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Programų WordPerfect ir Word naudojimas - Word
 Programų WordPerfect ir Word naudojimasRodyti viską
 Dalis šios temos informacijos tinka ne visoms kalboms. Programoje Microsoft Word numatyti keitikliai ir įrankiai, kurie padės pereiti iš WordPerfect į Word.
 Konvertuoti iš WordPerfect 5.0, 5.1 bei 5.2
 WordPerfect 5.x konverterį galite naudoti WordPerfect 5.x dokumentų atidarymui programoje Office Word 2003. Įrašyti programos Office Word 2003 dokumentų WordPerfect 5.x formatu negalite.
 Pastaba Konvertuodami dokumentą iš WordPerfect 5.x į Office Word 2003, galite naudoti dialogo lango Pasirinktys skirtuke Suderinamumas esantį mygtuką Šriftų pakeitimas naudotiniems šriftams nurodyti
 Palaikomos priemonės konvertuojant iš WordPerfect 5.x į Office Word 2003
 Palaikoma. Programoje WordPerfect buvęs perbraukimas programoje Word tampa perbraukimo formatavimu, ir atvirkščiai; WordPerfect pabraukimas raudona linija programoje Word tampa susektais keitimais (susektas keitimas: žymė, rodanti, kur dokumente buvo atliktas naikinimas, įterpimas arba kitas redagavimo keitimas.).
 Palaikoma. Pabraukimo formatas išlaikomas, bet pabraukimo tipą galima keisti.
 Tarpai (sutrauktas, išplėstas)
 Pirmos eilutės įtraukos
 Puslapio lūžis prieš
 Tarpas prieš/po pastraipų
 Tabuliacijos pradžia
 Palaikoma. Iš WordPerfect į Word taškas, minuso ženklas ir pabraukimo tabuliacijos pradžia programoje Word konvertuojami į tuos pačius ženklus. Visos kitos WordPerfect pradžios tabuliacijos programoje Word konvertuojamos į pradžios taškus.
 Pradžia/pagrindinės linijos, linijos/pagrindinės linijos
 [Center]/[Flsh Rgt] kodai
 Palaikoma. Center ir Flush Right kodai konvertuoja į centre ir dešinėje lygiuojamas tabuliacijos žymes.
 Vienišosios eilutės valdiklis
 Skyrių formatavimas
 Palaikoma. Word paraštės matuojamos nuo popieriaus krašto iki pagrindinio teksto; WordPerfect paraštės matuojamos nuo krašto iki antraštės. Konvertuojant paraštės derinamos išlaikant puslapio maketą. Susidūrę su triktimis nustatydami paraštes (pvz., jei jos yra nustatomos už programos Word spausdinamo diapazono ribų), spustelėkite Puslapio nustatymas (meniu Failas), pažymėkite Paraščių skirtuką, pasirinkite norimas pasirinktis ir spustelėkite Gerai. Jei paraštes reikia derinti, Word paragins jas pataisyti.
 Laikraščio stulpeliai
 Lygiagretūs stulpeliai
 Palaikoma. Iš WordPerfect į Word lygiagretūs stulpeliai konvertuojami į lenteles. Jei lygiagretaus stulpelio makete yra prie pusIapio prikalbintas laukas, visas lygiagretaus stulpelio maketas konvertuojamas į laikraščio stulpelius.
 Palaikoma. Vertikali langelių sąlaja nekonvertuojama.
 Lentelės formulės/matematika
 Lentelės langelių lygiavimas pagal dešimtainį skyriklį
 Palaikoma. Iš WordPerfect į Word lentelės langelių lygiavimas pagal dešimtainį skyriklį konvertuojamas į pastraipų lygiavimą dešinėje.
 Numatytieji tabuliacijos žingsniai
 Tarpelių paraštės, popieriaus dydis
 Kontūras/pastraipų numeriai/Office Word 2003 sąrašai
 Palaikoma. WordPerfect pastraipų numeriai konvertuojami į Word sekos laukus pagal numatytąją reikšmę.
 Spaudinių suliejimo komandos
 Palaikoma. Word automatiškai konvertuoja WordPerfect antrinius failus į Word duomenų šaltinio dokumento formatą. Sąlyginiai spaudinių suliejimo konstruktai ir makrokomandos konvertuojant į programą Word dingsta.
 Datos/laiko žymos
 Palaikoma. Tik numatytieji formatai.
 Padokumenčiai (laukas ĮTRAUKTI)
 Išplėstiniai simboliai
 Palaikoma. Konvertuojami ne visi išplėstiniai simboliai.
 Teksto laukai/linijos
 Palaikoma. Kai kurie teksto laukai ir linijos konvertuojamos į Word piešimo lygio objektus. Piešimo lygio objektai matomi tik puslapio maketo rodinyje (Spausdinimo maketo rodinys: dokumento arba kito objekto rodinys, rodantis jį tokį, kaip jis atrodys atspausdinus. Pavyzdžiui, savo tikrose padėtyse bus rodomi kolontitulai, stulpeliai ir teksto laukai.), spaudinio peržiūroje (spaudinio peržiūra: dokumento rodinys, parodantis dokumentą tokį, kaip jis atrodys atspausdinus.) ir spausdinant. Piešimo lygio objektai nerodomi įprastajame rodinyje (paprastasis rodinys: rodinys, rodantis teksto formatavimą ir supaprastintą puslapio maketą. Paprastasis rodinys parankus atliekant daugumą redagavimo ir formatavimo užduočių.).
 Linijų braižymas
 Palaikoma. WordPerfect linijų braižymo simboliai konvertuojami; tačiau, naudojant Word tarpus tarp linijų, tolesnėse linijose atsirada tarpai tarp linijų braižymo simbolių. Jei reikia panaikinti šią triktį prieš spausdinant, tarpų tarp linijų reikšmė turi būti tikslus dabartinis šrifto dydis (taškais). Tarpams tarp linijų keisti meniu Formatavimas pasirinkite Pastraipa.
 ASMENINIAI laukų kodai
 Palaikoma. Konvertuojant keitiklis įterpia ASMENINIUS laukus, kad būtų išsaugota informacija, reikalinga failui tiksliai vėl įrašyti WordPerfect formatu. Šių laukų nereikia redaguoti, dokumentui jie neturi jokios įtakos.
 Palaikoma. Iš WordPerfect į Word stiliai su pastraipų formatavimo kodais konvertuojami į pastraipų stilius. WordPerfect stiliai, kuriuose yra tik simbolių formatavimas, programoje Word konvertuojami į simbolių stilius. Stiliuje esantis tekstas konvertuojamas kaip paprastas tekstas.
 Kitos priemonės, pvz., lentelės, grafiniai objektai ir t. t. išsaugomi dokumentuose, bet jiems nesuteikiami Word stiliai.
 Konvertuoti iš WordPerfect 6.x, skirto sistemai Windows arba DOS
 Galite naudoti WordPerfect 6.x keitiklį WordPerfect 6.x dokumentams atidaryti programa Office Word 2003. Programos Office Word 2003 dokumentų programos WordPerfect 6.x formatu įrašyti negalite. Pastaba Jei turite problemų su dokumento, kurį konvertuojate iš WordPerfect 6.x į Office Word 2003, maketu, pamėginkite šiuos veiksmus: iš naujo atidarykite dokumentą WordPerfect 6.x formatu, paspauskite CTRL+END arba slinkite į dokumento pabaigą ir vėl įrašykite dokumentą WordPerfect 6.x prieš atidarydami jį programa Office Word 2003.
 Palaikomos priemonės konvertuojant iš WordPerfect 6.x į Office Word 2003
 Išbraukimas ir pabraukimas raudona linija
 Palaikoma. Programoje Word perbraukimas virsta perbraukimo formatavimu; pabraukimas raudona linija programoje Word virsta susektais keitimais (susektas keitimas: žymė, rodanti, kur dokumente buvo atliktas naikinimas, įterpimas arba kitas redagavimo keitimas.).
 Sutankinimas
 Tarpai tarp žodžių ir raidžių
 Grįžties tabuliacijos žymės
 Palaikoma. Grįžties tabuliacijos žymės, prieš kurias yra tekstas nekonvertuojamos.
 Numatytosios tabuliacijos žymės
 Palaikoma. Gale esančios numatytosios tabuliacijos žymės eilučių pabaigoje nekonvertuojamos.
 Palaikoma. Taškas, minuso ženklas ir pabraukimo tabuliacijos pradžia programoje Word konvertuojama į tą pačią tabuliacijos pradžią. Visi kiti tabuliacijos pradžios atvejai programoje Word virsta taško pradžia.
 Teksto išlaikymo kartu ypatybės
 Lygiavimas pradžioje tarp linijų/pagrindinių linijų
 Pastraipų paraštės
 Palaikoma. Pastraipų paraštės programoje Word konvertuojamos į kairiųjų ir dešiniųjų pastraipų įtraukimus.
 Tarpai tarp pastraipų
 Palaikoma. Tarpai tarp pastraipų programoje Word virsta pastraipos formatu Tarpai po:.
 Palaikoma. Stiliai su pastraipų formatavimo kodais konvertuojami į pastraipų stilius. WordPerfect stiliai, kuriuose yra tik simbolių formatavimas, programoje Word konvertuojami į simbolių stilius. Stiliuje esantis tekstas konvertuojamas kaip paprastas tekstas.
 Palaikoma. WordPerfect paraštės matuojamos nuo viršutinio ir apatinio puslapio krašto atitinkamai iki viršutinio kolontitulo viršaus ar apatinio kolontitulo apačios. Programos Word paraštės matuojamos nuo popieriaus krašto iki pagrindinio teksto. Konvertuojant paraštės derinamos išlaikant puslapio maketą. Jei nepavyksta tinkamai konvertuoti paraščių, meniu Failas spustelėkite Puslapio nustatymas, spustelėkite skirtuką Paraštės, spustelėkite reikiamas pasirinktis ir pasirinkite Gerai.
 Palaikoma. Lygiagretūs stulpeliai konvertuojami į lenteles.
 Vertikalių lentelės langelių suliejimas ir langelių lygiavimas
 Dokumento parametrai
 Palaikoma. Pasirinktinės išnašų žymės konvertuojamos į automatiškai numeruojamas žymes. Pakeitus dokumente pastabų numeravimo formatą, pagal naują formatą numeruotos pastabos konvertuojamos kaip pasirinktinės pastabos.
 Palaikoma. Programa Word neišlaiko komentarų antraštėse, apatiniuose kolontituluose, išnašose ir pabaigos išnašose.
 Kontūras/pastraipų numeriai/skaitikliai
 Palaikoma. Programoje Word viskas konvertuojama į skaičius.
 Pagrindiniai dokumentai ir padokumenčiai
 Palaikoma. Lygtys konvertuojamos kaip lygčių objektai. Lygčių laukai nekonvertuojami.
 Palaikoma. Kai kurie teksto laukai ir linijos konvertuojamos į Word piešimo lygio objektus. Piešimo lygio objektai matomi tik puslapio maketo rodinyje (Spausdinimo maketo rodinys: dokumento arba kito objekto rodinys, rodantis jį tokį, kaip jis atrodys atspausdinus. Pavyzdžiui, savo tikrose padėtyse bus rodomi kolontitulai, stulpeliai ir teksto laukai.), spaudinio peržiūroje (spaudinio peržiūra: dokumento rodinys, parodantis dokumentą tokį, kaip jis atrodys atspausdinus.) ir spausdinant.
 Grafikos laukeliai su aplink laužomu tekstu, kurie yra pritvirtinti prie puslapio arba pastraipos ir kurie yra lentelėse, lygiagrečiuose stulpeliuose ar viršutiniuose/apatiniuose kolontituluose, programoje Word konvertuojami į laukus naudojant ištisinį teksto eilučių laužymą. Dažniausiai šie laukai programoje Word tampa piešimo lygio objektais.
 Grafinio objekto eilutės virsta ištisinėmis linijomis. Tekstas, kurio eilutės perkeltos iš šonų aplink grafinį objektą, virsta perkeltų pagal kvadratą eilučių tekstu.
 Palaikoma. Išplėsti kodai programoje Word konvertuojami į IŠPLĖSTI laukus. Programoje Word išplėstų kodų, kurie puslapyje perkelia tekstą aukštyn, imituoti negalima.
 Kraštinės ir užpildas (stulpelio ir puslapio)
 Skyrių ir tomų numeriai
 Kryžminės nuorodos ir hiperteksto saitai
 Nepalaikoma. Programoje Word tai išlaikoma kaip paprastasis tekstas.
 Rodyklės ir sąrašai
 Nepalaikoma. Rodyklės ir sąrašai programoje Word išlaikomi kaip paprastasis tekstas.
 Įterpti failo vardą
 Etiketės ir brūkšniniai kodai
 Nepalaikoma. Etikečių tekstas programoje Word yra išlaikomas.
 Eilučių numeriai
 Sąlajos kodai
 Nepalaikoma. Konvertuojant į Word sąlajos konstruktai ir makrokomandos dingsta.
 Puslapio savybės (lygiuoti puslapį centre, puslapių jungimas ir puslapių atskyrimas)
 Palaikoma. Puslapio lygiavimas centre ir puslapių jungimas palaikomi.
 WordPerfect simboliai
 Palaikoma. Jei sistemoje galimi WordPerfect šriftai su šiais simboliais, visi simboliai konvertuojami. Jei vienas arba keli iš šių šriftų negalimi, kai kurie simboliai gali nebūti konvertuojami.
 Įrankiai ir patarimai
 WordPerfect žinynas ir žvalgos klavišai
 WordPerfect žinynas
 Galite naudoti WordPerfect žinyno priemonę, leidžiančią gauti Word procedūrų instrukcijas arba demonstracijas, paspaudus atitinkamus WordPerfect sparčiuosius klavišus. Pvz., jei norite daugiau sužinoti apie spausdinimą programoje Word, paspauskite SHIFT+F7.
 WordPerfect naršymo klavišai
 Galite naudoti WordPerfect naršymo priemonę programoje Word, jei reikia keisti tam tikrų klavišų funkciją į WordPerfect 5.1 for DOS ekvivalentus. Pvz., jei reikia perkelti žymeklį į kairiąją ekrano pusę, paspauskite HOME+RODYKLĖ KAIRĖN. Įjungti arba išjungti WordPerfect žinyną arba naršymo klavišus
 Meniu Žinynas spustelėkite WordPerfect žinynas.
 Spustelėkite Pasirinktys.
 WordPerfect klaviatūros ekvivalentai
 Jei reikia spausdinti šią temą, paspauskite CTRL+P.
 WordPerfect komanda
 WordPerfect 5.1 for DOS spartieji klavišai
 Microsoft Word spartieji klavišai
 CTRL+E tekstui centruoti pastraipoje
 SHIFT+ rodyklės klavišas
 Datos kodas
 Rodyti kodus
 SHIFT+F1, spustelėti
 Naikinti iki eilutės pabaigos
 Naikinti iki puslapio pabaigos
 SHIFT+DOWN ARROW (iki puslapio pabaigos), DELETE
 Naikinti iki kairiosios žodžio ribos
 Naikinti iki dešiniosios žodžio ribos
 Naikinti bloką
 F8, rodyklės klavišas, DELETE
 Dvigubas pabraukimas
 Dokumento išnaša
 Pildyti kairėn
 Dešinioji tabuliacijos žymė vienos eilutės tekstui dešinėje lygiuoti CTRL+R, jei reikia lygiuoti pastraipos tekstą dešinėje
 Abipusė lygiuotė centre
 Visiška apibusė lygiuotė
 Abipusė kairioji lygiuotė
 Abipusė dešinioji lygiuotė
 Paraštės atlaisvinimas
 CTRL+T (atvirkštinė įtrauka)
 Žymėti rodyklės įrašą
 Žymėti literatūros įrąšą
 Žymėti turinio įrašą
 Nuskaityti failą
 CTRL+O (komanda Atidaryti)
 Paieška (atgal)
 Paieška (pirmyn)
 Perjungti dokumentą
 CTRL+F2 (komanda Spaudinio peržiūra)
 Patarimai, kaip ieškoti arba naudoti WordPerfect priemones programoje Word
 Blokuoti tekstą
 Programoje WordPerfect naudojamo teksto blokavimo ekvivalentas programoje Word yra teksto žymėjimas. Jei prieš naikinant norite gauti paraginimą, naudokite WordPerfect naršymo klavišus.
 Apsaugoti teksto blokus
 Jei reikia reguliuoti teksto kryptį arba jo išlaikymą programoje Word, naudokite dialogo lango Pastraipa skirtuką Eilučių ir puslapių lūžiai (meniu Formatavimas komanda Pastraipa).
 Tinkinkite, kaip programa Word apdoros konvertuotus dokumentus
 Galite tinkinti, kaip programa Word apdoros konvertuotus dokumentus, naudodami dialogo lango Pasirinktys skirtuką Suderinamumas (meniuĮrankiai komanda Pasirinktys).
 Konvertuoti specializuotus WordPerfect šriftus
 Paketo Microsoft Office 97 išteklių pakete yra specializuoti šriftai simbolių — tokių, kaip grafikos objektų, sukurtų brėžiant tieses ar lygtimis — konversijos pagerinimui taip, kad jie programoje Microsoft Word atrodytų ir būtų spausdinami glotniau.
 Kurti turinius, rodykles ir literatūros sąrašus
 Spustelėkite ten, kur norite įterpti šiuos elementus ir naudokite komandą Rodyklė ir sąrašai (meniu Įterpimas perkelkite žymeklį į Nuoroda).
 Naudoti juridines priemones
 Programoje Word numatytos priemonės, kurių gali prireikti dirbant su juridiniais dokumentais. Pavyzdžiui, yra Teismo procedūrų vedlys ir automatinio numeravimo pastraipos tekste palaikymas.
 Dar apie juridines priemones ieškokite pagal žodį juridinis programos Word žinyne.
 Naudoti grafines priemones, panašias į linijų braižymą
 Programa Word gali konvertuoti tekstu pagrįstus linijų braižymo simbolius iš WordPerfect į TrueType Linedraw šriftą Word dokumente. Programoje Word taip pat numatytos raiškiojo teksto grafinės priemonės, įskaitant trimates figūras, puslapių kraštines, dokumento foną, tekstūros užpildus ir grafinį tekstą.
 Naudoti formules ir matematiką
 Galite dirbti lentelėse su formulėmis, spustelėję lentelėje ir naudodami komandą Formulė (meniu Lentelė).
 Galite kurti lygtis, naudodami komandą Laukas (meniu Įterpimas) arba naudodami Lygčių doroklį (meniu Įterpimas, komanda Objektas, Lygčių doroklis 3.0).
 Kurti įvairių tipų įtraukas (panašu į F4 komandos naudojimą)
 Programoje Word galite kurti įtraukas, kuriose visos pastraipos eilutės yra įtrauktos į dešinę arba į kairę. Taip pat galite kurti įtraukas, kuriose pirmoji eilutė įtraukta daugiau arba mažiau nei žemiau esančios eilutės. Daugiau informacijos ieškokite pagal raktinį žodį įtraukimas programos Word žinyne. Kurti laiškų blankus arba naudoti suliejimo kodus
 Naudokite užduočių sritį Laiškų suliejimas (meniu Įrankiai komanda Laiškai ir pašto reikmenys, Laiškų suliejimas), jei reikia kurti laiškų blankus, pašto etiketes ir vokus, naudojant jūsų pateiktą arba sukurtą informaciją. Jūsų duomenys gali būti paimti iš WordPerfect, Word, Microsoft Excel, Microsoft Access, Microsoft Outlook asmeninių adresų knygų arba tabuliacijos žymėmis atskirto teksto, taip pat galite naudoti sąlygines užklausas duomenims sulieti.
 Įterpti diagramas
 Diagramoms įterpti galite naudoti Microsoft Graph arba Microsoft Excel. Galite naudoti diagramos duomenis iš programos Word lentelės, programos Microsoft Graph arba Microsoft Excel duomenų lapo.
 Raudona linija pažymėtas tekstas
 Galite naudoti dialogo lango Šriftas žymės langelį Perbraukimas (meniu Formatavimas, komanda Šriftas, skirtukas Šriftas), jei pažymėtam tekstui reikia taikyti panašų efektą. Šiame dialogo lange taip pat galimi kai kurie kiti teksto efektai, pvz., šešėlis, iškilimas, įspaudimas ir animacinis tekstas.


type: wikipedia

text:
Graikų mitologijoje Talas arba Talos vardu buvo du personažai.
 Žmogus
 Talas – Perdikso sūnus ir Dedalo sūnėnas, sukūrė pjūklą pagal gyvatės žandikaulį ar žiedžiamąjį ratą. Dedalas iš pavydo užmušė Talą, numesdamas nuo akropolio.
 Automatonas
 Talas – bronzinis automatonas ar varinis milžinas, kurį Dzeusas padovonojo Europai.
 Pasakota, kad jis buvo pagamintas Hefaisto ir kiklopų. Pagal Apolodoro „Argonautika“ jis buvo bronzinės kartos atstovas, išgyvenęs pusdievių erą. Europa pasiėmė jį į Kretą apsaugai ir jis ten pasiliko, sukdamas ratus tris kartus per dieną aplink salą. Talos mėtė akmenis į artėjančius laivus. Pasakojama, kad Talas pats užsidegė raudona ugnimi ir sugniaužė svetimšalius savo glėbyje, kai tik jie išsilaipino saloje.
 Talas turėjo vieną veną, kuri ėjo nuo galvos iki kulkšnies, pritvirtinta viena bronzine (varine) vinimi. Jasonas ir argonautai plaukdami Argu artėjo prie Kretos, jau gavę aukso vilną. Talas saugodamas salą mėtė akmens luitus į Argą ir neleido prisiartinti prie salos. Talą sunaikino Medėja, kuri jį apgavo apsvaiginusi narkotiniais augalais, jis užkliudė aštrų akmenį ir nukraujavo, ar pagal kitą versiją Medėja apgavo Talą sakydama, kad ištraukęs bronzinę vinį jis taps nemirtingas (pagal Apolodorą). Argonautikoje, Medėja užhipnotizuoja jį iš Argo, sukeldama jam pamišimą, priversdama išsitraukti vinį ir taip jį užmušdama. Pasak kitos istorijos Talą užmušė Filokteto tėvas argonautas Pojantas, šovęs į Talą Heraklio lanku ir pataikęs į kulkšnį. Bet kuriuo atveju, kai vinis buvo ištraukta, Talos kraujuojantys pūliai išteka ir netekęs kraujo miršta. Po Talos mirties Argas galėjo saugiai priplaukti prie Kretos kranto.
 Literatūra
 Apolodoras. „Biblioteka“ I, 26;
 Apolonijas Rodietis. Argonautika. IV, 1638-93. Iš sen. graikų k. vertė Audronė Kudulytė-Kairienė. Vilnius, Mintis, 2012.
 Graikų mitinės būtybės
 Graikų mitologijos mirtingieji


text:
Leddjur (Arthropoda) är en stam inom djurriket som omfattar så varierande djurgrupper som insekter, spindeldjur, mångfotingar och kräftdjur. Leddjuren är jordens artrikaste stam, omkring 80 procent av alla beskrivna djurarter beräknas vara leddjur. Sammantaget finns över en miljon kända arter av leddjur, av vilka de flesta är insekter. I Sverige finns det 29 060 kända arter.
 Benämningen "leddjur" kommer sig av att gruppen delar det gemensamma, grundläggande draget att kroppen, och benen, är ledade. Dessa leders funktion möjliggörs genom att leddjuren har ett så kallat exoskelett av kitin, ett yttre förhårdnat "hudskal" som inte bara tjänar som skydd, utan också utgör fäste för musklerna. Leddjurens muskler är fästade för att uppnå en hävstångseffekt (att böja en arm, med triceps- och bicepsmuskler, vore omöjligt för ett däggdjur, om dessa muskler ej vore fästa på överarmsbenet; däggdjur har med andra ord ett endoskelett). Dessa grundläggande anatomiska drag ger leddjuren stor rörlighet och leddjur har utvecklat förflyttning både genom att hoppa, simma, gå och flyga.
 Leddjuren var en av de tidigaste grupper som lämnade havet och gick upp på land. De kan spåras 550 miljoner år tillbaka, men det är fortfarande inte säkerställt i vilka primitiva djurgrupper de har sitt ursprung. För cirka 350 miljoner år sedan intog de också luften, i form av de första flygande insekterna, och det skulle dröja ytterligare 100 miljoner år innan djur från någon annan grupp gjorde dem sällskap. Till utdöda grupper av leddjur hör trilobiter och havsskorpioner.
 Kännetecken
 Gemensamma anatomiska drag för alla leddjur är att kroppen är indelad i segment från vilka de ledade, parvist ordnade benen utgår. Kärlsystemet är öppet och för kroppsvätskornas cirkulation finns ett hjärta. För andningen finns antingen gälar, boklungor eller ett trakésystem. Nervsystemet hos leddjur består av många ganglier som hålls samman med två nervtrådar, som går genom kroppens segment och är förbundna med hjärnan.
 Olika grupper av leddjur har utvecklats så att segmentens funktion allt mer specialiserats på olika vis, genom att segmenten har vuxit samman och bildat särskilda funktionella enheter, som ett huvud, eller bildat särskilda funktionella bihang, som antenner.
 Hos enkelfotingarna, som hör till de primitivare leddjuren, finns bara ett huvud och en kropp uppdelad i segment som till sin funktion inte skiljer sig så starkt åt. Ett par gångben utgår från vart och ett av kroppens segment. Dubbelfotingarna har en liknande enkel byggnad med uppdelning i ett huvud och en kropp, men hos dessa har två på varandra följande ursprungliga segment smält samman till ett dubbelt segment. Två par gångben utgår därför från vart och ett av kroppens synliga segment.
 Spindlarna har en kroppsbyggnad som är uppdelad i två grundläggande enheter, cephalothorax som består av det sammanvuxna huvudet och mellankroppen, och bakkroppen. De har åtta gångben ordnade i fyra benpar. Hos insekterna har kroppen tre grundläggande enheter, huvud, mellankopp och bakkropp. Insekterna har sex gångben ordnade i tre benpar. Kräftdjuren är en mycket varierad grupp, de har huvud, mellankropp och bakkropp, även om bakkroppen hos vissa grupper är starkt reducerad. De kan ha fler ben, till exempel har de tiofotade kräftdjuren tio gångben ordnade i fem benpar.
 Utbredning
 Leddjur förekommer över hela världen, i många olika miljöer. Insekterna dominerar på land, medan kräftdjuren dominerar i havet.
 Att beräkna det totala antalet av levande arter är oerhört svårt då det ofta har som utgångspunkt en serie av antaganden för att räkna upp antalet från specifika platser för att beräkna hela världen. En studie från 1992 beräknade att det bara i Costa Rica fanns cirka 500 000 arter, av vilka 365 000 var leddjur. Andra uppskattningar slår fast att leddjuren har cirka 1 170 000 beskrivna arter vilket utgör cirka 80 procent av alla kända levande varelser. Leddjuren är viktiga medlemmar i marina ekosystem, samt i ekosystem i färskvatten, och på land- och i luften. Det är bara leddjuren och amnioterna, vars levande medlemmar är reptiler, fåglar och däggdjuren, som har anpassat sig för ett liv i torra miljöer.
 Levnadssätt
 Leddjur uppvisar som den mångformiga grupp de är stor variation i levnadssätt. Utformningen på mundelarna och benen är karaktärer som visar på deras födoval. Det finns såväl predatorer som växtätare och sådana som livnär sig på dött organiskt material och de som är filtrerare. I näringskedjor är leddjuren själva ofta föda för många andra djur. I ekosystemen har de en viktig roll, till exempel som nedbrytare och pollinatörer.
 Många leddjur har en fortplantning med inre befruktning men det finns också exempel på yttre befruktning, främst bland leddjur som lever i havet. En del leddjur, bland annat vissa insekter, kan också föröka sig genom partenogenes. Hos leddjur är hermafrodism ett sällsynt undantag, men det förekommer till exempel hos rankfotingar. De flesta leddjur lägger ägg, men skorpioner uppvisar vivipari, det vill säga att de föder levande ungar.
 De unga individerna av en del leddjur, som spindlar och skorpioner, liknar de fullvuxna djuren, medan unga individer av andra leddjur, som kräftdjur och många insekter inte alls liknar de fullvuxna djuren och därför vanligen benämns larver.
 Omsorgen om avkomman är varierande, det finns leddjur som uppvisar både mycket liten och mycket stor omsorg om avkomman. En del marina leddjurs ägg och larver driver till exempel med strömmarna, medan många samhällsbildande insekter lägger ner mycket tid på vård av äggen och uppfödningen av larverna.
 Ett gemensamt drag för flertalet leddjur är att deras exoskelett begränsar tillväxten och måste bytas ut. Så är fallet för kräftdjur, mångfotingar och spindlar. Insekter utvecklas genom metamorfos och byter med ett fåtal undantag inte hud som fullvuxna. När ett leddjur byter hud är dess kropp som mest oskyddad och de är då extra sårbara för fiender.
 Leddjur och människan
 Kräftdjur, som krabbor, humrar, kräftor och räkor har länge varit en del av människans mat och odlas nu i stor, kommersiell skala. Insekter och deras larver är minst lika näringsrika som kött och äts både råa och kokas i många icke-europeiska kulturer. Kokt tarantel anses vara en delikatess i Kambodja. Det största bidraget av leddjur till människornas livsmedelsförsörjning är av pollinering. En studie 2008 undersökte 100 grödor som enligt FAO odlades för användning som livsmedel och beräknade pollineringens ekonomiska värde till 153 miljarder euro, vilket är 9,5 procent av världens jordbruksproduktion för livsmedel under 2005. Bin producerar också honung som ligger till grund för en snabbt växande industri och internationell handel.
 Trots att leddjuren är den största stammen på jorden och trots att tusentals arter är giftiga, är förgiftning genom bett och sting av leddjur på människor relativt ovanligt. Följder av sjukdomar som överförs av blodsugande insekter är globalt sett ett större problem än förgiftning. Ett exempel är malaria som överförs av vissa myggor. Andra blodsugande insekter infekterar kreatur och dödar därigenom många djur och minskar kraftigt nyttan av andra.
 Den relativa enkelheten hos leddjurens kroppsplan, som låter dem gå på olika ytor både på land och i vatten, har gjort dem användbara som modeller för robotik. Överflödet av segment tillåter leddjur liksom biomimetiska robotar att röra sig normalt även med skadade eller förlorade tillbehör (som exempelvis kroppsdelar).
 Systematik
 Yttre systematik
 Traditionellt har leddjuren, segmenterade som de är, sammanförts med de likaledes segmenterade ringmaskarna i en grupp som kallas Articulata, men molekylära data pekar klart på att denna grupp är polyfyletisk, och att leddjuren egentligen inte är närmare släkt med ringmaskar.
 Som leddjurens närmaste släktingar idag räknas istället trögkrypare och klomaskar, och därutöver bildar de tillsammans med rundmaskar och flera andra smågrupper den högre gruppen Ecdysozoa.
 Inre systematik
 Till leddjuren räknas alla kräftdjur, sexfotingar (insekter m.m.), mångfotingar och palpkäkar (spindlar m.m.). Släktskapet mellan dessa fyra grupper är en omstridd fråga. Traditionellt har sexfotingar och mångfotingar betraktats som varandras närmaste släktingar. Tillsammans med kräftdjuren bildade dessa gruppen Mandibulata. Molekylära data kastar dock tvivel över den indelningen, och pekar snarare mot att sexfotingar och kräftdjur hör ihop. En del studier finner till och med att sexfotingarna är en undergrupp inom kräftdjuren. Se diskussion av detta under Pancrustacea.
 Palpkäkar (Chelicerata)
 Dolksvansar (Xiphosura)
 Havsspindlar (Pycnogonida)
 Spindeldjur (Arachnida)
 †Havsskorpioner (Eurypterida)
 Kräftdjur (Crustacea)
 Remipedia
 Cephalocarida
 Bladfotingar (Branchiopoda)
 Musselkräftor (Ostracoda)
 Maxillopoda
 Storkräftor (Malacostraca)
 Sexfotingar (Hexapoda)
 Insekter (Insecta)
 Urinsekter (Entognatha)
 Hoppstjärtar (Collembola)
 Mångfotingar (Myriapoda)
 Dubbelfotingar (Diplopoda)
 Enkelfotingar (Chilopoda}
 Dvärgfotingar (Symphyla)
 Fåfotingar (Pauropoda)
 †Trilobiter (Trilobita)
 Källor
 Schou, Per (red.). Djur: illustrerad guide till världens djurliv, Globe Förlaget, 2007.
 Noter
 Externa länkar
 Wikipedia:Basartiklar


type: legislation

jurisdiction: EU

text:
 27.9.2017
 PL
 Dziennik Urzędowy Unii Europejskiej
 L 248/1
 ROZPORZĄDZENIE WYKONAWCZE KOMISJI (UE) 2017/1756
 z dnia 26 września 2017 r.
 uchylające rozporządzenie (UE) nr 1013/2010 ustanawiające przepisy wykonawcze do polityki dotyczącej floty Unii, określonej w rozdziale III rozporządzenia Rady (WE) nr 2371/2002
 (Tekst mający znaczenie dla EOG)
 KOMISJA EUROPEJSKA,
 uwzględniając Traktat o funkcjonowaniu Unii Europejskiej,
 uwzględniając rozporządzenie Parlamentu Europejskiego i Rady (UE) nr 1380/2013 z dnia 11 grudnia 2013 r. w sprawie wspólnej polityki rybołówstwa, zmieniające rozporządzenia Rady (WE) nr 1954/2003 i (WE) nr 1224/2009 oraz uchylające rozporządzenia Rady (WE) nr 2371/2002 i (WE) nr 639/2004 oraz decyzję Rady 2004/585/WE (1), a w szczególności jego art. 23 ust. 2,
 a także mając na uwadze, co następuje:
 (1)
 Przed wejściem w życie rozporządzenia (UE) nr 1380/2013, dostosowanie zdolności połowowej było uregulowane w rozdziale III rozporządzenia Rady (WE) nr 2371/2002 (2). W rozporządzeniu Komisji (UE) nr 1013/2010 (3) ustanowiono przepisy wykonawcze do tego rozdziału, jeśli chodzi o poziomy odniesienia dla flot rybackich, monitorowanie wprowadzania i wycofywania statków, zbieranie danych, wymianę informacji i sprawozdawczość roczną.
 (2)
 Rozporządzenie (WE) nr 2371/2002 zostało uchylone rozporządzeniem (UE) nr 1380/2013, a dostosowanie zdolności połowowej i zarządzanie nią regulowane jest obecnie przepisami części IV rozporządzenia (UE) nr 1380/2013. W szczególności pułapy zdolności połowowej państw członkowskich są obecnie określone w załączniku II do rozporządzenia (UE) nr 1380/2013, a przepisy dotyczące sprawozdań rocznych, które mają być przesyłane przez państwa członkowskie, przepisy dotyczące zarządzania wprowadzaniem do floty krajowej i wycofywaniem z niej statków, przepisy dotyczące zbierania i wymiany danych są obecnie określone, odpowiednio, w art. 22, art. 23 oraz art. 24 rozporządzenia (UE) nr 1380/2013.
 (3)
 W związku z tym przepisy ustanowione w rozporządzeniu (UE) nr 1013/2010 zostały zastąpione przepisami, które określono w rozporządzeniu (UE) nr 1380/2013.
 (4)
 W celu wykonania przepisów art. 23 rozporządzenia (UE) nr 1380/2013 należy usunąć z ram prawnych, w których stosuje się ten artykuł, wszystkie nieaktualne przepisy ustanowione w rozporządzeniu (UE) nr 1013/2010.
 (5)
 Należy zatem uchylić rozporządzenie (UE) nr 1013/2010 ze skutkiem od daty rozpoczęcia stosowania rozporządzenia (UE) nr 1380/2013.
 (6)
 Środki przewidziane w niniejszym rozporządzeniu są zgodne z opinią Komitetu ds. Rybołówstwa i Akwakultury,
 PRZYJMUJE NINIEJSZE ROZPORZĄDZENIE:
 Artykuł 1
 Uchylenie
 Rozporządzenie (UE) nr 1013/2010 traci moc ze skutkiem od dnia 1 stycznia 2014 r.
 Artykuł 2
 Niniejsze rozporządzenie wchodzi w życie dziesiątego dnia po jego opublikowaniu w Dzienniku Urzędowym Unii Europejskiej.
 Niniejsze rozporządzenie wiąże w całości i jest bezpośrednio stosowane we wszystkich państwach członkowskich.
 Sporządzono w Brukseli dnia 26 września 2017 r.
 W imieniu Komisji
 Jean-Claude JUNCKER
 Przewodniczący
 (1) Dz.U. L 354 z 28.12.2013, s. 22.
 (2) Rozporządzenie Rady (WE) nr 2371/2002 z dnia 20 grudnia 2002 r. w sprawie ochrony i zrównoważonej eksploatacji zasobów rybołówstwa w ramach wspólnej polityki rybołówstwa (Dz.U. L 358 z 31.12.2002, s. 59).
 (3) Rozporządzenie Komisji (UE) nr 1013/2010 z dnia 10 listopada 2010 r. ustanawiające przepisy wykonawcze do polityki dotyczącej floty Unii, określonej w rozdziale III rozporządzenia Rady (WE) nr 2371/2002 (Dz.U. L 293 z 11.11.2010, s. 1).


text:
Die Deutschsprachige Medizinische Gesellschaft für Paraplegiologie e. V. (DMGP) ist eine multiprofessionelle gemeinnützige medizinische Fachgesellschaft, die der Zusammenarbeit aller in der Behandlung und Rehabilitation von Menschen mit Querschnittlähmung beteiligten Berufsgruppen dient. Dabei steht die Förderung und Wahrnehmung der wissenschaftlichen und praktischen Belange bei Verletzungen, Erkrankungen und allen sonstigen Schädigungen des Rückenmarks im Mittelpunkt.
 Die DMGP ist Mitglied der Arbeitsgemeinschaft der Wissenschaftlichen Medizinischen Fachgesellschaften (AWMF), Sektion der Deutschen Gesellschaft für Orthopädie und Unfallchirurgie e. V. (DGOU), affiliierte Gesellschaft der International Society for Spinal Cord Injury (ISCoS) sowie Gründungsmitglied im Bundesverband NeuroRehabilitation e. V. (BNR).
 Aufgaben
 Als ihre Aufgaben definiert die DMGP vor allem die Verbreitung von Kenntnissen über die umfassende Behandlung und Rehabilitation von Menschen mit Querschnittlähmung. Auch der Förderung der Fortbildung aller beteiligten Gruppen auf dem Gebiet der Querschnittlähmung widmet sich die Gesellschaft, ebenso wie der Förderung des Gedanken- und Erfahrungsaustausches mit in- und ausländischen Gesellschaften, die sich mit Fragen der Querschnittlähmung befassen.
 Seit 1997 gibt es eine enge Zusammenarbeit mit der International Spinal Cord Society (ISCoS), vorher International Medical Society of Paraplegia (IMSOP). Seit 2016 besteht die Möglichkeit einer kombinierten Mitgliedschaft ISCoS/DMGP. Seit 2017 besteht die Möglichkeit der Zertifizierung von Fachweiterbildungen in der Paraplegiologie durch die DMGP und die Pflege bietet seit diesem Zeitpunkt eine zertifizierte Fachweiterbildung Pflege Paraplegiologie an.
 Wissenschaftliche Arbeiten zu Fragen der Querschnittlähmung werden gefördert, ebenso unterstützt die Gesellschaft Forschungsvorhaben im Bereich der Paraplegiologie finanziell. Des Weiteren erarbeitet die DMGP Empfehlungen auf jenen Gebieten der Paraplegiologie, in denen sie besondere Behandlungskompetenz besitzt und zeichnet Personen aus, die sich um die umfassende Rehabilitation von Menschen mit Querschnittlähmung besondere Verdienste erworben haben. Es wird der Ludwig-Guttmann-Preis der DMGP für eine hervorragende wissenschaftliche Arbeit auf dem Gebiet der umfassenden Rehabilitation Querschnittgelähmter und der damit verbundenen Forschung vergeben sowie der Friedrich-Wilhelm-Meinecke-Gedächtnispreis für die zwei besten Abstracts im Rahmen der jährlich stattfindenden Jahrestagung.
 Die DMGP ist in Arbeitskreisen (Ärzte, Beatmung, Darmmanagement, EMSCI, Ergotherapie, Logopädie, Neuro-Urologie, Pflege, Physiotherapie, Psychologie, Sporttherapie und Sozialdienst) organisiert, die jeweils durch einen wissenschaftlichen Beirat im erweiterten Vorstand einen Sitz haben. Die Arbeitskreise als auch die DMGP nehmen zu wissenschaftlichen Fragen zur Querschnittlähmung Stellung und arbeiten themenspezifisch oder berufsgruppenspezifisch. Des Weiteren existiert eine Leitlinien- sowie Bildungs- und Zertifizierungskommission und werden für spezifische Fragestellungen Arbeitsgruppen eingesetzt.
 Mitglieder der DMGP
 Ordentliche Mitglieder der DMGP können natürliche Personen sein, die beruflich auf dem Gebiet der Behandlung von Menschen mit Querschnittlähmung tätig sind und die Ziele der Gesellschaft unterstützen und fördern. Außerordentliche Mitglieder können juristische Personen werden, die sich von Gesetz wegen mit der Rehabilitation von Menschen mit Querschnittlähmung befassen. Zu korrespondierenden Mitgliedern oder Ehrenmitgliedern können Personen ernannt werden, die besonders geehrt werden sollen. Fördermitglieder können alle natürlichen und juristische Personen und sonstige Vereinigungen des öffentlichen und privaten Rechts werden, die die Ziele der Gesellschaft unterstützen.
 Organe der Gesellschaft
 Organe der Gesellschaft sind die jährlich im Rahmen der wissenschaftlichen Jahrestagung stattfindende Mitgliederversammlung, der Vorstand mit Vorsitzendem, stellvertretenden Vorsitzenden, Past Präsidenten, ersten Schriftführer, zweiten Schriftführer und Schatzmeister sowie der Beirat, der den Vorstand in allen Angelegenheiten der Gesellschaft berät.
 Geschichte
 Gegründet wurde die DMGP 1985 in Hamburg. Mehrfach wurde die Satzung verändert und 2006 dabei der Vereinssitz nach Berlin verlegt. 1997 kam es zur Affiliation mit der International Medical Society of Paraplegia – IMSOP (heute: International Spinal Cord Society – ISCoS)
 2006 wurde der Vereinssitz von Hamburg nach Berlin verlegt. Der Name wurde 2018 in Deutschsprachige Medizinische Gesellschaft für Paraplegiologie geändert.
 Weblinks
 Offizielle Website
 Einzelnachweise
 Neurologische Fachgesellschaft
 Interessenverband (Gesundheitswesen)
 Behindertenorganisation (Deutschland)
 Verein (Berlin)
 Verein (Hamburg)
 Gegründet 1985
 Parapl


type: caselaw

text:
 15.8.2008
 LT
 Europos Sąjungos oficialusis leidinys
 C 209/48
 2008 m. liepos 9 d. Pirmosios instancijos teismo sprendimas byloje Reber prieš VRDT — Chocoladefabriken Lindt & Sprüngli (Mozart)
 (Byla T-304/06) (1)
 („Bendrijos prekių ženklas - Registracijos pripažinimo negaliojančia procedūra - Žodinis Bendrijos prekių ženklas „Mozart“ - Ginčo dalykas - Absoliutūs atmetimo pagrindai - Apibūdinamasis pobūdis - Pareiga motyvuoti - Teisėti lūkesčiai - Vienodas požiūris - Teisėtumo principas - Reglamento (EB) Nr. 40/94 7 straipsnio 1 dalies c punktas, 51 straipsnio 1 dalies a punktas, 73 straipsnio pirmas sakinys ir 74 straipsnio 1 dalies pirmas sakinys“)
 (2008/C 209/84)
 Proceso kalba: vokiečių
 Šalys
 Ieškovė: Paul Reber GmbH & Co. KG (Bad Reichenhalis, Vokietija), atstovaujama advokato O. Spuhler
 Atsakovė: Vidaus rinkos derinimo tarnyba (prekių ženklams ir pramoniniam dizainui) (VRDT), atstovaujama G. Schneider
 Kita procedūros VRDT apeliacinėje taryboje šalis, įstojusi į bylą Pirmosios instancijos teisme: Chocoladefabriken Lindt & Sprüngli AG (Kilchbergas, Šveicarija), atstovaujama advokatų R. Lange ir G. Hild
 Dalykas
 Ieškinys, pareikštas dėl 2006 m. rugsėjo 8 d. VRDT antrosios apeliacinės tarybos sprendimo (byla R 97/2005-2), susijusio su registracijos pripažinimo negaliojančia procedūra tarp Chocoladefabriken Lindt & Sprüngli AG ir Paul Reber GmbH & Co. KG.
 Rezoliucinė dalis
 1.
 Atmesti ieškinį.
 2.
 Paul Reber GmbH & Co. KG padengia savo bylinėjimosi išlaidas bei Vidaus rinkos derinimo tarnybos (prekių ženklams ir pramoniniam dizainui) (VRDT) patirtas bylinėjimosi išlaidas.
 3.
 Chocoladefabriken Lindt & Sprüngli AG padengia savo bylinėjimosi išlaidas.
 (1) OL C 326, 2006 12 30.


text:
 23.5.2015
 BG
 Официален вестник на Европейския съюз
 L 128/18
 РЕГЛАМЕНТ ЗА ИЗПЪЛНЕНИЕ (ЕС) 2015/808 НА КОМИСИЯТА
 от 22 май 2015 година
 за установяване на стандартни стойности при внос с цел определяне на входната цена на някои плодове и зеленчуци
 ЕВРОПЕЙСКАТА КОМИСИЯ,
 като взе предвид Договора за функционирането на Европейския съюз,
 като взе предвид Регламент (ЕC) No 1308/2013 на Европейския парламент и на Съвета от 17 декември 2013 г. за установяване на обща организация на селскостопанските пазари и за отмяна на регламенти (ЕИО) No 922/72, (ЕИО) No 234/79, (ЕО) No 1037/2001 и (ЕО) No 1234/2007 (1),
 като взе предвид Регламент за изпълнение (ЕС) No 543/2011 на Комисията от 7 юни 2011 г. за определяне на подробни правила за прилагането на Регламент (ЕО) No 1234/2007 на Съвета по отношение на секторите на плодовете и зеленчуците и на преработените плодове и зеленчуци (2), и по-специално член 136, параграф 1 от него,
 като има предвид, че:
 (1)
 В изпълнение на резултатите от Уругвайския кръг на многостранните търговски преговори в Регламент за изпълнение (ЕС) No 543/2011 са посочени критериите, по които Комисията определя стандартните стойности при внос от трети държави за продуктите и периодите, посочени в приложение XVI, част A от същия регламент.
 (2)
 Стандартната стойност при внос се изчислява за всеки работен ден съгласно член 136, параграф 1 от Регламент за изпълнение (ЕС) No 543/2011, като се вземат под внимание променливите данни за всеки ден. В резултат на това настоящият регламент следва да влезе в сила в деня на публикуването му в Официален вестник на Европейския съюз,
 ПРИЕ НАСТОЯЩИЯ РЕГЛАМЕНТ:
 Член 1
 Стандартните стойности при внос, посочени в член 136 от Регламент за изпълнение (ЕС) No 543/2011, са определени в приложението към настоящия регламент.
 Член 2
 Настоящият регламент влиза в сила в деня на публикуването му в Официален вестник на Европейския съюз.
 Настоящият регламент е задължителен в своята цялост и се прилага пряко във всички държави членки.
 Съставено в Брюксел на 22 май 2015 година.
 За Комисията,
 от името на председателя,
 Jerzy PLEWA
 Генерален директор на генерална дирекция „Земеделие и развитие на селските райони“
 (1) ОВ L 347, 20.12.2013 г., стр. 671.
 (2) ОВ L 157, 15.6.2011 г., стр. 1.
 ПРИЛОЖЕНИЕ
 Стандартни стойности при внос за определяне на входната цена на някои плодове и зеленчуци
 (EUR/100 kg)
 Код по КН
 Код на третa държавa (1)
 Стандартна стойност при внос
 0702 00 00
 AL
 69,6
 MA
 93,5
 MK
 102,7
 ZZ
 88,6
 0707 00 05
 AL
 41,5
 MK
 41,2
 TR
 111,1
 ZZ
 64,6
 0709 93 10
 TR
 127,8
 ZZ
 127,8
 0805 10 20
 EG
 43,7
 IL
 70,8
 MA
 56,2
 ZA
 61,0
 ZZ
 57,9
 0805 50 10
 BO
 147,7
 BR
 103,9
 MA
 111,5
 TR
 98,3
 ZA
 178,1
 ZZ
 127,9
 0808 10 80
 AR
 176,7
 BR
 105,1
 CL
 135,3
 NZ
 157,6
 US
 232,9
 UY
 68,9
 ZA
 110,0
 ZZ
 140,9
 0809 29 00
 US
 413,6
 ZZ
 413,6
 (1) Номенклатура на държавите, определена с Регламент (ЕC) No 1106/2012 на Комисията от 27 ноември 2012 година за прилагане на Регламент (ЕО) No 471/2009 на Европейския парламент и на Съвета относно статистиката на Общността за външната търговия с трети страни по отношение на актуализиране на номенклатурата на държавите и териториите (ОВ L 328, 28.11.2012 г., стр. 7). Код „ZZ“ означава „с друг произход“.


jurisdiction: US

text: b' Office of Inspector General\n\n\n\n\nOctober 25, 2004\n\nLYNN MALCOLM\nACTING VICE PRESIDENT, FINANCE, CONTROLLER\n\nWILLIAM P. GALLIGAN\nVICE PRESIDENT, DELIVERY AND RETAIL\n\nKEITH STRANGE\nVICE PRESIDENT, SUPPLY MANAGEMENT\n\nDEWITT HARRIS\nVICE PRESIDENT, EMPLOYEE RESOURCE MANAGEMENT\n\nANTHONY J. VEGLIANTE\nVICE PRESIDENT, LABOR RELATIONS\n\nSUBJECT: Audit Report \xe2\x80\x93 Reports Distribution\n (Report Number IS-AR-05-001)\n\nThis report presents the results of our self-initiated audit of cost reduction opportunities\nassociated with reports distribution (Project Number 04BG005IS000). Specifically, our\nobjective was to determine if costs associated with generating and distributing\nmainframe outputs printed by the Eagan Host Computer Services could be reduced.\n\nThe Postal Service has the ability to increase the efficiency of output distribution and\nreduce cost within the spirit of the Postal Service paper reduction policy. This can occur\nif the Postal Service implements an output distribution policy that conveys its preference\nfor using electronic media over printing and distributing hardcopy outputs. Our review\nshowed a potential financial impact of $3,220,411 annually for the specific outputs\nreviewed. Based on input from Postal Service managers, we recommended a steering\ncommittee be formed to establish and implement policies for reducing internal printed\noutputs and expand the scope to a global effort to reduce printed outputs. These funds\nrepresent funds put to better use and will be reported as such in our Semiannual Report\nto Congress.\n\n\n\n\n 1735 N Lynn St.\n Arlington, VA 22209-2020\n (703) 248-2100\n Fax: (703) 248-2256\n\x0cIn the draft version of this report, we directed recommendations to multiple Senior Vice\nPresidents because the issues in this report were global throughout the Postal Service.\nLikewise, the addressees on the draft version were those same individuals. However,\nfollowing additional discussions with Postal Service management we have directed this\nfinal report to the appropriate functional Vice Presidents. Additionally, we have revised\nthe language in recommendation number 8 to provide more flexibility than originally\nstated. We made nine recommendations to Postal Service management addressing\nthese issues.\n\nManagement generally agreed with recommendations 1-8 and has initiatives in\nprogress or planned that should correct the issues in this report. Management\ndisagreed with recommendation 9, however, action is planned which meets the intent of\nthe recommendation. Management\xe2\x80\x99s comments and actions taken or planned are\nresponsive to our recommendations. Management\xe2\x80\x99s comments and our evaluation of\nthese comments are included in this report.\n\nThe Office of Inspector General (OIG) considers recommendation 1 significant, and\ntherefore requires OIG concurrence before closure. Consequently, the OIG requests\nwritten confirmation when corrective action is completed. This recommendation should\nnot be closed in the follow-up tracking system until the OIG provides written\nconfirmation that the recommendation can be closed.\n\nWe appreciate the cooperation and courtesies provided by your staff during the audit.\nIf you have any questions or need additional information please contact Gary Rippie,\nDirector, Information Systems, or me at (703) 248-2300.\n\n/s/ John M. Seeba\n\nJohn M. Seeba\nAssistant Inspector General\n for Audit\n\nAttachment\n\x0ccc: Richard J. Strasser, Jr.\n Suzanne F. Medvidovich\n Patrick R. Donahoe\n John A. Rapp\n Robert L. Otto\n Thomas G. Day\n Margaret A. Weir\n Peter Myo Khin\n Dennis M. Baca\n Marie K. Martinez\n Jo Ann E. Mitchell\n Kevin T. McNamara\n Richard A. Lena\n Deborah J. Judy\n Van E. Rouse\n Camille B. Wider\n John R. Mularski\n Steven R. Phelps\n\x0cReports Distribution IS-AR-05-001\n\n\n\n TABLE OF CONTENTS\nExecutive Summary i\n\nPart I\n\nIntroduction 1\n Background 1\n Objective, Scope, and Methodology 3\n Prior Audit Coverage 4\n\nPart II\n\nAudit Results 5\n Controlling Printed Outputs 5\n Output Distribution Policy 5\n Environmental Considerations 6\n Recommendation 6\n Management\xe2\x80\x99s Comments 7\n Evaluation of Management\xe2\x80\x99s Comments 7\n\n Opportunities for Cost Reduction 8\n Outputs With an Electronic Distribution Method Already in Place 8\n Payroll Checks 8\n Recommendations 9\n Management\xe2\x80\x99s Comments 10\n Evaluation of Management\xe2\x80\x99s Comments 10\n\n Vendor Checks 10\n Recommendation 11\n Management\xe2\x80\x99s Comments 11\n Evaluation of Management\xe2\x80\x99s Comments 12\n\n Management Reports 12\n Recommendations 13\n Management\xe2\x80\x99s Comments 13\n Evaluation of Management\xe2\x80\x99s Comments 13\n\n Outputs Capable of Being Distributed Electronically 14\n Earning Statements/W-2s 14\n Recommendation 15\n Management\xe2\x80\x99s Comments 15\n Evaluation of Management\xe2\x80\x99s Comments 15\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\n Outputs Where Mailing Frequencies May Be Reduced 15\n Employee Receivable Statements 15\n Timecards 16\n Recommendation 17\n Management\xe2\x80\x99s Comments 17\n Evaluation of Management\xe2\x80\x99s Comments 17\n\nAppendix. Management\xe2\x80\x99s Comments 18\n\x0cReports Distribution IS-AR-05-001\n\n\n\n EXECUTIVE SUMMARY\nIntroduction This report presents the results of our self-initiated audit of\n cost reduction opportunities associated with report\n distribution (Project Number 04BG005IS000). The objective\n of our audit was to determine if costs associated with\n generating and distributing mainframe outputs printed by\n the Eagan Host Computing Services can be reduced.\n\n Nearing the conclusion of our audit, we held preliminary\n discussions with Postal Service management who\n suggested the establishment of a steering committee to\n address specific opportunities. The proposal also\n suggested expanding the scope to encompass output\n reduction opportunities on a postal-wide basis. We believe\n moving in this direction will place the Postal Service in a\n position to fully address cross-organizational issues raised\n in this report.\n\nResults in Brief Controlling the distribution of printed outputs by the Eagan\n Host Computing Services is essential to increasing\n efficiency and minimizing associated costs. The Postal\n Service has the potential to increase the efficiency of output\n distribution and reduce cost within the spirit of their paper\n reduction policy. This can occur if the Postal Service\n establishes a steering committee to promote its existing\n electronic infrastructure and implement an output\n distribution policy that conveys its preference for using\n electronic media over printing and distributing hardcopy\n outputs.\n\n Specific areas of opportunity for increasing the use of\n electronic media relate to printed outputs that:\n\n \xe2\x80\xa2 Have an electronic distribution method already in\n place.\n \xe2\x80\xa2 Are capable of being distributed electronically as part\n of ongoing initiatives.\n\n In addition, frequencies for mailing some printed outputs\n may be reduced. We refer these outputs for further review.\n\n The financial impact of the specific opportunities results in\n $3,220,411 annually. We agree with Postal Service\n managers that a one-time offsetting investment cost may be\n required. However, additional benefits may also be\n\n i\n\x0cReports Distribution IS-AR-05-001\n\n\n\n achieved by evaluating outputs and cost factors we did not\n consider in our review. These monetary benefits represent\n funds put to better use for the Postal Service and will be\n reported as such in our Semiannual Report to Congress.\n\nSummary of To minimize cost and maximize use of the existing\nRecommendations electronic infrastructure, we recommended the Postal\n Service form an organizational steering committee\n comprised of key stakeholders to establish an electronic\n distribution policy. In addition, we recommended the\n steering committee implement this policy and review\n additional opportunities throughout the organization.\n\n As detailed in the body of the report, we further\n recommended the appropriate Vice Presidents, where\n feasible:\n\n \xe2\x80\xa2 Increase use of electronic payments for payroll checks\n and vendor checks to the extent possible, including a\n revision of the vendor payment policy.\n\n \xe2\x80\xa2 Reduce or discontinue printing and/or mailing\n management reports that are available electronically,\n where possible.\n\n \xe2\x80\xa2 Incorporate electronic earnings statements and W-2s into\n planned initiatives.\n\nSummary of Management generally agreed with our findings and\nManagement\xe2\x80\x99s recommendations to establish a steering committee and\nComments capture the $3.2 million saving opportunity identified. While\n management agreed with 7 recommendations in their\n entirety, it partially agreed to one recommendation and\n disagreed but took the desired action for the other\n recommendation. Management\xe2\x80\x99s comments, in their\n entirety, are included in the appendix of this report.\n\nOverall Evaluation of Management\xe2\x80\x99s comments and actions taken or planned are\nManagement\xe2\x80\x99s responsive to our findings and recommendations and\nComments should correct the issues identified in the report.\n\n\n\n\n ii\n\x0cReports Distribution IS-AR-05-001\n\n\n\n INTRODUCTION\nBackground The Postal Service has two Host Computing Service\n Centers in Eagan, Minnesota, and San Mateo, California.\n Annually, millions of pages of outputs are printed and\n mailed from these centers using state of the art resources\n as depicted below.\n\n\n\n\n This picture illustrates the magnitude of printing and supplies used to\n produce various forms of output.\n\n While electronic reporting tools are used for distributing\n many outputs, the Eagan Host Computing Services prints\n over 1,750 types1 of outputs based on customer\n requirements. For a three-month period, 77 percent of\n printed outputs we reviewed were associated with only a\n few business areas. Payroll-related outputs account for\n about a third of printed volume. Approximately 15 percent\n of the printed volume is prepared for distribution manually.\n\n Many of these outputs are mailed, which result in added\n costs to process, transport, and deliver. The fiscal year\n (FY) 2003 costs for supplies, labor, disposal, and mailing\n related costs are at least $5.7 million.2\n\n\n\n\n1\n Mainframe job names are assigned to printed outputs. We summarized on the first six characters to\ndistinguish type.\n2\n Total related costs of $5.7 million consist of $2.2 million relating to labor, supplies, and disposal and at\nleast $3.5 million in costs associated with postage for the 47 outputs selected for review and discussed in\nthis report.\n\n 1\n\x0cReports Distribution IS-AR-05-001\n\n\n\n The Postal Service has conducted several prior efforts to\n reduce printed outputs. These efforts resulted in reduction\n and elimination of some outputs. We commend these past\n initiatives; however, initiatives were not done on a\n consistent or continuous basis.\n\n An electronic infrastructure is essential to support the\n distribution of outputs. The Postal Service has made recent\n gains in this area, providing additional opportunities to\n increase efficiency. Currently, the Postal Services computer\n infrastructure reaches at least 81 percent of facilities and\n 55 percent of employees. For example, Personal Central\n Kiosks provide Web access for employees, including craft,\n to their confidential personnel information in the workplace.\n Within the last two years, the Postal Service has provided\n secure Web-based access to over 300,000 employees who\n would not otherwise have access to a Postal Service\n computer in the workplace.\n\n To further enhance its reach to employees and facilities, the\n Postal Service is currently working on self-service solutions\n such as:\n\n \xe2\x80\xa2 Human Capital Enterprise (HCE) - This is a major\n effort between Human Resources, Information\n Technology, and Finance/Controller to incorporate\n human resource functionalities for all Postal Service\n employees into a single integrated shared services\n environment.\n\n \xe2\x80\xa2 Advanced Computing Environment (ACE) - This\n effort is multi-year technology infrastructure\n refreshment that involves standardizing and\n upgrading workstations, messaging systems, and\n servers as well as reducing the number of server\n locations, help desks, and contract field support\n personnel.\n\n \xe2\x80\xa2 Portal Solutions - This effort provides employee\n access to personnel information from the Internet.\n Employees will be able to obtain access to this\n information through personal computers outside the\n Postal Service network.\n\n\n\n\n 2\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\n \xe2\x80\xa2 Enterprise Data Warehouse - Authorized users can\n query and analyze data from key business areas\n including; Retail, Supply Management, Finance,\n Network Operations, Facilities, Marketing, and\n Human Resources.\n\n \xe2\x80\xa2 Shared Service Accounting - This effort consolidates\n resources and financial/accounting like activities\n typically spread across 80 districts into\n three accounting service centers in Eagan, St. Louis,\n and San Mateo. Its purpose is to service multiple\n internal partners at lower costs and with higher\n service levels with the common goal of enhancing the\n Postal Service\xe2\x80\x99s value.\n\nObjective, Scope, and The objective of our audit was to determine if costs\nMethodology associated with generating and distributing mainframe\n outputs printed by the Eagan Host Computing Services\n could be reduced.\n\n We interviewed personnel, conducted tests where\n necessary and assessed policy issues related to printed\n data. To assess related internal controls, we reviewed\n applicable policies, procedures, and other relevant\n materials.\n\n To identify cost reduction opportunities, we reviewed\n mainframe print logs covering a three-month period ending\n January 2004. We selected and analyzed 47 outputs\n representing 77 percent of the printed volume, based on\n total lines printed. In addition, we interviewed Eagan and\n headquarters officials and business area personnel to\n determine if existing printed outputs were:\n\n \xe2\x80\xa2 Available on-line or distributed electronically.\n \xe2\x80\xa2 Could be reduced or eliminated.\n \xe2\x80\xa2 Capable of being on-line.\n\n We also assessed costs associated with outputs selected\n for review. Financial opportunities identified in this report\n are limited to supplies, costs of processing, delivering,\n transporting, and other transactional costs. We used\n\n\n\n\n 3\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\n conservative estimates that did not include direct variable\n costs such as labor, equipment, and overhead to avoid\n duplicating cost savings with other Postal Service initiatives.\n\n This audit was conducted from November 2003 through\n October 2004, in accordance with generally accepted\n government auditing standards and included such tests of\n internal controls as were considered necessary under the\n circumstances. We relied on the results of previous general\n control audits to ascertain the reliability of information used.\n Based on the results of these audits and in conjunction with\n interviews, we determined the information is sufficiently\n reliable to meet the audit objectives. We discussed our\n observations and conclusions with appropriate management\n officials and included their comments, where appropriate.\n\n As we neared completion of our audit, Postal Service\n management suggested reviewing an expanded scope of\n outputs generated nation-wide through the establishment of\n a steering committee. Based on these actions, we\n customized our recommendations to encompass the\n broader objective.\n\nPrior Audit Coverage There were no previous reports issued to the Postal Service\n by the Office of Inspector General, the Government\n Accountability Office, or the Postal Inspection Service that\n specifically addressed internal report distribution at the\n Postal Service.\n\n\n\n\n 4\n\x0cReports Distribution IS-AR-05-001\n\n\n\n AUDIT RESULTS\n The Postal Service has the ability to increase the efficiency\n of output distribution and reduce cost within the spirit of the\n Postal Service paper reduction policy. This can occur if the\n Postal Service implements an output distribution policy that\n conveys its preference for using electronic media over\n printing and distributing hardcopy outputs. Our review\n showed a potential financial impact of $3,220,411 annually\n for the specific outputs reviewed.\n\nControlling Printed Controlling the distribution of printed outputs produced at the\nOutputs Eagan Host Computing Services is essential to increasing\n efficiency and minimizing associated costs. The Postal\n Service has the potential to increase the efficiency of output\n distribution and reduce cost within the spirit of its paper\n reduction policy. This can occur if the Postal Service takes\n full advantage of the existing electronic infrastructure, and\n implements an output distribution policy that requires the use\n of electronic media over printing and distributing hardcopy\n outputs.\n\nOutput Distribution Our assessment of controls noted the Postal Service is\nPolicy without a documented policy for requesting, approving, and\n reducing printed outputs. This occurred because there have\n not been corporate policies and procedures to provide\n guidance on electronic distribution and monitoring of printed\n outputs. While we recognize the business areas determine\n the need, some outputs printed and distributed from Eagan\n Host Computer Services were available in electronic form.\n\n Industry best practices state that output distribution lists be\n initially approved and subsequently reviewed at least once a\n year. The number of printed copies should also be evaluated\n and outputs not used be eliminated. This process would\n allow outputs to be received only by necessary users.\n Establishing such a policy will increase efficiency by reducing\n production costs as discussed in subsequent sections of this\n report. A policy would provide business users with guidance\n towards electronic reporting and consideration of cost\n reductions.\n\n\n\n\n 5\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\n Postal Service management suggested a steering committee\n could be formed to establish and implement a policy for\n promoting the use of the current electronic infrastructure.\n Establishing a steering committee made up of all key\n stakeholders such as Engineering, Information Technology,\n Operations, Finance, and Supply Management will be\n essential in accomplishing an agency-wide electronic\n distribution effort and directing future reviews to reduce\n printed outputs.\n\nEnvironmental As an additional benefit, actively promoting the electronic\nConsiderations distribution of data will further contribute to achieving waste\n reduction goals set by environmental management.\n According to Handbook AS-552, Pollution Prevention Guide\n (D-19):\n\n \xe2\x80\xa2 The Postal Service is committed to the reduction of\n waste at the source of generation.\n\n \xe2\x80\xa2 In office settings, the Postal Service is encouraged to\n use electronic mail rather than paper memos and\n distribution copies.\n\n \xe2\x80\xa2 Distribution lists should be limited.\n\n \xe2\x80\xa2 If paper copies are necessary, the Postal Service\n should circulate one memo or report with a cover\n sheet indicating distribution.3\n\n Incorporating electronic reports distribution policy in the\n pollution guide would help the Postal Service meet its\n environmental goals in addition to efficiency and cost\n reduction goals.\n\nRecommendation We recommend the Vice President, Delivery and Retail; Vice\n President Labor Relations; Vice President, Employee\n Resource Management; Vice President, Supply\n Management; and Acting Vice President, Finance, Controller:\n\n 1. Form an organizational steering committee comprised of\n key stakeholders to:\n\n a) Establish an electronic distribution policy.\n\n3\n Handbook AS-552, Pollution Prevention Guide, August 1996, D-19, Paper, Items 3 and 4.\n\n 6\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\n b) Implement this policy Postal Service-wide.\n\n c) Review additional opportunities for reducing\n paper outputs.\n\nManagement\xe2\x80\x99s Management agreed with our recommendation to establish a\nComments cross-functional team comprised of key stakeholders. The\n team will be formed in FY 2005.\n\nEvaluation of Management\xe2\x80\x99s comments are responsive to our\nManagement\xe2\x80\x99s recommendation and actions planned should correct the\nComments issues identified in the finding.\n\n\n\n\n 7\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\nOpportunities for The Eagan Host Computing Services has the capability to\nCost Reduction increase the efficiency of output distribution and reduce cost.\n Out of the 47 outputs reviewed, cost reduction opportunities\n exist for 57 percent of the outputs. Specific areas of\n opportunity for increasing the use of electronic media relate\n to outputs that:\n\n \xe2\x80\xa2 Have an electronic distribution method already in\n place.\n \xe2\x80\xa2 Are capable of being distributed electronically as part\n of ongoing initiatives.\n\n In addition, the frequencies for mailing some printed outputs\n may be reduced, specifically, time cards and employee\n receivable statements.\n\n The financial impact of the 47 outputs reviewed is\n $3,220,411 annually. Reviewing printed outputs generated\n Postal Service-wide could provide additional monetary\n savings.\n\nOutputs With an An electronic distribution method is already in place for\nElectronic Distribution 49 percent of printed outputs reviewed. These outputs\nMethod Already in consist of printed checks and management reports that are\nPlace available electronically.\n\nPayroll Checks While the Postal Service has made significant progress in\n paying employees electronically, it printed 6.4 million payroll\n checks during FY 2003. Our analysis of payroll activity\n during March 2004 showed 28 percent of employees4\n continue to receive paper checks.\n\n Historically, the payroll direct deposit program has been\n implemented on a voluntary basis. In addition, existing\n Postal Service labor agreements do not specifically address\n electronic payments, which may be a negotiable item.\n Increasing participation to a comparable level with federal\n agencies could provide $648,392 annually in cost savings to\n the Postal Service.\n\n\n\n\n4\n Twenty-eight percent (228,466 of 809,380) of all employees continue to receive paper checks.\n\n 8\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\n Benchmarking the use of direct deposit for payroll to federal\n agencies showed:\n\n \xe2\x80\xa2 Electronic funds transfer provisions within the Debt\n Collection Act5 require federal agencies to utilize\n electronic funds transfer payment with limited\n exceptions.\n\n \xe2\x80\xa2 Department of Defense pays all of its 5.9 million\n employees electronically as a condition of\n employment.\n\n \xe2\x80\xa2 Other federal agencies for which the United States\n Treasury disburses payroll achieved 98 percent\n electronic funds transfer participation. To achieve\n this percentage, agencies with unionized employees\n used companion mailers to describe the benefits of\n electronic funds transfer and strongly encouraged\n participation. Ultimately, employees had to certify\n they did not have bank accounts if they insisted on\n receiving a paper check.\n\n Given these facts, we believe the Postal Service has an\n opportunity to increase payroll electronic funds transfer\n participation and recommend pursuit of this opportunity in\n future negotiations.\n\nRecommendations We recommend the Vice President, Labor Relations and\n Vice President, Employee Resource Management:\n\n 2. Incorporate a direct deposit campaign for craft and\n non-craft employees similar to the successful efforts\n used by federal agencies with employee unions.\n\n We recommend the Vice President, Labor Relations; Vice\n President, Employee Resource Management; and Acting\n Vice President, Finance, Controller:\n\n 3. Negotiate the use of direct deposit as a condition of\n employment for existing and/or new employees in future\n labor and nonlabor agreements.\n\n\n\n5\n Public Law 104-134, Debt Collection Improvement Act of 1996, Section 31001 (X).\n\n 9\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\nManagement\xe2\x80\x99s Management agreed with recommendation 2 and is\nComments currently encouraging employees to utilize direct deposit\n through various internal media. Management partially\n agreed to recommendation 3 citing it could not unilaterally\n mandate the use of direct deposit but will attempt to do so\n consistent with overall bargaining priorities and strategies.\n\nEvaluation of Management\xe2\x80\x99s comments are responsive to\nManagement\xe2\x80\x99s recommendations 2 and 3 and actions taken or planned\nComments should correct the issues identified in the findings.\n\nVendor Checks The Postal Service has significant opportunities to pay its\n vendors electronically. Specifically, over 2 million\n (78 percent) vendor check payments were printed and\n distributed during FY 2003.6 As a matter of policy, the\n Postal Service has the option of making vendor payments by\n check, by electronic funds transfer, or by government credit\n card.7 Increasing vendor participation in the electronic funds\n transfer program could provide $787,674 annually in cost\n savings to the Postal Service.\n\n Benchmarking the use of electronic funds transfer for vendor\n payments to federal agencies showed:\n\n \xe2\x80\xa2 Federal agencies for which the United States\n Treasury disburses vendor payments utilize\n electronic funds transfer 65 percent of the time, on\n average.\n\n \xe2\x80\xa2 According to federal purchasing regulations,\n contractor registration is required, including\n electronic funds transfer information, in order to\n conduct business before awarding any contract,\n basic agreement, basic ordering agreement, or\n blanket purchase agreement, on or after October 1,\n 2003.8\n\n\n\n\n6\n Eagan Host Computer Services prints and distributes vendor checks for the Minneapolis, St. Louis, and\nSan Mateo Centers.\n7\n Purchasing Manual Issue 3, Appendix B, Section B.3, Contract Clause 4-1.\n8\n Best Practice: Federal Acquisition Circular 2001-16 Amendment, Item I-Central Contract Registration (FAR\nCase 2002-018).\n\n 10\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\n \xe2\x80\xa2 The Department of Defense supports the registration\n process through its Central Contract Registration\n website. Contractors are required to register\n company information annually.\n\n We reviewed data for 80,022 vendors who received checks\n (237,885) printed during the 2nd quarter of FY 2004. Results\n showed:\n\n \xe2\x80\xa2 Forty-six percent (36,950) of the vendors received an\n average of three checks. One vendor received as\n many as 878 checks during the quarter.\n\n Electronic funds transfer requires a set-up and completion\n process by the accounting service center, which typically is\n not used for one-time vendor payments. We agree that\n set-up cost for a one-time payment may not be cost\n effective. However our analysis of a single quarter showed:\n\n \xe2\x80\xa2 Fifty-four percent (43,072) represented one-time\n payments to vendors including corporations and\n small businesses.\n\n \xe2\x80\xa2 The average amount of single payments during the\n quarter was $1,435. The government credit card\n allows for payments up to $10,000.\n\n Given these facts, we believe the Postal Service has\n significant opportunities to increase vendor electronic funds\n transfer participation.\n\nRecommendation We recommend the Vice President, Supply Management;\n and Acting Vice President, Finance, Controller:\n 4. Revise the Postal Service vendor payment policy to\n require vendors, to the extent possible, to accept\n electronic funds transfer or government card with limited\n exceptions.\n\nManagement\xe2\x80\x99s Management agreed with the intent our recommendation\nComments and stated the current contractual policy is sufficient. They\n also stated they would work to enhance internal process\n improvements to increase the use of electronic funds\n transfer (EFT) payments in FY 2005.\n\n\n\n 11\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\nEvaluation of Management\xe2\x80\x99s comments are responsive to the\nManagement\xe2\x80\x99s recommendation and actions planned should correct the\nComments issues identified in the finding.\n\nManagement Reports We noted that 8 of 11 management reports reviewed were\n mailed to thousands of sites, even though many users could\n view them electronically. Management reports with an\n existing electronic medium are used by the following\n business areas:\n\n\n Delivery & Retail Savings Opportunities ($)\n Outputs\n Rural Route Evaluations $139,577\n Rural Carrier Hours $136,700\n Rural Route Master Listing $76,939\n Total $353,216\n\n\n Finance Outputs Savings Opportunities ($)\n Payroll Adjustments $72,447\n Employee On-Rolls $26,958\n Statistics\n Total $99,405\n\n\n Human Resource Savings Opportunities ($)\n Outputs\n Retirement Related $0*\n Employee Master Listing $0*\n Employee Reference Listing $60,983\n Total $60,983\n *Financial impact not captured because outputs not mailed.\n\n This occurred because there has not been a consistent and\n continuous policy for encouraging electronic distribution and\n monitoring of printed outputs. We estimate the Postal\n Service can avoid at least $513,604 annually by maximizing\n its use of electronic means for viewing management reports.\n\n To demonstrate the need for improvement, we highlight the\n following examples:\n\n \xe2\x80\xa2 Rural route evaluation reports were produced 29 times\n during FY 2003 and distributed in separate mailings\n totaling about 108,000. Mailings during the year ranged\n from 2,000 to 13,000 locations. Four copies are\n generated for each mailing; three are mailed to respective\n post offices and one mailed to the corresponding district\n\n 12\n\x0cReports Distribution IS-AR-05-001\n\n\n\n office. Only one copy is required for the post office route\n book and that report can be viewed electronically. If\n additional copies were needed, a user would still be able\n to print locally.\n\n \xe2\x80\xa2 Employee on-roll statistics were being printed and\n distributed to field offices by the Eagan Host Computing\n Services. This report is currently available and in use\n within the Enterprise Data Warehouse. As the Postal\n Service continues to populate and increase its use of the\n enterprise data warehouse with self-service payroll,\n human resource, and other employee information, we\n believe there will be less of a need for the Eagan Host\n Computing Services to support management reports in\n printed form.\n\nRecommendations We recommend the Vice President, Delivery and Retail:\n\n 5. Reduce or discontinue, to the extent possible,\n management reports for Delivery and Retail that are\n available electronically.\n\n We recommend the Acting Vice President, Finance,\n Controller:\n\n 6. Reduce or discontinue, to the extent possible,\n management reports for Finance that are available\n electronically.\n\n We recommend the Vice President, Employee Resource\n Management:\n\n 7. Reduce or discontinue, to the extent possible,\n management reports for Human Resources that are\n available electronically.\n\nManagement\xe2\x80\x99s Management agreed with recommendations 5 through 7 to\nComments reduce management reports in paper form, where feasible.\n They also stated that additional costs associated with\n printing reports locally would be considered as a part of the\n decision to move to electronic reports distribution.\n\nEvaluation of Management\xe2\x80\x99s comments for recommendation 5 through 7\nManagement\xe2\x80\x99s are responsive to the recommendations and actions taken or\nComments planned should correct the issues identified in the finding.\n\n\n 13\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\nOutputs Capable of The audit also showed employee earning statements and\nBeing Distributed W-2 forms are capable of being distributed electronically as\nElectronically part of ongoing initiatives that enhances infrastructure.\n These outputs currently do not have an electronic\n distribution method in place. This occurred because the\n Postal Service has not given priority to reengineering payroll\n processes in current human resources technology initiatives.\n The Postal Service can avoid costs of $1,270,741 annually\n by incorporating these outputs into on-going initiatives such\n as the Human Capital Enterprise.\n\nEarning Though the Postal Service does not currently have an\nStatements/W-2s infrastructure in place to provide electronic earnings\n information to its employees, federal departments have\n embraced the benefits of distributing electronic earnings\n information on a voluntary basis. For example, the\n Department of Defense publicizes a 44 percent sign-up rate\n for 5.9 million employees to its electronic earnings website.\n Likewise, the National Finance Center, which provides\n secure services to more than 100 federal agencies,\n publicizes a 57 percent enrollment rate to its employee\n personal page website that provides earnings and benefits\n information.\n\n According to the National Finance Center:\n\n \xe2\x80\xa2 All client agencies offer their employees the\n opportunity to enroll in the employee personal page.\n\n \xe2\x80\xa2 Enrollment at most agencies is voluntary. Once\n enrolled, an employee can then make an election to\n discontinue receiving a paper earning and leave\n statement. Clearly, the higher the percentage of\n employees who elect to go paperless, the greater the\n savings for that agency.\n\n \xe2\x80\xa2 All employees at the Department of Justice\n Headquarters and the Department of Treasury, Office\n of Inspector General, receive paperless earning and\n leave statements.\n\n The use of electronic earnings and benefit information is\n expected to grow significantly in the future. As it grows, so\n do the savings for federal agencies that move in this\n direction.\n\n 14\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\nRecommendation We recommend the Acting Vice President, Finance,\n Controller:\n\n 8. To the extent possible, capture the reported cost savings\n by prioritizing and incorporating electronic earnings\n statements and W-2s into planned initiatives.9\n\nManagement\xe2\x80\x99s Management agreed with the spirit of our recommendation\nComments to reduce employee earnings information provided in paper\n form. They stated the Postal Service has identified some\n obstacles that must be overcome before this\n recommendation can be implemented. Most notably, cost\n and privacy issues must be thoroughly studied and vetted\n through the appropriate functional groups. Postal Service\n management plans to refer this recommendation to the\n steering committee for action, and will keep the OIG abreast\n of that committee\xe2\x80\x99s recommendation.\n\nEvaluation of Management\xe2\x80\x99s comments are responsive to our\nManagement\xe2\x80\x99s recommendation and actions planned should correct the\nComments issues identified in the finding.\n\nOutputs Where Our analysis further showed that employee receivable\nMailing Frequencies statements and time cards have mail frequencies that may\nMay Be Reduced be reduced.\n\n Employee Employee receivable statements is an area that may have\n Receivable opportunities where the Postal Service can reduce mailing\n Statements frequencies. Currently invoices are the first form of\n notification of a debt owed. Subsequently, monthly\n statements are mailed reflecting historical transactions\n regardless of amount owed. The Postal Service does not\n have a business requirement for producing receivable\n statements that includes the reduction of printing and mailing\n outputs.\n\n Our analysis of monthly receivable statements printed and\n mailed by the Eagan Host Computing Services in\n February 2004 showed that at least 50 percent (4,884 of\n 9,677) of monthly statements analyzed pertain to employee\n debts to the Postal Service.\n\n\n9\n The phrase \xe2\x80\x9cto the extent possible\xe2\x80\x9d was not included in the original draft report and was added based upon\ndiscussions with Postal Service management.\n\n 15\n\x0cReports Distribution IS-AR-05-001\n\n\n\n As depicted below, 21.56 percent of statements mailed to\n employees valued $0.\n\n\n Employee Statements Up to $25\n\n Percent of Percent of\n Range of $ Count Count Field Total Due\n <0.01 1,053 21.56% 0% $0\n 0.01 - 25.00 85 1.74% 0% $869\n >25.00 3,746 76.70% 100% $6,949,226\n Totals 4,884 100.00% 100% $6,950,095\n\n\n\n While statements serve as a collection reminder or\n notification of receipt of payment, the employee relations\n manual specifies procedures for collecting debts from\n employees, including salary offsets. The employee relation\xe2\x80\x99s\n manual is silent on the frequency of distributing employee\n receivable statements.\n\n We recognize employee statements cannot be eliminated.\n However, there are no legal barriers to prevent the Postal\n Service from reducing the frequency of the mailings. As\n such, we believe the mailing of these statements can be\n changed from monthly to another production frequency,\n such as, quarterly.\n\nTimecards Employee time cards also have mail frequencies that may\n be reduced. Generally, time cards are mailed weekly to\n small post offices. The Postal Service does not have a\n business requirement for reducing the production of time\n cards for small post offices that includes the reduction of\n printing and mailing of these outputs. Our analysis of time\n card distributions showed that:\n\n \xe2\x80\xa2 Ninety-five percent of over 20,000 weekly mailings\n were sent to locations with five or less employees.\n\n \xe2\x80\xa2 It may be cost-prohibitive to deploy electronic badge\n readers to facilities with small numbers of employees.\n\n \xe2\x80\xa2 Manual work-a-rounds may be feasible since the\n deployment of Time and Attendance Collection\n System (TACS), Rural TACS and Telephone Voice\n Response (TVR) has changed the business\n\n 16\n\x0cReports Distribution IS-AR-05-001\n\n\n\n environment. For example, the Postal Service could\n eliminate 75 percent of time card distributions if it\n changed its production run from weekly to monthly.\n\nRecommendation We recommend the Acting Vice President, Finance,\n Controller:\n\n 9. Review opportunities for reducing the distribution\n frequency for employee receivable statements and\n timecards.\n\nManagement\xe2\x80\x99s Management disagreed with this recommendation and\nComments stated that at this time they are not in a position to reduce\n timecards. They also believe that employees should receive\n receivable statements just like any other receivable.\n However, they acknowledged that these areas may be\n suitable for electronic conversion and thus will refer this\n matter to the steering committee for action and resolution.\n\nEvaluation of Management\xe2\x80\x99s action to refer timecards and employee\nManagement\xe2\x80\x99s statements to the steering committee for further review is\nComments responsive to our recommendation.\n\n\n\n\n 17\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\n APPENDIX. MANAGEMENT\xe2\x80\x99S COMMENTS\n\n\n\n\n 18\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\n 19\n\x0cReports Distribution IS-AR-05-001\n\n\n\n\n 20\n\x0c'