How To Get MAX Performance In Chapter 3! (Incre...
2. Each employee in the career and unclassified services shall be paid within the salary range or at the pay rate assigned to the employee's job title and pay shall be adjusted in accordance with this subchapter, except as otherwise provided by law, rule or action of the Commissioner.
How To Get MAX Performance in Chapter 3! (Incre...
i. If the action results in step eight, the employee shall be eligible for advancement to step nine, if warranted by performance, on the pay period that reflects the difference between the time served on the step prior to demotion and 39 pay periods.
(a) When a title is reevaluated to a lower class code, or when a title is eliminated and incumbents are placed in a title having a lower class code, each employee in that title shall remain at his or her current base salary. The part of an employee's base salary that is above the nearest lower step in the lower range will be carried as extra salary until the employee's anniversary date, at which time the employee's salary shall be moved to the next higher step, if warranted by performance, in lieu of the normal performance increment. If the employee's base salary is above the maximum step, the employee will be red circled, that is, remain at that salary until the maximum step of the lower range is increased to a level at or above the employee's base salary, at which time the employee's salary shall be moved to that maximum step of the lower range.
Except as otherwise provided by the Commissioner, an employee whose base salary is not on a step in his or her salary range shall remain at his or her current base salary. That part of an employee's salary that is above the nearest lower step in the salary range will be carried as extra salary until the employee's anniversary date, at which time the employee's salary shall be moved to the next higher step, if warranted by performance, in lieu of the normal performance increment. If the employee's base salary is above the maximum step, the employee will be red circled, that is, remain at that salary until the maximum step of the range is increased to a level at or above the employee's base salary, at which time the employee's salary shall be moved to that maximum step of the range.
1. When using (a)1 or (a)2i above to determine salary, reconstruct the employee's anniversary date to the date of the reduction in force, then calculate the additional number of pay periods needed to meet the requirements for a performance increment (except as provided in (a)2ii(2)). Assign the anniversary date which will include the additional number of pay periods of service needed to satisfy anniversary date requirements.
Benefit/cost analysis for transportation projects is most typically forward looking, attempting to forecast the future changes in MOEs related to a potential project or collection of potential projects. Similar to many transportation-planning efforts, data needed to drive the future predictions of benefits are often obtained from travel demand or simulation models, or a variety of analysis tools capable of modeling changes in traffic performance. (Chapter 4 provides detailed discussion of many of the existing B/C analysis tools and methods currently in use.)
Finally, depending on the particular needs of the assessment, B/C analysis may be conducted using a snapshot of traffic performance and project costs to estimate average annual benefits and costs. This average annual B/C is best used in situations where the relative benefits and costs are anticipated to be relatively stable over time. Other analysis may require the calculation of Net Present Value (NPV), which represents the sum of the stream of expected benefits and costs over a selected time horizon (e.g., 20 years). The stream of benefits and costs is discounted in future years to reflect the time cost of money (e.g., spending a dollar today is not the equivalent of spending a dollar five years from today). Chapter 5 presents an expanded discussion on the implications of the time horizon and of the time cost of money in generating NPV.
Planning for operations in the metropolitan transportation planning process means developing operations objectives to direct the consideration of operational performance during the planning process, and incorporating operations solutions into investment decisions that support the operations objectives. This approach ensures that operations needs are addressed in regional planning and investment decisions.
Operations managers are engaged in the planning process so that system performance concerns or challenges and potential operations strategies inform and influence the development of the metropolitan transportation plan. Operator involvement further ensures that operations informs and influences the planning process so that operations considerations are reflected in regional transportation plans. This results in a mix of operations and capital projects that optimizes transportation system performance.
The capabilities of B/C analysis are critical in supporting many of the steps in this objectives-driven approach. Guidance provided in Chapter 3 of the Desk Reference on the benefits of operational strategies may be useful in identifying suitable regional objectives and performance measures that may be used to assess the degree in which strategies meet these objectives.
Due to the long-time use of B/C analysis for more traditional infrastructure project assessment, many regions and states already have established procedures for conducting B/C analysis. These procedures may range from simple guidance on which MOEs to use, to detailed analysis frameworks, specified performance measures, and standardized benefit valuations to be applied. Therefore, except in situations where the analyst is only attempting to compare different TSM&O strategies with each other, care should be taken to be as consistent as possible with the established B/C analysis guidelines and procedures in order to provide for meaningful comparability of results. This consistency will ensure that the TSM&O strategies may be effectively and accurately compared and prioritized alongside more traditional infrastructure investments without risking the overstating or understating of benefits due to the analysis methodology itself.
Other consequences of excessive workplace noise exposure include interference with communications and performance. Workers might find it difficult to understand speech or auditory signals in areas with high noise levels. Noisy environments also lead to a sense of isolation, annoyance, difficulty concentrating, lowered morale, reduced efficiency, absenteeism, and accidents.
Agricultural Worksites: Although there is no standard for occupational noise exposure in agriculture, the evaluation and control methods discussed in this chapter are still valid. For any potential citations, CSHOs must use the guidance in the Field Operations Manual.
Equipment manufacturers typically recommend periodic calibration on an annual basis. These rigorous testing protocols ensure that the electronic components are in good working order and detect shifts in performance that indicate gradual deterioration. Periodic calibration results in a calibration certificate documenting the standard of performance. Typically, the instrument will also receive a sticker indicating its last calibration date and when the next periodic calibration is due (Figure 12). An instrument owned by OSHA that is past its calibration due date must be returned to OSHA's Cincinnati Technical Center (CTC) to have its calibration renewed. Do not continue to use it past the calibration date.
SLMs used by OSHA meet American National Standards Institute (ANSI) Standard S1.4-1971 (R1976) or S1.4-1983, "Specifications for Sound Level Meters." These ANSI standards set performance and accuracy tolerances according to three levels of precision: Types 0, 1, and 2 (also commonly referred to as Class 0, 1, and 2 in recent standards).
Special consideration will need to be taken to determine microphone placement when monitoring workers who are wearing protective head gear such as abrasive blasting helmets or supplied air respirators. In many of these cases, the helmet/hood of this type of equipment would not be considered as a hearing protective device, and the microphone should be placed under the helmet/hood when measuring employee exposures. Care should be taken to ensure that the microphone does not contact surfaces inside the helmet/hood which may incur inaccurate noise measurements. Similarly, the microphone should also be positioned so that it is not located within any direct air streams such as from a supplied air respirator, which may also cause erroneous readings. Additional care may be necessary in running the dosimeter cable under any respirator or hood seals so that it does not interfere with such seals and as approved by the respirator manufacturer, as applicable. In some special cases, protective headwear such as abrasive blasting helmets may be considered as a secondary hearing protective device (earplugs worn under the helmet would be considered the primary hearing protective device). When considering the possibility for inclusion of the helmet as providing hearing protection, consultation with the manufacturer is necessary to determine the design, intent, and attenuation performance data associated with this scenario. If the helmet is determined to act as a hearing protector, the microphone should be placed outside the helmet when determining noise exposures and evaluating hearing protection worn by the employee. However, as previously mentioned, particular care is likely needed in order to protect the microphone in harsh environments; a wind screen would be necessary but for extremely harsh conditions it may not be feasible to position the microphone outside the hood/helmet. For questions related to assessing exposures and microphone placement associated with protective headwear and respirators, CSHOs should contact their regional OSHA office enforcement personnel or the OSHA Health Response Team for guidance, as necessary. 041b061a72