created by calculating the dollar amount to develop equitable increases from
the minimum to the maximum step. The 2019 Fire and Police uniformed rank positions pay plan
drafts based on implementing the identified market study variances are noted in Appendices 13
and 14 (Fire) and Appendix 15 (Police).
Average Annual Pay by Job Title
As part of the market compensation study, Johanson Group asked the market study municipalities
to provide average annual pay byjob title. The Fayetteville fire and police uniformed employees'
average pay for all ranked positions is close to the market means. The 2018 overall fire uniformed
annual average base pay mean is .8% behind the 2018 market fire annual pay means, and 2018
overall police uniformed annual average base pay is 3.4% ahead of the 2018 market police annual
pay means. The detailed market annual pay mean data by municipality and job title worksheet
appears in Appendix 7.
Discussion of the External Prevalent Market Benefits Study
Retirement Plan
The City of Fayetteville has adopted and continues to fund the Arkansas LOPFI 2 retirement plan for
its uniformed fire and police personnel. The 2019 Arkansas market pay study cities offer and fund
LOPFI 1 retirement plans for their fire and police personnel. The City of Fayetteville will make
26.00% and 24.84% contributions of covered pay for fire and police uniformed personnel
respectfully during the 2019 calendar year. The market pay study cities inclusive of Lawrence will
average 21.7% and 22.7% contributions of base pay for fire and police uniformed personnel. The
City of Fayetteville's funding of the LOPFI 2 retirement plan exceeds the market for the Arkansas
study municipalities and City of Lawrence.
Medical and Dental Plans
The City of Fayetteville offers several medical health insurance plan options, and the most popular
plan is the High Deductible Health Plan (HDHP) with Health Savings Account contributions made by
the City. The City of Fayetteville's cost share of the HDHP insurance monthly premiums and annual
HSA contributions for its employees exceed the market. The City of Fayetteville offers dental that
is bundled with the medical plan and the dental insurance premiums are paid by the City
Page 2 of 4
employees. The market offers cost shares on dental insurance monthly premiums from 15% to
100% with an average of 55%.
Time off Plans
For Police Sick Days and Fire Sick Shifts, the City of Fayetteville offers 12 accrued sick days/shifts
during the first year of employment and 20 accrued sick days/shifts from the second year and
beyond. The 2019 Arkansas pay and benefits study municipalities offer 20 accrued sick days/shifts
from some point during the first year of employment and for each year after.
For Police and Fire Vacation Leave, the City of Fayetteville is competitive with market average
vacation days/shifts offered during years one to ten years of employment. For Police, accrued
vacation is less than market average vacation days from ten to twenty years of employment and
then above market average vacation days from twenty or more years of employment. For Fire
vacation shifts, the City of Fayetteville is less than market average vacation shifts from ten or more
years of employment.
Certificate Pay
The City of Fayetteville offers certificate pay for police officers and no certificate pay for fire
uniformed positions. The market study municipalities offer limited options for fire certificate pay,
and more options are offered for police focused certificate pay, especially in the cities of
Bentonville and Lawrence.
Longevity Pay
Two of the five market study municipalities do not offer longevity pay plans. Three of five market
study municipalities offer longevity pay plans that start after five years of employment for two of
the cities and after twenty-one years of employment for one of the cities. Annual minimum
payouts range from $250 to $1,000.
Other Fire and Police Pay and Benefits Study Information Discussion
Additional information beyond the City Council's directives for the 2019 Fire and Police Pay and
Benefits Study was requested by Fire and Police Chiefs and Fire and Police labor representatives.
Average City Tenure by Job Title, Benefits Study Summary Worksheets, and Assignment Pay were
completed and noted respectfully in Appendices 8, 10, and 12.
Recommendations for the Fire and Police Pay and Benefits Study
e Adoption of the 2019 Proposed Fire and Police Pay Step Plans
® Continuation of current competitive employee benefits for Fire and Police uniformed
personnel to meet the City's Total Rewards: Compensation and Benefits Philosophy —
Competitive base pay to attract applicants within the City's market recruitment area and
retain competent employees by leading market recruitment area with total rewards (base
pay and benefit) offerings
Page 3 of 4
List of Appendices:
2019 Fire and Police Pay and Benefits Study Report Cover Page
Appendix 1: City Council Direction for Future Pay and Benefits Studies: Uniformed Positions
Appendix 2: Fire and Police Range Full Min and Blended Max 2019 Pay Study Variance Percentages
Appendix 3: Fire and Police Pay Range Study Full Min & Blended Max & Revised Position Matches
Appendix 4: Fire and Police Study — City of Lawrence Position Match Methodology
Appendix 5: Fire and Police Pay Range Study — Full Min and Blended Pay Range Max Methodology
Appendix 6: Fire and Police Blended Maximum Bentonville and Rogers Worksheets 2-15-2019
Appendix 7: Fire and Police Study — Average Pay and Pay Range Penetration by Job Title
Appendix 8: Fire and Police Study — Average City Tenure by Job Title
Appendix 9: Fire and Police Study — Medical and Dental Cost Shares
Appendix 10: Fire and Police Pay and Benefits Study Summary
Appendix 11: Fire and Police Study — Certificate Pay
Appendix 12: Fire and Police Study—Assignments and Pay
Appendix 13: Proposed Fire Department Pay Plan 24 Hour Shift
Appendix 14: Proposed Fire Department Pay Plan Day Shift
Appendix 15: Proposed Police Department Pay Plan
Johanson Group would be pleased to answer any questions you might have concerning this report
and the recommendations for the 2019 Fire and Police Pay and Benefits Study.
It has been a pleasure working with the City's Human Resources team, Fire, Police and
Administration Chiefs and Fire and Police Labor Representatives on the 2019 Fire and Police study.
Sincerely,
Blair Johanson
President, Johanson Group
Phone: 479-521-2697 www.johansongroup.net
Page 4 of 4
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APPENDIX 2
City of Fayetteville
Pay Study Plans — Fire and Police
Uniformed Rank Positions
2019 Pay Study Variances by Position Title
Pay Range Full Minimums and Blended Maximums
Revised Position Matches
March 7, 2019
Fire Position Title
Average Pay Range
Minimum Variance
Average Pay Range
Maximum Variance
Battalion Chief
-10.1%
-7.4%
Fire Captain
-2.6%
-7.1%
Driver
-0.3%
-2.5%
Firefighter
-4.3%
-2.6%
Average
-4.3%
-4.9%
Police Position Title
Average Pay Range
Minimum Variance
Average Pay Range
Maximum Variance
Police Lieutenant
-11.5%
-9.0%
Police Sergeant
-7.7%
-5.3%
Police Corporal
-3.1%
-3.5%
Police Officer
-2.0%
-0.3%
Average
-6.1%
-4.5%
Pay Range Study Cities:
Bentonville
Rogers
Springdale
Jonesboro
Lawrence, KS
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APPENDIX G Page 1
City of Fayetteville
Fire Pay Study
Blended Maximum Worksheet
February 15, 2019
Bentonville -Fire
Rogers - Fire
Actual
Average
Salary
Multiple
%
Pay Range
Blended
Max
2019 Pay
Range Max
Highest
Paid
Emps.
Level I
or II
Emps.
with this
Salary
Years of
Tenure
Firefighter 1
$38,191
120%
$45,829
$56,543
$39,178
1
1
1
$38,627
11
1
1
$57,927
1
Fire Driver
$46,166
120%
$55,399
$65,413
$55,809
1
20
1
16
$55,396
1
22
1 1
1 13
$50,407
1
17
Fire Driver
$49,073
120%
$58,888
$58,918
Fire Captain
$60,961
120%
$73,153
$81,151
$66,475
2
29&25
$60,750
1
19
Battalion Chief
$66,986
120%
$80,383
$99,659
$68,242
1
22
Rogers - Fire
Actual
Average
Salary
Multiple
%
Pay Range
Blended
Max
2019 Pay
Range Max
Highest
Paid
Emps.
Level I
or II
Emps.
with this
Salary
Years of
Tenure
Firefighter/EMT
$40,798
120%
$48,958
$52,300
$66,364
1
21
$61,056
1
18
$57,927
1
19
$55,227
1
16
$47,096
1 1
1 13
Fire Driver
$49,073
120%
$58,888
$58,918
$61,793
1
19
$60,750
1
19
$53,631
1
15
Fire Captain
$68,018
110%
$74,820
$77,116
$84,589
1
26
$81,889
1
26
$76,827
1
23
$75,661
2
21
Battalion Chief
$88,010
100%
$88,010
$110,223
$97,721
1
30
$92,444
1
26
$83,577
1
21
APPENDIX 6 Page 2
City of Fayetteville
Police Pay Study
Blended Maximum Worksheet
February 15, 2019
RontnnvillP - Pnlira
Rneers - Police
Actual
Average
Salary
Multiple
%
Pay Range
Blended
Max
2019 Pay
Range
Max
Highest
Paid
Emps.
Level I
or II
Emps.
with this
Salary
Years of
Tenure
Police Officer
$41,777
1 120%
$50,132
$58,852
1 $44,658
II
1
6
--+
$40,394
1
1
1 9
Police Corporal $52,644 120% $63,173 $71,192 $64,730 2 18 & 24
$63,419 1 19
$59,509 1 15
Police Sergeant
$55,534
120%
$66,641 $78,283
$64,917
Police Corporal $52,283 120% $62,740 $65,535 $64,078 1 23
1
18
Police Sergeant
$62,847
110%
$64,584
$77,116
1
20
25 & 21
Police Lieutenant
$69,331
120% $83,197 $96,344 $77,220
1 22
Rneers - Police
Actual
Average
Salary
Multiple
%
Pay Range
Blended
Max
2019 Pay
Range
Max
Highest
Paid
Emps.
Level I
or II
Emps.
with this
Salary
Years of
Tenure
Police Officer
$38,485
120%
$46,182
$55,609
$46,588
1
1
--+
$46,255
1
3
$43,170
1
6
Police Corporal $52,283 120% $62,740 $65,535 $64,078 1 23
$58,329 1 18
$57,863 1 16
Police Sergeant
$62,847
110%
$69,132
$77,116
$75,419
2
25 & 21
$68,006
1
23
Police Lieutenant
$78,895
100% $78,895
$103,586 $84,675
126
$83,299
1 21
$79,481
1 24
$73,511
2 18
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Branson, Lisa
From: Branson, Lisa on behalf of Smith, Sondra
Sent: Tuesday, April 02, 2019 10:08 AM
To: Batker, Jodi; Bolinger, Bonnie; 'bpennington@fayetteville-ar.gov'; Bunch, Sarah; CityClerk;
'citycouncil@matthewpetty.org'; 'dmarr@fayetteville-ar.gov'; 'geads@fayetteville-ar,gov';
'groberts@fayetteville-ar.gov'; Gutierrez, Sonia; Henson, Pam; Kinion, Mark; 'kjohnson@fayetteville-
ar.gov'; 'kwilliams@fayetteville-ar.gov'; 'Ibra nson@fayetteville-ar.gov'; 'Ijordan@fayetteville-ar.gov';
Marsh, Sarah; Mulford, Patti; Norton, Susan; Scroggin, Sloan; Smith, Kyle; 'ssmith@fayetteville-ar.gov';
Turk, Teresa
Cc: 'Peter Tonnessen'
Subject: Excel Spreadsheet for tonight's City Council Meeting
Attachments: Wage Increases (Rev. 4) LEGAL.xlsx
Please distribute this email or the attached document to members of the City Council.
Sincerely,
Pete Tonnessen
3500 Hearthstone Drive, FAYAR 72764
719-338-7329
General Fund 2018 Operating Results & Mayor Recommended Compensation Plan
- COMPARATIVE PERCENTAGES IN WAGE INCREASES
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
U.S. REAL WAGES
- 55 AWI (Average Wage index)
MILITARY
GS FEDERAL
SOCIAL SECURITY
CITY OF FAYETTEVILLE
Fire (115 employees)
Police (123 employees)
"Merit" Increases (2231238 employes)
GRAND TOTAL - ANNUALIZED
ANNUAL C.P.I. INFLATION RATE
2019-2020 TOTAL BUDGET IMPACT
FIRE - UNIFORMED (115)
POLICE - UNIFORMED (123)
"MERIT" sir: INCREASES (223 emp1)
ANNUAL IMPACT (73%/ 100%)
Approx $/YEAR per Employee (238)
Approx $/Month per Employee (238)
AVERAGE AVERAGE
2019 2020 2014-2019 2008-2019
2.3%
2.36%
3.1%
3.1%
1.3%
3.6%
3.S%
1.1%
3.5%
2.90%
2.23%
3.5%
3.9% 3.4%
1.4%
1.6%
1.7%
1.0%
1.0%
1.3%
2.1%
2.4%
1.56%
2.12%
2.5%
2.9% 1.5%
0.0%
0.0%
0.0%
1.0%
1.0%
1.0%
1.0%
1.4%
1.08%
1.12%
2.3%
5.8% 0.0%
0.0%
3.6%
1.7%
1.5%
1.7%
0.0%
0.0%
2.0%
2.8%
1.33%
1.78%
7.29E
6.3%.
94%
4.0%
5.9%
3.84%
- 1.64%
3.16%
2.07%
1.46%
1.62%
2.44%
0.66%
;i
`/
2019 IMPACT
2020 IMPACT
% INCREASE
$501,400
$685,700
7.2%
21.2%
$412,900
$584,700
6.3%
10.3°%
429 00
$569,60❑
4.0%
$1,343,300
$1,840,000
5.9% 777
$5,644.12
$7,731.09
$470.34
$644.26
Social Security
Average Nage Index (AWI)
Automatic Determinations We use the term "wages" to refer to net
For detailed information on
compensation. Raw average wage data are
the average wage data for presented in the table below. Note that an
any year, including a average wage is an average per worker, not an
distribution by wage level, average per job. A change in the latest such
select a year and click "Go." average wage over the previous one is multiplied
2017 by the last AWI to produce the next AWI. A table
Co showing average and median wage growth is
available.
AWI series and underlying data
[Number of workers in thousands; aggregate wage amounts in millions]
AWI series a SSA raw data
Prior year Current year
average Average Number of Aggregate
Year AWI Increase amount amount workers wages
1984
[see data for prior
18,997.93
$151250.75
1990 21,027.98 4.62%
years]
191875.47
1271554
1985
161822.51 4.26%
$151250.75
151900.51
1986
17,321.82 2.97%
151900.51
161372.45
1987
18,426.51 6.38%
161372.45
171416.59
1988
191334.04 4.93%
171416.59
181274.38
1121666 $117181239
114,922
115,135
119,557
122,797
1989 20,099.55 3.96%
181274.38
18,997.93
1261909
1990 21,027.98 4.62%
181997.93
191875.47
1271554
https://www.ssa.gov/oact/cola/awideveIop.htmI
1,827,321
1,885,046
2,082,269
2,244,036
2,411,003
2,535,192
3/28/19, 13:38
Page 1 of 3
1991 211811.60 3.73% 201172.11 201923.84 1261208 2,6401753
b
1992
221935.42
5.15%
201923.84
221001.92
1271106
27961569
1993
231132.67
0.86%
221001.92
221191.14
1281728
218561628
1994
23,753.53
2.68%
221191.14
221786.73
1301571
21975,294
1995
241705.66
4.01%
221786.73
231700.11
134,212
311801838
1996
251913.90
4.89%
231700.11
241859.17
136,561
313941789
1997
271426.00
5.84%
241859.17
26,309.73
1391349
31666,228
1998
281861.44
5.23%
261309.73
271686.75
1411760
319241866
1999
301469.84
5.57%
271686.75
291229.69
145,061
412401084
2000
321154.82
5.53%
291229.69
301846.09
1481114
415681731
2001
321921.92
2.39%
301846.09
311581.97
148,282
416831048
2002
33,252.09
1.00%
311581.97
311898.70
1481069
417231210
2003
34,064.95
2.44%
311898.70
321678.48
1471722
418271338
2004
35,648.55
4.65%
321678.48
341197.63
1491439
51110,451
2005
361952.94
3.66%
341197.63
35,448.93
1511603
513741177
2006
38,651.41
4.60%
351448.93
37,078.27
1531853
5704,593
2007
401405.48
4.54%
371078.27
381760.95
1551570
610301057
2008
411334.97
2.30%
38,760.95
391652.61
155,435
6,1631387
2009
401711.61
-1.51%
391652.61
39,054.62
1501918
5,8941035
2010
411673.83
2.36%
391036.67
391959.30
1501399
6,009,831
2011
421979.61
3.13%
391959.30
411211.36
1511381
612381607
2012
441321.67
3.12%
411211.36
42,498.21
1531632
615291098
2013
441888.16
1.28%
421498.21
431041.39
155,772
617041658
2014
46,481.52
3.55%
43,041.39
441569.20
1581187
710501259
2015
48,098.63
3.48%
441569.20
461119.78
160795
7,415,816
https://www.ssa.gov/oacI/cola/awideveIop.html 3/28/99, 13:38
Page 2 of 3
2016 481642.15
1.13% 461119.78
46,640.94
1631521
716261754
2017 501321.89
3.45% 461640.94
481251.57
165,438
719821655
a See Actuarial Note 103 for the development of the AWI series prior to 1978 and Actuarial Note 133 for
further detail on average wages for 1985-90.
b Data for 1991 and later include contributions to deferred compensation plans. The "prior year average
amount" shown in this row includes contributions to deferred compensation plans and was used to calculate
the increase in raw average wages from 1990 to 1991 on the same basis (both including deferred
compensation contributions) and thus provide a smooth transition in the AWI series.
c The "prior year average amount" shown in this row reflects improvements in the data edits we made for
this calculation.
https://www.ssa.gov/oact/cola/awidevelop.html 3/28/19, 13:38
Page 3 of 3
Year I Military pay I Average private I Pay qap
https://en.m.wikipedia.org/wiki/United_5tates_iniIitary_pay#Historic_pay_.raise_chart 3/28/19, 13:30
Page 5 of 9
raise percent
sector raise
I
2.6%
4.8%
4.5%
6.5%
1976 5.0 9.0
1977 4.8 7.0
1978 7.1 6.8
1979 5.5 7.5
1980
7.0
7.8
7.3%
1981
11.7
9.1
4.8%
1982
14.3
9.1
0.0
1983
4.0
8.1
3.9%
y 1984
4.0
5.6
5.5%
1985
4.0
5.1
6.7%
X1986
3.0
4.4
8.1%
1987
3.0
4.2
9.4%
1988
2.0
3.5
11.0%
'1989
4.1
3.5
10.3
1990
3.6
4.4
11.2% 1
1991
4.1
4.4
11.50/0
1992
r1993
4.2
3.7
4.2
3.7
11.5%
11.570//0
X1994
2.2
2.7
12.1% 1
I
1995
2.6
3.1
12.6
11996
2.4
2.9
13.1 % 1
' 1997
3.0
2.8
12.9%
1998
2.8
3.3
1
13.5%
1999
3.6
3.6
13.5%
https://en.m.wikipedia.org/wiki/United_5tates_iniIitary_pay#Historic_pay_.raise_chart 3/28/19, 13:30
Page 5 of 9
E 2000
6.2
4.3 11.4%
3.2 10.5%
2001
4.1
2002
6.9
4.1
7.6%
2003
4.7
3.6
6.4%
2004
4.2
3.1
5.3%
2005
3.5
3.0
4.8%
2006
3.1
2.6
4.3% I
2007
2.7
2.2
3.8%
2008
3.5
3.0
3.3%
2009
3.9
3.4
2.8%
2010
i
3.4
3.0
1.9%
�20111
1.4
2.9
1.4% {
2012
1.6
2.8
2.6%
12013
1.7
2.8
3.7% j
12014
1.0
2.9
5.6%
12015
1.0
1.9
6.6%
2016
1.3
2.3
7.6%
2017
2.1
2.8
8.4%
2018
2.4
UNK
UNK
. _ .......
https://en.m.wikipedia.org/wiki/United_States_rniIitary_pay#Historic_pay_raise_chart 3/28/19, 13:30
Page 6 of 9
16
14
12
10
6
6
a
2
0
1975
[5]
1980 1985 1990 1995 2000 2005 2010 2015 2020
Other types of pay
Year
Incentive Pay: example, Korea Area Incentive Program (KAIP)
Legend
0 Mkary rano
• Privatorarst
M Pay qap
w Hardship Pay: Monthly pay for certain "hardship duty locations". The rate varies by the
location.
Hostile Fire Pay/Imminent Danger Pay: Monthly pay that appears on the LES as "HFP/IDP"
Sometimes referred to as Combat Pay. [6]
Hazardous Duty Pay: Monthly additional pay for certain "hazardous" duty assignments, such
as the flight deck operations personnel on an aircraft carrier. Other examples are parachuting
and scuba diving.
Family Separation Allowance: Money paid when required to be away from dependents
(spouse, minor children, or other designated individuals) due to military duties. Technically it
is intended to offset the costs associated with being separated such as landscaping, car
maintenance, occasional child care, phone calls and mail, rather than being a monetary
https://en.ni.wikipedia.or9/wild/United_States_rnilitary_pay#Historic_pay_raise_cliart
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https://Www.federaIpay.org/military/raises
The president has ordered a Pay Freeze for 2019 and authorized 6 new locality are
Military Pay Raises - 2004 t,
At the end of every year the federal government determines if, and by f
increase is calculated based on the annual increase in the Employment
upcoming 2020 military pay raise is 2% (see below for details).
This table lists the yearly across-the-board military basic pay raises sin
income with our powerful Military Pay Calculator.
Year Raise Example Basic Pay Change
2018 2.4%
An E-5 member with over 8 years of service would receive a monthly rais
of $73.20
2017 2.1%
An E-5 member with over 8 years of service would receive a monthly rais
of $62.70
2016 1.3%
An E-5 member with over 8 years of service would receive a monthly rais
of $38.40
2015 1.0%
An E-5 member with over 8 years of service would receive a monthly rais
of $29.10
2014 1.0%
An E-5 member with over 8 years of service would receive a monthly rais
of $28.80
2013 1.7%
An E-5 member with over 8 years of service would receive a monthly rais
of $48.30
2012 1.6%
An E-5 member with over 8 years of service would receive a monthly rais
of $44.70
2011 1.4%
An E-5 member with over 8 years of service would receive a monthly rais
of $38.70
2010 3.4%
An E-5 member with over 8 years of service would receive a monthly rais
of $90.90
2009 3.9%
An E-5 member with over 8 years of service would receive a monthly rais
of $100.20
.....................
2008 3.5%
An E-5 member with over 8 years of service would receive a monthly rais
of $87.00
2007, April 1.2%
An E-5 member with over 8 years of service would receive a monthly rais
of $28.80
nnn'7 n not
A— C e ........k— ...;ah ,...... o ..,..,.....a ..,,......, ...,...i.r ........... „ ..,....Ftii. ..,..
3/28/19, 13:23
Page 1 of 2
FederalPay.org
Civil Employee's Resource
cuur, LL %0 /111 C-U 1110111U01 VVIU1 UV01 0 yOGIA UI bUIVI a VVUUIU 10U01V0 CL IIIUI ILI lly IQIW
January of $52.80
2006 3.1% An E-5 member with over 8 years of service would receive a monthly rais
of $72.30
2005 3.5% An E-5 member with over 8 years of service would receive a monthly rais
of $78.90
2004 4.6% An E-5 member with over 8 years of service would receive a monthly rais
of $99.00
2003 n/a n/a
When will military compensation be raised next?
The military basic pay raise for 2018 will be finalized and approved by December 2017, and go in
2018 pay tables to FederalPay.org as soon as they become available.
FederalPay's 2020 Pay Increase Predication is 2%
Our best predictor of amount of the military pay raise that will be passed for 2020 is the the Quart
industry workers (12 -month percent change, not seasonally adjusted).
The current value of this indicator, as published by the Bureau of Labor Statistics, is 2%. This me
be in the area of 2%. You can check this page next quarter, as we update our estimate as each n
The Bureau of Labor's ECI is not the final say, however. The U.S. President may adjust the pay ra
serious economic conditions affecting the general welfare," according to §602 of the National Del
must submit the adjustment to Congress before September 1 st of the preceding year, along with
In the President's evaluation of the economic condition affecting the general welfare, economic n
• The Indexes of Leading Economic Indicators
o The Gross Domestic Product
o The unemployment rate
o The budget deficit
• The Consumer Price Index
■ The Producer Price Index
■ The Employment Cost Index
■ The Implicit Price Deflator for Personal Consumption Expenditures
Congress can also vote to change the President's proposed increase, as they did for fiscal year 2
under Presidents Obama, Bush, and Clinton.
0 Military Pay Home
This Document Provided By www.FederalPay.org - The Civil Employee's Resource
Source: www.federalpay.org/military/raises
https://www.federaIpay.org/military/raises
3/28/19, 13:23
Page 2of2
Checkout our powerful new 2019 GS Pay Calculator t cale a )..How is the GS pgy raise determined? (articles/who-sets=
gds).
$ General Schedule Pay Raises, 2008 - 2019
At the end of every year the Federal Government determines if, and by how much, the General Schedule's base pay tables
will be increased across-the-board. Raise amounts are calculated based on inflation and increased cost of living,
comparable private sector salary changes, as well as the fiscal state of the government (which accounts for the three years
of frozen pay from 2011 - 2013).
�c Pay raises are generally approved in the last quarter of each year, and go into effect the following January. These across
the -board raises only affect base pay rates, and the locality adjustment percentages (/localities) are often changed yearly at
M the same time. Read more about how raises are set each year (/articles/who-sets-gs-rates) and when raises go into effect
(articles/when-is-gs-pay-raised).
This table lists the yearly across-the-board General Schedule base pay raises since 2008. You can also calculate the
applicable raises for any paygrade by using our powerful General Schedule Pay Calculator (/calculator).
GS
Year Raise Example Base Pay Change View Pay Table
2019 0.0% A GS -13 Step 3 employee would receive a raise of $0.00 (From old base
'"' "" """'' VIEW 2019 GS PAY TABLE (/2019)
salary of $80,670.00, to new base salary of $80,670.00)
2018 1.4% A GS -13 Step 3 employee would receive a raise of $1,114.00 (From old
VIEW 2018 GS PAY TABLE (/2018)
base salary of $79,656 00, to new base salary of $80,670.001
2017 1.0% A GS -13 Step 3 employee would receive a raise of $786.00 from old _ base
"" ... . "'.... _...... '...' VIEW 2017 GS PAY TABLE (/2017)
salary of $78,770.00, to new, lase salary of $79,556..00)
e
2016 1.0% A GS -13 Step 3 employee would receive of $78,770,a raise of _ 781.00 (From old ba...-..s.....e VIEW 2016 GS PAY TABLE (/2016)
salary of $77,989.00, to new base salary
2015 1.0% A GS -13 Step 3 employee would receive a raise of $772.00 (From old base
... .. _ ............ VIEW 2015 GS PAY TABLE (/2015)
salary of $77.217.00, to new base salary of $77,989.001
2014 1.0% A GS -13 Step 3 employee would receive a raise of $765.00 (From old base
................_........................ __...................... VIEW 2014 GS PAY TABLE (/2014)
salary of $76,452.00, to new base salary of $77,217.00)
............ _............
2013 0.0% A GS -13 Step 3 employee would receive a raise of $0.00 (From old base
"""" "' "`"'_ .. bas.e. VIEW 2013 GS PAY TABLE (/2013)
salary of $76,452,00, to new base salary of $76,452.00)
2012 0.0% A GS -13 Step 3 employee would receive a raise of $0.00 (From old.base
VIEW 2012 GS PAY TABLE (/2012)
salary of $75,452.00, to new base salary of $76,452.00)
2011 0.0% A GS -13 Step 3 employee would receive a raise of $0.00 (From old base
VIEW 2011 GS PAY TABLE (/2011)
salary of $76,452.00, to new base salary of $76,452..00)
......... ......... .... ... .............................._.............
2010 1.5% A GS -13 Step 3 employee would receive a raise of $1,129.00 (From old
...... VIEW 2010 GS PAY TABLE (!2010)
base salary of $75,323; OQ, to new base salary of $76,452;00)
2009 2.9% A GS -13 Step 3 employee would receive a raise of $2,122.00 (From old
.... ....................
-
......•'•".....* VIEW 2009 GS PAY TABLE (/2009)
base salary of $73,201.00, to new base salary of $75,323.00)
https://www.gerier-aIscheduIe.oi-g/raise 3/28/19, 13:48
Page 1 of 2
2008 2.5% A GS -13 Step 3 employee would receive a raise of $1,786.00 (From old
VIEW 2008 GS PAY TABLE (/2008)
base salary of $7-1,415.00, to new base salary of $73,201.00)
When will Federal salaries be raised next?
The General Schedule base pay raise for 2020 will be finalized and approved by December 2019, and go into effect in
January 2020. We will add the updated 2020 pay tables to Genera lSchedule.org as soon as they become available.
Related Articles
• General Schedule Career Paths (/articles/gs-career-ladder)
• When Does General Schedule Pay Increase? (/articles/when-is-gs-pay-raised)
• How do General Schedu I e 'Steps' Work? (/articles/how-gs-steps-work)
• Who Decides General Schedule Pay Rates? (/articles/who-sets-gs-rates)
• How are General Schedule Pay Rates Calculated? (/articles/calculate-gs-pay)
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(/contact).
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Source. http.//www.generalschedu/e.org/raise
https://www.generaIschedule.org/raise 3/28/19, 13:48
Page 2 of 2
F�n
Social Security
r4 �p
Cost -of -Living Adjustment (COLA) Information
Cost -of -Living Adjustment (COLA) Information for 2019
Social Security and Supplemental Security Income (SSI) benefits for more than 67
million Americans will increase 2.8 percent in 2019.
The 2.8 percent cost -of -living adjustment (COLA) will begin with benefits payable
to more than 62 million Social Security beneficiaries in January 2019. Increased
payments to more than 8 million SSI beneficiaries will begin on December 31,
2018. (Note: some people receive both Social Security and SSI benefits.)
Read more about the Social Security Cost--of-Uyingadjustment for 2019.
The maximum amount of earnings subject to the Social Security tax (taxable
maximum) will increase to $132,900.
The earnings limit for workers who are younger than "full" retirement age (age 66
for people born in 1943 through 1954) will increase to $17,640. (We deduct $1
from benefits for each $2 earned over $17,640.)
The earnings limit for people turning 66 in 2019 will increase to $46,920. (We
deduct $1 from benefits for each $3 earned over $46,920 until the month the
worker turns age 66.)
There is no limit on earnings for workers who are "full" retirement age or older for
the entire year.
Read more about the COLA, tax, benefit and earning amounts for 2019.
https://www-ssa.gov/news/cola/
Medicare Information
Information about Medicare changes for 2019, when announced, will be available
at www.medicare.gov. For Social Security beneficiaries receiving Medicare, Social
Security will not be able to compute their new benefit amount until after the
Medicare premium amounts for 2019 are announced. Final 2019 benefit amounts
will be communicated to beneficiaries in December through the mailed COLA
notice and my oci 1 curity'S Message Center.
Your COLA Notice
In December 2018, Social Security COLA notices will be available online to most
beneficiaries in the Message Center of their my Social -ecuri
This is a secure, convenient way to receive COLA notices online and save the
message for later. You will still receive your COLA notice by mail this year, but in
the future you will be able to choose whether you receive your notice online
instead of on paper. Be sure to choose your preferred way to receive courtesy
notifications so you won't miss your secure, convenient electronic COLA notice.
Online notices will not be available to representative payees, individuals with
foreign mailing addresses, or those who pay higher Medicare premiums due to
their income. We plan to expand the availability of COLA notices to additional
online customers in the future.
Remember, our services are always free of charge. No government agency or
reputable company will solicit your personal information by email or request
advanced fees for services in the form of wire transfers or gift cards. Avoid falling
victim to fraudulent internet "phishing" schemes by not revealing personal
information, selecting malicious links, or opening malicious attachments. You can
learn more about the ways we protect your investment, personal information, and
my Social Security account here.
https://www.ssa.gov/news/cola/ 3/28/19, 18:21
Page 2 of 5
History of Automatic Cost -Of -Living Adjustments (COLA)
The purpose of the COLA is to ensure that the purchasing power of Social
Security and Supplemental Security Income (SSI) benefits is not eroded by
inflation. It is based on the percentage increase in the Consumer Price Index for
Urban Wage Earners and Clerical Workers (CPI -W) from the third quarter of the
last year a COLA was determined to the third quarter of the current year. If there
is no increase, there can be no COLA.
The CPI -W is determined by the Bureau of Labor Statistics in the Department of
Labor. By law, it is the official measure used by the Social Security Administration
to calculate COLAs.
Congress enacted the COLA provision as part of the 1972 Social Security
Amendments, and automatic annual COLAs began in 1975. Before that, benefits
were increased only when Congress enacted special legislation.
Beginning in 1975, Social Security started automatic annual cost -of -living
allowances. The change was enacted by legislation that ties COLAs to the annual
increase in the Consumer Price Index (CPI -W).
The change means that inflation no longer drains value from Social Security
benefits.
• The 2019 COLA
• The 2018 COLA
• The 2017 COLA
• The 2016 COLA
• The 2015 COLA
• The 2014 COLA
• The 2013 LA
• The 2012 COLA
https://www.ssa.gov/news/cola/ 3/28/19, 18:21
Page 3 of 5
The 1975-82 COLAs were effective with Social Security benefits payable for June
(received by beneficiaries in July) in each of those years. After 1982, COLAs have
been effective with benefits payable for December (received by beneficiaries in
January).
Automatic Cost -Of -Living Adjustments received since 1975
I July 1975 -- 8.0%
July 1976 -- 6.4%
July 1977 -- 5.9%
July 1978 -- 6.5%
July 1979 -- 9.9%
j July 1980 -- 14.3%
July 1981 -- 11.2%
July 1982 -- 7.4%
January 1984 -- 3.5%
January 1985 -- 3.5%
January 1986 -- 3.1
I January 1987 -- 1.3%
January 1988 -- 4.2%
January 1989 -- 4.0%
January 1990 -- 4.7%
January 1991 -- 5.4%
January 1992 -- 3.7%
January 1993 -- 3.0%
January 1994 -- 2.6%
January 1995 -- 2.8%
January 1996 -- 2.6%
January 1997 -- 2.9%
January 1998 -- 2.1
January 1999 -- 1.3%
January 2000 -- 2.5%
January 2001 -- 3.5%
January 2002 -- 2.6%
.lantjary ?no.,; -- 1.401.
https://www.ssa.gov/news/cola/ 3/28/19, 18:21
Page 4 of 5
January 2004 -- 2.1
January 2005 -- 2.7%
January 2006 -- 4.1
January 2007 -- 3.3%
January 2008 -- 2.3%
January 2009 -- 5.8%
January 2010 -- 0.0%
January 2011 -- 0.0%
January 2012 -- 3.6%
January 2013 -- 1.7%
January 2014 -- 1.5%
January 2015 --1.7%
January 2016 -- 0.0%
January 2017 -- 0.3%
January 2018 -- 2.0%
January 2019 -- 2.8%
(1) The COLA for December 1999 was originally determined as 2.4 percent
based on CPIs published by the Bureau of Labor Statistics. Pursuant to Public
.................
Law 106-554, however, this COLA is effectively now 2.5 percent.
3/2
https://www.ssa.gov/news/cola/
Page18:21
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Point, Click & Print ,
Overtime bonanza at Port Authority; 13 officers set to make more
than agency's director
DECEMBER 25. 2014, 2:26 PM LAST UPDATED: THURSDAY, DECEMBER 25, 2014, 10:36 PM
BY ABBOTT KOLOFF
STAFr WRITER i THE RECORD
Three years after New York State issued a scathing report criticizing what it characterized as excessive overtime at the Port Authority,
131 of the agency's employees worked so much overtime in the first nine months of this year that they already more than doubled their
annual base salaries.
Thirteen agency police officers received more in salary, overtime and other payments in that
periodthan did Executive Director Patrick Foye, whose annual salary is $289,000.
Most of the top overtime earners are police officers, including one who has been averaging
an estimated 100 hours of work a week this year, including 60 hours of overtime. That is the
equivalent of working more than 14 hours a day, seven days a week. The top 10 overtime
earners are averaging an estimated 46 extra hours each week, a workload that experts say
raises questions about efficiency and public safety, and is quite high even in a profession
where significant overtime is routine.
The legislatures in both New Jersey and New York have passed identical bills that call for
sweeping changes in the way the agency operates, but neither Governor Christie nor New
York Gov. Andrew Cuomo has indicated whether he will sign the legislation.
Cuomo faces a critical deadline: He must decide by Saturday. Christie must decide by mid-
January. Both states must enact the legislation for it to take effect.
RECORD FILE PHOTO
In this lite photo, Port Authority Police observe as
marathon iunnors enter the Lincoln Tunnel,
While Port Authority officials say that an infusion of 444 police recruits this year has put a significant dent in overtime since October,
police overtime had been rising each year since the 2011 New York report, apparently fueled by a five-year gap between recruiting
classes, as security expenses have continued to skyrocket since the 9/11 terrorist attacks.
The substantial overtime figures add to the questions raised about the Port Authority's actions and management since the closures of toll
lanes leading to the George Washington Bridge 15 months ago caused a continuing political uproar and triggered a host of federal,
legislative and internal investigations.
An analysis of the Port Authority payroll for the first nine months of 2014 shows that 24 members of the Police Department already had
earned more than $100,000 in overtime.
"The whole system needs a top -to -bottom overhaul," Port Authority Commissioner Kenneth Lipper recently said of the way overtime is
handled at the agency. Lipper, who was appointed as a New York representative to the commission last year, recently proposed tying
performance raises for department heads to their effectiveness in holding down overtime.
The issue is economic, Lipper said, and may reflect an attempt by some officers to bolster their pensions, which are based on the 36
consecutive months that they earn their highest salary. But not all the top overtime earners, some of whom have more than tripled their
base salaries, are closing in on retirement. Half of the top 10 earners this year have been with the agency less than 14 years.
It's also not clear how much of the overtime is voluntary. Agency police officers are not permitted to refuse orders to work extra hours
under most circumstances, according to their union. The agency says it is required to keep some sensitive posts, including some at the
region's airports, staffed at all times by federal mandate. And the issue is not simply economic, according to experts who say excessive
overtime is also a public -safety issue because tired officers are more likely to make mistakes.
This year's top overtime earner has been Officer Morris Cofield, who has a base salary of $90,000 but was paid $262,620 through
September, almost $40,000 more than Foye got in the same period. His $172,S79 in overtime earnings equal an estimated 59 extra hours
of work a week.
Last year, Andrew Kurpat, another officer with abase $90,000 salary, was the agency's top -paid employee, with $330,856 of earnings,
bolstered by $214,643 of overtime and other additional pay. He worked an estimated 56 overtime hours a week for the year. He was one
of 11 officers to earn more than Foye's annual salary in 2013, and one of eight to receive more than $300,000.
The number of hours worked in each case has been estimated by comparing officers' base salaries for 40 -hour workweeks with what they
have earned in overtime, which is paid at a rate of 1.5 times regular pay.
The estimate has been adjusted for longevity bonuses included in overtime. There may be other premiums that would inflate overtime
pay comparedwith the number of hours actually worked.
Cofield, hired in 1993, and Kurpat, hired in 1992, both have worked at airports, based on publicly available information posted on union
and other websites. The agency declined to identify their present assignments, citing security concerns, or to detail the reasons for their
overtime. Neither officer could be reached for comment, nor did they respond to messages. No one has accused any of the officers
accumulating overtime of wrongdoing.
A 2011 New York comptroller's report said "overtime flows like water" at the Port Authority and that the agency should "take a long,
hard look at whether its business model for managing overtime really makes sense." The report cited the Police Department as a major
contributor to the problem.
Port Authority officials responded by saying they would rein in those costs, but police overtime continued to rise. The 170,000 hours of
overall police overtime through September was 16 percent more than for the comparable period last year and 20 percent above what was
budgeted.
One reason for this year's increase, the agency has said, was the transfer of more than 200 officers to standalone firefighting units at the
region's airports because of a federal requirement, a move opposed by the police union. The Port Authority says it also was hit with
unexpected costs, like being required to provide more security than planned at the Bayonne and Goethals bridges when lanes were
closed to quicken the pace of construction.
In October, after the 249 new recruits from the August class began working, the agency's police overtime hours dropped 22 percent from
the previous month, according to a preliminary report. The trend continued through November, when overtime hours were down 26
percent compared with September.
"That shows that we are getting near the staffing levels we should have," said Robert Egbert, a PBA spokesman and a former agency
police officer. Before the January 2014 class, the Port Authority's last batch of recruits graduated in 2009. The PBA had complained to the
agency on "numerous occasions" since then about the "need for more police officers," Egbert said.
Egbert said that the PBA has had an issue with the Port Authority over involuntary overtime. Officers who don't volunteer for overtime
are ordered to work only after volunteers are called, under the union contract. But on some occasions several years ago, Egbert said, he
was told to work two consecutive eight-hour shifts and then another four hours, leaving just four hours between shifts.
"Officer fatigue is a concern when we are talking about being forced to work," he said.
Scott Rechler, a commissioner from New York since 2011, said that overtime was "inevi table" without new recruits but added that he did
not know why the agency had waited so long to hire them. He said the agency shifted gears in 2012 after a New York City Police
Department veteran, Joseph Dunne, was named its first security chief and made hiring additional officers "one of his first
recommendations."
John DeCarlo, a professor at John Jay College of Criminal Justice in Manhattan and a former police chief in Connecticut, said large
amounts of overtime are common in police work, but 60 extra hours a week would be extraordinary. He added that studies show an
officer's efficiency drops off greatly after working 12 consecutive hours.
Finance officers have told him it's less expensive to have veterans work overtime than to pay for a new recruit's benefits and training,
but, he said, there are factors other than cost to consider, like protecting the community.
"Tired officers don't do that as well," DeCarlo said.
Sgt. Kevin Cottrell, who has been working an estimated 37 overtime hours each week this year for the emergency services unit, may be
an exception. He has been honored for his role in a 2009 shootout in Jersey City, participated in a 2012 rescue of a woman trapped in
water at a PATH station during Superstorm Sandy, and helped stop people from jumping from the George Washington Bridge in 2010
and last May.
An agency spokesman, Steve Coleman, acknowledged that the emergency services unit has been short staffed, adding that its members
are required to go through extensive training. He said a training course scheduled for February "will address vacancies in the unit," but
did not provide details about how many spots are open or how long the unit: has been at less than full strength.
overtime achievers
The Port Authority's top 10 overtime earners for 2014 are all members of its police
force.
Name
Title
Salary
Jan. through Sept.
Pay
OT Total
Morris Cofield
Officer
$90,000
$69,231
$172,579$262,620
Elvin Erickson
Officer
$90,000
$69,231
$159,919$246,308
Robert Jersey II
Officer
$90,000
$69,231
$150,383$236,370
Walter Triesch
Officer
$90,000
$69,231
$141,067$220,874
Kevin Cottrell
Sergeant
$107,911
$83,008
$129,206$243,745
John Stallone
Lieutenant
$124,098
$95,460
$127,268$254,642
Lydia Childs
Officer
$90,000
$69,231
$124,867$211,924
Andrew Kurpat
Officer
$90,000
$69,231
$124,363$214,536
Carlos Naut
Officer
$90,000
$69,231
$122,048$211,218
Stephen Keown
Officer
$90,000
$69,231
$117,626$202,434
Source: Port Authority payroll information for 2014, through the end of
September
Mobile users, click here to view chart of overtime earners.
Email: koloff@northjersey.com
@ 2o15 North Jersey Media Group
WalletNews Blog Studies & Statistics Calculators Ad Disclosure
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State,,�
W ived by
State
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verall Government
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State . 4w_
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Best
' (1— est)
Business
1
50
1
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Credit Cards
Hampshire
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South Dakota
10
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3
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3
33
Credit Card
4
Virginia
17
8
5
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14
16
Best
6
Missouri
6
37
Balance
7
Texas
5
38
Transfer
8
Georgia
11
34
Credit Cards
9
Nebraska
22
13
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Wyoming
26
10
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30
11
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Data
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36
5
13
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16
26
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33
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9
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Page 3 of 15
20
Montana
15
32
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21
South Carolina
4
45
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35
15
23
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7
44
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Idaho
25
23
score
25
Kentucky
21
30
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26
North Carolina
19
35
27
Michigan
27
27
Credit Score
28
Kansas
28
28
Range
29
Illinois
32
25
30
Pennsylvania
29
29
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31
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9
47
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32
Washington
39
19
33
New Jersey
40
14
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34
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31
36
for Bad
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35
Massachusetts
43
4
36
Minnesota
48
1
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37
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20
41
Credit Cards
38
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41
21
39
Delaware
42
24
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40
New York
44
18
Credit Cards
41
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46
6
42
Mississippi
18
46
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43
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49
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44
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47
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45
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34
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13
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38
42
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45
31
49
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24
48
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50
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50
22
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*"Per Capita"
includes the population acted 18 and older.
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https://waIlethub.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23
Page 4 of 15
Best School Systems
1. Massachusetts
2. New Jersey
3. Connecticut
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T-3. Minnesota
T3. Tennessee
5. Delaware
Best Hospital Systems
T1. Nebraska
T-1. Utah
T1, Wisconsin
4. Iowa
5. Minnesota
Lowest Vioient-Crime Rate
1. Maine
2, Vermont
3. New Hampshire
4. Virginia
5. Kentucky
Best State
vs
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2x Difference
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vs
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Worst School Systerns
46. Nevada
47. Arizona
48. Alaska
49. Louisiana
50. New Mexico
Worst Roads & [fridges
46. Texas
47. South Dakota
48. Pennsylvania
49. West Virginia
50. Rhode Island
Worst Hospital Systems
41. Pennsylvania
42. New York
43. Nevada
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Highest Violent -Crime hate
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47. Louisiana
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T-48. New Mexico
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Page 5 of 15
7x Difference
Ci�YPSt o,, of 7iesiaents Ili Poverty
1, New Hampshire 46, Arkansas
2. Maryland 47. Kentucky
3. Connecticut 48. Louisiana
4. Alaska Best State 49. New Mexico
vs
5. Hawaii Worst State 50. Mississippi
3x Difference
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https://waIlethub.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23
Page 6 of 15
PeM Wates Quality
,'Ju;S[ V),Itor Qui�lfa
1, Minnesota
45. Ohio
2. Delaware
T46. Oklahoma
3. Maine
T-46. Louisiana
4. Nevada
T46. Maryland
5. Colorado
T46. Kentucky
Ci�YPSt o,, of 7iesiaents Ili Poverty
1, New Hampshire 46, Arkansas
2. Maryland 47. Kentucky
3. Connecticut 48. Louisiana
4. Alaska Best State 49. New Mexico
vs
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https://waIlethub.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23
Page 6 of 15
EMBED ON YOUR WEPSiTE
Red States vs. B I ue States
Taxpayers in Red States
Get a Better ROI.
21.20 31.95
U. Rank'
i
• The smaller the number
Ino baler a slate's taxpayer R01 VVa I I et H u b
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Detailed Breakdown by State
Overall
Gov't.
Total
Services 'Education' 'Health'
State : Score
Rank Rank : Rank :
(1=Best)
'Infra:
'Safety' 'Economy'
& Pa
Rank : Rank
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1 Minnesota
77.86
2
1
7
2
2 Vermont
69.78
4
6
1
36
3 North Dakota
67.41
23
8
17
6
4 Massachusetts
66.54
10
2
9
12
5 Wisconsin
66.05
1
24
14
11
6 Connecticut
65.90
5
5
8
28
https://waIIethuh.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23
Page 7 of 15
https://waIIethub.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23
Page 8 of 15
New
7
65.46
24
3
4
9
Hampshire
8
Virginia
65.29
15
28
G
7
9
Iowa
64.49
14
10
19
4
10
Wyoming
62.73
22
37
10
17
11
Utah
62.30
21
13
1
12
Rhode Island
62.16
17
3
34
13
Nebraska
62.04
18
18
5
14
New Jersey
61.94
8
23
5
8
15
Maine
61.05
27
13
2
41
16
Colorado
59.02
33
30
3
17
South Dakota
58.80
40
11
29
15
18
New York
58.43
6
14
11
46
19
Washington
57.98
7
22
22
20
Indiana
57.24
13
32
24
21
21
Maryland
56.72
3
19
33
16
22
Hawaii
56.24
37
9
20
14
23
Idaho
55.83
41
26
12
13
24
Delaware
55.49
11
40
35
35
25
Illinois
55.18
2.0
25
25
31
26
Ohio
54.84
22
16
30
27
Michigan
54.74
28
21
27
20
28
Kansas
54.50
36
12
38
10
29
Pennsylvania
53.40
38
15
32
30
Kentucky
52.21
32
21
42
31
California
52.10
12
18
34
39
32
Montana
52.09
31
27
36
26
33
Florida
51.24
9
36
37
38
34
Georgia
51.20
26
41
32
24
35
North Carolina
51.08
19
48
28
29
36
Oregon
50.23
42
29
26
23
37
Missouri
47.48
25
35
42
19
38
Texas
47.06
34
31
39
18
https://waIIethub.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23
Page 8 of 15
39
Oklahoma
46.26
16
49
40
25
40
Tennessee
43.45
35
42
45
27
41
West Virginia
43.20
46
38
23
49
42
Arkansas
42.06
30
44
46
43
43
Nevada
41.23
45
39
41
33
44
Arizona
40.58
43
33
43
40
45
South Carolina
40.17
39
43
47
37
46
Mississippi
39.20
49
50
31
47
47
Alabama
37.71
47
46
44
44
48
New Mexico
36.29
48
30
50
50
49
Alaska
34.79
50
47
49
45
50
Louisiana
32.98
44
45
48
48
Ask the Experts: Turning Taxes Into an Investment
For more insight into how taxpayer funds are turned into government services
as well as how taxpayers can measure the efficiency with which their money is
used, we turned to a panel of economics and public -policy experts. You can
check out their bios and responses to the following questions below.
1. Do states with high tax burdens provide better government services?
2. How can state and local governments use tax revenue more efficiently?
3. How can average citizens assess the ROI of their local tax dollars?
4. What's the most common way local governments waste taxpayer dollars?
L=a
i z .
https://wallethub.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23
Paye 9 of 15
Scott Taylor
Senior Distinguished
Fellow, University of St.
Thomas, School of Law
b
David Schleicher
Professor of Law at Yale
Law School
Methodology
Doug Stives
CPA, MBA — Specialist
Professor of Accounting,
Monmouth University
Stacey Jurhree
Coordinator of the Political
Science/Government
Department and
Coordinator of the Eastfield
College Scholarship
Institute at Eastfield
College
In order to determine which states yield the best and worst return on investment
(ROI) for taxpayers, WalletHub compared the quality of government services
received by residents to the total state and local taxes they pay in each of the
50 states.
First, we analyzed each state across five key government -service categories: 1)
Education, 2) Health, 3) Safety, 4) Economy and 5) Infrastructure & Pollution. The
categories were further broken down into 30 relevant metrics, which are listed
below with their corresponding weights. Each metric was graded on a 100 -point
scale, with a score of 100 representing the best quality of government service.
We then determined each state's weighted average across all 30 metrics to
calculate its "Overall Government Services Score."
Finally, we constructed the Taxpayer ROI ranking by comparing each state's
"Overall Government Services Score" to its "Total Taxes Paid per Capita." "Per
Capita" includes the population aged 18 and older.
https://waIlethub.com/edu/state• taxpayer-roi-repor1/32.83/ 4/2/19, 01:23
Page 10 of 15
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