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

Document Type: 
Collection: 
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
Case Number: 
Publication Date: 
September 22, 1977
Content Type: 
MEMO
File: 
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PDF icon CIA-RDP80M00165A001700110006-9.pdf286.06 KB
Body: 
? UNITED SwCGd 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, Approve Fore Release 21g4/0 I {reCIA-R U1WfA6 'f ~~(~4j 10006-9 Attachment Approved Folease 2004/03/23 : CIA-RDP80MO01Cm17OOiiODD6-9 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 lnft, OM ors $ d g rS k ~v 4 t or 3n 'in ek ,n