Workforce Profile Report 12.30.2013 - New York · Attrition & New Hires The City’s workforce had a 6.2% rate of attrition in Fiscal 2012, with most departing workers either resigning

New York City Government Workforce Profile Report 1

Acknowledgements

The Mayor’s Office of Operations and the Department of Citywide Administrative Services would like to thank the following contributors for their valuable assistance in producing this report:

Financial Information Services Agency

Department of Education

Health and Hospitals Corporation

School Construction Authority

New York City Housing Authority

NYC Employee Retirement System

Teachers’ Retirement System

Board of Education Retirement System

Department of City Planning

Office of Labor Relations

Office of Management and Budget

Office of the Actuary

Law Department

David R. Jones, President and Chief Executive Officer, Community Service Society of New York

Leslie Hirsh, Director of NYC Labor Market Information Service, City University of New York


Table of Contents

Acknowledgements ............................................................................................................................................................................. 1

1. Executive Summary ......................................................................................................................................................................... 3

2. City Agencies ..................................................................................................................................................................................... 6

3. Employee Type ................................................................................................................................................................................. 7

5. Gender & Ethnicity ....................................................................................................................................................................... 13

6. Salary ................................................................................................................................................................................................. 20

7. Attrition............................................................................................................................................................................................. 23

8. Retirement ....................................................................................................................................................................................... 26

9. New Hires......................................................................................................................................................................................... 29

10. Employee Titles ........................................................................................................................................................................... 32

11. Employee Representation ....................................................................................................................................................... 35

12. Next Steps in Workforce Planning ...................................................................................................................................... 36

Appendix A: Methodology............................................................................................................................................................. 38

Appendix B: Workforce by Agency ............................................................................................................................................. 56

Scope of the Report

This report covers the employees of City agencies that report to the Mayor, including the Department of Education, New York City Housing Authority, School Construction Authority, and Health & Hospitals Corporation. It excludes the personnel of independent agencies, as well as those reporting jointly or exclusively to other elected officials. The 39 entities included are listed with their acronyms on page 6. The report does not include data on contractors, consultants, unpaid interns or volunteers.

This report draws on personnel statistics spanning Fiscal 2003 through Fiscal 2012, using employee-level data from multiple internal City databases. Headcount figures (full-time and full-time equivalents) are based on calculations made by NYC Office of Management and Budget. Unless otherwise noted, all dollar amounts have been adjusted for inflation to 2012 dollars. More information on data sources, definitions, and methodology can be found on page 38.


Fiscal 2012 Agency Comparison

Median Age Highest: Dept. of Housing Preservation & Development (53.3) Lowest: Dept. of Parks & Recreation (38.8)

Median Years of Service Highest: Dept of Finance (22.2) Lowest: Dept. of Parks & Recreation (4.0)

334,

210

335,

353

337,

425

340,

406

343,

889

348,

776

346,

845

337,

741

330,

258

327,

793

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Workforce Headcount (Full-time & Part-time (FTE) employees) 327,793Median Age 45.2

Median Years of Service 11.1% Female / Male 57% / 43%% Minority / White 61% / 39%

Median Annual Base Salary $65,299% Attrition 6.2%

% Eligible to Retire 18.8%Median Age at Retirement 60.3

% New Hires 5.4%Median Age of New Hires 29.4

% Unionized 93%

WWorkforce Profile, Fiscal 2012

1. Executive Summary

The Mayor’s Office of Operations and the Department of Citywide Administrative Services are pleased to present this report. The goal of this report is to make New York City’s municipal workforce (the “City’s workforce”) transparent to the people it serves, and to provide interested parties with the personnel data needed for analysis and planning.

Data on the City’s workforce over time paints a picture of remarkable stability. Through a period beginning in the aftermath of the World Trade Center attack and ending at the tail-end of a deep economic recession, the City has maintained a workforce capable of preserving a consistent level of service across agencies. Today’s workforce is slightly smaller than in Fiscal 2003 and salaries have kept pace with inflation, The City’s workforce is significantly more diverse than it was ten years ago. At New York City’s scale, these are no small achievements.

There are also challenges. As the City looks ahead this report provides valuable intelligence in many areas. The agency-by-agency snapshots presented in the appendix make clear where each agency must focus its attention. Effective strategic planning and management will be necessary to overcome the effects of rising costs in pension and benefits, to build upon diversity gains, and to succeed an aging and experienced workforce with one equal to the demands of the future. The section on next steps in workforce planning offers guidance for City managers who must face these challenges.

The City’s workforce is unique in its size and complexity. This report captures high-level demographics to compare trends over the last ten years and highlight challenges and opportunities in workforce planning for the future.

Age & Years of Service

From Fiscal 2003 to Fiscal 2012 the median age of City employees increased from 43 to 45.2 years of age and the number of employees over 55 years of age increased from 15% to 23%.

Similarly, the number of employees with more than 20 years of service increased by seven percentage points to 23% in Fiscal 2012. These trends suggest that the City has an aging workforce and an increasing number of employees who meet the criteria for retirement.

Figure 1: Fiscal 2003 - Fiscal 2012 Workforce (Full-time & Part-time (FTE) employees)


$104,498 $101,207 $98,578 $104,475 $104,613

$108,379 $106,619 $107,724 $106,305 $103,651

$35,140 $32,031 $31,786 $31,460 $31,768 $32,420 $33,347 $33,336 $32,711 $31,828

$64,698 $59,572 $59,098 $60,220 $60,915 $61,813 $62,946 $66,119 $65,846 $65,299

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Gender & Ethnicity

In Fiscal 2012, the City’s workforce gender distribution was 58% female and 42% male. Teachers are predominantly women (76%), while uniformed employees are predominantly men (84%).

In Fiscal 2012, the City’s workforce had the following ethnic composition:

FFigure 2: Fiscal 2012, Ethnicity in NYC Municipal Workforce

While certain job categories tend to include more women, e.g. Paraprofessionals, and others include more men, such as Protective Service Workers, in six out of nine job categories, there have been significant diversity gains in gender, ethnicity or both over the past ten years (see page 11 for definitions).

In that period, the non-white ethnicity groups have grown proportionally larger, creating an even more diverse workforce. Managerial employees are slightly more likely to be women (51% are female), and the majority of the City’s managers are minorities with 47% white, 28% black, 13% Hispanic, 12% Asian/Pacific Islander, and less than 1% American Indian/Alaskan Native.

Salary

In Fiscal 2012, the City’s median full-time annual salary was $65,299. Median full-time annual salaries have remained relatively steady. However, the cost of pension and fringe benefits has increased by over 140% in Fiscal 2012 as compared to Fiscal 2003 in nominal dollars (unadjusted for inflation). This can be

attributed to increases in healthcare costs and changes in the market economy. In aggregate, the largest share of salary spending goes to the Teachers, Professionals, and Protective Service Workers job categories.

Figure 3: Fiscal 2003 – Fiscal 2012, Full-time Employees Annual Base Salary - Adjusted for Inflation

Median 5th & 95th Percentiles


Gender Highest % Female: Dept. of Education (77%) Highest % Male: Dept of Sanitation, Fire Dept. (91%)

Ethnicity Highest % White: Fire Dept. (76%) Highest % Minority: Dept. of Correction, Dept. of Homeless Services (86%)


Median Full-time Annual Salary Highest: Police Dept., Fire Dept., Dept. of Correction ($76,488) Lowest: NYC Housing Authority ($40,624)

39% 32% 20% 8%NYC

GGovernment

White Black Hispanic Asian American Indian/Alaskan Native


Attrition & New Hires

The City’s workforce had a 6.2% rate of attrition in Fiscal 2012, with most departing workers either resigning (1.8%) or retiring (2.3%). The new hire rate was 5.4% in Fiscal 2012, which is lower than the rate of attrition. The median age of new hires decreased from 30 years of age in Fiscal 2003 to 29 years of age in Fiscal 2012. Median hourly salary increased from $19.47 in Fiscal 2003 to $20.10 in Fiscal 2012. The City’s new hires, those hired in any given year, have become more diverse over the past ten years. In 2012, 37% of new hires were white, 32% were black, 18% were Hispanic and 13% were Asian/Pacific Islander.

Retirement

In Fiscal 2012, 19% of the City’s employees were eligible to retire without reductions to pension benefits. Considering those eligible in Fiscal 2012 and those who will be eligible in the next 5 years, over 110,000

employees will be eligible to retire — 34% of the workforce. In Fiscal 2012, Administrative Support (33%), Officials and Administrators (32%), and Skilled Craft Workers (36%) were the job categories with the highest retirement eligibility percentage. However, historically, the number of employees who retire is quite small compared to the number eligible to do so.


Attrition Rate Highest: Dept of Information Technology & Telecommunications (12%) Lowest: Fire Dept. (4%)

New Hires Rate Highest: Law Dept. (12%) Lowest: Dept. of Housing Preservation & Development (1%)


% Eligible to Retire in Fiscal 2012 Highest: Dept. of Finance (51%) Lowest: Dept. of Education (10%)


Department of Education DOE 132,273 40.5% 118,716 13,557

Police Department NYPD 50,325 15.4% 48,748 1,577

Health and Hospitals Corporation HHC 38,387 11.8% 36,335 2,052

Fire Department FDNY 15,404 4.7% 15,315 89

Human Resources Administration HRA 13,948 4.3% 13,918 30

New York City Housing Authority NYCHA 11,595 3.6% 11,293 302

Department of Correction DOC 9,999 3.1% 9,953 46

Department of Sanitation DSNY 8,998 2.8% 8,845 153

Administration for Children's Services ACS 6,196 1.9% 6,152 44

Department of Health and Mental Hygiene DOHMH 5,761 1.8% 4,470 1,291

Department of Environmental Protection DEP 5,740 1.8% 5,564 176

Department of Parks and Recreation DPR 5,598 1.7% 3,095 2,503

Department of Transportation DOT 4,807 1.5% 4,405 402

Department of Citywide Administrative Services DCAS 2,155 0.7% 1,919 236

Department of Housing Preservation and Development HPD 2,153 0.7% 2,105 48

Department of Homeless Services DHS 1,819 0.6% 1,818 1

Department of Finance DOF 1,814 0.6% 1,750 64

Law Department LAW 1,399 0.4% 1,265 134

Department of Design and Construction DDC 1,134 0.3% 1,095 39

Department of Information Technology and Telecommunications DOITT 1,107 0.3% 1,041 66

Department of Buildings DOB 1,067 0.3% 1,051 16

Department of Probation DOP 976 0.3% 976 0

Mayoralty Mayoralty 875 0.3% 864 11

Department for the Aging DFTA 833 0.3% 286 547

School Construction Authority SCA 660 0.2% 660 0

Taxi and Limousine Commission TLC 461 0.1% 435 26

Department of Youth and Community Development DYCD 388 0.1% 360 28

Office of Administrative Trials and Hearings OATH 372 0.1% 238 134

Department of Consumer Affairs DCA 327 0.1% 293 34

Department of City Planning DCP 253 0.1% 225 28

Department of Small Business Services SBS 242 0.1% 193 49

Department of Investigation DOI 192 0.1% 191 1

Civilian Complaint Review Board CCRB 124 <0.1% 120 4

Office of Emergency Management OEM 111 <0.1% 108 3

Business Integrity Commission BIC 72 <0.1% 71 1

Commission on Human Rights CCHR 62 <0.1% 60 2

Landmarks Preservation Commission LPC 58 <0.1% 51 7

Department of Cultural Affairs DCLA 57 <0.1% 43 14

Department of Records and Information Services DORIS 51 <0.1% 39 12

327,793 100% 0 0

PPart -t ime(FTE)

GGrand Total

AAgency Total % Share Full- t ime

2. City Agencies

The 39 agencies covered in this report vary considerably in size, from over 132,000 employees at DOE to fewer than 60 employees at DCLA and DORIS. The five largest agencies combined make up more than three-quarters of the workforce. The chart below lists the agencies included in this report, sorted by total number of employees. For more information about each agency, see Appendix B: Workforce by Agency.

Figure 4: Fiscal 2012 Workforce by Agency (Full-time & Part-time (FTE) employees)


3. Employee Type

The scale and diversity of services provided by the City demands various types of employees. This section provides a snapshot of some of these subdivisions, focusing on part-time and full-time, uniformed service and civilian, managerial and non-managerial, civil service status, and occupational category.

Schedule: Full-time versus Part-time

Full-time employees include those who work a standard work week in a full-time title with an annual work schedule. In general, full-time employees work 35 to 40 hours per week and have a regularly scheduled work year of 261 days.

Part-time employees are those who work fewer hours than the standard work schedule or are in titles established as non-annual, for which no standard hours per week or days per year have been set. This includes seasonal employees, such as lifeguards and many park maintenance workers.

The chart below compares the City’s full-time and part-time municipal workforce from Fiscal 2003 through Fiscal 2012. The number of full-time employees grew from Fiscal 2003, peaking in Fiscal 2008 at almost 320,000 full-time employees. From Fiscal 2009 to Fiscal 2011, full-time headcount decreased by about 14,000 employees before stabilizing in Fiscal 2012 to around 304,000 employees. Compared to Fiscal 2003, part-time employees have decreased by over 30,500 employees in Fiscal 2012.

Figure 5: Fiscal 2003 - Fiscal 2012 Workforce (Full-time & Part-time (FTE) employees)

279,967 301,407 302,647 305,118 309,466 319,695 319,256 311,584 305,096 304,066

54,243 33,946 34,778 35,288 34,423 29,081 27,589 26,157 25,162 23,727

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Full-time Part-time (FTE)


Non--Managerial 97%

Managerial 3%

Uniformed Services

The uniformed service includes the Police, Fire, Correction, and Sanitation services. In Fiscal 2012, 18% of the City’s municipal workforces were uniformed employees. This category does not include other titles at other agencies where employees wear uniforms, such as parks enforcement personnel or buildings inspectors. Like teachers, the uniformed services negotiate separate economic and terms-and-conditions contracts.

Figure 6: Fiscal 2012 Uniformed versus Civilian

Managerial Status

Managerial employees may have direct or indirect oversight of non-managerial staff or other managers and are typically not eligible to receive overtime. These are policy-influencing, high-level administrative and executive-level positions with salaries and terms-and-conditions of employment set by the Mayor. In Fiscal 2012, 3% of the municipal workforce had managerial status.

Figure 7: Fiscal 2012 Managerial Status

Civilian82%

Uniformed18%


Civil Service System

Many job categories for NYC employees are defined by New York State civil service law. The civil service system is designed to ensure that public sector jobs are awarded based on merit as determined by examination, education, and experience. Most City jobs are filled from ranked competitive lists based on performance in a competitive exam.

Currently, about 2,000 civil service job titles are classified in the City’s civil service system. The creation of job titles and positions outside the competitive class requires the City to hold a public hearing and get approval of the New York State Civil Service Commission (SCSC) for each position.

The chart below shows the proportion of employees who have “permanent” status or are tenured teachers compared to those who are “provisional,” which means they have been appointed to fill a competitive vacancy when there is no competitive list available. All other employees (31% of the total) are counted in the “Other” category, which consists largely of DOE employees who are not teachers.

Figure 8: Fiscal 2012, Employee Type

62% 7% 31%

Permanent or Tenured

Provisional

Other


Occupational Categories

The City’s municipal employees can be divided into occupational categories similar to those defined by the U.S. Equal Employment Opportunity Commission, which illustrates the breadth of employment. An occupational category is a group of jobs with comparable responsibilities and qualifications.

Administrative Support: Employees who perform clerical functions, 311 and 911 operators, office supervisors, and similar workers.

Officials and Administrators: Employees who have executive-level or policy-making responsibility for an entire agency or for a major agency division, and those who have overall, managerial input into and responsibility for the execution of broad policies.

Paraprofessionals: Employees who are paralegals, teaching assistants, and others who have job duties requiring education and knowledge in a special field and who supplement and support the activities of professionals or technicians.

Professionals: Employees who have specialized education leading to a college or graduate degree or to special credentials, requiring related experience, such as social workers, economists, medical professionals, and engineers. (We have created a separate category in this report for teachers, who are professionals.)

Protective Service Workers: Employees responsible for public safety and security, including police officers, firefighters, correction officers, traffic enforcement agents, and similar employees.

Service Maintenance: Employees who contribute to the upkeep and care of public buildings, facilities or public property, which includes sanitation workers, custodial workers, maintenance workers, and similar employees.

Skilled Crafts Workers: Employees who have specialized skills in a craft acquired through formal training and experience, such as stationary engineers, carpenters, mechanics, and electricians.

Teachers: For the purposes of this report, teachers have been separated into this additional occupational category.

Technicians: Employees who have a combination of basic scientific or technical knowledge and skill, such as computer programmers and engineering technicians.

Occupational Category % of Employees Administrative Support 7%

Officials and Administrators 9%

Paraprofessionals 14%

Professionals 18%

Protective Service Workers 17%

Service Maintenance 7%

Skilled Craft Workers 3%

Teachers 21%

Technicians 4%

Figure 9: Fiscal 2012, Headcount by Occupational Category


4. Age & Years of Service

Analysis of age and years of service is an important part of developing recruitment and retention strategies. Changes in this area may also reflect changes in the types of work performed by City employees. And, as will be shown in Section 8: Retirement, understanding longevity within the workforce is critical for succession planning.

Age

From Fiscal 2003 to Fiscal 2012 the workforce aged by more than two years to a median of 45.2 years of age. This shift means that the number of employees reaching typical retirement age has also increased. The proportion of employees over age 55 increased from 15% in Fiscal 2003 to 23% in Fiscal 2012.

Figure 10: Fiscal 2003 versus Fiscal 2012, Age

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2012

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Years of Service

As the workforce has aged, employees’ years of service have increased as well. In Fiscal 2003, the median years of service for employees was 10.8. By Fiscal 2012, the median had increased to 11.1 years. While the shift is modest, the change in years of service distribution is notable. The percent of employees with fewer than five years of service decreased significantly, from 31% in Fiscal 2003 to 22% in Fiscal 2012, while the percent of those with more than 20 years of service has increased from 16% to 23% over the same period.

Figure 11: Fiscal 2003 versus Fiscal 2012, Years of Service

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Male 43%

Female57%

NYC Government

Male 51%

Female49%

NYCPopulation(Employed)

Male 24%

Female 76%

NYC Government Teachers

Male84%

Female16%

NYC Government Uniformed

5. Gender & Ethnicity

New York City is one of the most diverse cities in the world. Recruiting and retaining a diverse and inclusive workforce is therefore an important part of serving New York City’s many communities. This section provides a brief look at the diversity of the City’s municipal workforce and its agencies, compared to the overall working population of New York City.

Gender: NYC Municipal Workforce versus NYC Working Population

The percent of the New York City municipal workforce that is female (57%) is much higher than the percent female in the overall New York City working population (49%). A closer look reveals that one factor in the strong female representation is a product of the large number of teachers, who are 76% female. The reverse is true of the employees of the uniformed services, 84% of whom are male.

Figure 12: Fiscal 2012, Gender in NYC Municipal Workforce versus NYC Population


Ethnicity: NYC Municipal Workforce versus NYC Working Population

While the New York City municipal workforce is as diverse as the overall NYC working population, there are some differences between the ethnic compositions.

The percent of whites in the City government workforce (39%) is almost the same as that for the general NYC working population (38%). There are more Blacks proportionally in City government, at 32% versus 22% of the NYC working population. Fewer Hispanics work for the City, at 20% of City government employees versus 27% of the NYC working population. There are also fewer Asians working for the City, at 8% of City government employees versus 14% of the NYC working population. As will be discussed later in this section, however, proportions of Hispanics and Asians in the City’s workforce have grown in the past ten years.

Figure 13: Fiscal 2012, Ethnicity in NYC Municipal Workforce versus NYC Population


49% 51%Managers

42% 58%Non-Managers

Male Female

Managerial Status by Gender

Managers are split almost evenly between men and women, with 1% more female than male managers. Non-managers are 42% male and 58% female.

Figure 14: Fiscal 2012, Managerial Status by Gender

Managerial Status by Ethnicity

The majority of managers are minorities, as non-white employees make up 53% of the managerial population.

Figure 15: Fiscal 2012, Managerial Status by Ethnicity

47% 28% 13% 12%Managers

39% 33% 20% 8%Non-Managers

White Black Hispanic Asian/Pacific Islander American Indian/Alaskan Native


Job Category by Gender and Ethnicity

Breakdowns of each occupational category by gender and by ethnicity show wide variations. The greatest differences in gender are in the occupational categories of Skilled Craft Workers (98% male), Administrative Support employees (80% female), Paraprofessionals (79% female), and Teachers (76% female). With respect to race and ethnic representation, notable differences are present in the Skilled Craft Workers (61% white) and Administrative Support employees (58% black).

Since Fiscal 2003, 6 out of 9 occupational categories have had significant diversity gains in gender, ethnicity, or both over time. For example, Officials and Administrators, which is majority male, had an increase in the proportion of females from 34% in Fiscal 2003 to 40% in Fiscal 2012. Similarly, in ethnicity, there is a growing trend of more employees in non-white ethnicity groups in this job category from 61% White in Fiscal 2003 to 54% White in Fiscal 2012.

Figure 16: Fiscal 2012, Occupational Category by Gender

Figure 17: Fiscal 2012, Occupational Category by Ethnicity

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Officials and Administrators

Paraprofessionals

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Protective Service Workers

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Skilled Craft Workers

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Officials and Administrators

Paraprofessionals

Professionals

Protective Service Workers

Service Maintenance

Skilled Craft Workers

Teachers

Technicians



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Gender by Agency

A breakdown of agencies into gender and ethnicity composition reveals significant differences among agencies. DOE, DFTA, HRA, ACS, and DOHMH have the largest proportion of female employees (70% and up). FDNY, DSNY, DOT, and DEP have the largest proportion of males (70% and up). The next two graphs are shown by Citywide Theme, as grouped in the Mayor’s Management Report (MMR).

Figure 18: Fiscal 2012, Agencies Grouped in Citywide Theme by Gender


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ices


Ethnicity by Agency

FDNY, LPC, and OEM have the greatest proportion of white employees. DOP, DOC, and DHS have the largest percentages of black employees. TLC, BIC, and NYCHA have the largest proportion of Hispanic employees. DDC, SCA, and HHC have the largest proportion of Asians. American Indians/Alaskan Native employees are found only in a few agencies. Looking at the trend over time, certain agencies have become significantly more diverse. For example, in Fiscal 2003, NYPD was 50% white and 50% non-white. In Fiscal 2012, the proportion of non-white employees increased to 59%, as other ethnicity groups form the majority of the agency. Indeed, all four uniformed agencies saw a proportional decrease in white employees over the ten year period..

Figure 19: Fiscal 2012, Agency Grouped in Citywide Theme by Ethnicity


Trends in Gender, Race, and Ethnicity

Since Fiscal 2003, the proportion of male and female employees has remained stable, with a slightly higher proportion of female employees in Fiscal 2012 than in Fiscal 2003.

Figure 20: Fiscal 2003 – Fiscal 2012, Gender

Since Fiscal 2003, the non-white ethnicity groups have been growing proportionally larger, making the City’s workforce more diverse. Over the last ten years, the City’s workforce is becoming more and more aligned with the make-up of the NYC workforce population.

Figure 21: Fiscal 2003 – Fiscal 2012, Ethnicity

42% 41% 41% 40% 40% 40% 40% 40% 39% 39%

34% 33% 33% 33% 33% 33% 33% 33% 33% 32%

17% 18% 18% 19% 19% 19% 19% 19% 20% 20%

7% 7% 7% 7% 7% 8% 8% 8% 8% 8%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012


45% 44% 43% 43% 42% 42% 42% 42% 43% 43%

55% 56% 57% 57% 57% 58% 58% 58% 57% 57%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Male Female


0%

3%

17%

12% 13% 12%

21%

8%

5% 5%

2% 2%

<$20k $20k to $30k

$30k to $40k

$40k to $50k

$50k to $60k

$60k to $70k

$70k to $80k

$80k to $90k

$90k to $100k

$100k to $110k

$110k to $120k

$120k +

6. Salary

Salary is a key factor in budget and human resources management, impacting recruitment, retention, and labor relations. It is important to note most job title have a salary range set by collective bargaining.

Salary Distribution

While compensation covers all wages, overtime, pension, and fringe benefits, this section examines base salary, as it is the simplest for comparison purposes. In Fiscal 2012, the median annual base salary citywide was $65,299 with the middle 50% of the workforce earning between $42,958 and $78,885.

Figure 22: Fiscal 2012, Annual Full-time Base Salary Distribution


Salary Trends

Over time, salaries change for a variety of reasons, including inflationary forces that influence buying power, collective bargaining agreements, policy shifts and the economic climate. Median salaries have remained stable over the past ten years, ranging from a low of $59,000 in Fiscal 2005 to a high of $66,000 in Fiscal 2010.

Figure 23: Fiscal 2003 – Fiscal 2012, Full-time Employees Annual Base Salary - Adjusted for Inflation

Median Full-time Salaries Compared to Overall Personnel Expenditures

After adjusting for inflation, median base salaries remained relatively unchanged, with a slight upward trend over the years following a drop in Fiscal 2004. However, overall personnel expenditures grew from $23.5 billion in Fiscal 2003 to $37.2 billion in Fiscal 2012. Nearly all of this increase can be attributed to the increased cost of pension and fringe benefits. As shown below, cost in pension and fringe benefits have increased by over 140% in Fiscal 2012 as compared to Fiscal 2003 in nominal dollars (unadjusted for inflation).

Figure 24: Fiscal 2003 – Fiscal 2012, Personnel Expenses and Median Annual Salary

$104,498 $101,207 $98,578 $104,475 $104,613

$108,379 $106,619 $107,724 $106,305 $103,651

$35,140 $32,031 $31,786 $31,460 $31,768 $32,420 $33,347 $33,336 $32,711 $31,828

$64,698 $59,572 $59,098 $60,220 $60,915 $61,813 $62,946 $66,119 $65,846 $65,299

-

0

0

0

0

0

0

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Median 5th to 95th Percentiles

$17.1 $17.0 $18.4 $18.7 $19.6 $20.9 $22.0 $22.3 $22.1 $21.9

$6.4 $7.4$8.6

$10.6$12.3 $12.1

$13.1 $14.0 $14.2 $15.3

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$0.0

$5.0

$10.0

$15.0

$20.0

$25.0

$30.0

$35.0

$40.0

$45.0

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Med

ian

Ann

ual F

T Sa

lary

Pers

onne

l Exp

ense

(in

billi

ons)

Salaries and Wages Pensions and Fringe Benefits Median FT Salary


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Med

ian

Annu

al F

ull-t

ime

Sala

ry

Teachers Professionals Protective Service Workers

Officials and Administrators Administrative Support Service Maintenance

Paraprofessionals Technicians Skilled Craft Workers

Base Salary by Occupational Category

Since Fiscal 2003, Officials and Administrators consistently have had the highest median salary, while Paraprofessionals have had the lowest. Similar to the overall trend, median base salaries have remained stable over time in all job categories except for Teachers and Officials and Administrators, which each experienced a slight increase after Fiscal 2006.

Figure 25: Fiscal 2003 – Fiscal 2012, Median Annual Base Salary by Occupational Category – Adjusted for Inflation


7. Attrition

Attrition is the reduction of the workforce due to separation from City employment. An analysis of attrition rates aids in determining hiring and staffing needs across agencies and can predict future costs associated with the delivery of public services.

Attrition occurs in the workforce for a number of different reasons:

Dismissal: Involuntary termination of an employee. Separation of Temporary Workers: Dismissal due to a seasonal or limited duration position Layoff: Involuntary termination of an employee due to staff reductions for operational or

budgetary reasons. Resignation: Voluntary departure of an employee other than by retirement. Retirement: Voluntary separation of employee who left the City stating reason due to retirement. Death: Employee dies while being employed by the City.

Attrition by Separation Reason

In Fiscal 2012, the citywide attrition rate was 6.2%, as 2.3% of the workforce retired and 1.8% resigned from their positions; other separation reasons each affected less than 1% of the workforce.

Figure 26: Fiscal 2012, Citywide Attrition

SSeparation Reason % of Full-time and Part--time Citywide

Median Age

Median Years of Service

Median Hourly Salary (All)

Retirement 2.3% 60.3 23.6 $ 36.6

Resigned 1.8% 35.2 3.2 $ 23.0

Dismissals 0.9% 40.2 2.8 $ 20.5

Separation of Temp. Workers 0.7% 37.5 0.6 $ 9.2

Layoffs 0.3% 34.2 4.0 $ 33.0

Deceased 0.1% 56.6 17.3 $ 26.5

Total Attrition 6.2%


33% 29% 27% 26% 25% 23% 22% 26% 30%37%

13%16%

12% 13% 13% 15% 16%18% 15%

15%

19%14% 19% 17% 15% 16% 18%

22%27% 11%

9%

3% 2%2% 2% 3% 5%

4%2%

5%

25%36% 38% 41% 43% 42% 39%

27% 24%29%

1% 2% 2% 2% 2% 2% 2% 2% 2% 2%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Retirement Dismissals Separation of Temp. Workers Layoffs Resignation Death

Attrition over Time

Among employees leaving City government, resignation was the most common separation reason in seven of ten years. The exceptions were in Fiscal 2003, 2011, and 2012, when more employees separated due to retirement than due to resignation or separation of temporary workers. The separation of temporary workers had the highest percentage in Fiscal 2011 compared to the other nine years. After Fiscal 2003, the retirement share continued to decrease to 22% in Fiscal 2009 before growing to 37% in Fiscal 2012. The proportion of dismissals rose to 18% in Fiscal 2010 in the aftermath of 2008 legislation resulting in an agreement to enforce a civil service law that requires the City to dismiss employees serving provisionally in competitive-class titles when competitive lists are established.

Figure 27: Fiscal 2003 – Fiscal 2012, Separation Reasons


49%43% 46% 43% 43% 42% 41% 44% 49% 45%

51%57% 54% 57% 57% 58% 59% 56% 51% 55%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Male Female

36% 37% 37% 36% 35% 33% 32% 30% 33% 35%

38% 39% 37% 40% 40% 41% 42% 43% 42% 38%

18% 16% 19% 18% 18% 18% 19% 20% 19% 18%

7% 6% 7% 6% 7% 7% 7% 7% 6% 8%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012


Attrition by Gender & Ethnicity

The demographic profile of the attrition population remained mostly stable from Fiscal 2003 to Fiscal 2012. The gender composition of the attrition population varies somewhat more from year to year than that of the overall municipal workforce; this variability can be attributed to the smaller population size.

Figure 28: Fiscal 2003 – Fiscal 2012, Attrition by Gender

Ethnic composition also remained stable. White (average of 34% of separating employees) and black (average of 40%) employees combine for a majority of the attrition, mirroring the ethnic composition of the workforce.

Figure 29: Fiscal 2003 – Fiscal 2012, Attrition by Ethnicity


Figure 30: Fiscal 2012, Retirement Eligibility

Not Eligible by 201759%

Eligible2013-2017

15%

Eligible 201219% No Current

Pension Membership

7%

Retirement Eligibility

8. Retirement

The median age of City employees increased from 43 years of age in Fiscal 2003 to 45.2 years of age in Fiscal 2012, indicating that more City employees are or soon will be considering retirement. In Fiscal 2012, more than 8,000 employees retired with a median age of 60.3 and a median of 23.6 years of service. However, predicting retirement can be difficult due to the many additional factors to consider, including the overall health of the economy.

City employees participate in one of five New York City pension systems: New York City Employees Retirement System (NYCERS); New York City Teachers’ Retirement System (TRS); New York City Police Pension Fund; New York City Fire Department Pension Fund; or New York City Board of Education Retirement System (BERS). Within these pension systems, tiers define different benefits and eligibility requirements for employees depending on the year they joined the pension system.

Retirement Eligibility: Fiscal 2012–Fiscal 2017

In Fiscal 2012, 19% of municipal employees were eligible to retire with unreduced pension benefits. Another 15% will become eligible by Fiscal 2017, meaning 34% of the City workforce will be eligible to retire within the next five years — over 110,000 City employees. However, not every retirement-eligible employee will retire, and the rate varies among occupational groups, with Protective Services workers retiring in the year they become eligible around one-third of the time. More than half of Skilled Craft Workers, Administrative Support, and Officials and Administrators are eligible to retire in the next five years.

OOccupational Group EEligible in 2012 EEligible 2013--22017

Administrative Support 33% 18%

Officials and Administrators 32% 21%

Paraprofessionals 13% 14%

Professionals 25% 18%

Protective Service Workers 15% 14%

Service Maintenance 19% 14%

Skilled Craft Workers 36% 25%

Teachers 8% 9%

Technicians 17% 17%

Figure 31: Fiscal 2012, Retirement Eligibility by Occupational Group


13% 13% 14% 14% 14% 15%16%

17%18% 19%

4%3% 3% 3% 2% 2% 2% 2% 3% 2%

%

%

%

%

%

%

%

%

%

%

%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Retirement Eligible Retired

Retirement Eligibility versus Retirement Historically, the number of employees who retire is quite small compared to the number eligible to do so. The graph below shows the number of employees that are eligible to retire within a given year against the number that actually retired within that same year.

Figure 32: Fiscal 2003 – Fiscal 2012, Retirement Eligibility versus Actual Retirement

The likelihood that an employee will retire varies widely by occupational category. Protective Service Workers generally have the highest retirement rate in each year, but experienced a steep decrease in retirement after Fiscal 2007. Similar but less dramatic dips can be seen since Fiscal 2007 in most other job categories.

Figure 33: Fiscal 2003 – Fiscal 2012, Retirement by Occupational Category

0%

5%

10%

15%

20%

25%

30%

35%

40%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Teachers Professionals Protective Service Workers

Officials and Administrators Administrative Support Service Maintenance

Paraprofessionals Technicians Skilled Craft Workers


13% 13% 14% 14% 14% 15% 16% 17% 18% 19%

16% 16% 16% 16% 15% 16% 16% 16% 16% 15%

9% 9% 9% 9% 9% 9% 8% 7% 7% 7%

61% 63% 62% 61% 61% 61% 60% 60% 59% 59%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Eligible in Current Fiscal Year Eligible within 5 Years No Current Pension Membership Not Eligible

Retirement Eligibility over Time

The proportion of employees eligible to retire without reduced pension benefits increased from 13% in Fiscal 2003 to 19% in Fiscal 2012. The share of employees eligible to retire within five years was stable from Fiscal 2003 to Fiscal 2012.

Figure 34: Fiscal 2003 – Fiscal 2012, Retirement Eligibility


9. New Hires The City’s goal is to attract a diverse and talented pool of new City employees. Many job categories for NYC employees are governed by New York State civil service law. The civil service system is designed to ensure that public sector jobs in New York State and its municipalities are filled based on merit as determined by examination, education, and experience. Most City jobs are filled from ranked competitive lists based on examination scores.

In Fiscal 2012, City agencies hired approximately 17,000 employees, 5.4% of the City workforce. Compared to Fiscal 2003, the median age of new hires in Fiscal 2012 was one year younger and the median hourly salary was about 3.2% higher, without adjusting for inflation.

In addition to employees completely new to City government, the count of new hires includes former employees returning to the City and those transferring between City agencies.

% of Full--time and Part--

time Citywide Median Age Median Hourly Salary

Fiscal 2003 5.7% 30.0 $19.47

Fiscal 2012 5.4% 29.0 $20.10

Figure 35: Fiscal 2003 versus Fiscal 2012, New Hires, Nominal Dollars


42% 43% 42% 38% 37% 36% 36%29% 33% 37%

31% 30% 31% 33% 35% 34% 35%40% 33% 32%

17% 16% 17% 19% 19% 19% 19% 20% 19% 18%

9% 10% 10% 10% 10% 11% 10% 11% 14% 13%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012


41% 41% 44% 42% 40% 40% 39% 37% 43% 45%

59% 59% 55% 58% 60% 60% 61% 62% 56% 54%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Male Female

Gender & Ethnicity of New Hires over Time

From Fiscal 2003 to Fiscal 2012, the proportion of male and female new hires shows some variation with the proportion of female employees ranging from the high of 62% in Fiscal 2010 to 54% in Fiscal 2012. However, the proportion of new hires from various ethnic groups varies to a greater extent, showing greater diversity of new hires over time. The proportion of white new hires has decreased from 42% in Fiscal 2003 to 37% in Fiscal 2012. The proportion of black new hires increased from 31% in Fiscal 2003 to 40% in Fiscal 2010, but then decreased to 32% in Fiscal 2012. The proportion of Hispanics among new hires has remained in the 16%–20% range, similar to that of Asians, increasing from 9% in Fiscal 2003 to 13% in Fiscal 2012.

Figure 36: Fiscal 2003 – Fiscal 2012, New Hires by Gender

Figure 37: Fiscal 2003 – Fiscal 2012, New Hires by Ethnicity


Attrition & New Hires by Agency

The percent of people joining and leaving varies significantly from agency to agency. The range of new hire rates goes from 20% to less than 1%, while attrition rates range from over 30% to approximately 4%.

Note that agencies with a high percentage of part-time employees (like DFTA) or seasonal employees (like DPR) will show unusually high turnover.

Figure 38: Fiscal 2012, % Attrition versus New Hires by Agency

-40%

-30%

-20%

-10%

0%

10%

20%

30%

DO

RIS

DFT

AD

PRCC

RBD

HS

DCP

May

oral

tyH

HC

LAW

DO

BTL

CD

CAD

CLA

DO

ITT

DYC

DD

EP LPC

HPD

DO

HM

HO

ATH

NYC

HA

DO

EFD

NY

DO

IN

YPD

CCH

RO

EMD

CAS

SBS

DO

TBI

CD

DC

HRA AC

SD

OF

DO

PSC

AD

SNY

DO

C

Attrition New Hires


10. Employee Titles

One percent of the City’s 4,000 job titles, as shown in the chart below, represent 72% of the City’s full-time workforce. The top four titles make up over 30% of the workforce. Although the same title may have a somewhat different function at two agencies, planners can benefit from a high-level understanding of the status of employees in titles that make up the majority of workforce.

The chart below provides workforce data for all titles that have 1,000 or more full-time employees. Police officers, firefighters, education professionals, correction officers, nurses, and sanitation workers are among the top ten most populous titles in the City. Computer specialists (software), lieutenants (police), principal administrative associates, case workers, and associate staff analysts, all have retirement eligibility percentages above 40%. Almost a third of these top titles have employees with a median age above 50,

while more than a third of these employees have median years of service over 15 years.

Figure 39: Fiscal 2012, titles with 1,000 or More Full-time Employees

TTitle % of Citywide

Full-time Employees

Median Age



Attrition Rate

New Hires

Teacher 17.5% 42 11 8.2% 2.8% 2.7%

Police Officer 7.5% 34 7 7.3% 3.9% 8.9%

Annual Education Para 6.2% 49 13 12.1% 2.7% 3.2%

Teacher Special Education 5.9% 39 8 8.5% 3.2% 7.6%

Firefighter 2.6% 38 10 12.1% 3.3% 0.0%

Correction Officer 2.5% 42 11 23.0% 6.4% 6.1%

Staff Nurse 2.4% 49 8 13.3% 5.0% 5.2%

Sanitation Worker 2.0% 42 10 15.8% 3.7% 5.3%

Detective 1.7% 43 18 35.4% 7.7% 0.0%

School Safety Agent 1.6% 42 8 15.2% 4.1% 7.0%

Sergeant (Police) 1.6% 41 15 23.9% 5.3% 0.0%

Principal Administrative Associate 1.5% 52 22 47.9% 7.2% 1.3%

Clerical Associate 1.5% 51 15 37.9% 6.2% 1.2%

Clerical Associate (HHC) 1.2% 49 11 21.6% 6.1% 3.4%

Caretaker (Housing Authority) 1.1% 43 10 15.2% 7.3% 10.6%

Assistant Principal 1.1% 46 16 10.1% 1.6% 0.1%

School Secretary 0.9% 55 15 20.6% 1.8% 0.3%

Guidance Counselor 0.8% 44 13 11.4% 2.1% 0.8%

Eligibility Specialist 0.8% 47 8 23.1% 4.4% 8.0%

Community Associate 0.8% 46 8 12.6% 8.4% 5.9%

Traffic Enforcement Agent 0.8% 42 6 14.6% 4.5% 6.3%

Administrative Staff Analyst 0.8% 50 16 40.0% 6.9% 4.4%

Emergency Medical Specialist - EMT 0.7% 32 5 6.2% 5.1% 7.7%


TTitle % of Citywide

Full-time Employees

Median Age



Attrition Rate

New Hires

Child Protective Specialist 0.6% 35 5 7.1% 6.8% 10.1%

Caseworker 0.6% 53 15 40.5% 4.6% 2.8%

Lieutenant (Police) 0.6% 43 19 48.2% 8.2% 0.0%

Patient Care Associate 0.6% 47 9 11.6% 4.2% 3.8%

Principal 0.5% 50 20 15.8% 2.2% 0.1%

Job Opportunity Specialist 0.5% 49 7 26.6% 4.7% 11.5%

Police Administrative Aide 0.5% 51 13 36.5% 5.5% 0.0%

Lieutenant (Fire) 0.5% 45 18 37.5% 4.8% 0.0%

School Social Worker 0.4% 51 13 16.0% 3.1% 2.3%

Associate Staff Analyst 0.4% 53 23 54.3% 7.9% 0.2%

School Psychologist 0.4% 46 13 15.6% 2.7% 4.4%

Secretary 0.4% 52 18 39.7% 7.6% 0.0%

Community Coordinator 0.4% 46 11 22.1% 8.9% 7.4%

Service Aide 0.4% 49 10 12.6% 7.4% 1.6%

Police Communications Technician 0.4% 41 10 13.1% 5.9% 3.8%

Computer Specialist (Software) 0.4% 54 19 49.4% 5.4% 3.7%

Maintenance Worker 0.3% 51 18 39.9% 7.1% 10.4%

Licensed Practical Nurse 0.3% 50 10 17.1% 6.0% 2.2%


Employee Titles Analysis: Attrition & New Hire Rates

Reviewing the titles with consistently high attrition and new hire rates over time provides an opportunity to predict workforce needs. The following analysis looks at titles over a five-year period, averaging the workforce indicators for the titles with the largest headcount for attrition and new hires.

Over the last five years (Fiscal 2008–2012), similar titles appear in both attrition and new hires list, which shows that employees in these titles are leaving and also being replaced, although sometimes not at the same rates. However, certain titles appear on one list and not the other. For example, hundreds of clerical associates leave each year, but they are not being replaced at the same rate. Inversely, staff nurses are hired at a faster rate than they separate.

FFiscal 2008 -- 22012 FFiscal 2012

TTitle Average % of Citywide Attrition

Average % of Workforce in Job Title Median Age Median Years

of Service

Teacher 11.1% 4.5% 54 13.0

Police Officer 4.4% 4.4% 43 18.8

Teacher Special Education 3.1% 4.3% 49 9.0

Clerical Associate 2.4% 9.9% 60 23.3

Correction Officer 2.3% 6.5% 49 21.2

Annual Education Paraprofessional 2.0% 2.6% 63 18.2

Staff Nurse 1.8% 5.6% 46 5.6

Detective 1.6% 6.6% 46 22.0

Community Service Aide 1.4% 35.9% 65 1.2

Principal Administrative Associate 1.4% 5.6% 60 23.7

Fiscal 2008 -- 22012 Fiscal 2012

Title Average % of Citywide Attrition

Average % of Workforce in Job Title Median Age Median Years

of Service

Teacher 11.4% 3.6% 25 0.8 Teacher Special Education 6.5% 7.2% 25 0.8 Police Officer 6.2% 5.0% 26 1.0 Staff Nurse 3.0% 7.3% 34 0.6 Correction Officer 1.8% 4.0% 31 0.5 Resident Post-Graduate Year - L I 1.6% 63.5% 30 1.0 Annual Education Paraprofessional 1.4% 1.4% 30 0.8 Traffic Enforcement Agent 1.4% 9.8% 31 0.3 Clerical Associate (HHC) 1.3% 5.2% 33 0.6 Emergency Medical Specialist (EMT) 1.3% 11.0% 26 0.2

Figure 41: New Hire Information by Employee Title

Figure 40: Attrition Information by Employee Title


93%93%94%94%94%94%94%93%94%93%

4%4%4%4%3%4%4%4%3%3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012201120102009200820072006200520042003

Pending

Non-union

Union

11. Employee Representation

In addition to establishing a merit-based employee selection system, State law grants public employees the right to bargain collectively.

In Fiscal 2012, 93% of the municipal workforce was represented by a union. This percentage is the same as the percentage of unionized employees in the New York State government workforce. A small number of employees serve in positions that are eligible for bargaining, but are not yet represented. Some titles are pending union certification by the NYC Office of Collective Bargaining.

The unrepresented employees are mostly managerial or confidential employees that are excluded by law from collective bargaining. The salaries and benefits for unrepresented employees in Mayoral agencies are set by the Mayor based on recommendations of DCAS and OMB. Salary and benefit increases often reflect aspects of negotiated increases, but there is no requirement that they do so.

The relative proportions of unionized and non unionized employees have remained stable over time.

Figure 42: Fiscal 2003 – Fiscal 2012, Union Representation


12. Next Steps in Workforce Planning

Collecting workforce statistics and analyzing trends, as shown in this report, provide policymakers with the foundation to support workforce planning activities. Workforce planning is an essential process designed to ensure that an organization prepares for its present and future workforce needs.

However, workforce planning in government can be very different from workforce planning in other organizations. Since many personnel actions are subject to laws and agreements, City agencies are limited by how they hire, spend money, and assign work duties. In this environment, workforce planning is much more complex, but this makes planning even more valuable in order to be prepared with strategies to overcome these challenges.

Workforce Planning Toolkit

In December of 2013, the Mayor’s Office of Operations and DCAS will issue a Workforce Planning Toolkit with the aim of helping agencies improve how they plan for long-term workforce goals, attrition, leadership development and succession within their workforce. The Toolkit will help agencies take action on the information provided by this Workforce Profile Report in order to:

Identify and assess critical titles that have attrition risk and hiring challenges Create a robust succession pipeline, and Perform workforce planning to meet strategic objectives

The Toolkit will offer a Workforce Planning Guide and Risk Assessment Tool, both of which will be housed on a new Workforce Planning website. These Tools will help guide human resource decisions, by making it easier to identify titles at risk of being left vacant and how to address those concerns. They will also help executive-level managers make long-term strategic decisions on how their workforce will meet an agency’s changing missions and goals.

Workforce Planning Website

The Workforce Planning Website will provide easy access for HR professionals to obtain workforce planning tools and guidance. With the ability to leverage centralized data, guidance and templates, users will be able to take advantage of materials formerly unavailable or only available outside of their agency.

Workforce Planning Guide

The Workforce Planning Guide will be a comprehensive guide for how to design and build a workforce and succession plan, while at the same time providing advice on how to tailor these plans agency to agency. The guide will contain detailed steps on workforce and succession planning, best practices, examples of strategic plans and pipeline analyses, and workforce and succession planning templates.

Risk Assessment Tool

The Risk Assessment Tool has been developed to provide agencies with an accessible, seamless way of identifying at-risk titles. By creating risk indices based on attrition and hiring, the user has the ability


contextualize risks through benchmarking against agency-level and citywide average risk levels. Recognizing that each agency has a distinct set of operational priorities, the Tool was designed to be interactive such that the user can customize how risk is measured in a way that makes most sense to their agency. In addition, the tool provides users with demographic and salary information within the title and for the selected agency.

Diversity Management

Diversity management is a form of workforce planning that incorporates the vast diversity of employee backgrounds in a manner that results in the highest level of productivity for both the organization and the individual. It sustains an organization through the development of a pipeline positioned for leadership. The foundational key practices associated with diversity management are the following:

Inclusive pipeline development strategy championed by Commissioners Standardized performance evaluations and goal setting for management Structured interviews, diverse panels, quarterly reviews of placements Annual identification of ready now & high potential talent and leadership competencies Formalized mentorship and sponsorship of employees Engagement/Morale surveys and tools that capture the skills, career goals and experiences

of employees Measurement indicating best recruitment sources for diverse candidates

Next Steps

Provide agencies with a Workforce Planning Toolkit designed to assist agencies in (1) identifying mission-critical job titles and core competencies associated with those job titles; (2) conducting pipeline analyses of those titles; and (3) determining internal and external support necessary to support career paths into target titles and (4) addressing challenges and weaknesses that impact the agency’s ability to continue to achieve its mission.

Establish citywide Office of Workforce Planning (OWP) within the Human Capital division of DCAS. OWP will be responsible for attracting, developing, and retaining a talented and diverse workforce and for creating and maintaining statistical analyses of the workforce profile. The office will serve as a strategic partner for city agencies in implementing workforce planning strategies that optimize organizational effectiveness within the context of civil service compliance.

Convene a Workforce Development and Planning Advisory Group that will include representatives from the Department of Citywide Administrative Services, the Department of Education, the City University of New York, Mayor’s Office of Operations, the Office of Management and Budget, the Office of Labor Relations, as well as representatives from City agencies and other stakeholders, to serve as a forum for leadership on best practices.


Appendix A: Methodology

Overall Report Definitions

Agencies Unless otherwise stated all graphs and charts show information relative to the 36 mayoral agencies, Health and Hospitals Corporation (HHC), New York City Housing authority (NYCHA) and School Construction Authority (SCA). Workforce Full-time (FT) and Full-time Equivalents (FTEs) count is based on calculations made by NYC Office of

Management and Budget. Based on data from the Payroll Management System (PMS) and data provided by HHC and SCA, the

following definitions were used for calculations of the workforce: Total Workforce: all active employees and all employees who have left their position in the fiscal

year mentioned (for Separation Reasons, see Section 8: Attrition). Active Employees: employees who were employed last fiscal year and are still employed, as well

as new employees hired in that fiscal year.

Employee Types Full-time employees: include those who work the standard work week in a full time, per annum title

with an annual work schedule. In general full time employees work 35, 37.5, or 40 hours per week and have a full time work year of 261 days and work on a regularly schedule basis all year round.

Part-time employees: fall into two categories: (a) employees in titles established as non-per-annum jobs, with no standard number of hours per week or days per year; and (b) employees hired on a part time basis in a full time per annum title who do not work the standard number of hours or days in a work year.

Uniformed status: the Uniformed Forces include only titles in the Police Service, Fire Service, Correction Service and Sanitation Service. This category does not include other titles in which employees wear uniforms, but are not in the uniformed force. For example, Special Officers, Traffic Enforcement Agents, and School Safety Agents wear uniforms, but are not in a uniformed service, even if they work in the NYPD.

Managerial status: These are policy influencing, high level, administrative and executive level positions.

Inflation Unless otherwise stated, all dollar values have been adjusted for inflation using 2012 dollars using the Consumer Price Index – All Urban Consumers of the Bureau of Labor Statistics. Inflation was reindexed from calendar to fiscal year by averaging monthly inflation in a given fiscal year.


Section 1 – Executive Summary

Figure 1: Fiscal 2003 - Fiscal 2012 Workforce (Full-time & Part-time (FTE) employees) - see Section 3 of the methodology for definitions and calculations.

Figure 2: Fiscal 2012, Ethnicity in NYC Municipal Workforce) - see Section 5 of the methodology for

definitions and calculations. Figure 3: Fiscal 2003 – Fiscal 2012, Full-time Employees Annual Base Salary - Adjusted for Inflation) -

see Section 6 of the methodology for definitions and calculations.


Section 2 – City Agencies

Sources: NYC Office of Management and Budget (OMB)

Calculations: Figure 4: Fiscal 2012 Workforce by Agency (Full-time & Part-time (FTE) employees)- Shows counts of

Full-time and Full-time Equivalents by agency in Fiscal 2012.


Section 3 – Employee Type

Sources: Payroll Management System (PMS) Data was also provided by HHC and SCA.

Definitions: In New York City, the Department of Citywide Administrative Services (DCAS) administers the civil service system for all New York City agencies, including the offices of elected officials in the City. This system includes certain agencies, such as the offices of district attorneys, public administrators and pension systems that have historically been treated as City agencies for civil service purposes. In addition, pursuant to either statute or case law, DCAS administers the civil service system for several other entities, which are not agencies or offices of the City of New York: Transit Authority, Triborough Bridge and Tunnel Authority, New York City Housing Authority, the Municipal Water Finance Authority and Department of Education non-pedagogical employees. Personnel administration of teachers and other pedagogical staff falls within the jurisdiction of the New York State Regents and Education Department rather than the State Civil Service Commission. Competitive Status:

Permanent: appointments made from an open-competitive eligible list for that title. Tenured: teachers and other pedagogical employees after serving for a prescribed period achieve

“tenure” pursuant to collective bargaining agreements. Provisional: appointment made to fill a vacancy when there is no eligible list for a competitive

class title. Other: consists of the Unclassified Service (pedagogical employees not in a teacher title, elected

officials, legislative employees, agency heads, etc….), Labor class and Non-Competitive and Exempt class employees.

Occupational Groups:

Officials and Administrators: Employees who have executive-level, policy-making responsibility for an entire agency or for a major agency division and those who have overall, managerial input into and responsibility for the execution of broad policies.

Administrative Support: Employees who are Clericals, 311 and 911 operators, office supervisors, and similar workers.

Paraprofessionals: Employees who are paralegals, teaching assistants, and others who have job duties requiring education and knowledge in a special field and who supplement and support the activities of professionals or technicians.

Professionals: Employees who have specialized education leading to a college or graduate degree or to special credentials, requiring related experience, such as social workers, economists, medical professionals, and engineers.

Protective Service Workers: Employees responsible for public safety and security, including police officers, firefighters, correction officers, traffic enforcement agents and similar employees.


Service Maintenance: Employees who contribute to the upkeep and care of public buildings, facilities or public property, which includes sanitation workers, custodial workers, maintenance workers and similar employees.

Skilled Crafts Workers: Employees who are stationary engineers, carpenters, mechanics, and electricians, who have specialized skills in a craft acquired through formal training and experience.

Technicians: Employees who have a combination of basic scientific or technical knowledge and skill, such as computer programmers and engineering technicians.

Teachers: For the purposes of this report, since teachers make up a majority of the workforce, employees with the title “Teacher” has been separated into this additional occupation category.

Calculations: Figure 5: Fiscal 2003 - Fiscal 2012 Workforce (Full-time & Part-time (FTE) employees) - Shows count of

Full-time and Full-time Equivalents from Fiscal 2003 through Fiscal 2012.

Figure 6: Fiscal 2012 Uniformed versus Civilian- Shows the percent of civilian and uniformed employees out of the total active employees in Fiscal 2012.

Figure 7: Fiscal 2012 Managerial Status- Shows the percent of managerial and non managerial employees out of the total active employees in Fiscal 2012.

Figure 8: Fiscal 2012, Employee Type- Shows the percent of employees in the Permanent or Tenured, Provisional, and Other categories out of the total active employees in Fiscal 2012.


Figure 9: Fiscal 2012, Headcount by Occupational Category – Shows percent of active employees in each job category in Fiscal 2012.


Section 4 – Age and Years of Service Sources:

Payroll Management System (PMS) Data was also provided by HHC and SCA.

Definitions: Years of Service: are calculated in each fiscal year using, for each employee, the date in which their

employment with City government started. Median Age: is calculated in each fiscal year using the date of birth reported by each employee at the

beginning of their employment with City government Calculations: Figure 10: Fiscal 2003 versus Fiscal 2012, Age- Shows the percent of active employees in each age

bracket in fiscal year 2003 and fiscal year 2012.

Figure 11: Fiscal 2003 versus Fiscal 2012, Years of Service- Shows the percent of active employees in each years of service bracket in fiscal year 2003 and fiscal year 2012.


Section 5 – Gender and Ethnicity Sources:

Payroll Management System (PMS) Citywide Equal Employment Database System (CEEDS) Data was also provided by HHC and SCA American Community Survey (ACS), New York City, 2011

Definitions: Gender: is self-reported by employees. Besides male and female, the gender distribution includes a

third category of employees who have voluntarily chosen not to self-identify by gender and/or were not identified by other means. This category, defined as “Unknown,” is excluded from the analysis due to data quality standards and comprises a small fraction of the workforce.

Ethnicity: is self-reported by employees. Besides White, Black, Hispanic, Asian/Pacific Islander, and American Indian/Alaskan Native, the ethnicity distribution includes a third category of employees who have voluntarily chosen not to self-identify by ethnicity and/or were not identified by other means. This category, defined as “Unknown,” is excluded from the analysis due to data quality standards and comprises a small fraction of the workforce.

NYC Population: data refers to civilian employed population aged 16 and over residing in New York City, as reported by the American Community Survey 2011.

Calculations: Figure 12: Fiscal 2012, Gender in NYC Municipal Workforce versus NYC Population

Figure 13: Fiscal 2012, Ethnicity in NYC Municipal Workforce versus NYC Population Show the percent of males and females as well as of ethnicities in different populations of interest in Fiscal 2012:

Figure 14: Fiscal 2012, Managerial Status by Gender

Figure 15: Fiscal 2012, Managerial Status by Ethnicity Show the percent of males and females as well as of ethnicities in managerial and non managerial status in Fiscal 2012.


Figure 16: Fiscal 2012, Occupational Category by Gender- shows the percent of male and female active employees in fiscal 2012, and total number of employees in each Occupational Category, by Agency Figure 17: Fiscal 2012, Occupational Category by Ethnicity- shows the percent of ethnicities of active employees in fiscal 2012, and total number of employees in each Occupational Category, by Agency

Figure 18: Fiscal 2012, Agencies Grouped in Citywide Theme by Gender– shows the percent of males

and females of active employees in fiscal 2012, and total number of employees, by agency and occupational category Figure 19: Fiscal 2012, Agency Grouped in Citywide Theme by Ethnicity– shows the percent of ethnicities of active employees in fiscal 2012, and total number of employees, by agency and occupational category

Figure 20: Fiscal 2003 – Fiscal 2012, Gender- shows the percent of males and females of active

employees in each fiscal year from 2003 to 2012 Figure 21: Fiscal 2003 – Fiscal 2012, Ethnicity- shows the percent of race/ethnicities of active employees in each fiscal year from 2003 to 2012


Section 6 – Salary Sources:

Payroll Management System (PMS) Data was also provided by HHC and SCA. Consumer Price Index – All Urban Consumers of the Bureau of Labor Statistics New York City Office of Management and Budget, Adopted Budget - Expense

Definitions: Salary Type

Annual: An employee who is paid a wage that is based on a predetermined amount and requires the employee to work a certain number of hours.

Hourly: An employee who is paid a wage that is based on the number of hours the employee works.

Daily: An employee who is paid on a per day (work day) basis. Per session: An employee who is paid on a per session basis.

Salaries that could not be related to any of the above categories (for example trainees, on volunteer and near-volunteer basis) have been excluded from the analysis.

Salary Conversion Salaries have been adjusted to hourly using the following conversions: Annual salary divided by number of hours worked by Collective Bargaining Unit (CBU) and

agency: provided by the Office of Management and Budget For unmatched CBU numbers and agencies, annual salary divided by 1,900: weighted average

of hours worked annually by employees in different statuses Daily salary divided by 7.3076923: weighted average of hours worked daily by employees in

different statuses Per session salaries have not been converted into hourly, as information on the number of

hours worked might not be available. Therefore, for the purposes of the calculations described in this report, salaries expressed in per session rates were excluded.

Personnel Expense Budget

Salaries and Wages: monetary compensation paid to employees. Pensions and Fringe Benefits: monetary compensation which is indirectly given to the employee through healthcare, retirement benefits and other benefits.

Calculations: Figure 22: Fiscal 2012, Annual Full-time Base Salary Distribution – shows the percentage of active Full-

time employees in each salary bracket in fiscal year 2012.


Figure 23: Fiscal 2003 – Fiscal 2012, Full-time Employees Annual Base Salary - Adjusted for Inflation- shows the distribution (5th percentile, Median, 95th percentile) of Annual base salaries for active full time employees from fiscal year 2003 to fiscal year 2012. All values have been adjusted for inflation.

Figure 24: Fiscal 2003 – Fiscal 2012, Personnel Expenses and Median Annual Salary – shows the dollar amount of City budget spent on personnel expenses each year from fiscal year 2003 to fiscal year 2012 in nominal dollars (unadjusted for inflation); the trend line shows the median annual base salary in real dollars (adjusted for inflation) for active full time employees for the same fiscal years.

Figure 25: Fiscal 2003 – Fiscal 2012, Median Annual Base Salary by Occupational Category – Adjusted

for Inflation – shows the median annual salary for active full time employees in each occupational category, from fiscal year 2003 to fiscal year 2012. All values have been adjusted for inflation.


Section 7 – Attrition Sources:

Payroll Management System (PMS) Citywide Equal Employment Database System (CEEDS) Data was also provided by HHC and SCA.

Definitions: Dismissal: Involuntary termination of an employee. Separation of Temporary Workers: Dismissal due to a seasonal or limited duration position Layoff: Involuntary termination of an employee due to staff reductions for operational or budgetary

reasons. Resignation: Voluntary departure of an employee other than by retirement. Retirement: Voluntary separation of employee who left the City stating reason due to retirement. Death: Employee dies while being employed by the City.

Calculations: Figure 26: Fiscal 2012, Citywide Attrition – shows number of Full-time and Part-time employees who

left NYC Government in fiscal year 2012 for any reason. It also shows median age, median years of services and median hourly salary (for median hourly salary calculation methodology see Section 6 – Salary conversion) for each category of attrition.

Figure 27: Fiscal 2003 – Fiscal 2012, Separation Reasons – shows the total number of employees who

in a given fiscal year left the City for different reasons, from fiscal year 2003 to 2012.

Figure 28: Fiscal 2003 – Fiscal 2012, Attrition by Gender – shows the percents of males and females

out of the total number of employees who in a given fiscal year left the City for any reason, from fiscal year 2003 to 2012.


Figure 29: Fiscal 2003 – Fiscal 2012, Attrition by Ethnicity – shows the percent of employees in each Ethnicity group out of the total number of employees who in a given fiscal year left the City for any reason, from fiscal year 2003 to 2012.


Section 8 - Retirement Sources:

Payroll Management System (PMS) Citywide Equal Employment Database System (CEEDS) NYC Employee Retirement System (NYCERS) Teachers’ Retirement System (TRS) Board of Education Retirement System (BERS) Data was also provided by HHC and SCA.

Definitions: Eligible in 2012: an employee who is part of a pension tier and is fully vested in the pension, meaning

they could retire today with full pension benefits.

Eligible 2013–2017: an employee who is part of a pension tier and will be fully vested in the pension in the next 5 years, meaning they could retire in any year between 2013 and 2017 with full pension benefits.

Not Eligible by 2017: an employee who is part of a pension tier, but will not be fully vested in the pension from 2012-2017, meaning they could not retire before 2017 with full pension benefits.

No Current Pension Membership: an employee who is not part of a pension tier.

Calculations: Figure 30: Fiscal 2012, Retirement Eligibility – shows the percent of Full-time employees who are

eligible to retire in 2012, from 2013 to 2017, those with no current pension membership and those not eligible to retire by fiscal year 2017.

Figure 31: Fiscal 2012, Retirement Eligibility by Occupational Group – shows percent of Full-time employees who are eligible to retire in 2012 and from 2013 to 2017 by occupational group.


Figure 32: Fiscal 2003 – Fiscal 2012, Retirement Eligibility versus Actual – shows percent of Full-time employees eligible to retire in each fiscal year, and the percent of full-time employees who retired in that fiscal year, from fiscal year 2003 to 2012.

Figure 33: Fiscal 2003 – Fiscal 2012, Retirement by Occupational Category – shows percent of

employees eligible to retire in each fiscal year, and the number of full-time employees who retired in that fiscal year by Occupational Category, from fiscal year 2003 to 2012.

Figure 34: Fiscal 2003 – Fiscal 2012, Retirement Eligibility – for each fiscal year, shows the percent of

employees who are eligible to retire in that year, eligible to retire within five years, not currently a pension member, or ineligible to retire.


Section 9 – New Hires Sources:

Payroll Management System (PMS) Data was also provided by HHC and SCA.

Definitions: New Hire: an employee hired by the City who has never worked for a City agency before, or whose

previous job was not with the City but has in the past worked for the City, or who is currently working for the City, but is moving from one agency to another.

Calculations: Figure 35: Fiscal 2003 versus Fiscal 2012, New Hires, Nominal Dollars – for fiscal year 2003 and 2012,

shows number of employees in any of the categories above. It also shows median age and median hourly salary (for median hourly salary calculation methodology see Section 6 – Salary conversion).

Figure 36: Fiscal 2003 – Fiscal 2012, New Hires by Gender – Shows the percent of males and females

who were hired in a given fiscal year, from fiscal year 2003 to 2012.

Figure 37: Fiscal 2003 – Fiscal 2012, New Hires by Ethnicity – shows the percent of employees in each

ethnicity group hired in a given fiscal year, from fiscal year 2003 to 2012 (for ethnicity definitions, see Section 4: Gender and Ethnicity).

Figure 38: Fiscal 2012, % Attrition versus New Hires by Agency – shows the percent of employees who

were hired and who left City government as a percentage of the total number of employees in each agency, in fiscal year 2012.


Section 10 – Employee Titles Sources:

Payroll Management System (PMS) Data was also provided by HHC and SCA

Calculations: Figure 39: Fiscal 2012, titles with 1,000 or More Full-time Employees – Shows titles with 1,000 or more

Full-time employees across the City in fiscal 2012, with metrics on percent share of total Citywide Full-time employees, median age, years of service, percent eligible to retire, attrition and new hire rate.

Figure 40: Attrition Information by Employee Title – shows titles experiencing the highest yearly attrition as an average of fiscal years 2008 to 2012, with metrics on percent share of total Citywide attrition, percent of workforce in job title, median age, and years of service, based on indicated time period.

Figure 41: New Hire Information by Employee Title – shows titles experiencing the highest yearly new-hiring as an average of fiscal years 2008 to 2012, with metrics on percent share of total Citywide attrition, percent of workforce in job title, median age, and years of service, based on indicated time period.


Section 11 – Employee Representation Sources:

Payroll Management System (PMS) Data was also provided by HHC and SCA

Definitions: Union Representation: employees eligible for collective bargaining. Pending: employees awaiting union certification by the NYC Office of Collective Bargaining. Non-union: employees that are excluded by law from collective bargaining (mostly managerial and

confidential employees). Calculations: Figure 42: Fiscal 2003 – Fiscal 2012, Union Representation – Shows status of all active employees in

relation to union representation.


Appendix B: Workforce by Agency

Administration for Children's Services……………………………............................................ 57 Business Integrity Commission……………………………...................................................... 58 Civilian Complaint Review Board……………………………................................................... 59 Commission on Human Rights……………………………....................................................... 60 Department for the Aging……………………………............................................................... 61 Department of Buildings……………………………................................................................. 62 Department of City Planning……………………………........................................................... 63 Department of Citywide Administrative Services……………………………............................ 64 Department of Consumer Affairs…………………………….................................................... 65 Department of Correction……………………………............................................................... 66 Department of Cultural Affairs……………………………........................................................ 67 Department of Design and Construction……………………………........................................ 68 Department of Education……………………………................................................................ 69 Department of Environmental Protection………...…………………........................................ 70 Department of Finance……………………………................................................................... 71 Department of Health and Mental Hygiene…………………………….................................... 71 Department of Homeless Services……………………………................................................. 72 Department of Housing Preservation and Development……………………………................ 73 Department of Information Technology and Telecommunications……………………………. 74 Department of Investigation…………………………............................................................ 75 Department of Parks and Recreation……………………………............................................ 76 Department of Probation……………………………................................................................ 77 Department of Records and Information Services…………………………….......................... 78 Department of Sanitation……………………………............................................................... 79 Department of Small Business Services………...……………………........................................ 80 Department of Transportation……………………………........................................................ 81 Department of Youth and Community Development …………………………….................... 82 Fire Department…………………………….............................................................................. 83 Health and Hospitals Corporation……………………………................................................... 84 Human Resources Administration…………………………….................................................. 85 Landmarks Preservation Commission……………………………............................................ 86 Law Department…………………………….............................................................................. 87 Mayoralty……………………………........................................................................................ 88 New York City Housing Authority……………………………................................................... 89 Office of Administrative Trials and Hearings…………………………….................................. 90 Office of Emergency Management……………………………................................................. 91 Police Department…………………………….......................................................................... 92 School Construction Authority……………………………........................................................ 93 Taxi and Limousine Commission…………………………….................................................... 94

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ian

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se S

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ligib

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Ret

ire21

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ew H

ires

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nion

Rep

rese

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69%

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BIC

City

wid

e

BBIC

BIC

City

wid

e

## in

Age

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1622

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916

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City

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Busin

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Com

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2

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rofil

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Empl

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e

41.4

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N/A

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N/A

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ity S

tatu

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gent

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ssoc

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rativ

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BIC

City

wid

e

Ann

ual F

T Sa

lary

43%

57

%

57%

43

%

BIC

City

wid

e

Gen

der

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ale

Mal

e

69%

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22%

Activ

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tion

89%

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%

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Perm

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t

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ision

al

62%

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Civil

ian

Unifo

rm

82%

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Full-

time

FTE

35%

39

%

26%

32%

27%

20%

11%

8%

BIC

City

wid

e

Ethn

icity

W

hite

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kH

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ian/

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land

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ian/

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skan

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ive

93%

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9

10 to

14

15 to

19

20 to

24

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29

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34

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22%

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20

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24

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34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

60 to

64

6

5+

1%

2%

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15%

15%

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Age

Agen

cy O

verv

iew

:

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edia

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58

IIndi

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tyw

ide

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nt (F

T / F

TE)

120

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7

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ian

Age

/ Yea

rs o

f Ser

vice

30.4

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945

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% M

ale

/ Fem

ale

47%

/ 53

%43

% /

57%

% W

hite

/ M

inor

ity38

% /

62%

39%

/ 61

%

Med

ian

Annu

al F

T Ba

se S

alar

y$4

9,04

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9

% A

ttriti

on19

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% E

ligib

le to

Ret

ire9%

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% N

ew H

ires

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5%

% U

nion

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rese

nted

79%

93%

CCRB

City

wid

e

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City

wid

e

## in

Age

ncy

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7963

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N/A

N/A

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13

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2

Resig

ned

2817

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N/A

N/A

N/A

Retir

emen

t3

1.9%

N/A

N/A

N/A

N/A

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ratio

n of

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1.3%

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2

City

wid

e

Civi

lian

Com

plai

nt R

evie

w B

oard

: FY1

2

Med

ian

Age

Wor

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rofil

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vilia

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mpl

aint

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inve

stig

ate

alle

gatio

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f pol

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iscon

duct

and

to re

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men

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tion

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ctly

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miss

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r. Th

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ard

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lve c

ompl

aint

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cient

ly th

roug

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vest

igat

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and

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edia

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prog

ram

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repo

rts o

n its

act

ivitie

s and

ach

ieve

men

ts tw

ice a

yea

r.

Empl

oyee

Typ

e

26.7

33.1

39.1

N/A

N/A

N/A

N/A

N/A

N/A

N/A

Activ

ity S

tatu

sRe

tirem

ent E

ligib

ility

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rativ

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ploy

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itle

Inve

stig

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nves

tigat

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Inve

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anag

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N/A

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N/A

N/A

N/A

N/A

N/A

Top

10 M

ost P

opul

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Tim

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tles

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Serv

ice

Mai

nten

ance

$97

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103,

651

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31,8

28

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CCRB

City

wid

e

Ann

ual F

T Sa

lary

53%

57

%

47%

43

%

CCRB

City

wid

e

Gen

der

Fem

ale

Mal

e

69%

12%

19

%

Activ

eN

ew H

ires

Attri

tion

89%

5% 6%

6%

5%

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Pe

rman

ent

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ision

al

62%

7%

31%

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0%

Civil

ian

Unifo

rm

82%

18%

97%

3%

Full-

time

FTE

38%

39

%

32%

32

%

20%

20

%

10%

8%

CCRB

City

wid

e

Ethn

icity

W

hite

Blac

kH

ispan

icAs

ian/

Pacif

ic Is

land

erAm

. Ind

ian/

Ala

skan

Nat

ive

93%

7%

64%

17%

6%

4%

5%

3%

0%

0%

1%

0 to

4

5 to

9

10 to

14

15 to

19

20 to

24

25 to

29

30 to

34

35 to

40

40

+

22%

23%

19%

12%

12%

7%

3%

1%

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Year

s of S

ervic

e

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21%

19%

14%

15%

9%

6%

4%

8%

4%

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20

20 to

24

30 to

34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

60 to

64

6

5+

1%

2%

13%

13%

15%

15%

15%

13%

8%

4%

Age

Agen

cy O

verv

iew

:

5th

to 9

5th

Perc

entil

e M

edia

n

Not

es:

59

IIndi

cato

rH

RCCi

tyw

ide

Hea

dcou

nt (F

T / F

TE)

60 /

230

4,06

6 / 2

3,72

7

Med

ian

Age

/ Yea

rs o

f Ser

vice

55.5

/ 22

.245

.2 /

11.1

% M

ale

/ Fem

ale

49%

/ 51

%43

% /

57%

% W

hite

/ M

inor

ity34

% /

66%

39%

/ 61

%

Med

ian

Annu

al F

T Ba

se S

alar

y$5

9,85

0$6

5,29

9

% A

ttriti

on15

%6%

% E

ligib

le to

Ret

ire60

%19

%

% N

ew H

ires

0%5%

% U

nion

Rep

rese

nted

87%

93%

HRC

City

wid

e

HHRC

HRC

City

wid

e

## in

Age

ncy

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ce%

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1321

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711

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828

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.010

0.0%

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N/A

N/A

N/A

N/A

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N/A

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d0

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6

Dism

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Resig

ned

79.

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9N

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/A

Retir

emen

t4

5.4%

N/A

N/A

N/A

N/A

N/A

Sepa

ratio

n of

Tem

p. W

orke

rs0

0.0%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

City

wid

e

Com

miss

ion

on H

uman

Rig

hts:

FY12

Med

ian

Age

Wor

kfor

ce P

rofil

e

Th

e fu

nctio

ns o

f the

Com

miss

ion

on H

uman

Rig

hts (

CCH

R) a

re se

t for

th in

Titl

e 8

of th

e A

dmin

istra

tive

Code

of t

he C

ity o

f New

Yor

k, th

e H

uman

Rig

hts L

aw: t

o fo

ster

mut

ual u

nder

stan

ding

and

resp

ect a

mon

g al

l per

sons

in th

e Ci

ty o

f New

Yor

k an

d to

enc

oura

ge

equa

lity

of tr

eatm

ent f

or, a

nd p

reve

nt d

iscrim

inat

ion

agai

nst,

any

grou

p or

its m

embe

rs.

Empl

oyee

Typ

e

59.6

39.4

38.6

58.0

N/A

N/A

N/A

N/A

N/A

N/A

Activ

ity S

tatu

sRe

tirem

ent E

ligib

ility

Skille

d Cr

aft W

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rs

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hers

Tech

nici

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rativ

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t

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cial

s an

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prof

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nals

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rs w

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popu

latio

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ther

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labl

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ions

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phic

s Full-

Tim

e Em

ploy

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itle

Asso

ciat

e H

uman

Rig

hts

Spec

ialis

t

Agen

cy A

ttorn

ey

Hum

an R

ight

s Sp

ecia

list (

CCH

R)

Prin

cipa

l Adm

inist

rativ

e As

soci

ate

N/A

N/A

N/A

N/A

N/A

N/A

Top

10 M

ost P

opul

ous

Full-

Tim

e Ti

tles

Prot

ectiv

e Se

rvic

e W

orke

rs

Serv

ice

Mai

nten

ance

$12

6,29

0

$10

3,65

1

$38

,298

$

31,8

28

$59

,850

$

65,2

99

HRC

City

wid

e

Ann

ual F

T Sa

lary

51%

57

%

49%

43

%

HRC

City

wid

e

Gen

der

Fem

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26

Dec

ease

d1

0.4%

N/A

N/A

28.3

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32

Dism

issal

s1

0.4%

N/A

N/A

100.

0%0.

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Layo

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N/A

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71

Resig

ned

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9N

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Retir

emen

t8

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100.

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0%1

Sepa

ratio

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p. W

orke

rs0

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N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

5.9%

5.9%

2

City

wid

e

Dep

artm

ent o

f City

Pla

nnin

g: F

Y12

Med

ian

Age

Wor

kfor

ce P

rofil

e

Th

e D

epar

tmen

t of C

ity P

lann

ing

(DCP

) pro

mot

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rate

gic

grow

th, t

rans

it-or

ient

ed d

evel

opm

ent a

nd su

stai

nabl

e co

mm

uniti

es to

enh

ance

qua

lity

of li

fe in

the

City

, in

part

by in

itiat

ing

com

preh

ensiv

e, c

onse

nsus

bas

ed p

lann

ing

and

zoni

ng c

hang

es fo

r ind

ividu

al

neig

hbor

hood

s and

bus

ines

s dist

ricts

, as w

ell a

s est

ablis

hing

pol

icies

and

zon

ing

regu

latio

ns a

pplic

able

city

wid

e. It

supp

orts

the

City

Pla

nnin

g Co

mm

issio

n an

d ea

ch y

ear r

evie

ws a

ppro

ximat

ely

450

land

use

app

licat

ions

for a

ctio

ns su

ch a

s zon

ing

chan

ges,

spec

ial p

erm

its a

nd o

ther

disc

retio

nary

ap

prov

als.

Empl

oyee

Typ

e

43.1

49.9

59.2

58.1

31.0

57.9

40.4

53.5

N/A

N/A

Activ

ity S

tatu

sRe

tirem

ent E

ligib

ility

Skille

d Cr

aft W

orke

rs

Teac

hers

Tech

nici

ans

Cate

gorie

s

Adm

inist

rativ

e Su

ppor

t

Offi

cial

s an

d Ad

min

istra

tors

Para

prof

essio

nals

Prof

essio

nals

N

/A a

ppea

rs w

here

the

popu

latio

n ha

s fe

wer

than

5 e

mpl

oyee

s or

ther

e ar

e no

reco

rds

avai

labl

e, a

nd th

eref

ore,

no

calc

ulat

ions

wer

e m

ade.

Dem

ogra

phic

s Full-

Tim

e Em

ploy

ee T

itle

City

Pla

nner

Adm

inist

rativ

e Ci

ty P

lann

er

Prin

cipa

l Adm

inist

rativ

e As

soci

ate

Com

pute

r Spe

cial

ist (S

oftw

are)

City

Pla

nnin

g Te

chni

cian

Cler

ical

Ass

ocia

te

Asso

ciat

e Ur

ban

Des

igne

r

Adm

inist

rativ

e St

aff A

naly

st

N/A

N/A

Top

10 M

ost P

opul

ous

Full-

Tim

e Ti

tles

Prot

ectiv

e Se

rvic

e W

orke

rs

Serv

ice

Mai

nten

ance

$11

3,00

0

$10

3,65

1

$46

,418

$31

,828

$71

,421

$

65,2

99

DCP

City

wid

e

Ann

ual F

T Sa

lary

53%

57

%

46%

43

%

DCP

City

wid

e

Gen

der

Fem

ale

Mal

e

87%

5% 8%

Activ

eN

ew H

ires

Attri

tion

89%

5% 6%

44%

46%

10

%

Perm

anen

t

Prov

ision

al

62%

7%

31%

100%

0%

Civil

ian

Unifo

rm

82%

18%

89%

11%

Fu

ll-tim

eFT

E

58%

39%

19%

32%

9%

20%

14%

8%

DCP

City

wid

e

Ethn

icity

W

hite

Blac

kH

ispan

icAs

ian/

Pacif

ic Is

land

erAm

. Ind

ian/

Ala

skan

Nat

ive

93%

7%

23%

19%

14%

4%

13%

13%

8%

4%

3%

0 to

4

5 to

9

10 to

14

15 to

19

20 to

24

25 to

29

30 to

34

35 to

40

40

+

22%

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19%

12%

12%

7%

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1%

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Year

s of S

ervic

e

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0%

15%

12%

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8%

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14%

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10%

<

20

20 to

24

30 to

34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

60 to

64

6

5+

1%

2%

13%

13%

15%

15%

15%

13%

8%

4%

Age

Agen

cy O

verv

iew

:

5th

to 9

5th

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entil

e M

edia

n

Not

es:

63

IIndi

cato

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CAS

City

wid

e

Hea

dcou

nt (F

T / F

TE)

1,91

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3630

4,06

6 / 2

3,72

7

Med

ian

Age

/ Yea

rs o

f Ser

vice

50.7

/ 10

.145

.2 /

11.1

% M

ale

/ Fem

ale

62%

/ 37

%43

% /

57%

% W

hite

/ M

inor

ity34

% /

66%

39%

/ 61

%

Med

ian

Annu

al F

T Ba

se S

alar

y$4

3,64

6$6

5,29

9

% A

ttriti

on9%

6%

% E

ligib

le to

Ret

ire36

%19

%

% N

ew H

ires

3%5%

% U

nion

Rep

rese

nted

88%

93%

DCA

SCi

tyw

ide

DDCA

S

DCA

SCi

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Age

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361

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243

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10.7

38.3

%2.

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103

4.8%

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17.8

39.8

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974.

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.240

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813.

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14.6

43.2

%3.

6%7.

1%

673.

1%2.

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6.8%

2.7%

492.

3%62

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7.1

32.7

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492.

3%4.

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0.0%

311.

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025

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11.1

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301.

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33.3

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Stat

us#

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% E

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le

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3 -

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- 20

17)

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3.4%

32.6

0.1

42.0

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Dec

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55.8

13.7

47.4

%16

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112

Dism

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4.8

34.1

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42

Layo

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N/A

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36.0

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214

Resig

ned

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4.8%

30.8

2.8

25.0

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11

Retir

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64.2

26.3

29.8

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353

Sepa

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City

wid

e

Dep

artm

ent o

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wid

e Ad

min

istra

tive

Serv

ices

: FY1

2

Med

ian

Age

Wor

kfor

ce P

rofil

e

Th

e D

epar

tmen

t of C

ityw

ide

Adm

inist

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e Se

rvice

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CAS)

ens

ures

that

City

age

ncie

s hav

e th

e cr

itica

l res

ourc

es a

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ppor

t nee

ded

to p

rovid

e th

e be

st p

ossib

le se

rvice

s to

the

publ

ic.

Empl

oyee

Typ

e

49.8

50.7

50.7

51.4

52.0

50.8

51.3

50.5

50.0

50.8

Activ

ity S

tatu

sRe

tirem

ent E

ligib

ility

Skille

d Cr

aft W

orke

rs

Teac

hers

Tech

nici

ans

Cate

gorie

s

Adm

inist

rativ

e Su

ppor

t

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cial

s an

d Ad

min

istra

tors

Para

prof

essio

nals

Prof

essio

nals

N

/A a

ppea

rs w

here

the

popu

latio

n ha

s fe

wer

than

5 e

mpl

oyee

s or

ther

e ar

e no

reco

rds

avai

labl

e, a

nd th

eref

ore,

no

calc

ulat

ions

wer

e m

ade.

Dem

ogra

phic

s Full-

Tim

e Em

ploy

ee T

itle

City

Cus

todi

al A

ssist

ant

Cust

odia

n

Prin

cipa

l Adm

inist

rativ

e As

soci

ate

Cler

ical

Ass

ocia

te

Stat

iona

ry E

ngin

eer

Adm

inist

rativ

e St

aff A

naly

st

Hig

h Pr

essu

re P

lant

Ten

der

Asso

ciat

e St

aff A

naly

st

Mai

nten

ance

Wor

ker

Elev

ator

Mec

hani

c

Top

10 M

ost P

opul

ous

Full-

Tim

e Ti

tles

Prot

ectiv

e Se

rvic

e W

orke

rs

Serv

ice

Mai

nten

ance

$10

8,91

4

$10

3,65

1

$31

,125

$

31,8

28

$43

,646

$65

,299

DCA

SCi

tyw

ide

Ann

ual F

T Sa

lary

37%

57

%

62%

43

%

DCA

SCi

tyw

ide

Gen

der

Fem

ale

Mal

e

88%

3% 9%

Activ

eN

ew H

ires

Attri

tion

89%

5% 6%

51%

17%

32%

Perm

anen

t

Prov

ision

al

62%

7%

31%

100%

0%

Civil

ian

Unifo

rm

82%

18%

89%

11%

Fu

ll-tim

eFT

E34

%

39%

35%

32

%

23%

20

%

7%

8%

DCA

SCi

tyw

ide

Ethn

icity

W

hite

Blac

kH

ispan

icAs

ian/

Pacif

ic Is

land

erAm

. Ind

ian/

Ala

skan

Nat

ive

93%

7%

25%

24%

16%

6%

10%

11%

5%

1%

1%

0 to

4

5 to

9

10 to

14

15 to

19

20 to

24

25 to

29

30 to

34

35 to

40

40

+

22%

23%

19%

12%

12%

7%

3%

1%

0%

Year

s of S

ervic

e

0%

2%

8%

8%

11%

15%

20%

16%

12%

8%

<

20

20 to

24

30 to

34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

60 to

64

6

5+

1%

2%

13%

13%

15%

15%

15%

13%

8%

4%

Age

Agen

cy O

verv

iew

:

5th

to 9

5th

Perc

entil

e M

edia

n

Not

es:

64

IIndi

cato

rD

CACi

tyw

ide

Hea

dcou

nt (F

T / F

TE)

293

/ 34

304,

066

/ 23,

727

Med

ian

Age

/ Yea

rs o

f Ser

vice

42.2

/ 6.

645

.2 /

11.1

% M

ale

/ Fem

ale

43%

/ 57

%43

% /

57%

% W

hite

/ M

inor

ity34

% /

66%

39%

/ 61

%

Med

ian

Annu

al F

T Ba

se S

alar

y$4

5,61

5$6

5,29

9

% A

ttriti

on15

%6%

% E

ligib

le to

Ret

ire23

%19

%

% N

ew H

ires

16%

5%

% U

nion

Rep

rese

nted

90%

93%

DCA

City

wid

e

DDCA

DCA

City

wid

e

## in

Age

ncy

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ncy

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wid

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ars

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ce%

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ent

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ible

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ttriti

on R

ate

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ew

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s

6820

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2.8%

3.8

10.3

%12

.2%

19.4

%

5115

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24.8

%7.

227

.5%

25.7

%20

.0%

329.

8%2.

9%6.

918

.8%

18.2

%20

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216.

4%0.

9%3.

20.

0%4.

5%9.

1%

206.

1%0.

5%21

.750

.0%

0.0%

0.0%

175.

2%2.

7%1.

311

.8%

19.0

%38

.1%

134.

0%10

0.0%

23.5

53.8

%18

.8%

0.0%

103.

1%0.

2%29

.880

.0%

9.1%

0.0%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

Stat

us#

in A

genc

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genc

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% E

ligib

le

(201

3 -

2017

)#

Elig

. (2

012

- 20

17)

New

Hire

s56

15.8

%29

.00.

556

.8%

18.9

%28

Dec

ease

d1

0.3%

N/A

N/A

8.8%

14.7

%8

Dism

issal

s17

4.8%

34.9

0.3

13.2

%9.

6%31

Layo

ffs0

0.0%

N/A

N/A

28.4

%17

.9%

44

Resig

ned

298.

2%33

.31.

9N

/AN

/AN

/A

Retir

emen

t5

1.4%

N/A

N/A

N/A

N/A

N/A

Sepa

ratio

n of

Tem

p. W

orke

rs0

0.0%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

100.

0%0.

0%1

City

wid

e

Dep

artm

ent o

f Con

sum

er A

ffairs

: FY1

2

Med

ian

Age

Wor

kfor

ce P

rofil

e

Th

e D

epar

tmen

t of C

onsu

mer

Affa

irs (D

CA) e

nsur

es th

at N

ew Y

ork

City

’s co

nsum

ers a

nd b

usin

esse

s ben

efit

from

a fa

ir an

d vib

rant

mar

ketp

lace

. DCA

issu

es m

ore

than

73,

000

licen

ses i

n 55

bus

ines

s cat

egor

ies a

nd p

erfo

rms

onsit

e in

spec

tions

to e

nsur

e co

mpl

ianc

e w

ith

licen

se re

gula

tions

, wei

ghts

and

mea

sure

s reg

ulat

ions

, and

the

New

Yor

k Ci

ty C

onsu

mer

Pro

tect

ion

Law

. DCA

med

iate

s and

reso

lves i

ndiv

idua

l con

sum

er c

ompl

aint

s, ob

tain

s res

titut

ion

for c

onsu

mer

s, an

d br

ings

litig

atio

n an

d en

forc

emen

t act

ions

aga

inst

repe

at v

iola

tors

to h

alt d

ecep

tive

adve

rtisin

g an

d tra

de p

ract

ices.

Empl

oyee

Typ

e

31.7

44.3

41.6

35.9

52.1

36.1

51.1

55.2

N/A

N/A

Activ

ity S

tatu

sRe

tirem

ent E

ligib

ility

Skille

d Cr

aft W

orke

rs

Teac

hers

Tech

nici

ans

Cate

gorie

s

Adm

inist

rativ

e Su

ppor

t

Offi

cial

s an

d Ad

min

istra

tors

Para

prof

essio

nals

Prof

essio

nals

N

/A a

ppea

rs w

here

the

popu

latio

n ha

s fe

wer

than

5 e

mpl

oyee

s or

ther

e ar

e no

reco

rds

avai

labl

e, a

nd th

eref

ore,

no

calc

ulat

ions

wer

e m

ade.

Dem

ogra

phic

s Full-

Tim

e Em

ploy

ee T

itle

Com

mun

ity A

ssoc

iate

Insp

ecto

r

Com

mun

ity C

oord

inat

or

Adm

inist

rativ

e St

aff A

naly

st

Cler

ical

Ass

ocia

te

Agen

cy A

ttorn

ey

Asso

ciat

e In

spec

tor (

Cons

umer

Affa

irs)

Prin

cipa

l Adm

inist

rativ

e As

soci

ate

N/A

N/A

Top

10 M

ost P

opul

ous

Full-

Tim

e Ti

tles

Prot

ectiv

e Se

rvic

e W

orke

rs

Serv

ice

Mai

nten

ance

$99

,683

$

103,

651

$35

,000

$

31,8

28

$45

,615

$65

,299

DCA

City

wid

e

Ann

ual F

T Sa

lary

57%

57

%

43%

43

%

DCA

City

wid

e

Gen

der

Fem

ale

Mal

e

69%

16%

15

%

Activ

eN

ew H

ires

Attri

tion

89%

5% 6%

37%

8%

55%

Pe

rman

ent

Prov

ision

al

62%

7%

31%

100%

0%

Civil

ian

Unifo

rm

82%

18%

90%

10%

Fu

ll-tim

eFT

E34

%

39%

33%

32%

22%

20

%

11%

8%

DCA

City

wid

e

Ethn

icity

W

hite

Blac

kH

ispan

icAs

ian/

Pacif

ic Is

land

erAm

. Ind

ian/

Ala

skan

Nat

ive

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ian

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City

wid

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Activ

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ian

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4

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9

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14

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19

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24

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29

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34

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40

40

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24

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34

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39

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44

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49

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54

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59

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64

6

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City

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Th

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tyw

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der

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rman

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Unifo

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19

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49

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54

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land

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9

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14

15 to

19

20 to

24

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29

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34

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40

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24

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34

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39

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44

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49

50 to

54

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59

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64

6

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Age

Agen

cy O

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ian

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45.8

47.6

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DEP

City

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e

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ual F

T Sa

lary

23%

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77%

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DEP

City

wid

e

Gen

der

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ale

Mal

e

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tive

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Hire

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n89

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63%

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Perm

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t

Prov

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al

62%

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100%

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ian

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rm

82%

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32%

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20

%

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DEP

City

wid

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Ethn

icity

W

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kH

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icAs

ian/

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ic Is

land

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ian/

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Nat

ive

93%

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4

5 to

9

10 to

14

15 to

19

20 to

24

25 to

29

30 to

34

35 to

40

40

+

22%

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20

20 to

24

30 to

34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

60 to

64

6

5+

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Age

Agen

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ven

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Tech

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T Sa

lary

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e

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tritio

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62%

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ian

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rm

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time

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tyw

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icity

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4

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9

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14

15 to

19

20 to

24

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29

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34

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40

40

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24

30 to

34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

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6

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cy O

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ity26

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al F

T Ba

se S

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9

% A

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le to

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r hom

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Empl

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ity S

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rs

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hers

Tech

nici

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rativ

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cial

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min

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nals

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nals

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rs w

here

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n ha

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wer

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e no

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phic

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Serv

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nten

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HPD

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T Sa

lary

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ian

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rm

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time

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9%

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City

wid

e

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icity

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hite

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kH

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ian/

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land

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skan

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ive

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4

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9

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14

15 to

19

20 to

24

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29

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34

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40

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+

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20

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24

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34

35 to

39

40 to

44

45 to

49

50 to

54

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59

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6

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Age

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cy O

verv

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:

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ian

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nion

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City

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Th

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util

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65,2

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DO

ITT

City

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e

Ann

ual F

T Sa

lary

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%

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DO

ITT

City

wid

e

Gen

der

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e

81%

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Activ

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ires

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tion

89%

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62%

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62%

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ian

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rm

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%

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32

%

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ive

93%

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4

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9

10 to

14

15 to

19

20 to

24

25 to

29

30 to

34

35 to

40

40

+

22%

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19%

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e

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16%

14%

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20

20 to

24

30 to

34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

60 to

64

6

5+

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15%

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Age

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cy O

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14

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19

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24

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34

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39

40 to

44

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54

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14

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19

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34

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22%

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44

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49

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54

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6

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Empl

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9%

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FDN

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93%

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9

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14

15 to

19

20 to

24

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29

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34

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40

40

+

22%

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20

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24

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34

35 to

39

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44

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49

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54

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59

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64

6

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Age

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cy O

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:

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1

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Age

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HH

CCi

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Ann

ual F

T Sa

lary

69%

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%

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HH

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tyw

ide

Gen

der

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Mal

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86%

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Activ

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ires

Attri

tion

89%

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65%

11%

24

%

Perm

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t

Prov

ision

al

62%

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ian

Unifo

rm

82%

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time

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19%

20%

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HH

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tyw

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Ethn

icity

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land

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ive

93%

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21%

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10%

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4

5 to

9

10 to

14

15 to

19

20 to

24

25 to

29

30 to

34

35 to

40

40

+

22%

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7%

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20

20 to

24

30 to

34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

60 to

64

6

5+

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Age

Agen

cy O

verv

iew

:

5th

to 9

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Perc

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e M

edia

n

Not

es:

85

IIndi

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RACi

tyw

ide

Hea

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T / F

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13,9

18 /

3030

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7

Med

ian

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Stat

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City

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e H

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ne a

re M

odel

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RA b

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rogr

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Empl

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Typ

e

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52.6

48.5

51.9

49.5

52.5

46.2

52.1

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Activ

ity S

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Dem

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phic

s Full-

Tim

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Opp

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l Adm

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e As

soci

ate

Cler

ical

Ass

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b O

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naly

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pute

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cial

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oftw

are)

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e Ti

tles

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e Se

rvic

e W

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rs

Serv

ice

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nten

ance

$82

,779

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1

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,852

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31,8

28

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,101

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HRA

City

wid

e

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ual F

T Sa

lary

70%

57

%

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City

wid

e

Gen

der

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ale

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e

90%

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tive

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tritio

n89

%

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86%

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Pe

rman

ent

Prov

ision

al

62%

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31%

100%

0%

Civil

ian

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rm

82%

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0%

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time

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15%

39%

60%

32%

18%

20

%

7%

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HRA

City

wid

e

Ethn

icity

W

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kH

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ian/

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ic Is

land

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. Ind

ian/

Ala

skan

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ive

93%

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16%

15%

13%

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0 to

4

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9

10 to

14

15 to

19

20 to

24

25 to

29

30 to

34

35 to

40

40

+

22%

23%

19%

12%

12%

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1%

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s of S

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e

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8%

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20

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24

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34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

60 to

64

6

5+

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2%

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15%

15%

15%

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Age

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cy O

verv

iew

:

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to 9

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entil

e M

edia

n

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es:

86

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cato

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tyw

ide

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dcou

nt (F

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6 / 2

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ian

Age

/ Yea

rs o

f Ser

vice

48.4

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845

.2 /

11.1

% M

ale

/ Fem

ale

36%

/ 63

%43

% /

57%

% W

hite

/ M

inor

ity72

% /

28%

39%

/ 61

%

Med

ian

Annu

al F

T Ba

se S

alar

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5,90

5$6

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9

% A

ttriti

on5%

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% E

ligib

le to

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ire27

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%

% N

ew H

ires

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nion

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rese

nted

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93%

LPC

City

wid

e

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City

wid

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826

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N/A

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N/A

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N/A

N/A

N/A

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N/A

N/A

N/A

N/A

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N/A

N/A

N/A

N/A

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N/A

N/A

N/A

N/A

N/A

N/A

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Stat

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City

wid

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Land

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Com

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ian

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licat

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Law

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Empl

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N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

Activ

ity S

tatu

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ent E

ligib

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Skille

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min

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e m

ade.

Dem

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phic

s Full-

Tim

e Em

ploy

ee T

itle

Land

mar

ks P

rese

rvat

ioni

st

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

Top

10 M

ost P

opul

ous

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e Ti

tles

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e Se

rvic

e W

orke

rs

Serv

ice

Mai

nten

ance

$12

4,38

4

$10

3,65

1

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,379

$

31,8

28

$55

,905

$

65,2

99

LPC

City

wid

e

Ann

ual F

T Sa

lary

63%

57

%

36%

43

%

LPC

City

wid

e

Gen

der

Fem

ale

Mal

e

90%

5% 5%

Ac

tive

New

Hire

sAt

tritio

n89

%

5% 6%

59%

22%

19

%

Perm

anen

t

Prov

ision

al

62%

7%

31%

100%

0%

Civil

ian

Unifo

rm

82%

18%

88%

12%

Fu

ll-tim

eFT

E

72%

39%

8%

32%

10%

20

%

10%

8%

LPC

City

wid

e

Ethn

icity

W

hite

Blac

kH

ispan

icAs

ian/

Pacif

ic Is

land

erAm

. Ind

ian/

Ala

skan

Nat

ive

93%

7%

27%

24%

17%

12%

14%

3%

3%

0%

0%

0 to

4

5 to

9

10 to

14

15 to

19

20 to

24

25 to

29

30 to

34

35 to

40

40

+

22%

23%

19%

12%

12%

7%

3%

1%

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s of S

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e

0%

0%

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11%

11%

7%

15%

20%

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5%

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20

20 to

24

30 to

34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

60 to

64

6

5+

1%

2%

13%

13%

15%

15%

15%

13%

8%

4%

Age

Agen

cy O

verv

iew

:

5th

to 9

5th

Perc

entil

e M

edia

n

Not

es:

87

IIndi

cato

rLA

WCi

tyw

ide

Hea

dcou

nt (F

T / F

TE)

1,26

5 / 1

3430

4,06

6 / 2

3,72

7

Med

ian

Age

/ Yea

rs o

f Ser

vice

42.8

/ 8.

745

.2 /

11.1

% M

ale

/ Fem

ale

38%

/ 62

%43

% /

57%

% W

hite

/ M

inor

ity52

% /

48%

39%

/ 61

%

Med

ian

Annu

al F

T Ba

se S

alar

y$6

4,33

8$6

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9

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le to

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City

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e

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201.

4%0.

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37.6

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Dec

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Dism

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250

Resig

ned

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29.3

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N/A

N/A

N/A

Retir

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t16

1.0%

63.9

23.5

18.2

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5

Sepa

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N/A

N/A

N/A

N/A

N/A

N/A

N/A

20.8

%10

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108

City

wid

e

Law

Dep

artm

ent :

FY1

2

Med

ian

Age

Wor

kfor

ce P

rofil

e

Th

e La

w D

epar

tmen

t is t

he a

ttorn

ey fo

r the

City

, City

age

ncie

s and

cer

tain

non

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age

ncie

s and

pen

sion

boar

ds, a

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anag

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tigat

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and

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al m

atte

rs in

volvi

ng th

e Ci

ty a

nd it

s int

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ts. T

he L

aw D

epar

tmen

t is r

espo

nsib

le fo

r mor

e th

an 8

0,00

0 m

atte

rs, a

nd

prov

ides

lega

l adv

ice to

all

City

age

ncie

s.

Empl

oyee

Typ

e

39.5

40.6

48.0

47.4

57.7

54.2

58.3

52.4

51.2

42.9

Activ

ity S

tatu

sRe

tirem

ent E

ligib

ility

Skille

d Cr

aft W

orke

rs

Teac

hers

Tech

nici

ans

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gorie

s

Adm

inist

rativ

e Su

ppor

t

Offi

cial

s an

d Ad

min

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tors

Para

prof

essio

nals

Prof

essio

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93%

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6

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ian

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14

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19

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44

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54

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City

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land

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ian/

Ala

skan

Nat

ive

93%

7%

20%

29%

17%

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11%

5%

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0%

0%

0 to

4

5 to

9

10 to

14

15 to

19

20 to

24

25 to

29

30 to

34

35 to

40

40

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22%

23%

19%

12%

12%

7%

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1%

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<

20

20 to

24

30 to

34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

59

60 to

64

6

5+

1%

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Age

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:

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93

Indi

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ACi

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TE)

660

/ 030

4,06

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Med

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Age

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f Ser

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52.4

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65%

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% /

53%

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%

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ian

Annu

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T Ba

se S

alar

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9

% A

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ligib

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13.3

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14.5

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314.

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21.6

19.4

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9%

243.

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0.0%

13.0

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0.0%

0.0%

233.

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13.1

17.4

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223.

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13.6

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223.

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4.8

18.2

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192.

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4.5

0.0%

13.6

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172.

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us#

in A

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% E

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42.8

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29.8

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181

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111.

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1N

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Retir

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12.3

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48

City

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Med

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Th

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299

SCA

City

wid

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35%

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wid

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e

94%

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sAt

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%

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al

62%

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%

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47%

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Ethn

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28%8%20%0%0%0%0%

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9

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24

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22%

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Year

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20

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34

35 to

39

40 to

44

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49

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54

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59

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6

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Age

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verv

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:

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edia

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94

IIndi

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435

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90%

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Activ

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10 to

14

15 to

19

20 to

24

25 to

29

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34

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22%

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24

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34

35 to

39

40 to

44

45 to

49

50 to

54

55 to

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60 to

64

6

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Age

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95

Documents

Workforce Profile Report 12.30.2013 - New York · Attrition & New Hires The City’s workforce had a 6.2% rate of attrition in Fiscal 2012, with most departing workers either resigning