Subject: Council File No Overtime /Department Of Water & Power

Transcription

1 'T!"'"I'."è:;"r'l~TI',pii:"'L"\'1 ((/J': \iry~'i"'r0'l 'YR'(,'I in)-,,,,"!;v(q..'('..,-,= t:;:q,_ii~c...,-',-,o- ~ ',-v:j '.j\~'~ql.'&! ~U..'J1 ll-",-yï!n!\.'--, ANTONIO R. VIlLARAIGOSA :Mayor Commission MARY D NICHOLS, President H. DAVID KAllAl, Vice President NICK PATSAOURAS EDITH RAMIREZ FORESCEE HOGAN-ROWLES BARBARA E. MOSCHOS, Secretary RONAtD F DEATON, C;cncml Manager October 10, 2006 The Honorable City Council Office of the City Clerk Room 395, City Hall Mail Stop 160 Honorable Members: Subject: Council File No Overtime /Department Of Water & Power This is in response to the subject referenced motion and the request that the Los Angeles Department of Water and Power (LADWP) report to the City Council with information relative to its use of overtime. Enclosed for your information is the report, dated, presented to the relative to LADWP's use of overtime, the portion of overtime expenditures that is attributable to specific events, summaries of each division's overtime use, etc. If you have any questions or if further information is required, please call me at (213) , or have your staff contact Ms. Winifred Yancy, Government Affairs Representative at (213) Si7"Y' "-!~J-/~~ Ronald F. Deaton General Manager WY:gw Enclosure c/enc: Gerry F. Miller, Chief Legislative Analyst William T Fujioka, City Administrative Officer Winifred Yancy Water and Power Conservation... a way of life 111 North Hope Street, Los Angeles, California Mailing address: Box 51111, Los Angeles Telephone: (213) Cable address: DEWAPüLA ~ Recarmaoofrrrwa. i.t;

2 ,. Jl ~ r J. (~Ij CITY OF LOS ANGELES DEPARTMENT OF WATER AND POWER INTRADEPARTMENTAL CORRESPONDENCE Date: To: From: Subject: / Ronald F. Deaton, General Manager \2lJ FY Overtime During the FY Budget review process the Board of Commissioners requested quarterly overtime reports. The first quarterly report for FY (July-September) will be submitted in October. In addition, the LADWP Internal Audit Division is conducting an audit of overtime usage. That audit is currently anticipated to be completed in late September FY overtime levels were also requested by City Council (Council File No ). This information will therefore also be submitted to City CounciL. SUMMARY The following table summarizes the Los Angeles Department of Water and Power (LADWP) Overtime Dollars and Overtime Percent for the last four fiscal years. Fiscal Year Overtime Dollars Overtime Percent FYE $84,821, % FYE $73,224, % FYE $92,463, % FYE $90,272, % The overtime percent dropped from FY to FY in response to specific actions taken in FY to reduce overtime. The overtime percent increased from FY to FY as a result of unprecedented rainstorms impacting both the Water and Power Systems, but remained below the FY level. The FY overtime percent was below the FY level.

3 .r Page 2 FY OVERTIME The following table summarizes the LADWP Divisions with the highest FY percentage of overtime. SvstemlDivision Power Svstem Overtime Dollars Overtime Percent Distribution Operations $10,616, % Transmission Construction & Maintenance $ 2,813, % Distribution Construction & Maintenance $11,179, % Water System. Water Distribution $ 7,761, % Water Resources $ 3,665, % Shared Services Securitv $ 4,484, % Facilities MaiQtenance $ 2,477, % JFB Operations & Maintenance $ 885, % Overtime Associated with Backfilling of Staff Resources In some areas there is a connection between overtime usage and the need to backfill staff resources in critical positions due to absenteeism associated with illnesses, extended disabilities, training, vacations, or accumulated time off. The LADWP Internal Audit Division review of overtime mentioned above will specifically address the connection between overtime usage and absenteeism. In the Power System, the use of Accumulated Time Off has be identified as contributing to high overtime usage in some of the 24/7 operation groups. Electric Trouble Headquarters -19% of overtime hours used to cover employees taking accumulated time off. Electric Trouble Dispatch - 29% of overtime hours to cover employees taking accumulated time off. Substation Operations - 16% of overtime hours to cover accumulated time off. Power System In the Power System, emergency overtime is a major factor in overtime use. Crews from Substation Operations, Transmission Construction & Maintenance, and Distribution Construction & Maintenance (DC&M) are dispatched to restore power and make repairs. These crews (up to 41 Electric Trouble and 43 District) may be held over for 16

4 , Page 3 hours daily to respond to emergencies. Afterwards, the same crews are required to work significant overtime to make permanent repairs to the system. The following summarizes information regarding the overtime associated with Power System related "emergencies": Electric Trouble Headquarters - 53% of overtime attributed to power outages and system reliability. Electric Trouble Dispatch -10% of overtime to cover storms.. Streetlight Maintenance - 17% of overtime for streetlight outages and to assist Electric Trouble on storm-related jobs. Substation Operations - 50% of overtime to cover power outages. Distribution Construction & Maintenance - 10% of overtime attributed to storm restoration work and 40% to system reliability work (permanent fixes). Underground Transmission - 33% of overtime was incurred during the first quarter of the fiscal year for emergency/permanent repair of the 230kV Scattergood-Olympic Line 2 cable. The line failed in May 2005 and crews had to complete repairs within a four-month period to insure the facility would be back in-service in time for the peak summer load. Other reasons for overtime include: Street Light maintenance provides for clearances to City contractors and other City agencies, is involved with customer paid overtime (movie shoot), and implementation of the Outdoor Lighting Program, which is predominately undertaken on an overtime basis. Distribution Construction & Maintenance - approximately 30% of overtime attributable to new business work. And 10% performed via customer requests (typically customer paid overtime) Water System For the Water System, Water Resources Division, emergency overtime was also a major factor in overtime use. Very high snow pack in the Eastern Sierra created a situation where major spring run-off flowed into the canals, creeks, and ditches in the Owens Valley. Crews spent numerous hours cleaning sand traps, creeks, ditches and other conduits to handle the high flows. Diversion structures were repaired and replaced as necessary. During the run-off period, crews managed and maintained the

5 Page 4 conduits and diversion structures to prevent flooding and to spread water into appropriate areas to prevent loss of water. Crews in the Mojave district worked from January to May to repair damage caused by the winter storms at Power Plants 1 and 2 as requested by the Power System. Emergency repairs due to water main and trunk line breaks accounted for approximately 21 % of total overtime in 2004/05. Emergency repairs account for 22% of overtime in fiscal year 2005/06. Joint System Joint System overtime is largely related to security services and facility maintenance needs. Security related overtime is related to requirements for water tank and priority patrols; increases in significant incidents requiring security investigations; and conversion of contract resources to LADWP staff at critical locations. Facilities Maintenance overtime resulted from discontinuation of landscape contracts for right-of-ways and custodial contracts for remote locations. John Ferraro Building (JFB) requires continuing maintenance for infrastructure that requires replacement or repair and for heating, ventilation and air conditioning (HVAC) support requirements for 24/7 operations (customer services, network, data center and operations control). ACTIONS TAKEN TO REDUCE OVERTIME At the corporate level, the following steps have been taken to reduce overtime Departmentwide: Quarterly distribution of overtime reports by employee, to all Department managers. Audit of Department overtime. Results will assist in developing additional controls as appropriate. Quarterly overtime reports to the Board Additional methods of reducing overtime remain under review and evaluation. For those Divisions with high overtime noted above, the additional actions outlined below are being taken to reduce overtime.

6 . ", Page 5 Power System In an effort to reduce overtime for the organization, all current and future overtime is being held at 10% or at budgeted amounts unless specifically approved by the Chief Operating Officer - Power. Other steps to reduce overtime throughout the Power System include:. Prioritizing and deferring work where possible. Managing the use of Accumulated Time Off to reduce OT requirements Filing critical positions as soon as possible to avoid vacancies. Re-evaluating training programs to improve success rates of trainees enrolled in those programs. Power Distribution Operations Streetlight Maintenance is now replacing broken equipment with new transformers and switches rather than using rebuilt equipment, which often required repair or replacement within a short period of time. Storm-related outages that occur near shift changes are taken over earlier by the oncoming shift. This reduces the amount of time on-shift personnel are held over from 16 hours to 8 hours. Power Transmission Construction & Maintenance Move crews from other locations to expedite the completion of capital jobs and minimize "down" time. Water System All current and future overtime is being held at budgeted amounts (10%) unless specifically approved by the appropriate Division Head and/or the Chief Operating Officer - Water. The Water System is in the process of filling a number of vacancies, including 56 new positions approved for fiscal year , which will lessen the need for non-emergency overtime. Water Resources Work will be better prioritized and deferred where possible. Water Distribution Non-emergency overtime will be minimized and will focus on capital work, so as to minimize the impact on water rates.

7 '. Page 6 Joint System Securitv Overtime for management and supervision (20 positions including Chief Security Offcer, Principal Security Offcers and Senior Security Offcers) has been reduced by over 80% comparing July 2005 with July The overtime for Security Offcers will be reduced with the hiring of additional Security Offcers. Supervisors to provide the appropriate span of control have already been hired. Pending completion of Los Angeles Police Department background checks, an estimated 12 to 15 Offcers are anticipated to be appointed in the first quarter of 2006/07, from 20 job offers that were made in June The list has been certifed for an additional twenty Security Offcers with interviews to be conducted in September. Facilities Maintenance In order to reduce Facilities Maintenance overtime, the following are in process:. Management is in the process of identifying and aligning service requirements to staffng.. Work schedules are being revised to better match staffng with demand for services.. New specifications for landscape and custodial contracts are being developed. JFB Operations & Maintenance To reduce overtime related to JFB operations and maintenance: Custodial workstations are being re-evaluated. From July 2005 to July 2006, custodial overtime has been reduced by over 80%. Certifications are in process to appoint additional Building Repairers and Air Conditioning Mechanics to reduce the remaining high overtime levels. CONCLUSION The LADWP has implemented controls to assist in reducing overtime usage and will continue to evaluate additional methods of reducing overtime levels. In October 2006, the LADWP wil report regarding overtime usage in the first quarter of FY 0607 and the findings of the overtime audit. BKG cjenc: Barbara E. Moschos Enrique Martinez Robert K. Rozanski David H. Ulm James B. McDaniel Ronald O. Vazquez Barb Garrett