- 25.14.1.1 IMPIS Overview
- 25.14.1.2 Work Planning and Control (WP&C)
- 25.14.1.3 Validation of Data
- 25.14.1.4 Tape and Report Shipments
- 25.14.1.5 Service Center Production Control
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The following organizations utilize the Integrated Management Planning Information System (IMPIS) for workload and resource reporting
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Wage & Investment Division (W&I) Customer Account Services (CAS) Campus (ANSC, ATSC, AUSC, BSC, CSC, FSC, KCSC, MSC, OSC, PSC)
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W&I Field Compliance Services Campus (ANSC, ATSC, AUSC, FSC, KCSC)
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SB/SE Field Compliance Services Campus (BSC, CSC, MSC, OSC, PSC)
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Mission Assurance: Operation Assurance and Personnel Security & Investigations
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Chief Financial Office
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Taxpayer Advocate Service
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Human Capital Office
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Agency Wide Shared Services/Strategic Human Resources (AWSS)
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Fraud Detection Centers
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W&I: Stakeholder Partnerships, Education and Communication (SPEC), Learning & Education (L&E), Correspondence Production Service (CPS), Electronic Tax Administration (ETA)
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Modernization & Information Technology Services (MITS)
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Stakeholder Liaison
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Tax Exempt & Government Entities (TEGE) Customer Account Services (CAS)
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IMPIS provides methods and management tools for evaluation of the workload and resources for:
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planning
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scheduling
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controlling
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measuring
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IMPIS allows management to view information for the organizations that utilize IMPIS in a common framework and simplifies the tasks of:
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developing and evaluating work plans
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developing budgets
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allocating staff-power
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determining status of workload and resources, and
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appraising performance
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The system encompasses separate component systems named:
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Service Center Production Control (PCC)
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Service Center Workload Scheduling (PCB)
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Production and Control Accounting (PCA/PERS)
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Project Literal for Control Data Analysis (PCD)
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Individual Review (PCE)
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Each of these component systems are separate and have a different primary objective. However, there are certain elements of data in one system that directly relates to the other systems; therefore, the same information is used to satisfy the needs of all systems. This is done when it is practical and there is no danger of defeating the primary objective of each system.
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Staff-hours reported for Individual Performance are used in Performance and Cost Reports
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Volumes used for certain Production Reports are also used for Performance and Cost Reports
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IRM’s 3.30.28 Individual Review, 3.30.50 Performance Evaluating Reporting System, 3.30.126 Control Data Analysis, 3.30.127 Workload Scheduling, and 25.8 OFP Codes Overview contain specific requirements and instructions for each of the component systems mentioned above.
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Below is a list of abbreviations and acronyms that will be referenced throughout the rest of this section:
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ACS — Automated Collection System
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Adj Cd — Adjustment Code
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ADP — Automatic Data Processing
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BBTS — Batch/Block Tracking System
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BMF — Business Master File
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BMFOL — Business Master File On-Line
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BOB — Block Out of Balance
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BPC — Batch and Production Control
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BPR — Batch Profile Report
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Cons — Consistency
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Cum — Cumulative
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DCC — Detroit Computing Center
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DPR — Daily Production Report
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ECC — Enterprise Computing Center
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EFF — Efficiency
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Emp — Employee
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EONS — Electronic Output Network System
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Func — Function
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FY — Fiscal Year
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Hrs — Hours
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IDRS — Integrated Data Retrieval System
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IFS — Integrated Financial Systems
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IMF — Individual Master File
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IMPIS — Integrated Management Planning Information System
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IP — Individual Performance
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IPS — Incentive Pay System
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ISRP — Integrated Submission and Remittance Processing
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IRM — Internal Revenue Manual
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Jul — Julian (Date)
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KV — Key Verification
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MF — Master File
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MIS— Management Information Systems
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MITS—Modernization Information Technology Services
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NMF — Non Master File
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NO — National Office
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OE — Original Entry
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OF — Organization Function
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OFP — Organization Function Program
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Org — Organization
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O/T — Overtime
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P&C — Performance and Cost
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PCA — Production and Control Accounting, Project Literal for Performance Evaluation Reporting System (PERS), Project PCA (551)
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PCB — Project Literal for Service Center Workload Scheduling, Project PCB (562)
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PCC — Project Literal for Service Center Production Control and Performance Reporting, Project PCC (563)
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PCD — Project Literal for Control Data Analysis, Project PCD (565)
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PCE — Individual Review
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Per — Period
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PERF — Performance
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Perm — Permanent
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PERS — Performance Evaluation Reporting System
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PIMS — Pipeline Inventory Monitoring System
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POF — Program Organization Function
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Qtr — Quarter
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Reg — Regular
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S/H — Staff Hour
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SC — Service Center
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SCHED — Scheduled
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SCRS — Service Center Replacement System
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SETR — Single Entry Time Reporting
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STAND — Standard
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STF — Staff
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Temp — Temporary
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TEPS — Total Evaluation Performance System
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UPC — Unit Production Record
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VAR — Variance
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VOL — Volume
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WAE — When Actually Employed
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WITS — Workload Information Tracking System
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WP&C — Work Planning and Control
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The system is designed to relate workload to staff-power. It is organized to provide management tools for the various management levels. These tools provide the means for:
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determining staff-power needs
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preparing of plans to justify staff-power needs
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distributing workload and staff-power within the time span limitations of deadlines and target dates
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appraising performance
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determining status of actual workload accomplished and staff-hours expended related to the plan
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The system will detect and highlight problem areas for management and provide some basic analyses with regard to current and future conditions. It is designed to assist management.
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Staff-hour data provided by the management tools of this system (Work Plans, Work Schedules, and Performance and Cost Reports) are to be directly related to the operating Financial Plan. The data will be used as the basis for projections in the Financial Plan, and a comparison will be made of budgeted staff-hours with actual expenditures to reflect true financial conditions.
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WP&C is one of the major component systems contained within IMPIS. It is not designed for daily production control or individual performance evaluation.
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Business Operating Divisions require long range estimates or forecasts of workload and staff-power to obtain financial support, short range refinement of these forecasts to distribute resources allocated, and quantitative measurement of work accomplished. The WP&C system provides the following management tools to satisfy these needs:
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Work Plans — to indicate what work will be done, to determine the resources required to accomplish the work, and provide a basis for the Financial Plan.
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Work Schedules — to indicate when work projected in the Work Plan will be accomplished, to provide a basis for accession of employees by skills, and provide a basis for periodically analyzing the actual status of work compared to that which has been scheduled.
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Performance Reports — to reflect actual workload accomplished and resources expended in relation to the schedule.
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The Business Operating Divisions use the various Performance and Cost Reports to budget, monitor and evaluate campus operations. The information provided in these reports serves as a base in:
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planning future resource requirements
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analyzing workload scheduling
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extrapolating major program costs
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tracking resource expenditures against planned funding
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The management tools outlined in IRM 25.14.1.2.1, above, are comprised of the following elements:
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A uniform OFP list showing where the work is done, the work actions necessary to the performance of the work and the work program requiring the actions.
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Work Units that reflect work accomplished in relation to the staff-hours expended.
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Standards of production that establish each measured project, how much output (in terms of work units) can reasonably be expended.
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Input records that record work accomplished and effort expended.
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The WP&C provides a method for coordinating the combined expertise of the site specific staff and the Business Operating Division into a plan of action based on past performance and governed by factors that will influence the course of the individual campus in a specific fiscal year.
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The plan of action provided by this system is known as the Work Plan. The Plan originates with computer generated performance data which is updated by the Wage & Investment Customer Account Services Submission Processing Program Management/Process Assurance, Resource Section (SE:W:CAS:SP:PM:R) and is forwarded to the campuses and Business Operating Division for review. All changes made to the Work Plan, as well as the supporting narrative statements, are maintained on Program for Automated Work Plan System (PAWS). See Exhibit 25.14.1–3 for a sample Automated Work Plan OFP print.
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The campus and Business Operating Division offices review the work plans to ensure their adequacy. This review will be facilitated by the use of computer produced comparison listings. The comparison basis will be the prior calendar year’s performance data.
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Personnel at individual campuses enter proposed changes into the Program for Automated Work Plan System (PAWS). Each OFP combination adjusted includes a narrative statement containing the reason(s) for decreases/increases. Narratives should be clear and concise, explaining the reason(s) for the proposed adjustment. If the proposal is to move volume and/or staff hours from one OFP to another, both the "from" and the " to" OFP should identify the offset.
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The automated system provides an audit trail for each OFP from the start of the Work Plan process to the "Final " Work Plan phase. During and after the Work Plan process, all users can review the changes made to an OFP, as well as the narratives that support these changes.
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Work Plans form the basis for Financial Plans. The staff hour requirements developed in the Work Plan represent the labor or staff year portion of the Financial Plan.
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Headquarter's Submission Processing Process Assurance Resource Section personnel are responsible for the oversight of PAWS, each Business Operation Division is responsible for the processing of Work Plan data. Each Functional user or Business Unit is responsible for:
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meeting the timeliness established by Submission Processing
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coordinating the review of their functional or Business Unit Work Plans
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analysis of all proposed adjustments
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issuing counter proposals to their field personnel or Business Unit entities
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conducting joint conferences with their functional or Business Unit entities to reach an "Agreed" or "Final" Work Plan
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These figures are entered into the database once an agreement is made. Any open issues are finalized by an administrative decision made at the Business Operating Division. The final Work Plan staff hour information is furnished to personnel who translate the staff hours/years into labor costs. Therefore, all parties involved in the Work Plan process are responsible for ensuring the availability of staffing and dollar costs needed to operate programs.
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Each Functional user or Business Unit at the National level issues Work Plan approval memorandums for their offices (usually in Late-August). These documents provide the approved Work Plan staff years as well as the approved Financial Plan availability for a specific fiscal year by budget allocation office/entity. If the approved Work Plan figures differ from the Financial Plan figure, the memorandum includes instructions or recommendations on what adjustment(s) should be made in scheduling and or execution. The memorandum may also include high level program guidance on key programs.
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Situations which require adjustments to the operating Financial Plan, e.g., subsequent Congressional actions, are relayed to the field with appropriate instructions by Business Operating Division.
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Work Schedules provided by this system will be generated by computer programs. These programs and the procedures for preparation of the necessary input documents are provided in IRM 3.30.127, Workload Scheduling.
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Campuses will schedule work three times per year which will result in three final outputs:
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Schedule Analysis Tape (PCB 9011) to be used in scheduling review; transmitted to DCC for related operations; and to generate an input cartridge for Project PCC (Service Center Production Control and Performance Reporting).
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PCB 9013 is input to PCB 93 which creates Disk file PCC 0101.
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a cumulative Workload and Staff-hour file to be used by Business Operating Divisions.
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The scheduling system will be used to generate scheduling outputs for:
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the first quarter of the Fiscal Year (October – December)
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the IMF filing period (January – June)
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the last quarter of the Fiscal Year (July – September)
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Approximate due dates for receipt of scheduling outputs are maintained by the Business Operating Division. Copies of the schedules are shown as Exhibits 25.14.1–4 and 25.14.1–5.
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Work schedules indicate when work projected in the Work Plan will be accomplished. The schedules are a more comprehensive representation of approved Work Plans. After Work Plans have been prepared, reviewed, and agreed to, they may be adjusted by program cuts of efficiency/productivity assessments. These adjusted work plans will be the basis for the recommended Financial Plan. The Business Operating Divisions will base their schedules on the approved Work Plan.
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The computer programs for producing the schedules call for a master tape (Project PCB, Run 90) that will subsequently be related to the Performance and Cost Reports. Management should ensure that the scheduled hours fit within the framework of the Operating Financial Plan, that is, on a quarterly basis. This enables management to determine their position in relation to the funded Work Plan and to make necessary decisions in the event of variances.
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When all Work Schedule data has been transmitted to DCC, they are used in a series of computer programs which compare work schedule data to the most recent comparable quarter or half-year performance data. The listings are produced to coincide with, and as a tool in, the Work Schedule review process.
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All files produced on File PCB 9011 representing the original work schedules, and the final revised Work Schedules will be transmitted to DCC. (See IRM 3.30.123 Processing Timeliness; Cycles, Criteria, and Critical Dates).
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Labels and transmittals will identify the DCC project designation (ZNV–PCB 9011) and the appropriate " DCC Data Cycle" (from IRM 3.30.123).
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The Business Operating Division will continue to receive copies of all Performance and Cost Reports, as described in 25.14.1.2.5.
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The weekly Performance and Cost data out of PCC 70 (Files PCC 7003 and 7004), will be transmitted by the Computing Centers (ECC-MEM/ECC-MTB) to DCC. In addition to the usual label information on the retention period and cycle of production, the legend "Week Ending, " and the report date of data, must be recorded.
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The transmission of WP&C data for the periods ending June 30, September 30 and December 31 should reflect all adjustments to receipt volumes required to produce final report figures for the Quarterly or Semi-Annual Period. If the period ending date does not fall on a Friday, Saturday or Sunday, a special period ending run for that complete period must be created and transmitted. The final label for January-June, July-September, and October-December will contain the legend "Quarter Ending, " and the report date. The labels and transmittals are to identify the DCC project designation ("ZNK" ) and the appropriate DCC Data Cycle (from IRM 3.30.123).
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The purpose of weekly transmissions to DCC is to produce edited input to the data base system maintained by the Business Operating Division. This will reduce transmission of monthly data from campuses to the Business Operating Division.
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In addition to its use as a base, performance data provides the base file for print outs known collectively as the "Blue Book." This series of computer output includes three levels of Staff-hour analysis (campus, operation, department), three levels of overhead program analysis, a function-total listing, an organization detail listing, and a program detail listing. Blue Books are produced for both the fiscal and calendar year and the IMF filing period (January — June).
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Also, quarterly data is used to create calendar year and fiscal year OFP Analysis Reports, equivalent to the weekly OFP reports. These reports contain volumes, hours, and rates for the entire year in OFP sequence for each campus and a National total. For specific instructions, contact SE:W:CAS:SP:PM:R (Resource Section).
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Guidelines for the Performance and Cost data transmission to DCC and the Enterprise Computing Centers are specified in IRM 3.30.123, Processing Timeliness Cycles, Criteria, and Critical Dates.
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These computer generated reports enable management to evaluate performance in relation to the schedule for the campus site as a whole, for each operation and for any program within a function. Information as to future needs is projected in relation to current actual production.
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Time reporting procedures are found in IRM 3.30.50 Performance Evaluation Reporting System.
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Four weekly WP&C Reports are produced by the system. Two of these, the Managers Report and the Program Analysis Report, use weekly schedule data from the workload scheduling system, performance data from the PERS, and production data from the Daymast File as inputs. Since the Daymast is updated daily and these reports are often not produced until the next week, the users should be careful to use the proper Daymast file for these reports. The other two reports, the Abstract Report and the Employee Detail Summary, provide fiscal information on employees by organization. Data for these reports comes from PERS.
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The Managers Report (PCC 6040) is a weekly report designed to provide site managers with an evaluative tool to manage their operations. The report compares scheduled or projected data with actual production. The report is also used in the work planning/scheduling process.
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This report is also used by the Business Operating Division managers and analysts to monitor the various operations and/or programs within their purview.
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This report consists of two major sections, Performance and Evaluation. The Performance part of the report is generated from the approved Work Schedule, various volume reports (including Unit Production Records), and the actual staff hours taken from Employee Time Report, Forms 3081. The Evaluation part of the report provides analysis of the performance data in the first part of the report. It pinpoints and analyzes the differences and gives an indication of what the results will be if current conditions prevail.
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The report is printed in OFP sequence. It shows the first two positions of the five digit Organization code (XX000); the first two positions of the three digit Function Code (NN0); and the five digit Program Code (the first four positions specified in Document 5995A via link http://ofp.web.irs.gov/ and the fifth digit designated by local management) (NNNNN).
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Each OFP combination that has hours scheduled and/or reported during the covered period is shown on the report. Cumulative data covers the six month period January-June, and the three month report periods July-September and October-December.
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This report generally covers a one week period, running from Sunday through Saturday. When the periods ending June 30, September 30 and December 31 fall on any day other than Friday, Saturday or Sunday two reports will be produced for that week — one from Sunday through the quarter ending date, the second from the next day through Saturday.
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The Enterprise Computing Center will ensure that the report is electronically available by Wednesday of the week following the close of the reporting period. In addition, Enterprise Computing Centers will transmit a copy of each campus’s report to the Management Information System (MIS) Data Warehouse and Joint Operation Center (JOC) Planning & Analysis NOEL server. If for any reason reports are not transmitted by the designated date, the appropriate Enterprise Computing Center (ECC-MTB/ECC-MEM) should contact the Chief, Data Management Reports Section (SE:W:CAS:JOC:P:DM) immediately and give a status of the problem.
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Control D, MIS Data Warehouse, and JOC EONS provides to the Business Operating Divisions access to WP&C/Managers, Program Analysis, Abstract, Employee Detail, and OFP Analysis Reports via personal computers. Electronic transmission of these reports have eliminated the administrative burden of printing and mailing paper copies.
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Six reports are transmitted weekly including the Managers Report (PCC 6040) the Program Analysis Report (PCC 6240) the Abstract Report (PCC 4640), and campus extracts (PCC 46), (PCA 07), and (PCC 60W/Q).
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The performance section is generated from the approved work schedule, various volume reports, and the actual staff hours taken from Form 3081, Employee Time Report.
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The evaluation section provides analysis of the performance data in the first part of the report. This section pinpoints and analyzes the differences between the scheduled rate and hours and the actual rate and hours. It also gives an indication of what the results will be if current conditions continue. The analysis of this information may be used to determine whether to alter existing conditions in order to change future results.
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Descriptions of the Managers and the Program Analysis Report is listed in exhibit 25.1.1-6.
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An asterisk (*) printed next to a cumulative figure indicates that the figure has been adjusted for the week.
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The report is printed in OFP sequence. Reporting begins with the first two positions of Organization Code (e.g., 35000), the first two positions of Function Code and all five positions of Program Code. Summaries of overhead programs and Operation and Department totals are provided in a special section at the end of the report. .
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An OFP must have actual hours or scheduled hours reported before it will print on the Managers Report. Production volumes reported in the WP&C system without actual or scheduled hours are excluded in the Managers Report. See Exhibit 25.14.1–6
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Program number 00000 can be used as a Function Summary for all volumes reported to OFPs in the function which do not have hours reported (i.e., 31000–110–00000 or 31000–180–00000).
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Hours from programs in 598XX series are excluded from operation and campus totals.
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The Program Analysis Report (PCC 6240) is a weekly report which provides managers with an evaluative tool to manage their operations. It contains basically the same data elements as the Managers Report but differs in that it is printed in POF sequence.
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The report reflects all volume and staff-hour data that is reported in IMPIS. Volumes that are reported for production control purposes but suppressed in other Performance and Cost Reports will be reflected in the Program Analysis Report. For certain Program Codes a volume count may be shown without the corresponding staff-hours. In these cases the staff-hours and volume counts were reported at a higher summary level.
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Quarterly and semi-annual reports will include data through the last day of the quarter or semi-annual period. These quarter or semi-annual reports will end on September 30, December 31, and June 30. When these dates fall on any day other than Friday, Saturday or Sunday, two reports will be produced for that quarter — one running from Sunday through the last day of the planning period and one running from the next day through the last day of the next planning period.
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Distribution of the Program Analysis Report is identical to that for the Managers Report (see 25.14.1.2.6.2(8) and (9)).
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Columns and calculations for the Program Analysis Report are the same as for the Managers Report. An asterisk (*) printed next to a cumulative figure indicates that the figure has been adjusted for the week.
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Summaries are provided by the four high order digits of program code. Program summaries of scheduled and actual production, standards and rates include the numbers taken from the function designated as the point of count. The summaries for all other columns include all the details for the program. If no function has been designated as the point of count, the volume field will be left blank. A one line Service Center Total appears at the end of the report.
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OFPs with volume reported but no actual or scheduled hours are included in the Program Analysis report.
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At the end of each program is a campus summary (20000/3Z000, A0000/FZ000) as well as a the total campus’s summary (10000–FZ000). All summaries are by program code.
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The Abstract Report, (PCC 4640) is a weekly report used to track hours and costs by fiscal activity and employment category. It is also used in preparing the Reconciliation of Payroll and Performance Cost Report.
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A separate page is printed for each employment category, within each operation with summary pages by funding code and a total organization summary. Period and cumulative information is provided by operation for each week of the quarter.
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Four reports are printed for each operation:
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Permanent Employment Category — Hours and cost for all permanent employees within a program activity.
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WAE/Seasonal Employment Category — Hours and cost of all seasonal employees within a program activity.
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Management Activity Summary — Total of the Permanent and WAE/Seasonal Employment Category hours within a program activity. For example, in Exhibit 6 the permanent hours of 3581 added to the WAE hours of 2119 equals the total hours of 5700 for Program Activity 2B.
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Branch Summary — Total hours in the operation/department. This includes all program activities within an operation/department. For example, Organization Code 34000 can be funded by Program Activity 2B and 8B.
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Other pages may be included at campus option by using the Temporary Category Code. This code can be used to obtain a more detailed breakdown of the above categories. For example, the Temporary Career/Career-Conditional Category could be separated by new and returning WAEs.
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Each Employment Category is printed on a separate page with summary pages by Funding Code and a Total Organization Summary.
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Each page includes from 1 to 14 weeks data (week by week). Cumulative data is kept for the quarter, except for April–June when cumulative figures also include the January–March figures.
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The total line for period data equals the total of all period lines. This may be different from the cumulative total because adjustments will only correct cumulative data. The period total line for April to June includes the January–March data. This line does not print if only one week’s data is present.
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Memorandum items (Compensatory Leave, Night Differential, Sunday Premium, and SC Details In) are not added in the totals.
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Distribution of the Abstract Report is identical to that for the Managers and Program Analysis Reports (see 25.14.1.2.6.2(8) and (9)).
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The Employee Category Record (PCC 4680) is used to put titles for employment categories (Funding Code and Temporary Category Code) on the Abstract Report.
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Key the Employee Category Record as follows:
Record Position Input 1 Funding Code (0, 1, or 2) 2 Temporary Category Code (0-9 or blank) 4–16 Employment Category Title -
The Funding Codes are:
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0 = Permanent
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1 = Other than Full-Time Permanent (Career/Career Conditional), and
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2 = Other than Full-Time Permanent (Non Career/Career Conditional).
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The Temporary Category code can be used for further breakdown of the Funding Code. Codes 1 through 9 define further breakdowns; codes 0 or blank indicate no further breakdown.
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Performance adjustments can be annotated on Form 4464, Daily Performance Adjustments Log, (see Exhibit 25.14 1–14), or Forms 8069, Managers Performance Adjustments Log, (see Exhibit 25.14 1–15), and then input via BBTS using the corresponding adjustment screen.
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Performance Adjustment Records are used to adjust hour and cost data on the Abstract and Managers Reports. A managers performance adjustment with a program activity code will adjust the total basic hours and/or basic cost fields on the Abstract Report. If the program activity code is not present, the Abstract Report will not be adjusted.
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Two records are used to adjust data on the Abstract Report. These records are independent, the presence of one does not require the presence of the other.
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Fields on the first Abstract Performance Adjustment Record adjusts Night Differential Hours/Costs, Sunday Premium Hours/Costs and Basic Hours/Costs (Control Code = 1) include:
Record Position Description 1 Record Code — Always "2" 2 Adjustment Code (2, 3, 4, or 9) see IRM 25.14.1.5.9.3(4) 3–4 Employee Type Code — leave blank unless a detail from outside the campus. 5 Control Code = "1" 6 Funding Code (0, 1, or 2) see IRM 25.14.1.2.6.4.1(3) 7 Temporary Category code (0-9) see IRM 25.14.1.2.6.4.1(4) 8–12 Organization Worked — Required 13 Overhead Indicator (9 or blank) 21–26 Week Ended — Required (MMDDYYYY) 27–28 Program Activity Worked — Required 29–30 Assigned Program Activity. Input if different from Program Activity Worked — Otherwise leave blank 34–38 Night Differential Hours — Whole Numbers 39–44 Night Differential Costs — Whole Dollars 45–49 Sunday Premium Hours — Whole Numbers 50–55 Sunday Premium Costs — Whole Dollars 62–69 Basic Hours — Whole Numbers 70–80 Basic Costs — Whole Dollars All positions not specified are left blank. NOTE: Form 4464, Daily Performance Adjustment Log — Adjust Abstract Report Only. -
Fields on the second Abstract Performance Adjustment Record, adjusts Compensatory Leave Hours/Costs, Paid Overtime Hours/Costs and Unpaid Overtime Hours/Costs (Control code = 2) include:
Record Position Description 1 Record Code — Always "2" 2 Adjustment Code (2, 3, 4, or 9) see IRM 25.14.1.5.9.3(4) 3–4 Employee Type Code — leave blank unless a detail from outside the center 5 Control Code = "2" 6 Funding Code (0, 1, or 2) see IRM 25.14.1.2.6.4.1(3) 7 Temporary Category Code (0–9) see IRM 25.14.1.2.6.4.1(4) 8–12 Organization Worked — Required 13 Overhead Indicator (9 or blank) 21–24 Week Ended — Required (MMDD) 25–26 Program Activity Worked — Required 27–28 Assigned Program Activity. Enter if different from Program Activity worked — Otherwise leave blank 34–38 Compensatory Leave Hours — Whole Numbers 39–44 Compensatory Leave Costs — Whole Dollars 45–49 Paid Overtime Hours — Whole Numbers