differed from one another because the reports reflected data as of different days of the week. The remedy for this was a Friday cut-off date for all data used in reports, regardless of what day the reports i were released. Also, to help eliminate some of the confusion, a new form was designed and used for all three reports. (See Exhibit 13.)

When the automated system first became operational around mid-May, 1972, it was primarily devoted to mail, case control and workload monitoring. Its statistical output was limited to inventory reports. While there was provision made in the master record for cost data relative to base wages and increases granted (obtainable from the PB form), this data was not initially entered into the record. The reason was that more emphasis was being given to purifying the existing file and meeting operational requirements. Therefore, automated economic analysis of the dollar impact of Pay Board decisions was not possible and had to be done manually.

The computer was able to produce the listings of all "active" and "closed" cases that had been received by the Pay Board. Listings of active cases by offices, functional areas and teams were also produced. Immediately, it was recognized that these listing were not 100 percent accurate mainly because of the poor quality of the input into the computer due to the lack of discipline exercised by the various personnel handling cases. To paraphrase, “Garbage in-Garbage out." If the data going into the computer is not factual then the data coming out of the computer will not be factual.

To help alleviate this problem, the Executive Director required a case status report (See Exhibit 14.) on a weekly basis, identifying where certain numbers and types of active cases were. This report was done manually, each Friday afternoon, by each staff member with cases in his control. At this time, the manual report was compared to the computer listing and any differences annotated on the listing so that the data base could be corrected and updated. The adjudicators for the most part found the preparation of this report to be a time consuming process and resented it. Since they generally had little need to know how many or what type of cases were in-house, they felt that this exercise each week was a waste of their time. They also feared the use of these numbers as a measure of the quantity and quality of their work.

The fact that the physical inventory was necessary until the validity of the computer's data base could be accurately established was not taken into account. Once the data base was established as valid, more meaningful computer reports and listings that would be helpful to the entire staff could be generated.

The manual case status report continued until January 1973,

the end of Phase II. Although the computer's data base did not become completely valid and accurate, a more comprehensive computerized case inventory report was produced, reflecting case receipts and processing. (See Exhibit 15.)

By the end of Phase II, the computerized case inventory report revealed that the Pay Board had received something in the neighborhood of 15,000 cases and had processed approximately 11,500 cases hood of 15,000 cases and had processed approximately 11,500 cases. (See Exhibit 16.)

The information management system linked together all areas within the Pay Board. The degree of cooperation and the extent of coverage varied. Some problems were caused by lack of functional demarcation, others by lack of management control. Despite these imperfections, the system was well adapted to the organizational framework and functional objectives of the Program. The system was capable of further growth and adjustment which was demonstrated during the next two phases.

3. Telephone number (include area code) 4. Individual in company or association to be contacted for further information

5. Principal product, activity, or service of employer operations covered by this agreement

1. Total payroll expenditures (including all paid leave) during the most recent pay period available prior to the effective date of the adjustments reported on this form, excluding payments for shift differentials and premiums for overtime, weekend, and holiday work (include straight-time pay for such work). In the case of seasonal industries or other base period abnormality, use the most recent representative pay period preceding the effective date. If a departure is made from the normal base period, explain the departure..

2. Total man-hours paid for (including all paid leave hours) during this period. Include actual, not boosted, overtime hours. (In the absence of fixed hours for salaried employees, assume these people work the standard workweek established for those employees who work fixed hours.)

3. Average straight-time hourly earnings (Item 1 divided by Item 2) 4. Pay period used.

From

To

$

Yes
Yes

No

No

B. Wage or Salary Adjustments.-In columns (1) and (2) below, list amount(s) of general changes in wage or salary rates (including changes in piece rates) in cents per man-hour and corresponding effective dates. Include all changes over the term of the new collective bargaining agreement and, in the case of deferred adjustments under an existing agreement, all changes due over the next twelve months. Where applicable, include effect of the wage or salary rate change on incentive earnings (assuming no change in worker output). Where increases vary among employees, indicate overall average increase prorated over all employees in unit. List in columns (3) and (4) average increases in cents per hour, prorated over all workers in bargaining unit, resulting from any skill or inequity adjustments, or restructuring of wage or salary rates (including an increase in the increment between rates for labor grades).

C. Total man-hours worked (exclude paid leave hours) over the previous contract year in the unit covered by this report (estimate where necessary)

Form PB-1 (12-71)

PART III.-Benefit Data

Page 2

Report expenditures for existing benefits, for improvements in existing benefits, and for new benefits. If exact expenditures are not available, report your best estimate, and indicate by entering "EST." As above, report all benefit changes during life of new collective bargaining agreement, or deferred benefit increases due in next twelve months. Estimate costs of improvements in existing benefits by projecting existing cost levels, assuming no change in the composition of the work force, in the work schedule, and in the case of pensions and similar benefits, in past funding methods. If a plan is newly introduced, make best cost estimate.

2.

Overtime, weekend, and holiday premiums

3. Vacations (include bonuses)

4.

7.

8.

Severance pay and supplemental unemployment benefits

9. Other benefits excluding those funded or legally required:

16. Funded pensions (including deferred profit sharing)

17. Saving and thrift plans

18. Other funded benefits, (excluding legally required benefits such as social security, unemployment compensation, and workmen's compensation):

Form PB-1 (12-71)

PART IV.-Computation of Percent Increase in Wages, Salaries, and Benefits

A. Wage, Salary, and Benefit Cost in Base Period

1. Average straight-time hourly earnings (Part II, Item A, line 3)

2. Average cost of benefits in cents per man-hour worked (Part III, Column 4, line 10) 3. Average cost of wages, salaries, and benefits per man-hour (Add lines 1 and 2)

B. Average Hourly Cost of Wage, Salary, and Benefit Adjustments

First year of new contract, or 12 month period if deferred adjustment under existing contracts

$

$

$

Page 3

Total adjustments

over duration

of new contract

C. Percent Increase in Wages, Salaries, and Benefits.-Item B, line 5 divided by Item A, line 3 (round percents to one decimal place). 1. First year of new contract or 12-month deferred adjustments

2. Total over duration of new contract

PART V.-Additional Information

A. Report on separate sheets the details of all wage, salary. and benefit adjustments for which data were shown in Parts II and III. Include effective dates of all adjustments.

1. In the case of skill or inequity adjustments, restructuring of wage or salary rates, or changes in shift differentials or premium pay, include percent of workers or total man-hours affected.

2. In the case of pension or retirement or vacation changes, include approximate length of service distribution of all employees covered by the contract (e.g., under one year of service-50 employees; one but under five years of service-100; five but under 10 years-200; etc.).

3. In the case of increases in pension, retirement, health, and welfare plans, attach a copy of the provisions of the old and revised plans. Also provide, separately for each plan:

a. The employer's contribution to the plan during each of the past three years;

%

%

b. The number of participants covered by the plan during each of the past three years (1) employed (or currently carried as active) and (2) retired; and

C.

A brief explanation of how cost estimates were developed. B. Attach a copy of the old contract and a copy of the newly negotiated contract or memorandum of agreement including cost. of-living provisions where applicable.

C. Attach a statement indicating any considerations which the parties at interest wish to present to the Pay Board regarding the size of the wage, salary, and benefit adjustments. Include a justification, in terms of applicable Pay Board regulations, for the adjustments whenever the entry on the first line of Part IV, Item C exceeds 5.5 percent. If exception is claimed under a retroactive provision, an employee incentive program, the minimum wage or working poor provisions, provide appropriate details.

D. Submit a copy of any rulings or interpretations (if any) received from the Internal Revenue Service concerning the unit covered by this report.

Certification

We have read the applicable wage, salary, and benefit stabilization regulations, and we have reviewed the information contained in this application (report). We believe that the data submitted herewith are factually correct and in accordance with applicable regulations.