Lapas attēli
PDF
ePub
[graphic][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed]
[merged small][graphic][subsumed][subsumed][merged small][subsumed][merged small][merged small][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][subsumed][merged small]

Source: General Accounting Office, Compendium of GAO Indicator Statistics for 1994, pg. 3

[blocks in formation]

Source: General Accounting Office, Information About GAO Provided to the Senate Committee on Governmental Affairs, March, 1995, Tab A: “Profile of Average Statt Days spent for Assignments During FY 1994 that Went Thru Job Design Phase.”

8

[graphic]
[graphic]
[ocr errors]

Governmental Affairs Committee

Staff Briefing Packet

for the

General Accounting Office

Oversight Hearing

March 30, 1995

For additional information
on these charts and figures
contact: Mark Eichler 4-4808

[merged small][merged small][merged small][merged small][merged small][merged small][merged small][merged small][merged small][ocr errors][merged small][merged small][merged small][merged small]

An attempt to downsize had produced a 13% cut in total workforce from 1990 to 1994
However, the number of top-level SES executives plus GS 15 management actually
increased from 664 in 1990 to 757 in 1994. This trend towards more management for
fewer workers leads to questions on the effectiveness of current downsizing initiatives
at GAO. The brunt of the cuts came at the less experienced GS 7-12 staff level positions
(34%) cut. GS 13 and 14 positions werelargely unaffected (less than 1% cut).

« iepriekšējāTurpināt »