COMDTINST 12550.4I
3.
DISCUSSION. Although costly, civilian overtime is occasionally necessary to meet
operational emergencies and administrative deadlines. Temporary hiring freezes and
reduced personnel ceilings can also create situations which may necessitate the selective use
of overtime. To keep the use of overtime to an absolute minimum, each level of command
is responsible for periodic review, evaluation, and continuing improvement of its internal
overtime control system.
4.
RESPONSIBILITIES.
a.
Commandant (G-PC) sets overtime limits for Allotment Fund Code (AFC)-08. It is
also responsible for developing innovative methods to improve management's access
to information that will assist in the process of monitoring and controlling overtime
expenditures. The primary tool for use in this regard is the Department of
Transportation's (DOT) Interactive Payroll (INPAY) System, an automated system
that provides actual personnel costs, including overtime data, by appropriation and
AFC, to the individual cost center. Updated each biweekly pay period, INPAY is a
read-only system formatted in user friendly, menu-driven fashion. It is now available
at each location having a civilian personnel office (e.g., New York City, NY;
Portsmouth, VA; Curtis Bay, MD; Alameda, CA; and Washington, DC). Fiscal year
expenditures reported by INPAY are measured on the same basis as used by the
Federal Government for reporting Full-Time Equivalency (FTE) consumption. The
"FTE" fiscal year begins with the start of the first biweekly pay period closest to, but
not later than 1 October. As a result, it may begin and end up to 13 calendar days
earlier than the "standard" fiscal year.
b.
Area and district commanders, commanders of maintenance and logistics commands,
unit commanding officers, and chiefs of offices and special staff divisions in
Headquarters are responsible for managing the use of overtime in accordance with
references (a) through (d), and the following guidelines:
(1)
Control of Overtime.
(a)
Explore all reasonable alternatives before using overtime. Alternatives
may include reallocation of staff resources, adjustment of work
schedules, and use of temporary employees.
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