Administrative Analysis Grade Evaluation Guide

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

Administrative Analysis

Grade Evaluation Guide

TABLE OF CONTENTS

COVERAGE..................................................................................................................................................2

EXCLUSIONS...............................................................................................................................................2

BACKGROUND INFORMATION..................................................................................................................3

HOW TO USE THIS GUIDE..........................................................................................................................3

GRADE CONVERSION TABLE...................................................................................................................4

FACTOR LEVEL RELATIONSHIPS ............................................................................................................5

FACTOR LEVEL DESCRIPTIONS...............................................................................................................5

FACTOR 1, KNOWLEDGE REQUIRED BY THE POSITION..................................................................5

FACTOR 2, SUPERVISORY CONTROLS...............................................................................................9

FACTOR 3, GUIDELINES......................................................................................................................11

FACTOR 4, COMPLEXITY.....................................................................................................................12

FACTOR 5, SCOPE AND EFFECT........................................................................................................16

FACTOR 6, PERSONAL CONTACTS AND

FACTOR 7, PURPOSE OF CONTACTS..........................................................................................20

FACTOR 8, PHYSICAL DEMANDS.......................................................................................................21

FACTOR 9, WORK ENVIRONMENT.....................................................................................................21

U.S. Office of Personnel Management 1

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

COVERAGE

This guide provides grade level criteria for nonsupervisory staff administrative analytical,

planning, and evaluative work, at grade GS-09 and above. Work covered by the guide is

administrative in nature and does not require specialized subject matter knowledge and skills.

While such work does not require specialized educational preparation, it does require a high

degree of qualitative and/or quantitative analytical skills, the ability to research problems and

issues, written and oral communication skills, and the application of mature judgment in problem

solving.

EXCLUSIONS

1. Full performance level (nontrainee) positions below grade GS-09 involved in the

performance of one-grade interval technician or assistant work in a support capacity.

Such positions should be graded using standards and guides for clerical, assistant, and

technician work.

2. Position which consists solely of duties and responsibilities related to the line

management or delivery of agency programs. Such work typically requires specialized

subject matter knowledge and skills and should be graded through reference to the

appropriate subject matter standard.

3. Positions for which specialized technical skills or educational qualifications are of

paramount importance to satisfactory performance of the work (e.g., education of the

type usually gained through completion of specified academic course-work or extensive

experience in an occupation). Such positions should be evaluated through reference to an

appropriate subject matter standard.

4. Professional and scientific positions primarily concerned with the analysis of public

policy issues and their impact on social, economic, scientific, legal, diplomatic,

environmental, and other issues of national and international significance. Such positions

are evaluated by the Policy Analysis Grade-Evaluation Guide.

5. Positions involving financial or other specialized administrative duties and

responsibilities which are more thoroughly covered by criteria in specific occupational

standards (e.g., the Financial Management Series, GS-0505; series covered in the Job

Family Position Classification Standard for Professional and Administrative Work in the

Accounting and Budget Group, GS-0500). Such positions should be evaluated through

reference to the appropriate subject matter standard.

U.S. Office of Personnel Management 2

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

BACKGROUND INFORMATION

This guide is designed specifically to evaluate staff analytical, planning, and evaluative work

concerned with the administrative and operational aspects of agency programs and management.

Although line work is excluded from coverage, the guide may also be used for evaluating staff

analytical duties of positions primarily engaged in line management or program administration.

Typical positions covered by this guide require knowledge of: (1) the overall mission, functions,

and organization of the agency or component; (2) the principles, functions, and processes of

management and the organization of work; (3) agency program operations, processes, goals, and

objectives; and (4) evaluative, planning, and analytical processes and techniques (quantitative

and qualitative). Knowledge is applied in a staff advisory capacity to line management in

support of: planning, development, and execution of agency programs; the administrative

management of agencies and their component organizations; or the performance of related

functions requiring comparable knowledge and skills.

The guide is intended primarily for use in evaluating two-grade interval positions in the General

Administrative, Clerical, and Office Services Group, GS-0300. Since this is a functional guide,

it may also be used as an additional source of classification guidance for two grade-interval

administrative work in other occupational groups not covered by published grade level criteria,

and where the positions involved require knowledge and skill in the application of analytical and

evaluative concepts, methods, and techniques comparable to those described in this guide.

HOW TO USE THIS GUIDE

Positions should be evaluated on a factor-by-factor basis using the (FES) factor level

descriptions contained in this guide. Total points for all factors are converted to grade level

using the table below. The basic instructions and concepts contained in the Instructions for the

Factor Evaluation System (May 1977) should be applied in the evaluation of positions.

The guide contains work illustrations designed to assist users in selecting the proper levels for

Factors 1, 4, and 5. The illustrations provide an expanded frame of reference for identifying the

concepts of these factor levels. Users should not rely solely on the illustrations in evaluating

positions, since they reflect a rather narrow range of actual work examples for positions covered

by this guide. Instead, users should attempt to match the intent of the various factor levels, and

within the illustrations, find concepts and examples which are comparable to those of the

position being evaluated.

The guide does not provide criteria for trainee or developmental work below grade GS-09.

Agencies may establish positions at these levels as needed for entry and development using the

(FES) primary standard for factor levels falling below those described in the guide, related

classification standards, and sound classification and position management practices.

U.S. Office of Personnel Management 3

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

The series of a position classified in whole or in part by this guide is determined by the assigned

duties and responsibilities and the qualifications required for the work. Official position titles

are established by published classification standards for the series or by the general instructions

for titling in the Introduction to the Position Classification Standards.

GRADE CONVERSION TABLE

Total points on all evaluation factors are converted to GS grade as follows:

GS Grade

Point Range

1855-2100

2105-2350

2355-2750

2755-3150

3155-3600

3605-4050

4055- up

U.S. Office of Personnel Management 4

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

FACTOR LEVEL RELATIONSHIPS

The following table illustrates how the FES factor levels combine in typical administrative

analytical positions at grades GS-09 through GS- 13. The table is provided to aid users in

understanding the most common factor relationships at each grade; i.e., the level of knowledge

required to perform work of a particular level of complexity. However, other combinations of

factors may be appropriate for particular positions.

Factors/Grade Levels

GS-09

GS-11

GS-12

GS-13

Knowledge

1-6

1-7

1-8

Supervisory Controls

2-3

2-4

Guidelines

3-3

3-4

3-4 or 3-5

Complexity

4-3

4-4 or 4-5

4-5

Scope and Effect

5-3

5-3 or 5-4

5-4

5-4 or 5-5

Personal Contacts

2 or 3

Purpose of Contacts

b or c

Physical Demands

8-1

Work Environment

9-1

FACTOR LEVEL DESCRIPTIONS

FACTOR 1, KNOWLEDGE REQUIRED BY THE POSITION

NOTE

: In evaluating this factor, the knowledge and skills required in the application of

analytical and evaluative methods and techniques to organizational and program issues or studies

is of greater significance than knowledge of the techniques themselves. Many of the methods

and techniques used by positions covered by this guide will have application over a wide range

of assignments.

U.S. Office of Personnel Management 5

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

Level 1-6 -- 950 Points

This level of knowledge is appropriate for analytical and evaluative positions at the first

full-performance level.

Positions with this level of knowledge require skill in applying analytical and evaluative

techniques to the identification, consideration, and resolution of issues or problems of a

procedural or factual nature. The issues or problems deal with readily observable conditions

(e.g., office or shop layout, work-flow, or working conditions), written guidelines covering work

methods and procedures such as performance and production standards, and information of a

factual nature (e.g., number and type of units actually produced or capability of equipment).

Included at this level is knowledge of the theory and principles of management and organization,

including administrative practices and procedures common to organizations, such as those

pertaining to areas of responsibility, channels of communication, delegation of authority, routing

of correspondence, filing systems, and storage of files and records.

Assignments typically involve using qualitative and quantitative analytical techniques such as:

literature search; work measurement; task analysis and job structuring; productivity charting;

determining staff to workload ratios (e.g., span of control); organization design; space planning;

development and administration of questionnaires; flowcharting of work processes; graphing;

and calculation of means, modes, standard deviations, or similar statistical measures.

Assignments require skill in conducting interviews with supervisors and employees to obtain

information about organizational missions, functions, and work procedures.

ILLUSTRATIONS:

-- Knowledge of management principles, organizational theory, and techniques of

analysis and evaluation, along with knowledge of standardized administrative

practices and procedures to conduct studies of clerical work processes in various

organizations to identify, analyze, and recommend solutions to problems in

organizational structure, staffing, administrative procedures, work processes, or

workload distribution.

-- Knowledge of administrative regulations and operating procedures plus skill in

applying fact-finding and investigative techniques (e.g., employee/supervisor

interviews, review of work procedures, instructions, records, and files) to gather

clear-cut factual evidence of administrative waste and abuse, or compliance with

regulations.

-- Knowledge of established management principles, pertinent administrative

regulations, and staffing guidelines plus skill in applying fact-finding and work

measurement techniques to conduct position management studies of clerical,

trades, technician, and administrative support positions within a single

organizational component at the operating (installation) level. Assignments

require skill in preparing and delivering briefings to managers on study findings

and recommendations.

U.S. Office of Personnel Management 6

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

Level 1-7 -- 1250 Points

In addition to knowledge of the previous level, assignments require knowledge and skill in

applying analytical and evaluative methods and techniques to issues or studies concerning the

efficiency and effectiveness of program operations carried out by administrative or professional

personnel, or substantive administrative support functions (i.e., internal activities or functions

such as supply, budget, procurement, or personnel which serve to facilitate line or program

operations). This level includes knowledge of pertinent laws, regulations, policies and

precedents which affect the use of program and related support resources (people, money, or

equipment) in the area studied. Projects and studies typically require knowledge of the major

issues, program goals and objectives, work processes, and administrative operations of the

organization.

Knowledge is used to plan, schedule, and conduct projects and studies to evaluate and

recommend ways to improve the effectiveness and efficiency of work operations in a program or

support setting. The assignments require knowledge and skill in adapting analytical techniques

and evaluation criteria to the measurement and improvement of program effectiveness and/or

organizational productivity. Knowledge is applied in developing new or modified work

methods, organizational structures, records and files, management processes, staffing patterns,

procedures for administering program services, guidelines and procedures, and automating work

processes for the conduct of administrative support functions or program operations. Knowledge

may also be applied in analyzing and making recommendations concerning the centralization or

decentralization of operations.

ILLUSTRATIONS:

-- Knowledge of qualitative and quantitative techniques for analyzing and

measuring the effectiveness, efficiency, and productivity of administrative and

technical programs, along with knowledge of the mission, organization, and work

processes of programs throughout a military command, complex multi-mission

local installation, or equivalent, and the relationships of administrative support

activities (e.g., data processing, accounting, budget) to such missions. Knowledge

is applied in conducting studies, analyzing findings and making recommendations

on substantive operating programs; e.g., weapons testing or commodity

management. The work requires skill in preparing project papers and staff reports

and skill in organizing and delivering briefings to managers to encourage

understanding and acceptance of findings and recommendations.

-- Knowledge of organization, programs, missions, and functions of the parent

military command along with knowledge of analytical and investigative

techniques to conduct staffing requirements and utilizations and/or field

installations. Assignments require skill in conducting detailed analyses of

complex functions and work processes including: examination of production

standards; past, present, and programmed workloads; nonproductive time; and

deviations from standards to determine validated staffing requirements for the

U.S. Office of Personnel Management 7

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

function studied. Work requires considerable inter-personal skills in presenting

staffing recommendations and negotiating solutions to disputed

recommendations.

-- Thorough knowledge of the service or bureau benefit programs, operations,

objectives, and policies along with a comprehensive knowledge of management

and organizational techniques, systems, and procedures is applied in performing a

wide variety of analytical studies and projects related to management

improvement, productivity improvement, management controls, and long-range

planning. Assignments include: developing guidance on techniques for

management and methods improvement; analyzing and advising on proposed

reorganizations or realignment of functions; and developing manuals and

directives covering the administrative aspects of field station operations.

Level 1-8 -- 1550 Points

This is the level of the expert analyst who has mastered the application of a wide range of

qualitative and/or quantitative methods for the assessment and improvement of program

effectiveness or the improvement of complex management processes and systems. In addition to

knowledge of the next lower level, this level requires comprehensive knowledge of the range of

administrative laws, policies, regulations, and precedents applicable to the administration of one

or more important public programs. Typically, this includes knowledge of agency program goals

and objectives, the sequence and timing of key program events and milestones, and methods of

evaluating the worth of program accomplishments. Work requires knowledge of relationships

with other programs and key administrative support functions within the employing agency or in

other agencies.

Knowledge characteristic of this level are applied to a variety of ways. For example, knowledge

is applied to the design and conduct of comprehensive management studies where the boundaries

of the studies are extremely broad and difficult to determine in advance; i.e., the actual limits of

the project are developed as the study proceeds. Study objectives are to identify and propose

solutions to management problems which are characterized by their breadth, importance, and

severity, and for which previous studies and established management techniques are frequently

inadequate.

For other assignments, knowledge may be applied in preparing recommendations for legislation

to change the way programs are carried out; in evaluating the content of new or modified

legislation for projected impact upon agency programs and resources; and/or in translating basic

legislation into program goals, actions, and services.

Also included at this level is skill to plan, organize, and direct team study work and to negotiate

effectively with management to accept and implement recommendations, where the proposals

involve substantial agency resources, require extensive changes in established procedures, or

may be in conflict with the desires of the activity studied.

U.S. Office of Personnel Management 8

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

ILLUSTRATIONS:

-- Expert knowledge of analytical and evaluative methods plus a thorough

understanding of how regulatory or enforcement programs are administered to

select and apply appropriate program evaluation and measurement techniques in

determining the extent of compliance with rules and regulations issued by the

agency, or in measuring and evaluating program accomplishments. This may

include evaluating the content of new or modified legislation for projected impact

upon the agency's programs or resources.

-- Mastery of advanced management and organizational principles and practices

along with a comprehensive knowledge of planning, programming, and budgeting

regulations, guidelines and process, and thorough knowledge of the military

command's facilities planning, acquisition, and management process to prepare

long-range (5 year) and short-range planning guidance in accordance with broad

agency program policies and objectives. Develops resource (staffing and

funding) guidance for subordinate activities, and performs continuous appraisal of

the utilization of command resources in accomplishing program objectives and

goals. The work requires ability to direct complex studies requiring application

of advanced analytical and statistical methods and techniques.

-- Knowledge of military command structure, missions, programs, and

organizational relationships plus a thorough knowledge of quantitative and

qualitative methods and techniques to develop staffing standards covering

complex program functions or missions, e.g., management of agency research

operations, or staffing requirements for new or substantially altered training or

operational missions and programs. Studies and analyses are of such scope that

they frequently require a team effort. Projects typically involve development of

new approaches to identifying meaningful workload factors and performance

quality levels, and determining accurate measurement techniques.

FACTOR 2, SUPERVISORY CONTROLS

Level 2-3 -- 275 Points

The supervisor assigns specific projects in terms of issues, organizations, functions, or work

processes to be studied and sets deadlines for completing the work. Where two or more projects

are involved, the supervisor may assign priorities among the various projects as well as deadlines

for the attainment of specific milestones within a project. The supervisor or higher grade analyst

provides assistance on controversial issues or on the application of qualitative or quantitative

analytical methods to the study of subjects for which precedent studies are not available.

The employee plans, coordinates, and carries out the successive steps in fact-finding and analysis

of issues necessary to complete each phase of assigned projects. Work problems are normally

resolved by the employee without reference to the supervisor, in accordance with the body of

U.S. Office of Personnel Management 9

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

accepted office policies, applicable precedents, organizational concepts, management theory, and

occupational training.

Work is reviewed for conformance with overall requirements as well as contribution to the

objectives of the study. Complete work products such as evaluation reports and staff studies, are

also reviewed for consistency of facts and figures, choice of appropriate analytical methods, and

practicality of recommendations. Findings and recommendations developed by the employee are

reviewed prior to release, publication, or discussion with management officials.

Level 2-4 -- 450 Points

Within a framework of priorities, funding and overall project objectives (e.g., cost reduction,

improved effectiveness and efficiency, better workload distribution, or implementation of new

work methods), the employee and supervisor develop a mutually acceptable project plan which

typically includes identification of the work to be done, the scope of the project, and deadlines

for its completion.

Within the parameters of the approved project plan, the employee is responsible for planning and

organizing the study, estimating costs, coordinating with staff and line management personnel,

and conducting all phases of the project. This frequently involves the definitive interpretation of

regulations and study procedures, and the initial application of new methods. The employee

informs the supervisor of potentially controversial findings, issues, or problems with widespread

impact.

Completed projects, evaluations, reports, or recommendations are reviewed by the supervisor for

compatibility with organizational goals, guidelines, and effectiveness in achieving intended

objectives. Completed work is also reviewed critically outside the employee's immediate office

by staff and line management officials whose programs and employees would be affected by

implementation of the recommendations.

Level 2-5 -- 650 Points

As a recognized authority in the analysis and evaluation of programs and issues, the employee is

subject only to administrative and policy direction concerning overall project priorities and

objectives.

At this level, the employee is typically delegated complete responsibility and authority to plan,

schedule, and carry out major projects concerned with the analysis and evaluation of programs or

organizational effectiveness. The employee typically exercises discretion and judgment in

determining whether to broaden or narrow the scope of projects or studies.

Analyses, evaluations, and recommendations developed by the employee are normally reviewed

by management officials only for potential influence on broad agency policy objectives and

program goals. Findings and recommendations are normally accepted without significant

change.

U.S. Office of Personnel Management 10

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

FACTOR 3, GUIDELINES

Level 3-3 -- 275 Points

Guidelines consist of standard reference material, texts, and manuals covering the application of

analytical methods and techniques (statistical, descriptive or evaluative) and instructions and

manuals covering the subjects involved (e.g., organizations, equipment, procedures, policies, and

regulations).

Analytical methods contained in the guidelines are not always directly applicable to specific

work assignments. However, precedent studies of similar subjects are available for reference.

The employee uses judgment in choosing, interpreting, or adapting available guidelines to

specific issues or subjects studied. The employee analyzes the subject and the current guidelines

which cover it (e.g., workflow, delegations of authority, or regulatory compliance) and makes

recommendations for changes.

Included at this level are work assignments in which the subject studied is covered by a wide

variety of administrative regulations and procedural guidelines. In such circumstances the

employee must use judgment in researching regulations, and in determining the relationship

between guidelines and organizational efficiency, program effectiveness, or employee

productivity.

Level 3-4 -- 450 Points

Guidelines consist of general administrative policies and management and organizational

theories which require considerable adaptation and/or interpretation for application to issues and

problems studied. At this level, administrative policies and precedent studies provide a basic

outline of the results desired, but do not go into detail as to the methods used to accomplish the

project.

Administrative guidelines usually cover program goals and objectives of the employing

organization, such as agency controls on size of work force, productivity targets, and similar

objectives. Within the context of broad regulatory guidelines the employee may refine or

develop more specific guidelines such as implementing regulations or methods for the

measurement and improvement of effectiveness and productivity in the administration of

operating programs.

Level 3-5 -- 650 Points

Guidelines consist of basic administrative policy statements concerning the issue or problem

being studied, and may include reference to pertinent legislative history, related court decisions,

state and local laws, or policy initiatives of agency management.

The employee uses judgment and discretion in determining intent, and in interpreting and

revising existing policy and regulatory guidance for use by others within or outside the

U.S. Office of Personnel Management 11

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

employing organization (e.g., other analysts, line managers, or contractors). Some employees

review proposed legislation or regulations which would significantly change the basic character

of agency programs, the way the agency conducts its business with the public or with private

industry, or which modify important inter-agency relationships. Other employees develop study

formats for use by others on a project team or at subordinate echelons in the organization. At

this level, the employees are recognized as experts in the development and/or interpretation of

guidance on program planning and evaluation in their area of specialization (e.g., work force

management, contingency/emergency planning, position management, work measurement, or

productivity improvement).

FACTOR 4, COMPLEXITY

Level 4-3 -- 150 Points

The work principally involves dealing with problems and relationships of a procedural nature

rather than the substance of work operations, issues, or other subjects studied. At this level, the

employee analyzes the issues in the assignment, then selects and applies accepted analytical

techniques such as task analysis, work simplification, work-flow charts, workload measurement,

and trend analysis to the resolution of procedural problems affecting the efficiency,

effectiveness, or productivity of the organization and/or workers studied.

Projects usually take place within organization with related functions and objectives, although

organization and work procedures differ from one assignment to the next. Typical

organizational efficiency assignments involve observing work in progress to identify and resolve

problems in work-flow, work methods and procedures, task distribution, overall workload, forms

and record keeping, span of control, and organizational structure. When performed, evaluative

studies involve measurement of current work output, group productivity and accomplishments,

or identification of current resource needs (staff, supplies, equipment, and space). Typically, the

employee prepares a narrative report containing a statement of the issue or problem, background,

observations, options for change, and recommendations for action.

Findings and recommendations are based upon analysis of work observations, review of

production records or similar documentation, research of precedent studies, and application of

standard administrative guidelines (e.g., staffing guidelines or performance and production

standards).

ILLUSTRATIONS:

-- Uses established analytical techniques or precedent studies to gather narrative or

statistical information to develop improved organizational structures, staffing

patterns, and work-flow in a vehicle maintenance and repair shop or supply

warehouse. Observes operations to identify problems in work-flow and

procedures, work distribution, overall workload, and skill mix of workers.

U.S. Office of Personnel Management 12

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

-- Applies accepted techniques and systems for assessing workload and productivity

(e.g., time and motion study, task analysis, flowcharting of work processes) to

develop methods, forms, and procedures for performance measurement or

appraisal of clerical employees in a claims processing or comparable operation.

-- As a team member, conducts management surveys of clerical, blue- collar, and

administrative support activities to determine compliance with applicable

regulations and procedures and sound management practices. Interviews

employees and supervisors to collect factual information on the operations

surveyed; observes work in process; and reviews files and other record material

on workload and accomplishments. Surveys deal primarily with procedural

aspects rather than the substance of administrative operations.

Level 4-4 -- 225 Points

The work involves gathering information, identifying and analyzing issues, and developing

recommendations to resolve substantive problems of effectiveness and efficiency of work

operations in a program or program support setting. This is in addition to improving conditions

of a procedural nature which relate to the efficiency of organizations and workers described at

the previous level. By way of contrast with level 4-3, work at this level requires the application

of qualitative and quantitative analytical techniques that frequently require modification to fit a

wider range of variables.

Subjects and projects assigned at this level usually consist of issues, problems, or concepts that

are not always susceptible to direct observation and analysis (e.g., projected missions and

functions). Difficulty is encountered in measuring effectiveness and productivity due to

variations in the nature of administrative processes studied (e.g., those associated with

processing information, reorganizing to meet changes in mission, or providing support services).

Information about the subject is often conflicting or incomplete, cannot readily be obtained by

direct means, or is otherwise difficult to document. For example, assignments may involve

compiling, reconciling, and correlating voluminous workload data from a variety of sources with

different reporting requirements and formats, or the data must be carefully cross-checked,

analyzed, and interpreted to obtain accurate and relevant information.

Characteristic of this level is originality in refining existing work methods and techniques for

application to the analysis of specific issues or resolution of problems. For example, the

employee may revise methods for collecting data on workload, adopt new measures of

productivity, or develop new approaches to relate productivity measurements to a performance

appraisal system.

ILLUSTRATIONS:

-- Studies, analyzes, and develops methods to improve the accuracy, adequacy, and

timeliness of information and systems for disseminating information about the

agency's programs and work force to managers at many organizational echelons

and/or geographic locations. Employee must consider the information needs,

U.S. Office of Personnel Management 13

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

interests, and level of detail needed to satisfy a wide variety of user requirements.

Potential sources of data must be cross-checked, analyzed, and interpreted by the

employee to obtain accurate, relevant information.

-- Serves as management advisor in the bureau headquarters of an agency (or

equivalent organization) with responsibility for performing a range of analytical

studies and projects related to field program operations in the areas of

management and productivity improvement (including effectiveness of work

methods, manpower utilization, and distribution of functions); management

controls; and work planning. Assignments typically involve the study of

organizations, work processes, or functions that are interrelated. The work

requires detailed planning to conduct information gathering; interpretation of

administrative records and reports; correlation of information to corroborate

facts; and coordination with management representatives.

-- Provides advice to management on the distribution of work among positions and

organizations, and the efficient utilization of positions and employees in programs

and program support areas staffed by employees in professional, technical,

clerical, and blue-collar occupations. The nature of the work is such that the

employee must continually gather, interpret, analyze, and correlate large amounts

of narrative and statistical information about organizational functions, workload,

and productivity. Studies involve consideration of relationships among tasks,

positions, organizations, workload, and productivity. Studies involve

consideration of relationships among tasks, positions, organizations, workload

distribution, employee capabilities, and requirements of applicable staffing

guides.

Level 4-5 -- 325 Points

The work consists of projects and studies which require analysis of interrelated issues of

effectiveness, efficiency, and productivity of substantive mission-oriented programs. Typical

assignments require developing detailed plans, goals, and objectives for the long-range

implementation and administration of the program, and/or developing criteria for evaluating the

effectiveness of the program.

Decisions about how to proceed in planning, organizing and conducting studies are complicated

by conflicting program goals and objectives which may derive from changes in legislative or

regulatory guidelines, productivity, and/or variations in the demand for program services.

Assignments are further complicated by: the need to deal with subjective concepts such as value

judgments; the quality and quantity of actions are measurable primarily in predictive terms; and

findings and conclusions are highly subjective and not readily susceptible to verification through

replication of study methods or reevaluation of results.

Options, recommendations, and conclusions developed by the employee take into account and

give appropriate weight to uncertainties about the data and other variables which affect

long-range program performance. For example, the employee may need to consider and assess

U.S. Office of Personnel Management 14

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

the relative advantages and disadvantages of centralizing or decentralizing work operations in

organizations with several echelons of geographically separated components. In some instances,

work is complicated by the need to develop data about workload and program accomplishments

which is currently unavailable. Current measurements of program effectiveness may be

ambiguous and susceptible to widely varying interpretations. Under these circumstances the

employee develops new information about the subject studied and establishes criteria to identify

and measure program accomplishments, develops methods to improve the effectiveness with

which programs are administered, or develops new approaches to program evaluation which

serve as precedents for others.

ILLUSTRATIONS:

-- Assignments require analysis of interrelated issues of effectiveness, efficiency,

and productivity affecting major administrative programs of an agency. Studies

are often complicated by the need to consider and evaluate the impact of changes

in legislative and regulatory requirements; long-range program goals and

objectives; political, economic, and social consequences of changes in the type or

amount of services provided; or the changing nature of the program's clients and

beneficiaries. Difficulty characteristic of this level is encountered in planning and

establishing the long-range (more than 5 year) program goals, objectives, and

measurement criteria.

-- Analyzes and formulates agency requirements for resource management

information systems to support resource allocation targets for a nationwide

medical care program including inpatient care, long-term care, and outpatient

care, and an extensive medical education program. The work involves developing

the overall systems concepts for the resources management systems data base,

providing input on state-of-the-art systems design, defining new information

requirements, and developing procedures and formats for timely and accurate

reporting. Leads evaluations of the output of information system components

(e.g., outpatient care) to insure that resource allocation objectives are being met

and to assess effectiveness from a systems standpoint.

Level 4-6 -- 450 Points

The employee plans, organizes, and carries through to completion analytical studies involving

the substance of key agency programs. Studies are of such breadth and intensity that they often

require input and assistance from other analysts and subject-matter specialists in fields

appropriate to the subject. Where the assistance of other analysts is required, the incumbent

typically serves as the team leader responsible for assigning segments of the study to various

participants, coordinating the efforts of the group, and consolidating findings into a completed

product (e.g., evaluation report, proposed changes in legislation or regulations, or recommended

course of action).

At this level, there is extreme difficulty in identifying the nature of the issues or problems to be

studied, and in planning, organizing, and determining the scope and depth of the study. The

U.S. Office of Personnel Management 15

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

nature and scope of the issues are largely undefined. Difficulty is encountered in separating the

substantive nature of the programs or issues studied into their administrative, technical, political,

economic, fiscal and other components, and determining the nature and magnitude of the

interactions. Difficulty is also encountered in discerning the intent of legislation and policy

statements, and determining how to translate the intent into program actions.

The work typically involves efforts to develop and implement programs based upon new or

revised legislation requiring consideration of the immediate sequential, and long-range effects,

both direct and indirect, or proposed actions on the public, other government programs, and/or

private industry. The employee doing program evaluation studies is normally faced with the

need to develop new ways to measure program accomplishments, results, and effectiveness.

ILLUSTRATION:

-- Analytical assignments involve efforts to develop and implement broad programs

based on new or revised legislation. The work typically requires efforts to

develop new program objectives or legislative and regulatory initiatives to

facilitate achievement of program goals and objectives to facilitate achievement

of program goals and objectives (e.g., reducing pollution, improving safety,

providing health care, or improving productivity). Assignments are usually

without precedent, of long duration and of such scope that they frequently require

directing a team effort. Such work requires consideration of the immediate as

well as long-range effect of proposed actions on the public or other Government

programs (e.g., changes in levels of benefits or services). Considers a wide range

of issues which affect the program, such as changing information technology and

comparable conditions of a highly variable nature.

FACTOR 5, SCOPE AND EFFECT

Level 5-3 -- 150 Points

The purpose of the work is to plan and carry out projects to improve the efficiency and

productivity of organizations and employees in administrative support activities. Employees at

this level identify, analyze, and make recommendations to resolve conventional problems and

situations in work-flow, work distribution, staffing, performance appraisal, organizational

structure, and/or administration. Employees may be assigned portions of broader studies of

largely administrative organizations or participate in the evaluation of program effectiveness at

the operating level. Work may also involve developing detailed procedures and guidelines to

supplement established administrative regulations or program guidance.

Completed reports and recommendations influence decisions by managers concerning the

internal administrative operations of the organizations and activities studied. The work may

involve identifying problems, studying, analyzing and making recommendations concerning the

efficiency and productivity of administrative operations in different components of an

organization.

U.S. Office of Personnel Management 16

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

ILLUSTRATIONS:

-- Analyzes and evaluates current management and organizational practices to

determine the most efficient way to organize work within a word processing

center, records holding area, or comparable clerical organization (e.g., a claims

processing or record keeping operation), including the number and skills mix of

positions needed to staff the office. Recommendations result in increased

productivity and efficiency in providing service to users.

-- Applies accepted principles, methods, and guidelines for qualitative analysis to

administrative support issues and problems or to the clerical aspects of program

implementation at the operating or installation level. Study conclusions and

recommendations form the basis for management decisions affecting the

efficiency and economy of operations internal to the installation.

-- Develops standard procedures for records management (i.e., storing, retrieving,

and routing records and files) for use in organizations at the same echelon with

similar missions and functions. Recommendations result in cost savings and

improved service to the organization.

Level 5-4 -- 225 Points

The purpose of the work is to assess the productivity, effectiveness, and efficiency of program

operations or to analyze and resolve problems in the staffing, effectiveness and efficiency of

administrative support and staff activities. Work involves establishing criteria to measure and/or

predict the attainment of program or organizational goals and objectives. Work at this level may

also include developing related administrative regulations, such as those governing the allocation

and distribution of personnel, supplies, equipment, and other resources, or promulgating program

guidance for application across organizational lines or in varied geographic locations. Work

that involves the evaluation of program effectiveness usually focuses on the delivery of program

benefits or services at the operating level.

Work contributes to the improvement of productivity, effectiveness, and efficiency in program

operations and/or administrative support activities at different echelons and/or geographical

locations within the organization. Work affects the plans, goals, and effectiveness of missions

and programs at these various echelons or locations. Work may affect the nature of

administrative work done in components of other agencies (e.g., in preparation and submission

of reports, in gathering and evaluating workload statistics, or in routing and storing official

correspondence or files).

ILLUSTRATIONS:

-- Studies, analyzes, and develops ways to improve the accuracy, adequacy,

timeliness, and validity of data and systems for disseminating information about

the agency's programs and work force to managers in many echelons and/or

U.S. Office of Personnel Management 17

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

geographic locations. Completed work contributes to the effectiveness,

efficiency, and productivity of large organizations within an agency.

-- Conducts interviews with employees who carry out administrative programs and

performs non-financial audits of program and administrative records to determine

compliance with agency program and administrative policies and regulations, to

assess staff utilization, and to evaluate effectiveness of program administration.

Prepares formal reports of violations detected involving possible fraud, waste, or

abuse. Completed assignments contribute to effectiveness and economy of a

range of agency activities.

-- Advises on changes to organizational structures, organizational charts, and

mission and function statements to implement reorganizations or changes in

program administration in order to reduce or eliminate functional overlap among

the agency's substantive programs. Work contributes to the optimum organization

and distribution of functions, organizational structure and staffing of activities.

Level 5-5 -- 325 Points

The purpose of the work is to analyze and evaluate major administrative aspects of substantive,

mission-oriented programs. This may involve, for example, the development of long-range

program plans, goals, objectives, and milestones, or to evaluating the effectiveness of programs

conducted throughout a bureau or service of an independent agency, a regional structure of

equivalent scope, or a large complex multi-mission field activity. The work involves identifying

and developing ways to resolve problems or cope with issues which directly affect the

accomplishment of principal program goals and objectives (e.g., the delivery of program benefits

or services). Some employees develop new ways to resolve major administrative problems or

plan the most significant administrative management aspects of professional or scientific

programs, while some employees at this level develop administrative regulations or guidelines

for the conduct of program operations, while others develop new criteria for measuring program

accomplishments (e.g., the level, costs, or intrinsic value of benefits and services provided) and

the extent to which program goals and objectives are attained.

Study reports typically contain findings and recommendations of major significance to top

management of the agency, and often serve as the basis for new administrative systems,

legislation, regulations, or programs. Typical of work products prepared by employees at this

level are complete decision packages, staff studies, and recommendations which upon

implementation would significantly change major administrative aspects of missions and

programs, or substantially affect the quality and quantity of benefits and services provided to the

agency's clients.

ILLUSTRATIONS:

-- Conducts region-wide studies and evaluations of social programs administered by

different organizations within the agency. The work involves isolating,

identifying, and recommending solutions to critical problems affecting the

U.S. Office of Personnel Management 18

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

administration of important national social programs and the attainment of agency

program goals and objectives. Program evaluations often serve as the basis for

substantive changes in the organization and administration of programs affecting

substantial numbers of people.

-- Serves as project officer responsible for the evaluation of the effectiveness and

efficiency of major program operations throughout an agency (e.g., shipbuilding,

aircraft overhaul and repair, or health care). Evaluations take into consideration

factors such as cost-effectiveness, attainment of program goals and objectives, and

compliance with pertinent legal and regulatory guidelines. Recommendations

made by the employees usually result in changes in the way service and benefits

are distributed to the public, or the way business is conducted with major

industrial concerns.

Level 5-6 -- 450 Points

The purpose of the work is to perform very broad and extensive study assignments related to

government programs which are of significant interest to the public and Congress. The programs

studied typically cut across or strongly influence a number of agencies (e.g., public assistance

programs or the effects of international petroleum pricing on national energy policy). In many

cases, the study assignments are of major importance to each of several departments and

agencies, and because legislation may be conflicting or unclear, there may be disagreements

about which department or agency has primary responsibility for significant aspects of the

function studied. Studies frequently involve extensive problems of coordination in fact-finding

and in reviewing and testing recommendations in interested agencies or with outside groups.

Recommendations resulting from study assignments involve highly significant programs or

policy matters and may have an impact on several departments or agencies. Analytical studies

often lead to recommendations for the realignment of functional responsibilities, the expansion

or contraction of key governmental functions or other equally significant changes in the future

direction of programs. Thus, the analyst's findings and recommendations may result in

substantial redirection of Federal efforts or policy related to major national issues. Results of

work are critical to the mission of the agency or affect large numbers of people on a long term,

continuing basis.

ILLUSTRATION:

-- Performs or serves as project leader for very broad studies (e.g., involving several

agencies) which are of significant interest to the public and the Government.

Analytical studies involve programs or policies that cut across a number of

agencies or affect major segments of private industry (e.g., national and local drug

enforcement programs, national energy policy, or major adjustments in military

force or deployment levels). Findings often lead to recommendations for the

realignment of functional responsibilities between agencies or other equally

significant changes in program direction or policy related to major national issues.

U.S. Office of Personnel Management 19

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

FACTOR 6, PERSONAL CONTACTS

AND

FACTOR 7, PURPOSE OF CONTACTS

Determine the appropriate level of personal contacts from levels 1 through 4 below and the

corresponding purpose of the contacts from levels a through c. Credit the point value found

where the selected levels intersect on the chart below.

Persons Contacted

1. Employees within the immediate office or in related administrative or support or

organizations, or limited contacts with the general public.

2. Employees, supervisors, and managers of the same agency, but outside of the

immediate office, or employees and representatives of private concerns in a

moderately structured setting.

3. Persons outside the agency which may include consultants, contractors, or

business executives in a moderately unstructured setting. This level may also

include contacts with the head of the employing agency or program officials

several managerial levels removed from the employee when such contacts occur

on an ad-hoc basis.

4. High-ranking officials such as other agency heads, top congressional staff

officials, state executive or legislative leaders, mayors of major cities, or

executives of comparable private sector organizations.

Purpose of Contacts

a. To obtain or exchange factual information.

b. To provide advice to managers on noncontroversial organization or program

related issues and concerns. Contacts typically involve such matters as:

identification of decision-making alternatives; appraisals of success in meeting

goals; or recommendations for resolving administrative problems.

c. To influence managers or other officials to accept and implement findings and

recommendations on organizational improvement or program effectiveness. May

encounter resistance due to such issues as organizational conflict, competing

objectives, or resource problems.

U.S. Office of Personnel Management 20

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

d. To justify or settle matters involving significant or controversial issues; e.g.,

recommendations affecting major programs, dealing with substantial

expenditures, or significantly changing the nature and scope of organizations.

P U R P O S E

130*

230*

145

245

110

180

280

130*

160

230

330

*These combinations are probably unrealistic.

FACTOR 8, PHYSICAL DEMANDS

Level 8-1 -- 5 Points

The work is primarily sedentary, although some slight physical effort may be required.

Level 8-2 -- 20 Points

Assignments regularly involve long periods of standing, bending, and stooping to observe and

study work operations in an industrial, storage, or comparable work area.

FACTOR 9, WORK ENVIRONMENT

Level 9-1 -- 5 Points

Work is typically performed in an adequately lighted and climate controlled office. May require

occasional travel.

U.S. Office of Personnel Management 21

Administrative Analysis Grade Evaluation Guide TS-98 August 1990

Level 9-2 -- 20 Points

Assignments regularly require visits to manufacturing, storage, or other industrial areas, and

involve moderate risks or discomforts. Protective clothing and gear and observance of safety

precautions are required.

U.S. Office of Personnel Management 22