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Office of Inspector General
Audit Report
Management Assistance Report
Review of Region 10's Maxiflex Program
WAD 00-000039-2000-M-000006
01/19/2000

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Inspector General Division
Conducting the Audit
Region covered
Program Office Involved
Western Audit Division
San Francisco, CA
Region 10, Seattle, WA
Office of Management Programs

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Table of Contents
SCOPE	2
BACKGROUND	2
RESULTS OF REVIEW	4
Compliance and Management Control Issues	5
Survey Results	9
REGIONAL RESPONSE	15
ATTACHMENT - REVIEW OF REGION 10's MAXIFLEX PROGRAM-
TESTING RESULTS FOR PAY PERIOD NO. 23	17
DISTRIBUTION	22

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UNITED STATES ENVIRONMENTAL PROTECTION AGENCY
^	%	OFFICE OF THE INSPECTOR GENERAL FOR AUDITS
| ^ t	WESTERN DIVISION
%	|	75 Hawthorne Street
\ ^	19th Floor, Mail Code 1-1
1 pro1	San Francisco, California 94105-3901
January 19, 2000
MEMORANDUM
SUBJECT: Review of Region 10's Maxifl ex Program
Report No. WAD 00-000039-2000-M-000006
FROM: Truman R. Beeler
Divisional Inspector General for Audit
Western Audit Division
TO:	Chuck Clarke
Regional Administrator
EPA Region 10
In response to your request, we have performed a management assistance review of Region 10's
(the Region's) Maxiflex program. The Maxifl ex program is one of three flexible work schedules
offered to employees (management and staff) under the Region's pilot Alternative Work Schedule
(AWS). The review was performed in accordance with agreed-upon procedures described in a
memorandum to you dated September 23, 1999. The overall purpose of the review was to:
(i) determine whether the Region's Maxiflex procedures provide adequate documentation for
financial reporting purposes; and (ii) identify any material weaknesses in the Region's
methodology, control procedures, or documentation which could result in Maxiflex abuse. The
specific objectives of the review were to answer the following questions posed by the Region:
1.	Are the Region's Maxiflex timekeeping procedures adequate for financial reporting
purposes and is the documentation auditable and sufficient to support payroll costs
reported?
2.	Do we have suggestions for improvement in the Region's controls over the program to
adequately discourage abuse?
3.	Are there problems when work time is recorded in 15-minute increments and leave is
taken in hourly increments?
4.	Do regional employees believe the Maxiflex program is adequately controlled and
managed so that there is not likely to be abuse of the program
Printed on Recycled Paper

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Report No. WAD 00-000039-2000-M-000006
SCOPE
This management assistance review was performed in accordance with OIG Manual Chapter 118,
Special Assignments, and General Accounting Office (GAO) Standard 2.10, Other Activities of an
Audit Organization.
In order to meet the objectives and answer the questions above, we:
Reviewed: (i) the Region's July 1999 policies and procedures for the Maxiflex program to
gain an understanding of the management control system in place; and (ii) Office of
Personnel Management (OPM), GAO, and EPA related policies to determine whether the
Region is in compliance with OPM, GAO, and EPA requirements.
Tested a sample of documentation maintained in the various regional work units by
comparing the official time card (T&A) records to Maxiflex Work Records for Pay Period
No. 23 (pay period ending August 14, 1999), to determine whether documentation is
available and appropriate for audit, and whether there are discrepancies between the two
sets of documentation. We performed 9 tests on a random sample of 42 out of 238
Region 10 employees on Maxiflex for Pay Period No. 23. The sample items were selected
from 42 different regional work units to provide maximum testing coverage throughout
the Region. The attachment to this memorandum provides an explanation of the tests
conducted and testing results.
Surveyed regional employees for their input on whether the Maxiflex program is
adequately controlled and managed so that there is not likely to be program abuse. A
nine-question survey was sent to all regional employees (i.e. full-time and part-time,
regardless of whether or not they were on Maxiflex).
The scope of our review did not include Superfund timekeeping procedures or documentation.
The review was performed during the period October 1 to December 17, 1999.
The OIG did not perform an audit in accordance with either GAO auditing standards or American
Institute of Certified Public Accountants generally accepted auditing standards, and we are not
expressing an opinion on whether the Region's payroll accounting is fairly presented for financial
statement purposes.
BACKGROUND
The Federal Employees Flexible and Compressed Work Schedules Act of 1982, Public Law
97-221, authorizes Federal agencies to use flexible and compressed work schedules to improve
productivity in the Federal government and provide greater service to the public. The Region
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Report No. WAD 00-000039-2000-M-000006
implemented a pilot AWS program during 1999 which includes both flexible and compressed
work schedules designed to:
Increase the efficiency of Government operations;
Enhance performance and training of employees to assume full responsibility for their
operations;
Increase service to the public and other Regional staff; and
Improve the quality of life for individuals and families.
OPM has issued guidance for AWS, including an AWS Handbook. In addition, GAO provides
timekeeping guidance in its Policy and Procedures Manual for Guidance of Federal Agencies,
Title 6, Part I, Pay, Leave, and Allowances. Although EPA has timekeeping guidance, it does not
have specific guidance for AWS.
The Maxiflex program is one of three flexible work schedules offered in the Region under its pilot
AWS. The program is available to both full-time and part-time regional employees. The Regional
Administrator's July 1999 memorandum "Alternative Work Schedules" sets forth the policies and
procedures for the Region's pilot AWS, including the Maxiflex program. At the time of our
review, about one-third of the Region's approximately 650 employees were on Maxiflex.
Employees selecting a Maxiflex work schedule are able to work core hours on fewer than 10
workdays in the biweekly pay period, with a basic work requirement (i.e. tour of duty) for a
full-time employee of 80 hours for the biweekly pay period. Employees may vary the number of
hours on a given workday or the number of hours each week within the limits (e.g. total work
hours in a day, core hours, flexible time bands, etc.) established by the Region. Under Maxiflex,
credit hours can be earned and accumulated up to a maximum of 24 hours (3.5 hour daily
maximum) and carried over to subsequent pay periods.
Regional procedures provide for the following timekeeping related documentation for employees
on Maxiflex: (i) hard copy biweekly work schedules (Work Records); and (ii) traditional T&A
records for payroll purposes. The procedures for setting Maxiflex work schedules and use of
required documentation is as follows:
Prior to the beginning of the pay period, employees prepare a proposed Work Record
using a form available in the Region's electronic database. The proposed Work Record is
added to the database and the employee prints out the proposed Work Record, signs it,
submits it to his/her supervisor for approval, and posts the approved hard copy document
at his/her work station prior to the beginning of the pay period. This hard copy proposed
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Report No. WAD 00-000039-2000-M-000006
Work Record shows daily work time, leave, and other hours absent. It also shows total
proposed credit hours for the pay period and accumulated credit hours.
Because the Maxiflex program provides for scheduling work time in 15-minute increments
and EPA's payroll system (time cards) can only account for time in hourly increments, the
Work Record is the Region's official record of credit hours earned and used.
Throughout the pay period, the employee is required to record his/her actual daily work,
leave, and lunch time in the database. At the end of the pay period, full-time employees
must account for at least 80 hours.
At or near the end of the pay period, the employee finalizes his/her Work Record in the
database, prints out a hard copy, signs it and submits it to the supervisor for approval.
After the supervisor approves the hard copy final Work Record, it is forwarded to the
timekeeper, who prepares the traditional time card for payroll purposes. The Work
Record and time card are filed together as the official T&A records. Currently, the
information maintained in the electronic database is not used for any official purpose.
RESULTS OF REVIEW
The Region's Maxiflex policies and procedures do not provide adequate documentation for
financial reporting purposes, and we identified material weaknesses in the Region's methodology,
control procedures, and documentation which could result in Maxiflex abuse. These weaknesses,
along with suggestions for improvement, are discussed in the section below titled Compliance
and Management Control Issues. If implemented, we believe these suggestions will correct the
weaknesses and help ensure that the Region's procedures provide adequate documentation for
financial reporting purposes.
As part of our management assistance review, the Region asked that we specifically address four
questions. The questions and our responses are as follows:
1. Question: Are the Region's Maxiflex timekeeping procedures adequate for financial
reporting purposes and is the documentation auditable and sufficient to support payroll
costs?
Response: The Region's Maxiflex timekeeping procedures are not adequate for financial
reporting purposes and the documentation is not auditable or sufficient to support payroll
costs reported, for the reasons discussed below. See the section titled Compliance and
Management Control Issues for details and suggestions for improvement.
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Report No. WAD 00-000039-2000-M-000006
2.	Question: Do we have suggestions for improvement in the Region's controls over the
program to adequately discourage abuse?
Response: Suggestions for improvement are presented in the section titled Compliance
and Management Control Issues.
3.	Question: Are there problems when work time is recorded in 15-minute increments and
leave is taken in hourly increments?
Response: Yes. There is a potential for overlapping time and the possibility for an
employee to convert partial hours of leave to credit hours. See Management Control
Issue #7 below.
4.	Question: Do regional employees believe the Maxiflex program is adequately controlled
and managed so that there is not likely to be abuse of the program?
Response: We concluded that we cannot reasonably answer this question for the Region
as a whole, based on the work performed as part of our review. As part of the
agreed-upon procedures with the Region for this engagement, we attempted to answer
this question through a survey sent to all of the Region's approximately 650 employees.
Since we received less than a 20 percent (122 respondents) response rate to the survey,
we concluded that we did not obtain sufficient information to answer the question for the
Region as a whole. However, it is noted that over 40 percent of the employees on
Maxiflex (99 of 238) responded to the survey.
To assist in addressing the above question, we have summarized the 122 responses to the
survey in the section titled Survey Results. In a separate memorandum, we are also
providing to the Region's Director of the Office of Management Programs a summary
table showing the detailed survey responses. This will allow the Region to perform its
own analysis and interpretation of the survey responses. The summary table provides the
total number of "Yes", "No", and "Don't Know" answers to each question. It also
compiles all narrative comments received in response to each question, and identifies
which responses are from supervisors, employees on Maxiflex, and employees not on
Maxiflex. Additional copies of the detailed survey responses are available from our office
upon request.
Compliance and Management Control Issues
Presented below are the compliance and management control issues and suggestions for
improvement identified as a result of: (i) our review of the Region's Maxiflex policies and
procedures; (ii) our testing of the Region's Maxiflex database; and (iii) nine different tests
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Report No. WAD 00-000039-2000-M-000006
performed on a sample of Maxiflex employees. Details of the testing and testing results are
discussed in the attachment to this memorandum.
Compliance Issues
In general, the Region's policies and procedures are in compliance with OPM, GAO, and EPA
policy and guidance, except for the following areas:
1.	Credit hours earned and used each day are not recorded on the Maxiflex Work Record.
Only the totals by pay period are recorded. Therefore, it is not possible to determine
compliance with the Region's policy of 3.5 maximum credit hours earned per day. In
addition, this is not consistent with GAO's timekeeping guidance, which states that T&A
records must show dates and number of credit hours earned and used. The Region's
AWS policy and procedures provide that the Work Record is a part of the official T&A
records for payroll purposes. See the attachment, test #4 for a discussion of this issue.
Suggested action. The Region should revise the Work Record so that it identifies credit
hours earned and used each day.
2.	The system allows an employee to not take a lunch period if the employee takes leave at
any time during the day. The system also allows an employee to not take a lunch period if
the employee enters a "Time Out; Time In" entry on the Work Record for 15 minutes or
less. In our opinion, this is not consistent with regional AWS guidance, which advises that
EPA regulations require that at least a 30-minute lunch period be taken if an employee is
working more than a 6-hour day. See the attachment, test #5 for a discussion of this
issue.
Suggested action. This issue should be fixed with a system edit check. In addition, the
Region should clarify its policy and guidance, consistent with EPA policy, regarding the
use of leave in lieu of lunch periods.
3.	Three instances were noted where the final hard copy Work Record was not signed by the
supervisor until the document was requested for this review. See the attachment, test #9
for a discussion of this issue.
Suggested action. The Region should ensure that all supervisors understand and meet
their responsibility to timely review and sign final hard copy Work Records.
Management Control Issues
Several management controls issues were identified which we believe the Region can address to
strengthen the Maxiflex program and minimize the likelihood of program abuse:
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Report No. WAD 00-000039-2000-M-000006
1.	The Region's AWS policy states that employees must either be present at work during
core hours, or have an approved absence and account for their absence on the Work
Record. We were advised by regional management that in operational practice, only
verbal supervisory approval is required for employees to be absent during core hours as
long as the employee accounts for the absence during core hours on his/her Work Record.
See the attachment, test #3 for a discussion of this issue.
Suggested action. The Region should determine whether to: (i) have supervisors sign the
final hard copy Maxiflex Work Record as is current policy; or (ii) to also have supervisors
initial each day on the hard copy Work Record where core hours are not accounted for.
2.	Since lunch periods are not displayed on the hard copy Work Records, it is not possible to
verify the daily total calculations for work hours. The ability to perform such a
verification is important in order to support work hours for payroll purposes. Use of the
database is not an acceptable alternative because it is: (i) subject to change after the hard
copy is signed by the employee and the supervisor (see Management Control Issue #7
below); and (ii) not an official T&A record. See the attachment, test #5 for a discussion
of this issue.
Suggested action. The Region should add a field on the hard copy Work Record to show
lunch periods.
3.	There were discrepancies between the final hard copy Work Records and payroll time
cards. There were many instances where total hours per day did not match. For example,
some time cards showed straight 8-hour days and the Work Records showed the employee
worked a variable schedule (i.e. more or less than an 8-hour day). There were also
instances where the recorded leave did not match between the Work Records and the time
cards. Since the Region has designated both the payroll time cards and the Work
Records as official T&A records, it is important that they agree with each other. See test
#8 of the attachment for a discussion of this issue.
Suggested action. The Region should either: (i) ensure the daily totals for Work Records
and time cards match; or (ii) only show total paid hours (80) on the time card for the pay
period, and not daily totals (based on our testing, many timekeepers are already doing it
this way). The Region should also implement a management control (e.g. a
reconciliation) to ensure leave is consistent between the Work Records and time cards.
4.	The Region's retention policy for Maxiflex Work Records was unclear. Since Work
Records are official records, they need to be retained in accordance with Agency records
requirements.
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Report No. WAD 00-000039-2000-M-000006
Suggested action. The Region should establish a retention policy that ensures Work
Records are maintained in accordance with Agency records retention policy.
5.	Based on our testing of the Region's Maxiflex database, the system allows an employee to
count sick time as work time, thus double-counting, if they do not enter a "Time Out;
Time In" entry. For example, an employee may take 2 hours of sick leave during the day,
but if the employee doesn't enter "Time Out" and "Time In" on the Work Record, the
same 2 hours will be counted both as sick leave and as work time.
Suggested action. This should be fixed with a system edit check.
6.	Because changes can be made to the database after the hard copy Work Record is signed,
the database should not be used as an official T&A record. GAO's timekeeping guidance
states that electronic signatures should be linked to the data so that if the data are
changed, the signature is invalidated, and a record must be generated of any change made
to the data. In the sample testing, there were many instances of discrepancies between
hours absent on the database and the hard copy Work Records. See the attachment, test
#2 for a discussion of this issue.
Suggested action. The final signed hard copy signed Maxiflex Work Records should
continue to be considered the official T&A records until appropriate controls are made to
the database.
7.	Because the Region's Maxiflex policy allows work time to be recorded in 15-minute
increments and EPA's payroll system limits the recording of leave to hourly increments,
there is a potential for overlapping time and an ability to convert partial hours of leave to
credit hours. For example, an employee may record 2 hours of sick leave during the day
to go to a doctor's appointment, then return '/2-hour early and record that '/2-hour as both
work time and sick leave on the Work Record. This could result in abuse by regularly
converting sick leave to credit hours.
We concluded that the Region's policy is not out of compliance with any OPM, GAO, or
EPA guidance. However, we believe that the recording of sick leave and work hours for
the same time is a potential problem area that should be resolved by the Region in order to
avoid problems in the future.
Suggested action. The Region should either: (i) require that work times coincide with
beginning and/or ending sick and annual leave times so that there is no overlapping; or
(ii) request a policy/legal determination from EPA Headquarters on this issue.
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Report No. WAD 00-000039-2000-M-000006
Survey Results
As discussed earlier in the RESULTS OF REVIEW., a survey was conducted of regional
employees in an effort to assist the Region in answering the question: Do regional employees
believe the Maxiflex program is adequately controlled and managed so that there is not likely to
be abuse of the program? While we concluded that the survey did not provide sufficient
information to answer the question for the Region as a whole, nor did it provide sufficient
information to form a basis for our making additional suggestions for program improvements, we
are providing the following summary to assist the Region in addressing the question.
Survey Approach
As part of the agreed-upon procedures for this engagement, the Region's Director of the Office of
Management Programs sent an electronic survey questionnaire to all of the approximately 650
regional employees. The survey included nine questions (some with sub-questions) seeking
employee perspectives on various aspects of the Maxiflex program. The survey form also
provided space for employees to supplement "Yes", "No", and "Don't Know" responses with
narrative comments. The survey directions requested that employees respond directly to the
Seattle Office of the Office of the Inspector General for Audit.
One Hundred Twenty Two (122) employees responded to the survey, consisting of:
Employees on the Maxiflex Program:
Part-time	10
Full-time	89
Employees not on the Maxiflex Program	21
Employees responding who did not indicate status	_2
Total	1221
Survey Observations
Although only 122 of the approximately 650 total employees in the Region responded to the
survey, the response rate from employees on the Maxiflex program was over 40 percent (99 of
238). Accordingly, the survey results may provide a reasonably good insight into the perspective
of employees on program.
Recognizing that over 80 percent of the survey respondents were employees on the Maxiflex
program, we observed from the survey that:
' Note: Eleven (11) of the 122 employees were supervisors. For some questions, not all 122
employees replied; and for some questions, a response was not requested from all employees.
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Report No. WAD 00-000039-2000-M-000006
Regional employees on the Maxiflex schedule appear to appreciate the program,
particularly as it relates to their quality of life.
The small number of Regional employees responding that are not on the Maxiflex schedule
do not appear as satisfied, in part because of a perceived burden of increased work for
them in order to "cover" for those on Maxiflex schedules since they are frequently out of
the office.
Employees responding indicated that there are inconsistencies in how supervisors monitor
and manage the program, and supervisors who responded also indicated varying degrees
of responsibility for managing the program.
The issue of trust versus accountability came up repeatedly in the survey responses.
Responses also noted that employees who performed well before the Maxiflex program
continue to perform well, and those employees who did not perform well and were not
responsible under other work schedules in the past are probably not any more responsible
under the Maxiflex program.
Responses by question are summarized below. It should be noted that in summarizing the
narrative comments to each question: (i) over 80 percent of the responses are from employees on
the Maxiflex program; and (ii) we only presented a narrative comment when we considered it a
common response (i.e. it could be attributed to five or more of the respondents).
Question
1.	Do you understand the rules and policies of the Maxiflex program?
Of 121 responses, almost 96 percent responded "Yes" to this question. Only 14 narrative
comments were received, and the only common response (reported by five employees) to
the question was: Somewhat, generally.
2.	Do you believe the employees in your work unit understand the rules and policies of the
Maxiflex program?
Of 121 responses, 72 percent responded "Yes", 8 percent responded "No", and 20 percent
responded "Don't Know" to this question. Only 24 narrative comments were received,
and the only common response (reported by eight employees) was: Those who use it and
took the training do, but those not on Maxiflex don't understand the rules.
3.	Do you believe people are honoring the flexible time bands and core hour rules of the Maxiflex
program?
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Report No. WAD 00-000039-2000-M-000006
Of 123 responses (one respondent answered both "Yes" and "No"), 67 percent responded
"Yes", 11 percent responded "No", and 22 percent responded "Don't Know" to this
question. Of the 33 narrative comments received, there were two common responses:
•	Six employees indicated: Accountability has increased and employees are
more conscious of their work hours under Maxiflex.
•	Five employees indicated: There are frequent abuses, but with supervisor
knowledge and unofficial approval; for example, an employee may work
until 7:00pm and enter their time as starting an hour earlier than they did
to capture the extra hour.
4.	Are supervisors sufficiently managing the Maxiflex program so that employees are adequately
accounted for?
Of 122 responses, 45 percent responded "Yes", 9 percent responded "No", and 46 percent
responded "Don't Know" to this question. Of the 42 narrative comments received, the
only common response (reported by six employees) was: Honesty and trust is a key
element, and employees need minimal supervision to adhere to the program.
5.	If you answered "No" to any of the first four questions above, do you have suggestions for
improvement in the Region's controls to fulfill legal requirements of time accountability?
There were only 30 responses to this question, but there were 24 narrative comments with
wide-ranging perspectives for actions the Region should take regarding the Maxiflex
program. To illustrate the range, two of the narrative comments were:
•	The problem is that you are so concerned about controlling time
accountability that you have made Maxiflex a cumbersome bureaucratic
process. We shouldn't be required to have advance approval or
additional posted time sheet - we should trust people.
•	Federal employees enjoy compressed schedules, permanent and episodic
flexiplace, permanent part-time positions, 10 paid holidays/year, generous
annual and sick leave, and at times generous Administrative leave. Get
rid of Maxiflex so that the work gets done - this program is a farce and a
scam.
6.	Are there features that you would change to improve the program, while maintaining necessary
levels of accountability?
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Report No. WAD 00-000039-2000-M-000006
Of 93 responses, 56 percent responded "Yes", 34 percent responded "No" and 10 percent
responded "Don't Know" to this question. Of the 72 narrative comments received, there
were several common responses:
•	Twelve employees indicated: The flexible time band limitation of 6:00am
to 6:00pm Monday through Friday should be removed or expanded.
•	Seven employees indicated: The Region's policy of limiting sick and
annual leave to 8 hours a day should be extended.
•	Six employees indicated: Computer software and system conversion
problems should be fixed.
•	Five employees indicated: Maxiflex Work Records should be designed to
better correspond with other programs (e.g. Superfund time sheets,
calendars, UST/LUSTtime sheets).
7. If you used to be on the Maxiflex program and went off the program, why did you switch and
what work schedule did you switch to?
Only six employees responded to this question. Since this may represent all employees
who went off the program, we are noting their reasons for switching to another program:
•	The Maxiflex program restriction of 8-hour days for holidays and leave
(three employees).
•	Family/personal reasons (one employee).
•	Too much additional record-keeping (one employee).
•	Maxiflex does not allow part-time employees to accumulate enough credit
hours (one employee).
8a. (For supervisors only) What methods do you use to ensure that daily records maintained by
employees are accurate?
The ten responses to this question varied. The most common response indicated that no
specific methods were used to ensure accuracy other than just trusting employees to
report time and attendance truthfully. A couple of responses indicated that checks
included the use of "placards" at work stations that showed work hours, and "cross-
checks" of work schedules to the leave taken.
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8b. (For supervisors only) Do you compare employees' daily records to approved work
schedules and time cards, and reconcile any differences?
Of the nine responses to this question, five supervisors responded "No" and four
responded "Yes".
8c. (For supervisors only) Have you ever withdrawn an approved schedule because there was
abuse or an employee's performance needed to be monitored more closely?
All ten responses answered "No" to this question.
8d. (For supervisors only) How do you handle any differences that might occur between
approved leave, recorded in whole hours, and Maxiflex time recorded in 15-minute increments?
For example, if an employee is absent on sick leave for less than whole hour increments.
Of the 11 narrative comments received, the most common response indicated this issue
had not come up.
(Note: Questions 9a through 9d were included in the survey to determine whether the Region is
meeting the four objectives of its A WS program, as stated in its policy dated July 8, 1999):
9a. Has the Maxiflex policy of the Region increased efficiency of Government operations?
Of 109 responses, 52 percent responded "Yes", 14 percent responded "No", and 34
percent responded "Don't Know" to this question. Of the 76 narrative comments
received, there were several common responses:
•	Fourteen employees indicated: It allows employees to more efficiently
schedule their time and adapt to changing work demands, and it empowers
employees to work when they 're most motivated, focused, and productive.
•	Eleven employees indicated: The ability to account for work time in
15-minute increments and to adjust hours, and allowing greater flexibility
to count time worked beyond normal hours, allows for less sick and
annual leave taken, which may save time for administrative staff and
improve employee morale.
•	Seven employees indicated: There has been no change in efficiency.
•	Six employees indicated: There is more accountability, since employees
on Maxiflex are more aware of their work hours and hours absent.
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Report No. WAD 00-000039-2000-M-000006
•	Five employees indicated: Decreased efficiency due to increased time
required to fill out T&A records, difficulties in arranging meetings and
conference calls, and the necessity for other employees to cover for
Maxiflex employees who are not in the office.
9b. Has the Maxiflex policy of the Region enhanced performance and training of employees to
assume full responsibility for operations?
Of 108 responses, 32 percent responded "Yes", 11 percent responded "No", and 57
percent responded "Don't Know" to this question. Of the 52 narrative comments
received, there were two common responses:
•	Eighteen employees indicated: They do not understand what this question
means.
•	Seven employees indicated: The ability to manage time and workload
results in less wasted work hours and greater productivity.
9c. Has the Maxiflex policy of the Region increased service to the public and other Regional
staff?
Of 106 responses, over 43 percent responded "Yes", 16 percent responded "No" and 41
percent responded "Don't Know"to this question. Of the 61 narrative comments received,
there were several common responses:
•	Twenty employees indicated: They are able to work hours that facilitate
providing the best service to customers by working longer days when there
is a lot of work demand and meetings, and working shorter days when
there is less work, without the hassles of requesting overtime or comp
time.
Five employees indicated: There is no change in service.
Five employees indicated: A willingness on the part of employees to be
more flexible about attending meetings and conference calls that started
earlier or ended later than they were used to.
Five employees had negative responses: The general public is not
benefitting, and may view this program with skepticism because of the
appearance of potential abuse; employees are generally not available due
to the variety of schedules; it is harder to contact each other and to
arrange meetings and conference calls, resulting in a decline in the
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Report No. WAD 00-000039-2000-M-000006
Region's service; this is one area where the program fails; and it appears
Maxiflex is for the benefit of the employee and not the organization.
9d. Has the Maxiflex policy of the Region improved the quality of life for employees and their
families?
Of 112 responses, over 90 percent responded "Yes" to this question. Of the 102 narrative
comments received, there were several common responses:
•	Forty-five employees indicated: It is easier to balance family and work
responsibilities with less stress and less leave.
•	Twenty-one employees indicated: There is increasedflexibility for
personal activities when needed or when more convenient, and to respond
to emergencies.
•	Twelve employees indicated: The flexibility reduces stress and makes
employees feel more respected, which improves morale.
•	Nine employees indicated: It is easier for commuters to be flexible with
work hours and adjust to traffic problems without the stress.
REGIONAL RESPONSE
We met with regional staff in the Office of Management Programs on January 6, 2000 to discuss
the results of our review and to give the Region an opportunity to provide feedback regarding the
issues identified during this review. The Region generally agreed with the testing results, and
advised that based on discussions we held during the course of the review, it has already initiated
corrective actions to address some of the management control issues identified. For example, the
Region advised it has changed the database so that an employee will no longer be allowed to
double-count sick leave time as work time. In addition, the Region advised it is taking steps to
address the related overlapping time issue, which results from recording work time in 15-minute
increments and leave in hourly increments.
A formal Regional response to this report is not required because this is a management assistance
review with only suggested actions. However, we encourage the Region to consult with our
office on actions it plans to implement.
If you or your staff desire further information or details on any of the issues presented or
additional elaboration on the survey responses, please advise. You can contact me at
(415) 744-2445 orMelinda Burks, Auditor, at (206) 553-6906.
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REVIEW OF REGION 10's MAXIFLEX PROGRAM:
TESTING RESULTS FOR PAY PERIOD NO. 23
Test
1.	Comparison of Hard Copy Maxiflex Work Records to the Database Printout for Work or
Credit Hour Differences:
a.	Compared the sampled employees' final hard copy Work Records to a database
printout, which represented the universe of Maxiflex employees for Pay Period No.
23, to determine there were no discrepancies between work or credit hours in the
two sets of records.
b.	There were no exceptions out of 42 sampled employees.
2.	Comparison of Hard Copy Maxiflex Work Records to the Electronic Database for
Discrepancies Other than Work or Credit Hours:
a.	Compared the sampled employees' final hard copy Work Records to the electronic
database to determine if there were any discrepancies other than work or credit
hours:
b.	There were 11 exceptions out of 42 sampled employees (26 percent):
Nine of the exceptions were for discrepancies between the two records for
hours absent. For example, in one instance the database showed the
correct hours absent of 24, but the hard copy Work Record only showed 8
hours absent.
Two of the exceptions were for discrepancies between the two records for
daily totals of hours.
See discussion on Management Control Issue #6 in our memorandum for implications and
suggested corrective actions.
3.	Testing of Hard Copy Maxiflex Work Records for Employee Adherence to Core Hours
(9:30am to 2:30pmN) and Flexible Work Band (6:00am to 6:00prn) Requirements:
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a.	Tested final hard copy Work Records for sampled employees to determine whether
there were instances: (i) when employees reported working outside the allowable
flexible work band of 6:00 am to 6:00 pm; and (ii) when required core hours from
9:30 am to 2:30 pm were not accounted for as work time or leave.
b.	No exceptions were noted regarding adherence to the flexible work bands. There
were 15 exceptions out of 42 sampled employees (36 percent), with a total of 20
incidences (some sampled employees had multiple exceptions on their Work
Record), relating to employees not accounting for core hours.
See discussion on RESULTS OF REVIEW, Management Control Issue #1 for implications
and suggested corrective actions.
4.	Testing of Hard Copy Maxiflex Work Records to Determine that Credit Hour Balances
Were Not Over 24 Hours, and Not More than 3.5 Credit Hours Were Earned Per Day:
a.	Tested final hard copy Work Records for sampled employees to determine that:
(i) credit hour balances carried from pay periods were not over the allowable
maximum of 24 hours; and (ii) not more than the allowable maximum of 3.5 credit
hours were earned per day.
b.	No exceptions were noted regarding the carrying of credit hour balances between
pay periods. Regarding not earning more than 3.5 credit hours per day, we could
not determine credit hours earned and used by day because they are not required to
be recorded on the Work Record. The Work Record only requires reporting total
credit hours earned and used during the pay period.
See discussion on RESULTS OF REVIEW, Compliance Issue #1 for implications and
suggested corrective actions.
5.	Testing Hard Copy Maxiflex Work Records to Verify that Employees Took Lunch
Periods:
a.	Tested final hard copy Work Records for sampled employees to verify that
employees took at least a '/2-hour lunch period in accordance with Regional policy
(i.e. lunch period required on work days over 6 hours).
b.	Only 1 exception was noted out of the 41 sampled employees (2 percent). We
consider this exception an isolated incident. However, further testing of the
Region's Maxiflex database system identified potential compliance and
management control issues regarding lunch periods.
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See discussion on RESULTS OF REVIEW, Compliance Issue #2 and Management
Control Issue #2 for implications and suggested corrective actions.
6.	Testing of Hard Copy Maxiflex Work Records for Accuracy of Daily Total Hour
Calculations:
a.	Using information on the final hard copy Work Records and the electronic
database regarding daily start and quit times, leave, and lunch periods, total daily
hours were recalculated for accuracy.
b.	There were 3 exceptions out of 42 sampled employees (7 percent):
In one sample item, there were two days when the employee reported 8
hours of leave (the entire workday) on the Work Record, but the detail on
the Work Record showed leave taken from 6:45am to 2:15pm, which only
totals 7.5 hours.
In another sample item, an employee reported 8 hours of leave (the entire
workday) on the Work Record, but the detail on the Work Record showed
leave taken from 6:30am to 2:00pm, which only totals 7 hours.
The third sample item involved a '/2-hour overlap of annual leave and work
time.
We consider these exceptions immaterial.
7.	Testing of Hard Copy Maxiflex Work Records for Accuracy of Accumulated Total Pay
Period Hours:
a.	Using daily total information from the final hard copy Work Records, pay period
summary totals on the Work Records were recalculated for credit hours, hours
worked, and hours absent, to ensure accuracy.
b.	There were 2 exceptions out of 42 sampled employees (5 percent):
In one sample item, the Work Record showed that total hours for the pay
period was 80.5, yet no credit hours were earned.
In the second sample item, the total Work Record hours for the pay period
showed 28 hours absent, but the Work Record detail correctly showed 36
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hours absent (and leave reported on the time card for payroll purposes was
correctly shown as 36 hours).
We consider these exceptions immaterial.
Comparison of Hard Copy Maxiflex Work Records to Time Cards:
a.	Compared the sampled employees' final hard copy Work Records to the time cards
to determine that there were no discrepancies between the two official sets of
records.
b.	There were 21 exceptions out of 42 sampled employees (50 percent). There were
a total of 24 discrepancies (some sampled employees had multiple incidences of
discrepancy):
Fifteen exceptions were for discrepancies in total hours per day between
the two sets of records.
Eight exceptions were for leave discrepancies between the two sets of
records.
One exception was for a time card that did not show total paid hours.
See discussion RESULTS OF REVIEW, Management Control Issue #3 for implications
and suggested corrective actions.
Testing of Hard Copy Maxiflex Work Records and Time Cards for Employee. Supervisor.
and Timekeeper Signatures:
a.	Tested the final hard copy Work Records and the time cards for the sampled
employees to determine that required employee, supervisor, and timekeeper
signatures were provided.
b.	There were 6 exceptions out of 42 sampled employees (14 percent) where one or
more of the required signatures was not on the final Work Record or time card:
Three exceptions were because the final hard copy Work Record was not
signed by the supervisor until the document was requested for this review.
Three exceptions were for instances when the supervisor signed a
"proposed" record instead of a final Work Record. According to regional
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staff, signing of proposed records is no longer a problem, since the Region
has changed the system so that the proposed records no longer have
signature blocks.
See discussion on RESULTS OF REVIEW, Compliance Issue #3 for implications and
suggested corrective actions.
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Report No. WAD 00-000039-2000-M-000006
DISTRIBUTION
Office of Inspector General
Inspector General
Deputy Assistant Inspector General for Internal Audits
Region 10
Regional Administrator
Director, Office of Management Programs
Financial Management Officer
Audit Followup Coordinator
Personnel Management Specialist
Computer Specialist
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