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IIn <br />Department <br />Overtime <br />Cost Increase <br />Personnel <br />$165 <br />Planning <br />$11,831 <br />Public Works <br />$12,159 <br />Recreation and Parks <br />$584 <br />Register of Deeds <br />$5,831 <br />Sheriff <br />$11,295 <br />Total <br />$128,472 <br />Offsetting decreases in other <br />departments <br />($22,420) <br />Net Increase (Other than <br />Emergency Transportation) <br />$106,052 <br />Overtime Costs as Compared to Other Staffing Approaches <br />As will be noted in reviewing the examples of needs /issues leading to the overtime, <br />there are a variety of needs leading to overtime such as: <br />• Absences of existing staff because of normal time off, leave for extended illness or <br />injury. <br />Coverage for position vacancies and training of new employees. <br />• Short term Increases in workload such as inclement weather, special projects or <br />other, <br />• <br />On.-going Increases in workload resulting from growth, addition of new job functions, <br />changes in job functions or the like. <br />The Board had asked the impacts of using overtime to meet work needs as compared <br />to other staffing approaches such as additional permanent staffing. The major impacts <br />are outlined below: <br />• Provides an immediately available alternative to meet immediate staffing needs with <br />trained, experienced staff. <br />For shorter term use, is lower cost than adding additional staff. <br />• While meeting the department's work needs, may also provide in some situations an <br />alternative for an employee to receive additional pay — which given the increasing <br />cost of living — may be desired on the part of the employee. <br />• For longer term use, may have substantial costs beyond the cost for the overtime <br />itself such as: <br />