TESTIMONY FOR THE HEARING BEFORE THE UNITED STATES SENATE COMMITTEE ON GOVERNMENTAL AFFAIRS SUBCOMMITTEE ON FEDERAL SERVICES, POST OFFICE, AND CIVIL SERVICE MARCH 18, 1988 SICK LEAVE BANKS, LEAVE SHARING, AND S. 2140

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90M00005R000700040047-5
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 16
• Document Creation Date: December 23, 2016
• Document Release Date: February 13, 2013
• Sequence Number: 47
• Publication Date: March 18, 1988
• Content Type: MISC

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Before the
Subcommittee on Federal Services, Post Office, and Civil Service
Miriam K. Cameron, Director
Department of Employee Assistance Services
Montgomery County Public Schools
Rockville, Maryland 20850
INTRODUCTION
Mr. Chairman, members of the committee, fellow presenters., and
guests, 'good afternoon. _ -
I appreciate being with you today and having an opportunity to
testify. My name is Miriam Cameron, and I am the director of the
Department of Employee Assistance Services for the Montgomery
County Public Schools. I would like to note, however, that I am
speaking today as an individual and as an employee assistance
professional, not as an official representative of the public
schools.
Today's hearing gives me the opportunity to thank members of
Congress, the Federal Government, and the National Institute on
Alcohol Abuse and Alcoholism and. the Eugene and Agnes E. Meyer
Foundation for pilot project grant funds and seed grant monies
.that were essential to the implementation of the Employee
Assistance Program in the Montgomery County Public Schools.
Our MCPS Employee Assistance Program (EAP) was begun in 1975. To
our knowledge it was the first such program in public education
in the country. My testimony today on sick leave banks is based
on 14 years of experience in employee assistance and my own
personal use of bank grants in the last 17 years.
I will comment today primarily on sick leave banks rather than
leave sharing. I have had little experience with the latter, and
.I have some philosophical concerns about the direct voluntary
leave transfer program as proposed by Senator Dominici in
S. 1595. I will address these concerns in later testimony.
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My experience in working with the sick leave banks goes back to
1975 when the first clients were referred for assistance. The
enormous value of the sick leave bank for the metally ill,
physically abused, and drug/alcohol addicted clients was
immediately apparent. On reflection, I realize that the entire
structure of the department and the services we can offer clients
are -integrally related to the negotiated sick leave package and
the sick leave banks.
Montgomery County Public Schools (MCPS), Rockville, Maryland, is
a school district covering 500 squares miles just north of
Washington, D.C. It serves 96,500 students and has 164 schools
and. 13,500 employees. For the 1987 tax year, the Division of
Payroll mailed 18,072 IRS W-2 Forms. This figure is a more
accurate reflection of the employee population in that it
includes temporary, part-time, and full-time employees.
Sick leave in MCPS is allocated to all employees at the rate of
one duty day per month. -A "duty day" is defined by the position
held; for example, four, six, or.eight hours can all equal "one
duty day." The following are general characteristics:
Twelve days sick leave per year is the maximum.
Sick leave is advanced at the beginning of each fiscal or
work year.
There is no ceiling on the number of sick leave days that
can be accumulated.
Additional sick leave beyond the 12-day-per-year allocation is
acquired in the following manner:
Annual leave in excess of 20 days at the end of the fiscal
year (.June 30) is rolled over to the sick leave balance.
Unused personal leave, allocated at the rate of three days
per year, is rolled over to the sick leave balance at
the end of the fiscal year.
In effect, then, there is no use-it-or-lose-it policy, as with
some agencies,, unless one considers the fact that at the point of
retirement, sick leave is worth substantially less than annual
leave.
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Unused sick leave at time of retirement is worth one-fourth of
its dollar value. In addition, unused sick leave may be applied
to retirement' for months of service, but only as an add-on, not
as a means of qualifying for retirement.
Employees who exhaust their sick leave may draw on either of two
alternatives. One is extended sick leave; the other is a sick
leave bank. Each is limited to use-by the employee for personal
illness. Neither is available for illness in the immediate
family.
Extended sick leave preceded the development-of the sick leave
banks. It is a grant at three-quarters pay, donated by the Board
of Education, on the request of the employee, with approval of
he Department of Personnel Services and with proper medical
certification. The following features are notable:
Extended sick leave is available to all employees.
STAT
Employees are not liable for extended sick leave-g.rants.
or those employees who are members of a sick leave bank and who
ave exhausted their accumulated sick leave, additional sick
leave would normally be covered by the bank, at full salary. .
However, for those employees who do not join a sick leave bank,
who may be ineligible to join, or who have not satisfied the
required waiting period for bank grants, the three-quarters pay
sick leave option is a significant benefit. It is only
available-, however, as a last resort-type of help when medical
problems are long term. Illness excluded for coverage by the
restrictive rules of a bank may be covered under this-option.
Grants for extension of leave are limited to 30 duty days per
grant. By convention, not more than two such grants are
approved, for a maximum of 60 duty days per medical emergency.
Additionally, the total number of days granted may depend on the
years of service with MCPS and the record of one's work
performance, as well as the urgency of the need.
There are four sick leave banks in MCPS. Three are under the
primary jurisdiction of the three bargaining units, and one has
recently been made available by the Board for those employees who
by virtue of their-positions are ineligible -to be members of any
of the bargaining units. There, are more similarities than.
differences; however, a few of the differences are notable.
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Statement of Intent
The purpose of the banks is to provide sick leave to the
contributors after their accumulated sick leave has been
exhausted and, more- specifically, to provide such leave from the
bank in cases of catastrophic illness.
Common Characteristics
The following characteristics are common:
Membership is voluntary.
Membership is restricted to persons who are or could be-
members of that bank's negotiating unit.
Membership is not contingent on being a member of the
negotiating unit.
Only sick leave (-not annual or personal leave) may be
donated to the bank. -
Assessments are determined by the bank and made annually.
One day of sick leave per year is the normal assessment-.
Leave-is granted for personal illness of the bank member.
Leave for illness in family is excluded.
Workman's Compensation cases are excluded.
Leave grants cannot exceed 30 duty days per request.
A physician's statement is required.
Requests for leave beyond 30 duty days may require a "second
opinion" by a physician of the.-bank's choosing. and at
the member's expense.
A committee of three, one of whom must be a member of the
Department of Personnel Services, administers each bank
and determines eligibility. -
Determination of eligibility is normally made within 12
working days of the receipt of a request.
The MCPS Division of Payroll maintains records of all
employee contributions and withdrawals and the status of the
bank. '
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Significant Differences
Montgomery County Council of Supporting Services Employees
(MCCSSE) (1972)
This bank services all supporting staff. It was the second to be
established, and it is the most restrictive in its benefits, as
seen in the following:
Employees must. have permanent status to join; normally this
takes six months. -
Members may not use the bank during their first six months
of membership. (When added to the above, new employees
cannot draw on the bank for their first year of
employment.)
The waiting. period is two consecutive compensible days after
all sick leave is exhausted. '(Personal or annual leave may
be used during this period, if'available.)
In practice, the following restrictions'also apply:.
An employee must be or have been hospitalized to be
eligible fora grant. (Alcohol/drug rehabilitation
centers qualify as "hospitals.")
Emergency room treatment without hospitalization
may qualify a member for a grant not to exceed 20 days.
A maximum of no more than 90 days will be granted annually.
Montgomery County Education Association (MCEA) (1971)
This is the largest and oldest MCPS sick leave bank. Established
in 1971, it serves all the professional staff with the exception
of administrators and those who are excluded from any bargaining
unit. Historically it has been very liberal with its leave
grants. Restrictions are minimal as noted in the following:
There is a waiting period of five consecutive. compensible
days after all sick leave has been used. (Personal or
annual leave may be used if available. Most members of
this bank are ten-month employees and have no annual
leave.)
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There are maximums of 240 days, unless there is an earlier
decision that the member will never return to work.
There is additional leave up to 120 days if a member
has exhausted the above and returned to active duty for _
one year. There is a lifetime maximum of 360 days.
Montgomery County Association of Administrative and Supervisory
Personnel (MCAASP) (1985)
Excluded Employees (EE) (1986)
These two banks are almost identical. Their combined eligible
membership is less than 650 employees. For that reason the Board
of Education gave an initial one-time-only start-up grant of 250
days sick leave to the MCAASP bank and 161 days to the EE bank.
An applicant must have exhausted 'all sick and personal-
leave.
Shared leave is rarely approved for MCPS employees.
In one recent situation, approval was granted for donations for a
new employee whose colleagues offered contributions of sick,
annual, or personal leave days. However, this was based on a
..humanitarian appeal directly to the superintendent and is not
common practice.
With the availability of extension of sick leave at three-fourths
(3/4) pay and the four sick leave banks at full pay, shared leave
requests are unusual and routinely disapproved in MCPS.
Shared leave through voluntary leave transfers to an identified
individual is deemed undesireable for the following reasons:
It destroys the philosophy of "saving for a rainy day," a
concept encouraged by sick leave banks.
It can be discriminating, abused, and biased.
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It can create undue emotional hardships and conflicts for
both the 'donors and recipients.
It violates personal privacy: the needy, the poor, the
proud, the shy, the seriously ill, and the stigmatized (the
mentally and emotionally ill, persons with AIDS., addicts,
alchoholics, victims of abuse, and others) may be r-eluctant
to share their problems or their shame and to ask for
help.
If shared leave coexists with sick leave banks, it could
reduce bank membership, making the latter more costly.
It is expensive and complex to administer.
Personal Comments
Given the range of options available to MCPS employees, I believe
shared leave should not be an option, except for those unique
circumstances where no other leave or combination of leaves would
apply. Until our policies change, leave for illness in the family
would be.the primary example.
Given the AIDS epidemic, and the average time of 18 months from
diagnosis to death, shared leave should not be excluded from
consideration. However, given the privacy concerns and other
issues above, I believe shared leave should only be a. second line
defense with voluntary sick leave banks as the primary source of
self-insurance coverage for extreme or prolonged medical
emergencies.
USES AND ABUSES OF SICK LEAVE BANKS
Although abuse of sick leave banks is uncommon, it can occur.
The examples that follow are typical of abused bank grants known
to me. All names are fictitious, and details are composite and
generic rather than specific to any one case. The identified
abuses, if any, are a matter of conjecture and subject to
rexamination.
ANDREW: Professional; Diagnosis: AIDS
Andrew had begun working in a new position when, following a bad\
cold and a bout of pneumonia, he learned that he had pneumocystis .\
carinii, a diagnosis for AIDS. He requested that he be allowed
to return to his former position because he knew the work and
felt that he would be more comfortable there. Although physically
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and mentally.able to work, Andrew was placed on sick leave for an
extended period of time. He was not permitted to return to work
in any capacity until appropriate policy decisions had been made.
When the decisions were made, Andrew was deemed eligible to
return to work. Unfortunately, many of his most productive-
months were lost during this period of sick leave. His illness
progressed. He spent several months in his new assignment and
several weeks in the hospital before he died.
Use and Abuse
Andrew was not only the victim of a tragic disease but also one
who bore the brunt of lack of knowledge about the implications of
his disease in.the.work site; lack of organi.za-tional policy, the
political realities of the time, 'and. organizational fears of
public reaction. One could argue that denying him the right to
work when he was medically able to work was an abuse of his
rights, and an abuse of the use of sick leave and the sick leave
bank. However, an equally cogent issue, is the one we are
discussing today. Could Andrew have managed as well as he did
without the sick leave bank? Could he have managed at._all?
What this case does illustrate, though, as we -move more and more
into the "Age of AIDS," is the critical need for organizational
policy and the urgent need for alternative support systems for
persons with-AIDS. Andrew was fortunate in that he only
sustained a modest loss of, income during his terminal illness.
However, as the number of AIDS persons increases (and
concomitantly, the number of persons with family members with
AIDS), the need for sick leave banks or shared leave plans
increases. Yet; at the same time, the drain on the sick leave
banks could be enormous.
ROSELLA: Supporting Services; Diagnosis: Alchoholism
Rosella was referred to Employee Assistance for poor work
.performance and problems with her supervisors and peers. After
several conferences, she was referred to an alcoholism treatment
facility for rehabilitation.
program for a brief period and
Alcoholics Anonymous. Within
was referred again to the EAP.
was no more successful than the
Rosella attended the aftercare
was spotty in her attendance at
several months, she relapsed and
A second period of rehabilitation
first.
Employee assistance staff supported stronger disciplinary action
and would have supported termination. However, EAP. was directed
to continue working with Rosella. A third period of in-patient
treatment followed. In addition, EAP wrote a tight therapeutic
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contract requiring her compliance with the terms and making her
continued employment contingent on adherence to the contract and
satisfactory work performance. Personnel supported the contract.
Nevertheless, Rosella relapsed again.
Dismissal proceedings were begun. Rosella filed a grievance.
Her union contended that the therapeutic contract was not valid
and that the breach of that contract could not be grounds for
dismissal-. Despite her continued poor work performance, Rosella
won the grievance on a technicality. Eventually, however, she
was fired.
Use and Abuse
R.osella used almost 90 days of sick leave bank time for her three
periods of rehabilitation. Insurance costs were in the range of.
$18,000 to $20,000. No substitutes were provided during her
absences, thereby increasing the work-l.oad for her peers. In my
opinion, the third treatment period was unwarranted and an
unnecessary expense for, the sick leave bank and MOPS.
BETSY: Professional; Diagnosis: Schizophrenia
Betsy was an extremely talented, attractive, articulate young
woman. Her job performance was described as "erratic." Attempts
to evaluate her effectively were ftaught with problems because of
her unpredictability. She was referred .to the EAP by Personnel,
with the recommendation that a psychiatric evaluation was in
order.
After a particularly stormy session on'the job, Betsy dashed to
Personnel.and precipitously resigned. EAP staff requested a hold
on the resignation and recommended long- term sick leave and
disability retirement instead. The rationale was that Betsy was
a very ill woman who would need medical insurance coverage for
the rest of her life. Such coverage was available under
disability retirement.
Betsy was covered by the sick leave bank for seven months until
she was eligible for disability retirement. She was only 35 when
she retired.
Schizophrenia is a catastrophic illness. Betsy's condition has
deteriorated substantially over the years. Atone point she was
diagnosed .as being both homicidal and suicidal. The sick leave
bank grant-gave her the needed time to be eligible for disability
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retirement, a small pension, and access to group rates.f.or health
insurance. Had this not been the case, she could well be
numbered among the homeless.
HANNAH: Supporting Services; Diagnosis: High-Blood Pressure,
Obesity, and Stress, plus Illness in the Family: Cancer and
Alzheimer's Disease "
Hannah is a veteran employee whose job involved the safety of
children. The primary cause of her high blood pressure and
inordinate stress level was her husband's illness. His erratic
behavior, intermittent tendency to violence, and memory lapses
made her fearful of him and concerned for his well-being. She
tended to compensate for her high levels of anxiety by
overeating. - "
Hannah felt it was unsafe to leave her husband home alone. Paid
sick 1'eave" for illness in the family was not available for any
extended period of time. Hannah was not a member of a sick leave.
bank; but had she been, sick leave for illness in the family
would have been denied.
With' the knowledge and approval of Personnel, EAP staff
recommended that Hannah get a doctor's certificate for her own
medical problems and- apply for an extension of sick leave at
three-fourths pay through the Board-of Education. The leave was
approved, and Hannah was able to stay home with her-husband and
make arrangements for his care. Although finances were tight,
there was a significant reduction in her own stress level. She
even took pride in losing some weight. The safety of the
children under her care was assur-ed. Hannah believed that this
leave "saved her life." She returned to work after her husband
was admitted to a nursing care facility.
Although the primary problem in this case was illness in the
family, the effect of that illness on. the employee was" sufficient
to warrant the action taken. More significantly, though, this
case serves to-illustrate the fact that illness in the family can
be as critical as personal illness. Whereas MCPS employees do
not have significant coverage -in this" area, all of the federal
proposals, to their credit, acknowledge that need.
JOAN: Professional; Diagnosis: Unknown
Joan is a very talented, somewhat tempermental teacher. For, the
most part, her work record haq been good to excellent. Her
relationship with her supervisors has been mixed. Joan claims
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that she loves teaching. The glitch is that "her way is the only
way," a factor that puts her at odds periodically with her
principal. Joan claims that she is being harrassed.
According to her principal, Joan seems to be subject to mood
swings. Discrepancies in reporting have been noted by EAP staff.
Inappropriate classroom behavior, tardiness, and outbursts
against other staff have been reported by the principal. Joan'
feels the situation has reached the point that she can no longer
tolerate being in the school. The principal agrees that she
should leave. The question is, where does she go?
Joan also has some medical problems that have been exacerbated by
the work situation. On the advice of the EAP staff, Joan met
with her physician and applied for a sick- leave bank grant which
was approved. At. the present time, Joan is on leave doing
volunteer work in a related field. This activity will not
compound her medical problems. It may, in.fact, enhance her
opportunities for the future.
Use and Abuse
Joan's- medical problem is occupationally and emotionally related.
However, the trigger point for her. going on leave was the
difficulty she was having with her principal. . Leave at this
point of a crisis is not uncommon for teachers seen by the EAP.
Whether the problems could have been resolved-on site is unknown.
Joan claims she 'loves teaching; yet, she is considering leaving
the field. While on sick leave she will be exploring other
options.
Personal Comments
Although Joan is doing volunteer work,. others on sick leave have
been known to have jobs or go to graduate school. There's a fine
ethical line here, particularly if there's a diagnosis of
depression. It would be medically inadvisable for a depressed
person to stay at home all day and get more depressed. Graduate
school or a supplemental job could be quite therapeutic. And for
some employees, it has been.
However, in my opinion, the potential for "double dipping" could
and should be eliminated by recognizing the need for alternative
outlets and requiring that income earned while on fully paid sick
leave, or three-fourths pay extended. leave; be returned to MCPS.
Adjustments in the amount returned would need to allow for the
tax consequences of the additional earnings.
Joan's case is very typical of clients seen by the EAP. At this
time, MCPS has no leave that would cover the teachers-, school-
based secretaries, and other ten-month employees who are so
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stressed out that they need to get away for a period of time.
Unlike twelve-month employees, they have no annual leave and no
escape hatch. Some would willingly settle for a brief leave
option without pay. Lacking that as a choice can lead to
additional drain on the_ sick leave bank for stress-related
problems.
THE POSITIVES
As a presenter; I was asked to identify abuses, if any, of sick
leave bank grants. I would be remiss were I to say there have
been none. However, "abuse" is a judgement call; and the primary
responsibility for protecting against abuse rests with each of
the banks. Perhaps it is significant to note that the bank rules
have changed over the years. The procedures currently employed
are remarkably similar to those proposed by Senator Pryor in
S. 2140. In the aggregate, abuse of bank leave is miniscule.
This program has been an enormous benefit. to-employees in, times
of crisis. I can attest to that not only from my own use of the
MCEA bank when I..was eligible to - be a member. of that unit but
also from our experience working with literally thousands of
.people who have come through the Department of Employee
Assistance.
If one has never known the security of being a member of such a
program, then its absence may not . be missed. Six years-ago,
though, the MCEA membership voted to exlude all members who were
administrators. Although I had been a member for many years and,
in fact, joined because I was so appreciative of a sick leave
bank grant, I, along with about 450 others, was voted out--out of
MCEA and out of the sick leave bank.
For the next three years, our group had no coverage. For me,
disability income insurance was not a viable option. Newly
single after a 28-year marriage, I could not afford the
individual policies available. Further, I doubted that I would
medically qualify., During that period there was a disconcerting
"what if something happened" cloud that dissipated the moment I
joined the new MCAASP bank.
I share this because in MCPS we have become accustomed to knowing
that no matter what happens, we are covered. In my position, for
example, the banks are essential to working effectively with
employees with the whole gamut of human problems. And in a
limited number of cases, when ordinary disability retirement
seems in order, employees can usually remain on bank grants, if
they have exhausted their leave, until disability retirement is
approved by the state. Normally this take about three months.
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Disability retirement for most clients is an emotional setback,
regardless of how genuine the need. Without exception, it spells
the end of a career. Being on paid leave helps not only
financially, also emotionally. There's a dignity about the
process. Dignity is the bottom line.
Since each bank (with the exception of Excluded Employees) is
part of the negotiated agreement, the decisions regarding
approval of requests and allocation of leave are administratively
handled by each unit.
The MCPS Division of -Payroll maintains records of all bank
members' contributions and cancellations and reports- such status
upon the request of the bank committees. The data is impressive
in terms of the number of days used, the number of employees who
drew from the bank, and the surprisingly low- estimated costs in
staff.time-for MCPS. The FY 1987 costs in the chart that follows
probably' exceed -actual costs, given the - fact that the MCEA sick
leave bank has a very small number of employees, who are on the
12-month salary scale. (.Please see the chart at the end of this
document.) -
S. 2140 Federal Employees Leave Bank Act
Senator Pryor's bill is remarkably similar to the sick leave
banks in MCPS. It is notable in the fact that leave for illness
in the family is included as well as personal medical
emergencies. With the increasing numbers of employed females,
single heads of households, and midcareer employees with aging
parents, that. is, the so-called "sandwich generation," a program
such as this could set a national standard.
Incorporation of the concept that "an employee may state a
concern and desire to aid a specified proposed leave recipient in
the application..-." (Sec. 6335.(a)(2) appears to co-ver some of
the positive emotional benefits for the donors of leave under the
current office of Personnel Management Program. However, it is
also the. one item that appears to -be directly tied to the
Prohibition of Coercion section, Sec. 6339. To some extent, it
also negates the privacy issues and could complicate the
decision-making process of the Leave Bank Board. -
The latter is well illustrated by Senator Pryor's preliminary
remarks in the March 4, 1988, Congressional Record, where he
states, "J,udging from the great number of nominations OPM
received and the extreme difficulty they had in choosing three
cases out of the 242 qualified nominations, it is evident that a
Federal leave transfer program is needed."
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Senator Pryor Is bill also eliminates three major flaws, from my
perspective, in Senator Dominici's bill, S. 1595:
The latter is discriminatory against those employees who
work in units "to which an organization of Government
employees has been accorded exclusive- recognition," with-
respect to negotiated contracts. Although perhaps not
intended, on the surface this appears to be an attempt at
union busting. Especially given the powers to OPM under
Sec. 6339 (b)(1) wherein "upon written request by the head
of an agency, the office of Personnel Management may
exclude that agency...if the office determines that
inclusion...is causing substantial-disruption to agency
function." -
One might well ask the questions: Would any of the three
recipients of shared leave grants have been any less
deserving had they been in an excluded agency with a
negotiated contract?--Are agency heads and OPM excluded from
the prohibition of coercion section, or just individual
employees and unions? - -
By contrast, S. 2140 includes on the Leave Bank Board at -least
one member who represents a labor organization or employee group.
The corollary to this in MCPS, where the banks are under the
jurisdiction of the negotiating groups, is the inclusion on each
bank of -a representative from the Department of Personnel
Services. 0 -
Secondly, S. 1595 appears to be limited to voluntary leave
transfers on a case-by-case basis. Given the fact that the
need is so apparent, _based on the. initial 242 applications,
the potential for excessive largess exists. With all due
-respect to the employees of DOT and the recipient of their
kindness, no employee with 35 years of service, no matter
how, deserving, needs nor can use an additional 18 years
of Federal leave time. The inherent inequity built
into this plan will cause morale problems across the
system.
Administration of such a program over - time will become
inordinately complex. Further, it would seem to run counter
to the Government's own policies pertaining to excessive
paperwork, to say nothing of equal opportunity.
Humanitarian programs and cost effective management do not
need to be in conflict. It would be interesting to know,
however, whether the Government has calculated the person-
hours and costs that would be or will be incurred in
returning the unused portion of the donated leave. It is
not inconceivable that the costs will exceed that of an
outright grant, had such an option been available.
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 Declassified in Part - Sanitized Copy Approved for Release 2013/02/13: CIA-RDP90M00005R000700040047-5
Senator Pryor's introductory remarks on S. 2140 noted that "a
leave bank system will minimize concerns about employee coercion
and possible violations of gifts to superiors. It will also ease
administrative burdens and overcome the most serious problem
involved in a direct employee donation program, dealing with the
restoration of unused leave. Furthermore,. it affords the leave
recipient some degree of privacy. All of which in my views
weighs heavily in favor of the leave bank concept."
This testimony was prepared on 'the request of Senator Pryor's
staff. I hope that you will find this contribution useful to
your-committee's deliberations. I am pleased to share this
information and to be with you today. Thank you for giving me the
opportunity to testify. If I can be of any further assistance,
please feel free to call on me or the staff of MCPS.
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 Declassified in Part - Sanitized Copy Approved for Release 2013/02/13: CIA-RDP90M00005R000700040047-5
MCPS SICK-LEAVE BANKS DATA FY 1987
RAW DATA
MCCSSE
MCEA
MCAASP
EE*
Prof.. Support
Number Eligible
5,972
6,94-
409
41
133
Number Enrolled
3,516
5,610.
286
23
30
Number Who Used Bank in FY 1987
104
,187
3
0
0
Days/Hours Used in FY 1987
19,540
hours
4,938
days
35
days
0
0
Number of Person-hours for
Payroll Administration
4'hrs/wk
6 hrs/wk
3 hrs/yr
2 hrs/yr
2 hrs/yr
ANNUAL SUMMARY DATA FY 1987
Percent Enrollment
58.9
80.8
69.9
56.1
22.6
Percent Utilization by
Membership
3.0
.2.7
1.0
0
0
Percent Utilization of
Annual Contribution
69.5
88.0
12.2
0
0
Cost of Administration
at $12.00/hour
$2,946
$3,744
$36
$24 .
$24
Total Costs: $6,774. FY 1987 MCPS Budget: $476,127,288.
*Excluded Employees - These employees are excluded from joining-the sick leave banks
administered by the unions due to the confidential nature of their jobs. However,
those employees who were already members of those sick leave banks before the ruling
went into effect were allowed the option of remaining or changing, and many of them
chose to remain in their original banks.
Declassified in Part - Sanitized Copy Approved for Release 2013/02/13: CIA-RDP90M00005R000700040047-5