February 1986 REPORT ON OPM - Archive
UnitedStatesGeneralAccountingOffice--GAOReport to the President of the UnitedStates, the President of the Senate, andthe Speaker of the House ofRepresentativesFebruaryREPORT ON OPM1986'GAO'sAnnual Reporton Activities of OPM,Fiscal Year 1985GAO/GGD86-27034saqhl”
GAOUnited StatesGeneral AccountingOfficeWashington, D.C. 20648Office of the ComptrollerGeneralB-204941February 13, 1986The PresidentThe White HouseThe Honorable George BushPresident of the SenateThe Honorable Thomas P. O’Neill, Jr.Speaker of the House of RepresentativesTitle I of the Civil Service Reform Act of 1978 requires us to reportannually to the President and the Congress on the activities of the Officeof Personnel Management and the Merit Systems Protection Board. Theact provides that, in reporting on significant actions of the Office of Personnel Management, we include an analysis of whether or not theactions of the Office are in accord with merit system principles and freefrom prohibited personnel practices. This report constitutes our annualreport on the Office of Personnel Management. A separate report will beissued on the Merit Systems Protection Board later this fiscal year.To comply with the above requirement, we have annually issued a seriesof reports covering significant activities of the Office of Personnel Management. When appropriate, those reports have discussed the effect ofsuch activities on the federal civilian work force in light of merit systemprinciples and prohibited personnel practices. Taken together, thesereports constitute our annual reporting effort performed in compliancewith Title I of the act. To fulfill the requirement for fiscal year 1985,appended to this letter are lists and brief descriptions of (1) the reportswe issued in fiscal year 1985 on activities of the Office of PersonnelManagement and (2) work in progress as of September 30,1985, oncivilian personnel matters.We are sending copies of this report to the Directors of the Office ofManagement and Budget and the Office of Personnel Management; theChairman, Merit Systems Protection Board; the Special Counsel, Officeof the Special Counsel; the Acting Chairman, Federal Labor RelationsPage 1GAO/GGD-%27Report on OPM
Authority; the Chairman, Federal Service Impasses Panel; and theDirector, Federal Mediation and Conciliation Service.Comptroller Generalof the United StatesPage 2GAO/GGDS&27Report on OPM
Page 3GAO/GGD-3&27Report. on OPM
.Appendix IList of Fiscal Year 1985 GAO Reports OnActivities of OPMAppointments toProfessional andAdministrative CareerPositions (GAO/GGD-85-18,Dec. 10,1984)This report, requested by the Chairwoman, Subcommittee on Civil Service, House Committee on Post Office and Civil Service, provides information about appointments made to entry level professional andadministrative career (PAC)positions before and after the abolishment ofthe Professional and Administrative Career Examination (PPEE).ThePACE,a written examination, was used to examine applicants for 120 different occupations. The PA( Ewas abolished in August 1982 as a result ofa consent decree negotiated in the case of Luevano v. Devine. The objective of the consent decree was to eliminate adverse impact in the hiringof blacks and hispanics to positions filled through PACE.The Office ofPersonnel Management (OPM) had not developed examination alternatives for those PACpositions previously covered by PACE.Options for Conducting aPay Equity Study ofFederal Pay andClassification Systems(GAO/GGD-85-37, Mar. 1,1985)As requested by selected Chairpersons and Members of Congress, thisreport discusses ways to determine why female federal employees earnless than male federal employees. Two general approaches are discussed-economic analysis and job content. Economic analysis attemptsto measure and explain existing wage differentials between men andwomen using characteristics of individuals, occupations, and the workplace. Such an analysis could indicate the extent to which factors suchas education, work experience, and occupation account for wage differences by sex in the federal government. The job content approachfocuses on the characteristics of jobs in seeking to identify wage disparities. A job content study could provide a measure of the value of variousfederal jobs to the government and a corresponding comparison of thepresent grades or salaries for those jobs.GAObelieves that each approach has merit. In GAO's view, the most com-prehensive and effective means through which to conduct a pay equitystudy at the federal level would be to include both approaches.The report points out that a steering committee may be needed to planand provide further directions for such a study.Information on theAdministration’s Programto Reduce Grade 11-15Positions (GAO/GGD-85-48,Mar. 28,1985)At the request of the Chairman, House Committee on Post Office andCivil Service, GAOprovided information on justification for OPM'Sand theOffice of Management and Budget’s program to reduce the number ofgrade 11-15 positions in the federal General Schedule and General Meritpay systems. This program was established to reduce approximately40,000 of these positions over a 4-year period beginning in fiscal yearGAO,‘GGDss27Page 4?:Report on OPM
List of PiscaI Year 1986 GAO Reporta onActivltieaof OPM1985. According to OPM,the program objectives were to save approximately 1.7 billion during the 4-year period and improve position management in the federal government.GAOagreed that position management should be improved, wheneverpossible, but was not convinced that the studies cited provided a soundbasis for initiating a governmentwide program to reduce 40,000 grade11-15 positions.GAOwas requested by four House Committee and SubcommitteeCompensation and StaffingChairpersons to evaluate compensation and staffing levels of the FedLevels of the FAA Policeeral Aviation Administration (FAA) police force at National and DullesForce at Washingtonairports and to determine if lower pay for FAA police was contributing toNational and Washingtonthe airports’ recruitment and retention problems, GAOfound thatDulles InternationalAirports (GAO/GGD-85-24, 9 FAA police officers were paid less than most other federal andnonfederal police officers in the Washington metropolitan area, whichMay 17,1985)was contributing to FAA's recruitment and retention problems, and. the airports’ authorized staffing levels appeared reasonable compared to10 other similar airports; however, on-board staffing was 25 percent lessthan authorized.GAOreported that the police staffing problems at National and Dullesairports need to be resolved as part of an overall assessment of compensation issues covering all federal police forces. The report made a recommendation that the OPMDirector report to the Congress on whatadministrative or legislative actions were needed to resolve theseproblems.The Department of Transportation agreed with GAO'Sconclusions andurged that action on GAO'Srecommendation be expedited. OPMdid notspecifically address GAO'Srecommendation. It stated its opinion that thehigher salaries paid to police forces whose duties and responsibilitiesare comparable to FAA police reflect an overpayment of other groupsrather than an underpayment of the FAA police.Page6GAO/GGD-8&27.“Report on OPM
sof OPMBenefit Practices forPermanent and TemporaryFederal Employees (GAO/GGD-85-54, June 10,1985)GAOwas requested by a Member of Congress to provide information onbenefit practices for permanent and temporary federal employees. Generally, permanent employees are eligible for all benefits; temporaryemployees are eligible for annual and sick leave, paid holidays, socialsecurity, Medicare, unemployment compensation, and workers compensation. They are not covered by the civil service retirement system, federal employees’ group life and health insurance, or the severance payprograms.The report also includes information requested concerning temporaryemployees at the Forest Service’s Northern Region, headquartered inMissoula, Montana.Alternative Work Schedulesfor Federal Employees(GAO/GGD-85-63, July 19,1985)Participants in the federal government’s alternative work schedule program are not restricted to working a standard S-day, 40-hour workweek.A flexible work schedule allows an employee to vary (within a 40-hourworkweek and constraints set by the agency) the time he or she reportsfor duty and departs from work. A compressed work schedule is onewhich compresses the 40-hour workweek into less than 5 days or, alternatively, the 80-hour biweekly pay period into less than 10 workingdays. A third type of schedule, maxiflex, incorporates features of bothflexible and compressed schedules.This report to the Chair, Task Force on Economic Security, House SelectCommittee on Children, Youth and Families provides information on arandom sample of federal employee and agency management views ofalternative work schedules in the federal government. The informationshowed that, generally, both groups believed alternative work scheduleshave had positive results.Reduction in Force CanSometimes Be More Costlyto Agencies Than Attritionand Furlough (GAO/PEMD85-6, July 24, 1985)In this report to the Director, Office of Management and Budget, GAOexamined eight 1982 reductions in force @IFS)in eight federal agencies.Overall, GAOfound that agencies often resort to RIF as a means ofreducing costs, although RIFScan cost more than they save. When RIFcosts exceed savings, attrition is the more cost-effective strategy forreducing the size of the work force. Further, when RIF budgetary savingsare small, furlough coupled with attrition may be an effective alternative for avoiding budgetary deficits.GAOreported that more thoroughly assessing the savings and costs priorto a RIF, in comparison to savings and costs for attrition and furlough,Page 6GAO/GGDt3&27Report on OPM
Appendix IIdat of Fiscal Year 1986 GAO ReportsAetLvitles of OPMonwould provide a stronger basis for choosing alternatives when staffingor budgetary reductions are required.All the agencies reviewed agreed that attrition may be more cost-effective than a RIF in some cases, but several emphasized that there are somesituations in which a RIF is the only reasonable alternative. OPMsuggested that a RIF may be the only practical solution for reducing workloads and eliminating job functions. GAOagreed that RIFSare essential insome circumstances but believed that attrition may be feasible and morecost-effective in others and concluded that a cost-effectiveness analysisof alternatives is necessary in almost all situations.The Combined Federal Campaign (cm), the government’s annual charitydrive, raises millions of dollars in employee contributions. OPMhasoverall responsibility for managing the charity drive. In 1984, over 500separate local campaigns served different geographic areas where federal personnel live and work.rAt the request of the Chairman, House Committee on Government Operations, GAOreviewed the fiscal management of campaign contributionsin 20 locations throughout the country that accounted for 38 percent ofall CFCcontributions received in 1984 and found thatFiscal Management of theCombined FederalCampaign (GAO/GGD-8569, July 29,1985). at least 97.6 percent of all contributions at 16 of the campaigns wererecorded and distributed in accordance with OPMregulations (4 campaigns were not included in this analysis);in the absence of an OPMregulation requiring them to do so, 7 campaignsdid not contact donors for clarifying instructions on improperly completed pledge cards, which resulted in thousands of donations being distributed to the wrong charities; and3 campaigns made no effort to reduce their net fund-raising costs bydepositing idle campaign funds in interest-bearing bank accounts.llThe report recommended actions that OPMshould take to strengthencampaign follow-up procedures regarding improperly completed pledgecards and to earn interest on idle campaign funds. OPMagreed with therecommendations and issued a memorandum to local federal coordinating committees outlining the actions to be taken to comply with therecommendations.Page 7GAO/GGD8827Report on OPM
Appendix IList of Fiscal Year 1986 GAO ReportsActivitiesof OPMComparison of Federal andPrivate Sector Pay andBenefits (GAO/GGD-85-72,Sep. 4,1985)onIn response to the Chairman, Subcommittee on Civil Service, Post Office,and General Services, Senate Committee on Governmental Affairs, thisreport provides comparative information on pay, retirement benefits,health and life insurance, annual and sick leave, and holidays in the federal and private sectors.Compensation programs in the two sectors consist of many elementsthat must be considered overall if meaningful conclusions on the comparability of compensation levels are to be made. Information GAOanalyzed showed that some elements of the federal compensation programare superior but, overall, federal pay and benefits lag behind the privatesector.GAOproposed that, in considering future changes and adjustments to elements of the federal compensation program, Congress may wish to makesuch decisions from the perspective of their effect on overall compensation levels.Information on theDowngrading of Bureau ofPrisons’ Wage SupervisorPositions (GAO/GGD-85-87,Sep. 30,1985)This report, requested by the Chairman, House Committee on PostOffice and Civil Service, provides information on the Federal Bureau ofPrisons’ reclassification of its wage supervisor positions. The information shows that the appeals process concerning the reclassification ofpositions was being conducted in accordance with established policy andprocedures and that OPMhas gone beyond what its regulations require tohelp ensure that its regional offices are adjudicating the appealed caseson a consistent basis.Page 8GAO/GG;D-8627Report on OPM
PpeAWGZiin Progress As of September30,1985,Relating to Civilian Personnel MattersAlternate SES StructuresTo analyze proposals to alter the structure of the Senior Executive Service (SIB). The study is examining three alternatives: (1) remove political appointees from the SIB, (2) establish a separate scientific servicefor scientists and engineers in the SES,and (3) reduce the SF.Sto a smallelite corps of executives who manage large amounts of resources. Thisassignment was requested by the Chairwoman, Subcommittee on CivilService, House Committee on Post Office and Civil Service.SES Candidate DevelopmentProgramTo develop information on the SESCandidate Development Program(CDP) with respect to the following issues: (1) number of candidatesselected to CDP,certified for SES,and appointed to SES;(2) agencies’ selection procedures; (3) reasons why certified candidates have not enteredSES;and (4) comparison of CDPwith private sector executive develop-ment activities. An overall objective is to determine whether agenciesthink CDPshould be abolished or improved. This study will encompassall federal executive agencies. This assignment was requested by theChairman, Subcommittee on Civil Service, Post Office, and General Services, Senate Committee on Governmental Affairs.Federal Permanent Parttime Work ProgramTo develop information concerning the use of part-time permanentemployees in the federal government. Audit work will involve discussing the part-time employment program with selected agency officials and accumulating statistical data concerning the trend in the use ofpart-time employees, This assignment was requested by the Chair, TaskForce on Economic Security, House Select Committee on Children, Youthand Families.OPM’s PersonnelManagement EvaluationProgramTo review the new methodology now used by the Office of PersonnelManagement (OPM) to conduct federal agency personnel managementevaluations. The review will assess the effectiveness of the new evaluation approach in meeting OPM'sregulatory responsibilities. This assignment was requested by the Chairman, House Committee on Post Officeand Civil Service.Federal Employees GroupLife Insurance ProgramTo evaluate the Federal Employees Group Life Insurance (FWXI) program by (1) determining whether premium reductions could be made,(2) comparing the program to other life insurance programs, (3) analyzing IWXI participation, and (4) identifying any needed reforms to theprogram. The study will examine how FEXLIpremiums are set, comparePage 9GAO/GGD-9&27,:Report on OPM
.Appendix IIWork in Progrew A9 of September 30,1995,IMatIng to Clvillan Pereonnel Matterk FEGLIbenefits to private sector employee benefits, and illustrate the costof other types of life insurance federal employees could purchase. Thisassignment was requested by 29 Members of Congress.Health Benefits forTemporary EmployeesTo determine whether there is a need to provide health insurance benefits to temporary federal employees. The review will include obtaininginformation on private sector practices and the views of agency officialson the need for this benefit. This assignment was requested by theChairman, Subcommittee on Civil Service, Post Office, and General Services, Senate Committee on Governmental Affairs.Providing Dependent Careto Federal EmployeesTo examine various options under which the government might providedependent care assistance to federal employees. The review will(1) summarize reported private sector employers’ cost and benefits ofproviding dependent care, (2) compare and contrast the advantages anddisadvantages of dependent care options, and (3) describe the federalgovernment’s current involvement with providing dependent care to itsemployees. This assignment was requested by the Chairman, HouseCommittee on Post Office and Civil Service and the Chairman, SenateCommittee on Governmental Affairs.OPM’s Revolving FundTo assess OPM’Smanagement of the revolving fund. The review willfocus on the Office of Training and Development’s efforts to reduce its1982 retained earnings surplus. The review will also cover the budgetpreparation process and other fund management activities. This assignment is being performed in compliance with Public Law 91-189 whichrequires the Comptroller General to report to the House Post Office andCivil Service and Senate Governmental Affairs Committees on activitiesfinanced by the revolving fund.to Reduce Grade11-15 PositionsTo assess the progress of the administration’s program for reducingwhat it determined to be an excessive number of grade 11-15 positions.The review will address how selected agencies are implementing theprogram. This assignment was requested by the Chairman, House Committee on Post Office and Civil Service.ProgramPage 10GAO/GGIN3&27Report on OPM
.Appendix IIWork in Progress As of September 99,1996,Rdating to CivlIlan Per6onnel MattersPerformance AppraisalDistribution PatternsTo obtain and present recent performance appraisal information fromselected federal agencies. The information, which covers GeneralSchedule employees in grades 1 through 15 and merit pay employees ingrades 13 through 15, is categorized by race/national origin and gender.This information will be obtained for employees in three Department ofCommerce agencies and the National Aeronautics and Space Administration. This assignment was requested by four Members of Congress.Performance Appraisals forWage System EmployeesTo determine the efficiency and effectiveness of performance appraisalprocesses covering Federal Wage System (blue collar) employees. Thework will examine in selected agencies (1) how well appraisal processesfunction for blue collar employees, (2) what strengths and weaknessesare evident in the processes, and (3) whether improvements could bemade to these processes and have potential to be applied to other federal employee appraisal systems. This assignment is being performedpursuant to the Civil Service Reform Act of 1978.Implementation ofLegislative Changes toMerit Pay SystemTo examine how selected agencies are implementing and administeringthe recent legislative changes to the government’s merit pay systemnow known as the Performance Management and Recognition System(PMRS).The study will assess whether (1) benefits have been realized asa result of these changes, (2) problems are occurring under PMRS,(3)improvements could be made to alleviate any adverse effects of the legislative changes, and (4) PMRSis fulfilling its goals. This assignment wasrequested by the Chairman, House Committee on Post Office and CivilService.Temporary AppointmentAuthorityTo develop information on agencies’ implementation of new temporaryappointment authority and to assess OPM'Smanagement controls formonitoring agencies’ use of temporary employees. The work will (1)examine OPM'Sand agencies’ policy guidance and plans for implementingand monitoring the new authority; (2) review statistical data obtainedfrom OPM'SCentral Personnel Data File to assess use of temporaries byagency, grade level, and occupation; and (3) determine the merits anddrawbacks of the hiring policy through discussions with OPMandselected agency and union officials. This assignment was requested bythe Chairman, House Committee on Post Office and Civil Service.Page 11GAO/GGIN5&27Report on OPM
Appendix IIWork in Progress As of September 3O,lW5,Relating t.41CivlUan Pemonnel Matt43wCivil Service RetirementSystem’s FinancialStatementsTo render an opinion on the September 30,1984, financial statements byevaluating the system of internal controls using the control and riskevaluation (CARE) auditing methodology. Internal controls will be selectively tested and account balances will be verified to determine if thefinancial statements are fairly presented in accordance with generallyaccepted accounting principles on a consistent basis with that of the preceding year. The examination is made pursuant to 31 USC. 9503 whichprovides for the Comptroller General to audit federal government pension plans.Civil Service RetirementSystem Claims ProcessingTo determine (1) if the processing of claims and related correspondencein the civil service retirement system could be streamlined and (2) theextent to which the retirement fund was losing money because OPMdelays processing applications from people who owe money to the fund.The assignment was requested by a Member of Congress and theRanking Minority Member, Subcommittee on Civil Service, Post Office,and General Services, Senate Committee on Governmental Affairs.Federal Employees HealthBenefits Program (FEHBP)Reserves, Open SeasonPractices and AssociateMembership DuesTo (1) develop information on the trends in FEHBP reserve levels andoptions for disposing of excess reserves, (2) evaluate options for andimplications of annual open seasons, and (3) evaluate the appropriateness of charging associate membership dues. This assignment wasrequested by the Chairman, House Committee on Post Office and CivilService.Comparing Federal HealthBenefits to the PrivateSectorTo develop benefit information on the F’EHBP and compare this withinformation on health benefits generally offered by private employers.This assignment was requested by the Chairman, Subcommittee on CivilService, Post Office, and General Services, Senate Committee on Governmental Affairs.Civil Service RetirementBenefitsTo determine whether the retirement benefits received by federalemployees, who may work various combinations of full-time and parttime schedules, are in proportion to the total time worked. The reviewwill examine whether a change should be made to the current law. Thisassignment was requested by a Member of Congress.(066229)Page 12r’GAO/GGD-f3&27Report on OPM
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Director, Federal Mediation and Conciliation Service. Comptroller General of the United States Page 2 GAO/GGDS&27 Report on OPM . Page 3 GAO/GGD-3&27 Report. on OPM . Appendix I . List of Fiscal Year 1985 GAO Reports On . federal jobs
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Object Process Methodology (OPM) OPM is a so-called second generation methodology and was first introduced in 1995 OPM has only one diagram the Object Process Diagram (OPD) for modelling the structure, function and behaviour of the system Every OPD can be described in text form using the Object Process Language (OPL) a constrained
in point is BMW and Microsoft’s joint Open Manufacturing Platform (OPM) that launched in 2019. OPM enables the creation of a cross-industry community that cooperates in an open technology framework. Powered by Microsoft’s industrial IoT cloud platform Azure, the objective of OPM is to create an open cloud reference architecture based on
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OPM MBA programs divert 33-50% of tuition from class instruction to the OPM OPMs are a bad deal for students Universities do not tell prospective students about their OPM partnerships Wright State has excellent in -house support for online courses Wright State's MBA program funnels the majority of MBA tuition to its MBA .
good practice for demonstrating improvement. As required by PMIAA, the Office of Personnel Management (OPM) developed competencies for program and project managers and updated the program management job series. Further, OPM is developing a career path for program and project managers by the end of 2019. OPM also plans to create a unique job
structures. RPGLE source members are not provided for all APIs, most notably the UNIX-Type APIs. Types of APIs There are three general types of available APIs: Original Program Model (OPM) Integrated Language Environment (ILE) UNIX-Type You can call all three types of APIs from an ILE program, but you can only call OPM APIs from an OPM program.
administrim publik pranë fakultetit “Maxwell School of Citizenship and Public Affairs” të Universitetit të Sirakuzës. Dmitri është drejtues i ekipit të pro jektit për nënaktivitetin e kuadrit të raportimit financiar pranë programit PULSAR. FRANS VAN SCHAIK : Profesor i plotë i kontabilitetit, Universiteti i Amsterdamit Dr. Frans Van Schaik është profesor i plotë i .
