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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 0 W, cn 0 m vi E &M0 J Cly cc a >% 1 1 •> r 0 im cn (� ._ > CN 5 Lai is", C a� Ei O y O = O ZZ q a � i i cpC Lu m y � 0 0 03 v O 4) O 03 p cc � � � � � i a � � CL CoQ. W CL Q 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 FWI 2 0 Z W IL a CU CU 4a a.+ fO LL 4- O A +•L c ar E L m 1L Qj 0 LL G4- M rl r-1 O r�-1 N w kn o m� Ln w N L.O ri M +5 rmo Lo 000 N Ln D m m u 2 o 00 ai rri rn 00 o r1 rn L00 k.o oo m 3 ij,)- i� i� in j in r-^ o0 0rl 4 -r} LD C7 O O N w O C M� O m 00 Q) M W rr-I M al N m O ri Ln LD O ro u O LD 1, LD r- 00 N lO {/} ri 0p N �} :/} -tn V). i!} iii i/1 Y O C O Moor M ff al ri moo al '@ m r0 Ln rl ri rl N N O 00 lO O N WN �t M N L LL ar -1 J -Ln -Ln Vlk in in• i/} 0 U C rl tj, rl O N CT C) L aJ mLO M N N M N-zl- DD -z*- O DO LD M -1 Ln a) zj- lO LL CN Ln Lr Ln N Ln M LO N kD rl Ln Ln rl N Ln -L')- /}>a) u -tn in• in ih i/} in V} t/JT I cur- >a) 00 Ln O N M r- N u L C m rn �� oO O r'1 m n 00 - p cmo 000 Ln Ln O LD oo O a 4J Ln Ln 00 Ln 00 Ln N w 00 lO O LO al rl N Ln i!} I L Ln ih in Ln ti). ii), in 4./1 - ih li O 00 m rl o u L j N 00 rl a) O r- Ol N o fl, Ln o CL L C Ln rl o w M N u m dt N zT Q1 M Ln N T G1' Cf v O I L d' i/? in V)- -Ln ih in - u L1 C O M cuL al Or� �t N LD M M o m o � OM N Ln m 0 b0 rm0 DD -L ? 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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 x a z W CL IL 4 C4 C LL U Z 4 0: QLq m °\i o rn 0 0 r°\V 000 o 0 0 \o m -1 o o �� o0 o m lD > ri r�i rm-I rm-I al a! N n n r -I rl O tD Ln ani 0 n Ln 0 0 > o 0 0 0 y N D1 N n 4Z lD o0 0o m rn > 00 r" O Ln CO 00 �N 14 v Ln aJ 00 O Ln .w+; I• Ln oo O y v ov 01 0) LD rl Lmn omo Ln Lo rl 4/1 {n m LL LL LL W A-1 W oac LJJ tO 00 LO 00 > -it M Ln N •'1� W M tD > Ln t001 Ln cn Qr400Na1 00 -T .4 CT=.. -L 4• M w ts 000 J tY N ri tD Vi in in 44 in V1 in 44 W O O 1F u +* u N ." 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Q cmC)H 0 s L .5 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 Home General Schedule GS Pay Scale GS Jobs GS Localities GS Raise History GS Pay Calculator Federal Wage System FWS Pay Scale FWS Jobs FWS Pay Calculator Law Enforcement Payscale LEO Pay Scale LEO Agencies LEO Pay Calculator Senior Executive Service SES Pay Scale SES Pay Calculator Military Payscales Military Basic Pay Military BAH, BAS Military Raise History Military Bases Military Pay Calculator Miscellaneous Federal Employee Lookup Government Job Search Articles and News Per Diem Rates Federal Holidays Federal Departments Contact FederalPay Data Source: U.S. Office of Personnel Management I OPM.GOV 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) @2019GeneraiSchedule.org. All rights reserved. View Sitemap (/sitemap). Usage is subject to our Terms and Privacy Policy (/legal). Contact Us (/contact). GeneralSchedule.org (/) is a free public resource site, and is not affiliated with the United States government or any Government agency ** This Document Provided By GeneralSchedule.org ** 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 5 of 5 z_ a w N u7 H z O LL r m E 0 c V W w s W 0 LU F- F - :3 F- O m C9 O w d } m LU U d' Q w 2 O 0 LU F- ym 00 0 N N 0 w m O F- U 0 a C C O a CL A co c 0 O aS '� C N O En +. (L) � U a m f0 C a Q L v7 (D O CL 0 E m � cn L O .� a L .C: C) O > U) C- C o I CL c — a) c O E 8L CD � L C 3 O 7 N L U cu C C. 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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 2019's States with the Best & Worst Taxpayer ROI Tax Day can be a painful reminder of How much we have to invest in federal, 1,348 state and local governments, thoLIgh many of us are unaware of exactly SHARES what they give us in return. As a result, this creates a disconnect in the minds of taxpayers between the amount of money we should fork over every April and how much we deserve in return. Perhaps that's why, according to WalletHub's Taxl.:)ayer Survey, 55% of U.S. adults feel they pay too much in taxes and why 90% don't think that the government uses tax revenue wisely. We do know, however, that taxpayer return on investment, or ROI, varies based where one lives. Federal income-tax Related rates are uniform across the nation, yet some states receive far more federal Content funding than others. But federal taxes and support are only part of the story. C`I https://wallethub.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23 Page 1 of 15 Different states have dramatically different tax burdens. This begs the question of whether people in high -tax states receive superior government services. 2019 Tax Likewise, are low -tax states more efficient or do they receive low -quality Rates by services? In short, where do taxpayers get the most and least bang for their State buck? 2019's WalletHub aimed to answer that question by contrasting state and local tax Property collections with the quality of the services residents receive in each of the 50 Taxes by states within five categories: Education, Health, Safety, Economy, and State Infrastructure & Pollution. Our data set includes a total of 30 key metrics. Read on for our findings, methodology and commentary from a panel of experts. Best Stales to Be Rich or Poor from a Tax 1. MAIN FINDINGS 4. ASIC THE EXPERTS: Perspective TyyXES AS AN 2 . RED S � � A. � iE r V :'�r ., BLUE ! h�� V d=; a � Pv�l E � T Most & STA VES 5. METHODOLOGY Least 3. DETAILED BREAKDOWN Federally BY STATE Dependent - — —States Main Findings 2015's Best & Worst States for Finding 'Tax Help Beat Offer. Best Credit Cards Best Checking https://waIlethuh.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23 Page 2 of 15 Accounts Best Savings �rnsa st>w Accounts https://waIIethub.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23 Page 3 of 15 Best Travel Credit Cards State,,� W ived by State Best Cash Back Credit Cards `Ta �c `To axes Paid per verall Government Roil State . 4w_ Capita' Rank' : Services' Rank 0 Best ' (1— est) Business 1 50 1 New2 7 Credit Cards Hampshire 2 South Dakota 10 17 Best Airline 3 Florida 3 33 Credit Card 4 Virginia 17 8 5 Colorado 14 16 Best 6 Missouri 6 37 Balance 7 Texas 5 38 Transfer 8 Georgia 11 34 Credit Cards 9 Nebraska 22 13 10 Wyoming 26 10 Free 11 Utah 30 11 Credit Data 12 Wisconsin 36 5 13 Ohio 16 26 Free Credit 14 Alaska 1 49 Score 15 Rhode Island 33 12 16 Indiana 23 20 Free Credit 17 Tennessee 8 40 Report 18 Oklahoma 12 39 19 Iowa 37 9 https://waIIethub.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23 Page 3 of 15 20 Montana 15 32 Free Credit 21 South Carolina 4 45 Monitoring 22 Maine 35 15 23 Arizona 7 44 Credit 24 Idaho 25 23 score 25 Kentucky 21 30 Data 26 North Carolina 19 35 27 Michigan 27 27 Credit Score 28 Kansas 28 28 Range 29 Illinois 32 25 30 Pennsylvania 29 29 Popular 31 Alabama 9 47 Content 32 Washington 39 19 33 New Jersey 40 14 Credit Cards 34 Oregon 31 36 for Bad Credit 35 Massachusetts 43 4 36 Minnesota 48 1 Student 37 West Virginia 20 41 Credit Cards 38 Maryland 41 21 39 Delaware 42 24 o% APR 40 New York 44 18 Credit Cards 41 Connecticut 46 6 42 Mississippi 18 46 No Foreign 43 Vermont 49 2 Transaction 44 North Dakota 47 3 Fee Credit 45 Nevada 34 43 Cards 46 Louisiana 13 50 47 Arkansas 38 42 Business Credit Cards 48 California 45 31 49 New Mexico 24 48 Chase 50 Hawaii 50 22 Sapphire *"Per Capita" includes the population acted 18 and older. Preferred 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 4. New Hampshire 5, Vermont Best Hoads & Bridges 1, Georgia 2. Oregon 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 Worst State 2x Difference Best State vs Worst State 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 44. North Dakota 45. New Jersey Highest Violent -Crime hate 46. Nevada 47. Louisiana T48. Tennessee T-48. New Mexico T48. Alaska Capital One Venture Citi Double Cash Capital One Quicksilver American Express Blue Cash Contact us to interview one of our experts https://waIIethub.com/edu/state-taxpayer-roi-report/3283/ 4/2/19, 01:23 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 (i0 0 ,_......—_ O tin o n a Total Taxes per Capita (Popul�atioli Aged 18+) Ran cl o -Lowest Tax.. c0 E Republican 0 Democrat 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 5. Hawaii Worst State 50. Mississippi 3x Difference (i0 0 ,_......—_ O tin o n a Total Taxes per Capita (Popul�atioli Aged 18+) Ran cl o -Lowest Tax.. c0 E Republican 0 Democrat 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 S:n'Ps mo d g,,palnl as Rn0 0, &"w gaud On no. V'VY .1I1 -J n Inv 10113 D�ovOnn:.nl ek•Cnon Detailed Breakdown by State Overall Gov't. Total Services 'Education' 'Health' State : Score Rank Rank : Rank : (1=Best) 'Infra: 'Safety' 'Economy' & Pa Rank : Rank Re 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 0 Q,q H _ U- co a a W D cn w a Z a a O 2 cn Z Y O O 00 cd 7 V U a N 0 V 0 d. co N t m L O [C7 in 0) iri ry �d U � 'c LLJ ro a - u . s.. 4s G. 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