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52–607 2009

MANAGEMENT OF THE WORKLIFE SERVICES 

CENTER AT THE LIBRARY OF CONGRESS 

HEARING 

BEFORE THE

COMMITTEE ON HOUSE 

ADMINISTRATION 

HOUSE OF REPRESENTATIVES 

ONE HUNDRED ELEVENTH CONGRESS 

FIRST SESSION 

HELD IN WASHINGTON, DC, JULY 29, 2009 

Printed for the use of the Committee on House Administration 

( 

Available on the Internet: 

http://www.gpoaccess.gov/congress/house/administration/index.html 

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COMMITTEE ON HOUSE ADMINISTRATION 

ROBERT A. BRADY, Pennsylvania, Chairman 

ZOE LOFGREN, California 

Vice-Chairwoman 

MICHAEL E. CAPUANO, Massachusetts 

CHARLES A. GONZALEZ, Texas 

SUSAN A. DAVIS, California 

ARTUR DAVIS, Alabama 

DANIEL E. LUNGREN, California 

Ranking Minority Member 

KEVIN MCCARTHY, California 

GREGG HARPER, Mississippi 

PROFESSIONAL STAFF

S. ELIZABETH BIRNBAUM, Staff Director 

VICTOR ARNOLD-BIK, Minority Staff Director 

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MANAGEMENT OF THE WORKLIFE SERVICES 

CENTER AT THE LIBRARY OF CONGRESS 

WEDNESDAY, JULY 29, 2009 

HOUSE OF REPRESENTATIVES, COMMITTEE ON HOUSE ADMINISTRATION, Washington, D.C. 

The committee met, pursuant to call, at 11:09 a.m., in Room 

1310, Longworth House Office Building, Hon. Robert A. Brady 

[chairman of the committee] presiding. 

Present: Representatives Brady, Capuano and Harper. 

Staff Present: Jamie Fleet, Staff Director; Khalil Abboud, Professional Staff; Matt Pinkus, Professional Staff/Parliamentarian; Kyle 

Anderson, Press Director; Joe Wallace, Legislative Clerk; Mary Sue 

Englund, Office Manager for Representative Kevin McCarthy; and 

Caitlin Ryan, Minority Professional Staff. 

The CHAIRMAN. I would like to call the Committee on House Administration to order and welcome our guests here and thank you 

for being here. And we have Republican Members that are jammed 

up in Judiciary Committee, but hopefully will be popping in. And 

we are also joined by my dear colleague and friend Mike Capuano, 

which makes this a quorum, so we can get started. 

Good morning. We are convening here this morning to continue 

our oversight of the management of the Library of Congress. Today 

we will focus on the Worklife Services Center of the Library of Congress. The Worklife Services Center, a division of Human Resources Services, is responsible for many critical aspects of employment administration of the Library of Congress. The Center is divided into three departments, each with many key functions: The 

Technical Services Team processes all personnel requests, such as 

awards and salary increases; the Employee Services Center, which 

counsels employees on retirement issues and provides information 

on benefits. Finally, Leave Administration processes all leave requests and manages the leave bank at the Library of Congress. 

On June 30, 2009, the inspector general of the Library of Congress released a report assessing the efficiency and overall quality 

of the Worklife Service Center. While the report was generally favorable, the inspector general determined several areas that required increased oversight in order to function more efficiently and 

accurately. For example, management of the leave bank was inaccurate, leading to incorrect leave balances. Further, the investigation determined that the Human Resources Services computer system is also at risk of fraud or abuse. 

This hearing will satisfy House Rule 11. This rule was amended 

by House Resolution 40, introduced by our colleague John Tanner 

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and passed in the House in January of this year. The goal of 

H.Res. 40 is to ensure wise spending of tax dollars through oversight hearings aimed at instances of waste, fraud or abuse in government agencies. 

It is our aim to eliminate the deficiencies in the Worklife Services Center in order to provide more efficient and accurate means 

of managing employees at the Library of Congress. This hearing is 

merely the first step, and I look forward to the testimony of the 

witnesses. 

The CHAIRMAN. And I would like to recognize Mr. Capuano for 

any opening statement that he may make. 

That is scary. Mr. Capuano refuses to talk. Now, now, at the moment. 

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The CHAIRMAN. We appreciate our panel, and we thank you for 

coming over. Mr. Karl Schornagel is the inspector general of the Library of Congress. His distinguished career has taken him to the 

Commerce and Treasury Departments. And his more than 300 reports have saved the Federal Government nearly $400 million. 

Dennis Hanratty is the Human Resources Director for the Library of Congress, where he has worked for 26 years in various capacities. His commitment to the Library and the employees of the 

Library is without question, and he has earned many awards and 

distinctions during his career. 

We thank you gentlemen for appearing. We would ask you that 

you limit your testimony to 5 minutes. I am not strict with that 

but, we should have a relatively short hearing, we don’t mind if 

you go over that. 

And I would now like to recognize Mr. Schornagel. 

Mr. SCHORNAGEL. Thank you, Chairman Brady. 

The CHAIRMAN. Would you pull that mic and push that button? 

Mr. SCHORNAGEL. It is pushed. Can you hear me now? 

The CHAIRMAN. A little closer. 

Mr. SCHORNAGEL. Okay. 

The CHAIRMAN. Okay. We got you. 

STATEMENTS OF KARL SCHORNAGEL, INSPECTOR GENERAL, 

THE LIBRARY OF CONGRESS; AND DENNIS HANRATTY, DIRECTOR FOR HUMAN RESOURCES, THE LIBRARY OF CONGRESS 

STATEMENT OF KARL SCHORNAGEL 

Mr. SCHORNAGEL. I thank you, Chairman Brady. 

We audited WSC with the principal objectives of assessing the efficiency and effectiveness of the WCS’s activities and services; determining whether there are adequate internal controls to ensure 

timeliness, quality and an accuracy; and evaluating the WSC’s 

compliance with applicable laws and regulations. 

We determined that the WSC had made great strides in improving customer service since we last reviewed it in 2003. We found 

that personnel actions were being processed in a timely manner. In 

addition, based on the results of the customer service that we performed, we found that the Library service and infrastructure units 

were generally satisfied with the level of service provided by the 

WSC. 

However, there is always a catch. Our audit also found that the 

WSC lacked some important controls to ensure efficient and effective operation in the Library’s leave programs and to detect and 

prevent the occurrence of fraud and errors. 

I will highlight our three findings next. First, oversight of leave 

administration. There was a high volume of unresolved leave errors 

because error reports from the National Finance Center, the organization that processes our payroll, were not being utilized to make 

corrections. Timekeepers were not using the reports to resolve 

leave discrepancies because they had not been adequately trained 

on how to use these reports. If fully utilized, the approximately 

$50,000-a-year cost of the reports and unresolved errors could be 

substantially reduced. Over a 5-year period, up to $250,000 of Limstockstill on DSKH9S0YB1PROD with HEARING

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brary funds could be put to better use by resolving the leave discrepancies in these error reports. 

Neither the WSC nor the Library’s timekeepers were effectively 

monitoring leave bank awards to ensure that recipients receive full 

leave amounts that were granted; unused awarded leave only for 

approved medical emergencies; and returned any unused awarded 

leave to the leave bank. We found 28 percent of leave bank participant balances we tested were inaccurate. We recommended that 

the WSC adopt a more active oversight role for leave administration. 

Our second finding area was controls for access to key human resources IT systems. HRS had not restricted access to its automated 

systems to the extent necessary or established controls to effectively monitor the activities of employees with wide access privileges. Specifically, master timekeepers had unnecessary access 

rights to the Library’s timekeeping system to view and adjust leave 

balances of employees outside of their supervision. Some employees 

had inappropriate access rights to critical HRS IT systems because 

system responsibilities had not been appropriately separated. And 

activities of employees who had special access rights to the Library’s HR management system were unsupervised. As a result, 

opportunities existed for fraud or abuse to occur. Due to these 

missing controls, however, we were unable to test for fraud because 

there was not an audit trail of the transactions that had been processed. 

We recommended that HRS implement safeguards to restrict the 

access rights of legitimate users to the specific systems and files 

the users need to perform their work. 

The third area is performance standards for the Worklife Services employees. We found that the WSC had not developed adequate performance metrics to objectively and adequately evaluate 

the performance of its staff. The standards that were used were 

broad and vague and did not clearly define the quality or quantity 

of work expected from the WSC’s employees. Consequently, the performance evaluations were highly subjective, and it was difficult for 

HRS supervisors to hold employees accountable for their work. 

We recommended that the WSC develop more objective and 

measurable requirements for its employees’ performance standards. 

The Library’s Director For Human Resources concurred with our 

recommendations and has also been very responsive in implementing corrective actions. I commend the Director not only for his 

cooperation during this audit, but also for the many improvements 

he has fostered in the Library’s human resources operation since 

the beginning of his tenure in 2005. 

Our full report is available on our Web site, on our public Web 

site, as stated in the last paragraph of my written testimony. 

Thank you. 

The CHAIRMAN. I thank you. 

[The statement of Mr. Schornagel follows:] 

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The CHAIRMAN. And I would like to welcome Mr. Harper and ask 

him if there is any statement that he would like to make. 

Mr. HARPER. Thank you, Mr. Brady, and I certainly appreciate 

that, and I appreciate you calling this hearing. I would ask for 

unanimous consent that an opening statement be entered into the 

record today. 

The CHAIRMAN. Without objection. 

Mr. HARPER. I would also like to say I will probably have to leave 

to go back to the Judiciary Committee markup. 

The CHAIRMAN. We understand. We stated that before you got 

here. We know you are in a pretty important hearing over there. 

Mr. Hanratty. 

STATEMENT OF DENNIS HANRATTY 

Mr. HANRATTY. Yes, Chairman Brady, Ranking Member Lungren 

and members of the committee. Thank you for this opportunity to 

discuss the management of the Worklife Services Center at the Library of Congress. I am Dennis Hanratty, Director for Human Resources at the Library of Congress. It is a position I have held since 

August of 2005. 

The Library’s Worklife Services Center, created in 2004 as a part 

of Human Resources Services, has dedicated staff who daily meet 

the human resources needs of the Library’s employees and service 

units. The Center was created largely in response to a series of inspector general reviews finding that the Library needed to, first of 

all, strengthen its internal controls related to processing and approving certain personnel actions; and, two, improve the efficiency 

and effectiveness of our services to the Library’s workforce. 

The Center provides one-stop shopping for Library employees in 

areas such as pay and leave administration, personnel benefits, 

employee assistance services, personnel records and retirement 

counseling. We continually work to improve our service in these 

particular areas. In fact, over the last 5 years, Mr. Chairman, we 

have enhanced virtually every Center activity that serves the employees of the Library of Congress actually from before the first day 

that a new Library employee reports to duty, through new-employee orientation, through retirement counseling and out-processing. 

This year’s audit of the Library’s Worklife Services Center shows, 

in my opinion, the positive results that we sought when we established the Center in 2004. Among other findings, the audit revealed 

that the average processing time for personnel actions was 7 days, 

and that is a 74 percent improvement over the level that the inspector general found in his 2003 audit. 

As part of this year’s audit, the inspector general also surveyed 

the Library’s service units regarding the Center’s performance, and 

they found broad satisfaction, with most answers in the 85 to 90 

percent satisfaction level. Service unit staff reported to the inspector general that the Center staff are approachable, they are friendly and professional, they are knowledgeable of procedures and regulations, they are able to respond and answer questions, and they 

are willing to help to direct a question to the appropriate level if 

they don’t know the answer. 

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These results conform to the broader 2008 Library employee survey, which we conducted in the fall of 2008, which revealed staff 

satisfaction with both our worklife programs and our benefits options. Most of the levels in the Library-wide employee survey with 

respect to worklife programs and benefit options exceeded the government average. 

As with any organization, there are always opportunities to 

strengthen and improve our services, and that is the spirit in 

which we viewed the inspector general’s audit. We welcomed that 

audit, we concurred with the findings, and we appreciated his recommendations. 

In response to the specific concerns that the inspector general 

raised last month, we have already enacted four specific steps. 

First of all, we have issued comprehensive procedures on the management of the Library’s Voluntary Leave Bank Program. 

Second, we have promulgated a directive governing the security 

of personally identifiable information. This is an issue we have 

been working on very closely with the Library’s Office of General 

Counsel, with the Library’s Information Technology Services and 

the service units in general. We take the issue of protecting employee personal data very seriously. 

The third thing we have already done is to separate— based on 

the recommendation of the inspector general, duties in our human 

resources systems. 

And finally, we have already developed for fiscal year 2010 to put 

into effect on October 1 performance standards for the Center staff 

that contains standards of timeliness, accuracy and quality. 

Now, in addition to the four things we have already done, we reported to the inspector general that there were a series of other 

things that we would enact, and we will do each of these and have 

each of these in place by September 30th. First, we will train the 

service unit timekeepers in procedures for the Voluntary Leave 

Bank Program that I mentioned before. 

Second, we will conduct periodic reviews of our time and attendance and payroll systems to ensure that leave bank donations are 

being appropriately recorded, and if there are leave bank donations 

to be returned back to the bank, that they are done in a timely 

fashion. 

The third thing that we are going to be doing between now and 

September 30th is to evaluate the master timekeepers’ roles and 

responsibilities, and more clearly define their role. The inspector 

general had recommended that we consider using an organizational 

tree feature that is in our time and attendance system, and we 

have already begun consultations with our information technology 

experts to see if that can be done. 

The final thing that we will do between now and September 30th 

is to process all appropriate personnel actions through the 

EmpowHR work-in-progress system and develop procedures for any 

actions that we believe cannot appropriately be processed through 

that system. 

Now, finally, in my written testimony I also outlined some other 

significant improvements that we have made, including enhancing 

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sonnel files; and providing one-stop, on-site and off-site employee 

assistance services and retirement counseling. 

And I would be happy to answer any questions that the committee members my have. 

The CHAIRMAN. I thank the gentleman. 

[The statement of Mr. Hanratty follows:] 

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The CHAIRMAN. Mr. Schornagel, what would be the cost, both in 

dollars and cents and manpower, to implement your recommendations? 

Mr. SCHORNAGEL. It would be very minimal, and it would be offset by an extremely large margin by the savings that could be implemented by not receiving the big error reports. The error reports 

are optional for the Library to receive, and if we could cut down 

on the errors, those reports would be very, very minimal, and the 

cost would be almost nothing. 

So the only thing we are really talking about here is a little bit 

more time in supervision from the managers and some training for 

the employees to process these errors and resolve these erroneous 

transactions that sometimes stay on the books for quite some time. 

The CHAIRMAN. So we might even save some money. 

Mr. SCHORNAGEL. Yeah. Oh, yeah. 

The CHAIRMAN. Mr. Hanratty, if an employee is found to act 

fraudulently with respect to documenting their annual leave, what 

is the punishment? What happens to someone for falsifying annual 

leave? 

Mr. HANRATTY. If an individual falsifies annual leave, he or she 

could be subject to both administrative penalties at the Library, 

which could result up to dismissal from the agency. We would also 

bring those concerns to the inspector general’s attention, and he 

and his staff would make a determination whether to refer those 

issues further for possible criminal action. 

The CHAIRMAN. Is there a first time, second time? 

Mr. HANRATTY. Well, a lot depends on the course of action. Yes, 

I think we probably look at the degree of severity. There are a series of standards that we always use in the course of determining 

or recommending to a manager the appropriate level of discipline. 

And so it may depend on the severity of the action; it may depend 

on whether this is a first-time offense. There is a series of categories we would look at, and then we would make that recommendation. 

The CHAIRMAN. I appreciate that. 

Mr. Harper, do you have any questions? 

Mr. HARPER. Yes. Thank you, Mr. Chairman. 

First of all, I would like to say how important the Library of Congress is to me personally and to this country. And we do appreciate 

the role that you have to fill and continue to do that. 

Mr. Hanratty, I would ask you as we look through this, the IG 

report mentioned the leave administration appeared to be one of 

the largest areas of concern, and I know that looking at 57 employee accounts that were reviewed, 32 had errors. To what do you 

attribute those errors, and how do you plan to improve on that or 

to prevent those in the future? 

Mr. HANRATTY. Well, I basically attribute that, Mr. Harper, to 

the fact that we were so focused on getting the job done and making sure that the appropriate transactions were recorded in the 

leave systems that that was our principal attention, as opposed to 

focusing on whether the leave donations that had been given to an 

employee were returned back to the bank if, in fact, the individual 

did not need the full spectrum of that award to address the medical 

deficiency. 

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We have already identified and put into place a procedure, that 

we have drafted since the inspector general’s report, which makes 

it very clear as to what needs to happen to not only record the initial contribution for the voluntary leave bank contribution, but also 

to monitor the action subsequent to that, to make sure that, in fact, 

it is used for the appropriate purpose. And if there is any leave 

that is left over, we go ahead and recoup that. 

Mr. HARPER. Have you shared that new plan with Mr. 

Schornagel? 

Mr. HANRATTY. I have not, but I would be happy to, yes. 

Mr. HARPER. All right. 

Mr. HANRATTY. I would like to mention, though, that although 

clearly the inspector general’s report suggested that we needed to 

put some additional controls on the back end of the leave bank program, which we have done, and which we will train service unit 

personnel between now and September 30th, we do have a number 

of controls that have been in place for a long time on the front end 

of the process. That is, if we receive, for example, a leave bank request, an application from an employee, we will first check the 

database to make sure that this employee’s leave balance has been 

exhausted; that is, the employee has no annual leave, has no compensatory time, has no credit hours and so forth, so that the individual does, in fact, face a possible financial hardship of leave without pay if a leave bank application is not approved. 

Mr. HARPER. Thank you. 

Mr. HANRATTY. The second thing we would do then is we would 

require that individual to provide medical documentation attesting 

to the medical incapacitation that is contained in the application. 

We provide that documentation then to our Health Services Office, 

which reviews it and makes a determination that, in fact, it is appropriate. And so only until we take all of those steps would we, 

in fact, approve an action. 

Mr. HARPER. Yes. Thank you very much, Mr. Hanratty. 

Mr. Schornagel, if I may ask how you would you compare the Library’s Worklife Services Center with other similar Federal agencies in terms of how efficient it is, effectiveness, the procedures, the 

accuracy of their information? Would you rate the Library as above 

or below average? How would you categorize that? 

Mr. SCHORNAGEL. We did not do any formal benchmarking in 

this audit, but from my personal experience of 30 years in the Federal Government, I think right now that we are in good shape, and 

probably that the Library’s human resources program, or at least 

the portion that we looked at recently, is probably certainly above 

average. 

Mr. HARPER. Thank you very much. I yield back the balance of 

my time. 

The CHAIRMAN. Thank you, Mr. Harper. 

Mr. Capuano. 

Mr. CAPUANO. Mr. Chairman, I just heard you say—I just want 

to make sure I hear it right—that you are reasonably satisfied with 

the progress that has been made? 

Mr. SCHORNAGEL. Yes. I think the findings and the recommendations that we made back in 2003, there were some repeated during 

this audit; for example, the performance plans and the leave errors. 

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However, I think Dennis Hanratty has made significant progress, 

and that is certainly borne out in the responses that we received 

from the customer survey that we did. In 2003, the customer survey responses were not near as good as they are today. And also 

back in 2003, we found, for example, only 16 percent of the personnel actions processed were timely, and that is dramatically improved today. 

Mr. CAPUANO. So they are making progress. 

Mr. SCHORNAGEL. They are making good progress. 

Mr. CAPUANO. They are making progress, and you are happy, 

then I am happy. 

The CHAIRMAN. Thank you, Mr. Capuano. 

Thank you, both of you, for coming today. As stated earlier, the 

Library of Congress is a wealth of information for all of us. When 

I first got here, it was whatever you want to know, just call over 

there. If they don’t know it, nobody knows it. If they don’t know 

it, they will find it out. And we do utilize you tremendously. So 

again, thank you for being here, and thank you for your participation, and thank you for the great job that you do. We appreciate 

it. 

The hearing is now adjourned. 

[Whereupon, at 11:35 a.m., the committee was adjourned.] 

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