OPTION PAPER ON FEDERAL, STATE, AND LOCAL INTERACTION IN PERSONNEL MANAGEMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M00165A001700110006-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 15, 2016
• Document Release Date: March 8, 2004
• Sequence Number: 6
• Publication Date: September 22, 1977
• Content Type: MEMO

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emoran
2004/03/23: CIA-RDP804R99h171JAR PROJECT
Subject: Option Paper on Federal, State, and Local Interaction
in Personnel Management
From: Joe Coupal, Manager, Task Force #9
Date: 9/22/77
In Reply ReferTo:
To: Dwight Ink, Executive Director
Attached is Option Paper Five, prepared by the Task Force on Federal, State, and
Local Interaction in Personnel Management.
Reviewers will note that this Option Paper is quite different from the others
developed by the Federal Personnel Management Project. It deals primarily with
Federal assistance to improve State and local government personnel management,
rather than improving the Federal government's personnel system. The attached
outline of the .basic problem areas around which the Task Force developed the
issues and options may be helpful in reviewing the paper.
Because the paper deals with management from an intergovernmental perspective,
the options must be considered in relation to other reorganization studies which
are underway in closely related areas (e.g., planning requirements, civil rights
compliance, grants). The final recommendations of this Task Force will be fully
coordinated with these other study groups.
The Option Paper also makes specific inquiry into possible areas of Federal
assistance to improve State and local general management, because of the. close
relationship of overall management to the management of personnel resources.
The Task Force does not presume that additional appropriations are needed in
overall Federal assistance to make improvements in the general management area.
Options regarding the possible size of a general management assistance program
are presented solely for discussion purposes. If a coordinated general management
assistance effort is initiated, it could mean redirecting currently available
resources rather than any increase in financial assistance.-
The time constraint imposed on the preparation of the paper precluded the
additional research into the background of some of the issues that might have
been desirable. However, the Task Force made a review of information and
reports available and talked with many Federal, State, and local officials.
The Task Force was also aware that the responders to this paper would generally
be knowledgeable in Federal, State, and local relations. We feel, therefore,
that the issues and options outlined provide a completely adequately basis
for meaningful discussions and suggestions from responders that will result in
constructive recommendations for improvements in the Federal, State, and local
personnel area,
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BASIC PROBLEM AREAS CONSIDERED BY THE TASK FORCE ON FEDERAL STATE, AND
LOCAL INTERACTION
I. PERCEPTIONS OF ROLES AND RESPONSIBILITIES
State and local personnel administration is often affected significantly by
Federal programs and proposals which are not linked to Federal assistance
efforts. Although these programs are intended to meet national objectives,
they are often perceived as unwarranted Federal involvement. This State and
local perception is usually based on: (1) feelings that the Federal govern-
ment acts in these areas without being fully aware of the impact on State and
local governments, (2) inadequate resources to implement the program or policy,
and (3) a belief that the matter is properly one which should be decided at
the State or local level.
II. STATE AND LOCAL PERSONNEL MANAGEMENT
while significant improvements have taken place in State and local personnel
management in recent years, new and continuing problems exist, including:
(1) inadequate resources to design, develop and implement programs directly
related to Federal initiatives and programs (e.g., CETA, selection guidelines)
or to provide development and training of employees, (2) lack of incentive for
interjurisdictional cooperation in personnel areas to reduce overlap and
duplication, to improve services to citizens, and to reduce costs to cooperating
jurisdictions, (3) lack of information on current successful personnel programs
and projects in other jurisdictions, which often results in multiple juris-
dictions working on the same problem simultaneously, and (4) lack of systematic
needs determination mechanisms which would permit research to be concentrated
on major personnel problems common to many jurisdictions.
III. PROLIFERATION AND INCONSISTENCY OF PERSONNEL REQUIREMENTS
Personnel requirements which State and local governments must follow in
administering many Federally-aided programs are extensive, not uniformly
applied, z.nd often inconsistent. Although their purpose is to encourage
proper and efficient administration of Federal programs, they are often
viewed as obstacles to overcome in effective administration.. As examples
of specific concerns, State and local officials often (1) view hiring and
selection requirements as cumbersome and restrictive, (2) feel hampered in
establishing policymaking jobs exempt from personnel requirements, (3) establish
two separate personnel systems in order to meet requirements for staffing
Federally-funded positions, and (4) do not feel accountable for personnel
systems established solely to meet Federal requirements.
IV. STATE AND LOCAL GENERAL MANAGEMENT
The growth in State and local governments, coupled with their increasing
responsibilities for administering many of the nation's domestic programs,
has severely strained State and local management capacities. Although there
is some feeling that similar Federal assistance should be available in all
general management areas (e.g., personnel, planning, financial management,
program evaluation), there is no specific, coordinated effort to help State
and local chief executives to strengthen their overall management systems.
Approved For Release 2004/03/23 : CIA-RDP80M00165AO01700110006-9
 Approved For: Release 2004/03/23: CIA-RDP80MO01-65AO01700110006-9
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