STATUS OF ACTION ITEMS FROM 1974 PERSONNEL DIRECTORS CONFERENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00314R000200090032-8
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 14
• Document Creation Date: December 12, 2016
• Document Release Date: April 15, 2002
• Sequence Number: 32
• Publication Date: November 26, 1974
• Content Type: MEMO

Ay1 V rr WfitrNty&A'61OK6W941t02R V U P-8
Chairman
Bernard Rosen
Executive Director, CSC
Room 5518, Ext. 26111
Executive Vice-Chairman
Clinton Smith
Room 1307, Ext. 26272
November 26, 1974
TO: Directors of Personnel
FROM: Bernard Rosen a
Executive Dire for
Secretariat
Room 1304 - 1900 E St., N. W.
Code 701, Ext. 26266 or
Area Code 202 - 632-6266
SUBJECT: Status of Action Items from 1974 Personnel Directors
Conference
Attached for your information is a status report on the action items
from the 1974 Personnel Directors Conference.
This report includes those actions recommended for the Commission
and joint actions recommended for the CSC and agencies. You will
note that a number of the actions recommended for the CSC and
agencies jointly have been assigned to IAG committees for attention,
and those for CSC action have either been completed or are being given
attention by the appropriate Commission office(s). Personnel directors
are urged to continue to move ahead on those actions that fall within
your specific areas of responsibility.
The 1975 Personnel Directors Conference will be held at the Federal
Executive Institute in Charlottesville, Virginia, on April 27 through
30. We want to begin work early to make this as productive a con-
ference as possible. Please let us have your recommendations for
specific conference agenda items by December 31. 1974.
UNITED STATES CIVIL SERVICE COMMISSION
OFFICE OF THE EXECUTIVE DIRECTOR
WASHINGTON, D.C. 20415
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ACTION ITEMS FROM
1974 PERSONNEL DIRECTORS' CONFERENCE
ORGANIZATIONAL PERFORMANCE AND PRODUCTIVITY
ACTIONS RECOMMENDED FOR CSC
CSC should make available to agencies data
that is presently being collected in the
Central Personnel Data File (CPDF) and
furnished to OMB on turnover-average
grade, etc.
2. CSC should begin to collect data from
private industry regarding norms for
staffing personnel functions and on
related productivity matters.
3. Information collected as part of the
Commission's effort to identify the
essential elements of a successful labor
relations program should be analyzed for
examples of labor-management experiences
contributing to organizational effective-
ness. This information should then be
made available to agencies.
STATUS
This action item is well underway. We are now providing agencies,
on a monthly basis, with overviews of their CPDF records which pro-
vide them with a complete picture of the status of the data, by
element, in their files. We are also providing the agencies the
monthly OMB average grade reports and the semi-annual turnover
reports. We have also filled many special requests from agencies
for extracts of their own data for special report purposes or for
entry into their own automated systems. This is a continuing pro-
ject and, as we develop further outputs which might prove of value
or interest to agencies, we will provide copies to them.
This item should not be pursued because it is not practical or re-
levant to improving productivity in public personnel functions...
This item implies that private and public personnel functions are
comparable. To some degree this is so but there are striking
differences between private and public personnel offices. The
constraints and requirements imposed on public personnel functions
are not uniformly applied to the private sector; hence, producti-
vity data gathered from private personnel operations would have
little applicability to public functions.
While the purpose of this project is to identify the essential
elements which contribute to a successful labor relations program,
it will also identify those aspects of the program which are related
to organizational effectiveness. The data collected is specifically
related to labor relations experience in programs of varying levels
of effectiveness. We plan to distribute the final report to
agencies by November 29, 1974.
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ORGANIZATIONAL PERFORMANCE AND PRODUCTIVITY
ACTIONS RECOMMENDED FOR CSC STATUS
4. Some thought should be given to workgroup/ Workgroup organizational ratings are not consistent with the current
organizational ratings instead of indivi- MBO approach to appraisal which emphasizes the interaction of an
dual employee ratings only. individual with his supervisor. We have yet to master the strategy
of individual-supervisor appraisal. When that is more advanced, we
may be able to tackle the research necessary to support this more
sophisticated concept.
JOINT ACTIONS RECOMMENDED FOR CSC AND AGENCIES
1. Norms should be developed for what is ex- During FY 75, BPME will conduct two projects dealing with indices
The first project is the selection and
sonnel management
f
.
per
pected of agencies in the areas of personnel o
management, to serve as guides for use in validation of the indices. Then we will conduct a feasibility test
personnel management evaluation. to determine the utility and benefits to accrue from establishing
a normative data bank of selected indices. The projects are
scheduled for completion by May 15, 1975. One of our principal con-
cerns will be to provide leadership to appropriate CSC bureaus and
to agency internal evaluation organizations in the sound use of
generated data.
2. Norms for staffing personnel offices should
be developed; this would facilitate resource
planning when new programs are prescribed.
Although all personnel offices perform certain "common" tasks, the
resources required to perform these tasks are not uniform from agency
to agency. This variation is caused by many factors but is heavily
influenced by work organization within an agency and the emphasis
placed on high quality work by agency managers. We suggest rather
that agencies should develop staffing models for personnel offices
which reflect the requirements of their management staff. Such a
study is now underway in the Department of the Navy, directed by
Irving Gershkoff. Navy assures us that when the study is completed,
they will share their experience with other agencies. We propose
to await the completion of the Navy project and to forward copies
of the research report to each Personnel Director.
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ORGANIZATIONAL PERFORMANCE AND PRODUCTIVITY
JOINT ACTIONS RECOMMENDED FOR CSC AND AGENCIES
3. The IAG Labor Relations Committee should
identify, analyze and publicize case
studies of successful labor-management
productivity improvement efforts in both
the private and public sector.
The IAG Committee on Labor Relations
should consider agency actions required
under the Fair Labor Standards Act and he
significance of how the amendments
(including the one on age discrimination)
will affect the ability of the Federal
Government to operate efficiently. Due
consideration should be given
to the effects of the amendments on the
spirit of voluntarism that now exists
in the Federal Service.
STATUS
The recommended action is feasible but the actual staffwork should
be done by OLMR. The IAG Labor Relations Committee should partici-
pate in a review, input and discussion role and disseminate the
resulting information within the various agencies. Tentative case
studies would be ready for review by the Labor Relations Committee
by February 28, 1975. The findings would be compiled, printed and
distributed by June 30, 1975.
We interpret this item as expressing concern for the impact on
agencies resulting from prohibitions on age discrimination and
voluntary overtime of nonexempt employees. We see no significant
impact or reason for concern now for two reasons: 1) agencies
have not had sufficient time under the Act nor.exaerience data related
to the questions to discuss actions required, let alone determine
possible impact on "efficiency," 2) involved CSC offices are
continuing to explore questions and potential questions for publi-
cation of further guidance. However, measurable impact on agencies
cannot be determined because the extent of discrimination due to
age and prior amount of voluntary overtime cannot be substantiated.
If the proposed action is as we understand it, we believe it is
both premature, as well as inappropriate for discussion by the
IAG Committee on Labor Relations. At a later date, perhaps after
a year's experience under the Act, a committee (or several
committees) needs to assess the impact of FLSA on a number of
areas of concern, and explore agency practices and actions ~re-
quired both by the Commission and the agencies themselves.
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MANAGEMENT DEVELOPMENT
ACTIONS RECOMMENDED FOR CSC
1. The Civil Service Commission should
provide guidance to agencies in deve-
loping some guidelines geared to
identifying the types of formal
training appropriate for progressive
development of a manager.
JOINT ACTIONS RECOMMENDED FOR CSC AND AGENCIES
1. The Civil Service Commission together
with the agencies should address the
problem of evaluating the effectiveness of
developmental activities.
INTEGRITY OF THE SYSTEM
ACTIONS RECOMMENDED FOR CSC
1. The Commission should seek a Presidential
directive to agency heads making clear
that personnel laws and regulations will
be obeyed and that appropriate action will be
taken against offenders. Renewal of such
a directive should be obtained as soon
as possible in each new administration to
indicate the support of the President.
STATUS
The proposed system is possible, practical, and compatible with
Commission goals, objectives and policies. However, this project
has not been budgeted for FY 75. We propose to further define the
scope and nature of the project, including resources required on
the part of BT and BEM and, after a review of the availability of
resources, make a "go/no go" decision by October 15, 1974. If
the decision is go, the project should be completed by April 30, 1975.
BEM has already prepared a guide for CSC regional evaluation staffs
to use in evaluations covering program activities in executive and
management development. The guide will soon be distributed to
regions for their testing and evaluation. The finished product
is scheduled for publication in FPM Supplement (Internal) 273-73
by March 15, 1975.
On September 20, 1974, President Ford sent a memorandum to the
heads of all departments and agencies which read: "I have informed
the Chairman of the U.S. Civil Service Commission of my determi-
nation to keep the Federal career service just that--a career
service in which men and women can be accepted in the first place
on their ability and promoted on merit. I ask you to make sure
that your agency fully complies with both the letter and the spirit
of the law in this regard."
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INTEGRITY OF THE SYSTEM
ACTIONS RECOMMENDED FOR CSC
Establish a task force under the IAG, made
up of selected personnel directors and CSC
representatives to:
a. Draw sharper distinctions between
career and non-career jobs;
b. Make the personnel system more effi-
cient through revisions to procedures
or requirements which inhibit
effective and timely merit system
operations; and
c. Review and make recommendations on the
manner in which political referrals are
handled.
3. Under the aegis of the IAG, a subcommittee
should be established to review all of the
policy and procedural requirements of the
merit system to make sure that the
necessary resources are provided, and that
every possible streamlining action is
explored that will speed up the examining
process yet will assure that the principles
and requirements of the merit system are
understood and preserved.
The entire review should be accomplished as
early as possible so that corrective
measures are approved and put into action at
least two years before another Administration
transition.
CSC should again press for legislation that
would provide for the setting of salaries
for lower and possibly mid level GS jobs
by geographic area rather than Govern-
ment-wide. Another view would be to
press for flexibilities in pay determi-
nation that would employ the principles
of pay ranges or pay bands.
a. This item will be combined with item 6,below: "attempt a clearer
definition of Schedule C." The development of new definitions
will be coordinated with the IAG Committee on Staffing. Target
Completion date December 31, 1974.
b. Will be combined with 3 below as part of a study to improve the
timeliness and qualit' of staffing.,
c. Under study.
Will be combined with 2b,above as part of a study to improve the
timeliness and quality of staffing. Agencies will be asked to
participate in this study through the IAG Committee on Staffing.
Target completion date June 30, 1975.
The Pay Policy Division is presently conducting a feasibility and
desirability study on the question of locality pay for certain
occupations now being paid on the basis of nationwide rates.
Feasibility study report is due in June 1975. A workgroup of the
IAG Pay, Leave and Hours of Duty Committee has been established
and is assisting in the development of specific project plans and
activities. The first year effort is not expected to result in
legislative proposals. If locality pay systems are found to be
feasible and desirable, further study during FY 76 will be required to
fully develop an appropriate implementation plan, including a
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ACTIONS RECOMMENDED FOR CSC
5. The Commission should review the
possibility of delegating to agencies
the examining and rating processes
when those agencies employ all or
most jobs in given career fields.
6. The Civil Service Commission should
attempt a clearer definition of
Schedule C.
JOINT ACTIONS RECOMMENDED FOR CSC AND AGENCIES
Both the Commission and the agency
personnel officers should be on the
alert for threats to or actual abuses
of the integrity of the merit system.
Both should bring these promptly to the
attention of agency heads for necessary
remedial action.
2. Both the Commission and agency officials
should publicize the merit system and its
benefit to democratic government in
publicity efforts and professional and
social contacts.
3. Agencies and the CSC in their audit and
inspection program, should assure that
there is proper alignment and accurate
classification of positions. This is
particularly important in those cities and
geographic areas employing a number of
Federal activities.
STATUS
A policy paper will be developed by December 15, 1974 on the
desirability of delegating examining and rating processes to
agencies.
This item will be covered by the study under item 2a, above.
We will be continually alert to the problem during regular and
special evaluations and in connection with all examining activities.
This recommendation is closely related to and can be substantially
met under OPA's long-range goals to "Strengthen Public Under-
standing and Support of Merit Principles" and to "Assure Federal
Managers' Acceptance and Understanding of their Responsibilities
Under the Merit System." Related FY 1975 objectives include:
? IAG Work Group on Improving Employee Orientation and Communications,
? Full utilization of CSC issuances, such as the Civil Service
Journal, Administrator's Alert, pamphlets, news releases, speeches,
etc.
? Consideration of an audio-visual presentation for use by Personnel
Directors.
? Support of Communication projects of bureaus and offices.
Specific corrective action on misclassifications and program admin-
istration deficiencies identified in the agencies during the FY 74
classification study will be requested of the agencies. Second,
further developmental work in and application of the methodology used
during this study will be introduced into FY 75 evaluation work.Third,
the results of the study will be released to Various audiences in the
hope of stimulating similar work in the agencies.
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MAJOR EXTERNAL FORCES IMPACTING ON PERSONNEL MANAGEMENT
ACTIONS RECOMMENDED FOR CSC
1. CSC as the central personnel management
agency, should take the lead in con-
vincing OMB to introduce some personnel
management considerations into Circular
A-76 guidelines.
2. The FWD; or the Service Contracts Act
should be revised to strike a balance
or, the subject of prevailing rates.
STATUS
We will continue our efforts to have any revision of OMB Circular A-76
include personnel management as well as cost considerations.
Specifically, CSC will propose the inclusion in A-76 of factors which
emphasize consideration of the timing and phasing of contracting-outdecisions to permit their consideration in the context of the agency's
total employment situation. Such factors might include requirements
that agencies will make no final decision to convert from inhouse to
contract performance until an implementation plan has been developed
which adequately considers the personnel problems which will arise
from a decision to contract-out. Other requirements would have as
their objective the remediation of the adverse effects on the morale
and productivity of agency employees occurring as a result of
decisions to contract-out support functions.
It is neither feasible nor desirable for the Commission to pursue
this action item at this time. The disparity which exists between
the Federal Wage System and the Service Contracts Act wage rates is
basically attributable to the scope of the surveys of the private
sector and the means by which the prevailing rates are derived from
the raw data. An interdepartmental task force has been formed by
the Department of Labor to look at the Service Contracts Act pre-
vailing wage situation as a whole and seek solutions that everyone
can live with. If and when the task force turns to the issue of
the Federal Wage System/Service Contracts Act prevailing rates
disparities, we have been assured that CSC will be invited to
participate as a member of the task force.
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F'I ,JOR EXTERNAL FORCES IMPACTING ON PERSONNEL MANAGEMENT
ACTIONS RECOMMENDED FOR CSC
3. It is recommended that an authorizing
directive be issued which would have
the effect of prohibiting unilateral
actions of broad application to the
well-being and morale of the Federal
workforce in such areas as trans-
portation, parking, heating, and
lighting and that the Civil Service
Commission take whatever steps
necessary to participate in and
coordinate such actions whenever
planned. It is recommended that an
Executive Order or joint CSC-OMB bulletin,
of some kind, be drafted by the CSC to
accomplish the aims of this recommendation.
4. It is recommended that adequate coordination
be provided in the above proposal to permit
local flexibility to the greatest degree
possible (e.g., parking policies, temperature,
light standards, flex-time).
It is recommended that due regard be given
by the CSC to foster, through whatever
means at its disposal, prompt and accurate
communication and opportunity for partici-
pation to employees, their union representa-
tives, supervisors, and other affected
organized groups in arriving at implemen-
tation of these matters. It is recommended
as a corollary to this that the OEP
network be studied in terms of its current
adequacy.
STATUS
Measures to assure greater coordination in the development and
implementation of policies that impact on the welfare and mo-
rale of the workforce are currently under consideration. OLMR
will assume the lead for developing with BPS implementing
materials at an appropriate time. [Responds to Action Items
3 and 4.]
We are working and will continue to work for prompt communication of
policy decisions and for maximum participation by employees, unions,
and other interested parties in the implementation of policies
affecting the well-being of the workforce. We recently obtained
agreement from GSA to include in their directives to agencies con-
cerning such matters as lighting, heating, etc., a reminder of the
need to deal, as appropriate, with recognized representatives on
policy implementation.
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MAJOR EXTERNAL FORCES IMPACTING ON PERSONNEL MANAGEMENT
ACTIONS RECOMMENDED FOR CSC
6. It is recommended that the Civil Service
Commission do its utmost to assure that
its interests on behalf of Government
employees are made known on current
bases to those regulatory and controlling
agencies which can and do impact on the
Federal worker.
7. It is recommended that the Commission
take an active role to coordinate, as
appropriate, relocation activities im-
pacting on personnel management in
cases where several agencies are involved
and that it work out an agreement with
GSA so that it is informed at the
earliest possible time of such move plans.
STATUS
This recommendation covers the entire breadth of Commission activity.
Some current examples of our efforts to bring the interests of Federal
employees to the attention of other agencies that may be considering
measures with broad impact follow: 1) The Pay Policy Division will
undertake a program to evaluate proposals by any agency or authority
that would have effect on Federal employees and to assess the
adequacy of various allowances such as mileage allowances, per diem
allowances and moving expense allowances and to bring inadequacies to
the attention of the proper authority. This will include membership
on such interagency committees as the agency with prime responsibility
may establish. 2) We have engaged in preliminary discussions with
OMB and GSA on the setting u of a task group to develop Federal
policy on allocating space and services to voluntary employee
recreation associations.
This recommendation grew out of recognition of the need to give proper
care and attention to the human considerations involved in geographic
relocation. In cases where several agencies are involved, there are
potential benefits to employees in terms of outplacement assistance
which may be enhanced by more active central coordination.
A second human consideration in which CSC should be more directly
involved is derived from Paragraph S11-2a of FPM Supplement 831-1,
Civil Service Retirement, which reads in part that "when an employee's
decision between accepting another job offer or separation depends on
whether the separation would be classed as involuntary for retirement
purposes and doubt exists whether the proposed separation would be
involuntary, the question should be referred to the Commission for
advance decision, together with a statement of all the facts con-
cerning the proposed action." However, because the advance review of
involuntary retirement questions related to the relocation activities
of Federal agencies depends on all the facts and circumstances of
each individual case, we can only provide advice when requested by
the agency involved.
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MAJOR EXTERNAL FORCES IMPACTING ON PERSONNEL MANAGEMENT
ACTIONS RECOMMENDED FOR CSC
8. It is recommended further that the
rates paid for tangible benefits be
compared with current private in-
dustry practices, since it is
believed increases in the Federal
scale will result.
9. It is recommended that the Commission
advise on the current status of Oliver
report-recommendations with particular
respect to regional rates for certain
positions.
STATUS
We believe that the management of relocation problems, including
the need to minimize adverse impact on individual employees, is
properly a lead responsibility of the agency or agencies involved,
rather than the Commission or GSA. However, Commission offices
stand ready to provide active assistance on outplacement including
the coordination of effort when several agencies are involved, and
the resolution of retirement questions as requested.
Since the impact of relocation can be expected to vary greatly
depending upon such circumstances, the number and kinds of employees
involved, the nature of the relocation, and the structure and
resources of the agencies affected, the arrangements for Commission
participation will have to be keyed to the particular situation. It
is, of course, important that agencies facing relocation make their
plans early and inform the Commission promptly if assistance is
required.
Since the Commission's present organizational and program machinery
appears fully adequate to provide this kind of assistance as needed,
and since we do not consider it appropriate that the Commission
inject itself until requested by the agencies affected, We recommend
that this proposal be dropped.
The proposed study has already begun and completion is expected by
December 31, 1974. Comments of Agency Personnel Directors and
Incentive Awards Program Administrators will be solicited on study
proposals.
Four major feasibility and desirability research projects being con-
ducted by the Pay Policy Division relate either directly to pay
recommendations of the Oliver report. These are: LOCALITY PAY SYSTEM
-- Research project initiated in May 1974 to determine the
desirability and feasibility of locality pay systemsfor portions of
the Federal Workforce now paid on a national scale. The goal is to
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MAJOR EXTERNAL FORCES IMPACTING ON i-E SONI4F l_
ACTIONS RECOMMENDED FOR CSC STATUS
provide a closer degree of pay comparability between Federal
employees and their non-Federal counterparts whose pay is believed
to be determined by the economic operation of local employment
markets. Occupational coverage of the project is limited to clerical,
drafting, nursing and related occupations at the entry and first
supervisory levels normally recruited locally. Scope of the locality
study is limited to pay and major benefits for selected occupations
in a stratified sample of non-Federal employees. The geographical
area for initial study is limited to analyses of existing Area Wage
Survey data and field testing of locality pay survey methods in a
number of small metropolitan areas not presently studied by BLS. A
feasibility and desirability study report is due in June 1975.
MAJOR SUBDIVISIONS OF THE GENERAL SCHEDULE-- A research project
initiated in May 1974 to investigate the desirability and feasibility
of subdividing the General Schedule pay structure into major
components. The goal is to achieve a closer degree of pay system or
pay schedule comparability with the non-Federal sector. Reseach is
currently being conducted on historical facts leading to the
creation of the present General Schedule pay structure. A number of
alternative proposals for subdividing the General Schedule will be
developed for review and discussion. A final study report with
recommendation is due in June 1975.
TOTAL COMPENSATION COMPARABILITY-- A research project initiated in
January 1974 to determine the feasibility of measuring and main-
taining Federal pay comparability on the basis of total compensation.
If it is feasible, an action plan will be submitted. The project
includes the following compensation elements: cash compensation,
retirement, health insurance, life insurance, paid vacation, sick
leave, paid holidays. It will include the General Schedule workforce
in Washington, D.C. and the continguous 48 states.
The compensation practices of some 400 large employers in the
non-Federal sector will be studied comprehensively to determine our
ability to obtain pertinent data on the cost and level of benefits
provided by employers to various occupational and/or heirarchical
groupings or employees. The development of a total compensation
methodology for final testing and possible implementation is
anticipated by June 1975.
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MAJOR_E:XTERNAL FORCES IMPACTING ON PERSONNEL MANAGEMENT
ACTIONS RECOMMENDED FOR CSC
10. It is recommended that proposed legislation
be drafted by the Commission to amend the
law so that that portion of Federal salary
now applied to each individual's retirement
account can be deducted from gross salary
for internal revenue income tax reporting
purposes.
ila. The group was pleased to hear from
Chairman Hampton that renewed action
is proceeding to attempt to raise the
$36,000 ceiling, but it further recom
mends that additional effort be given
to obtaining legislation for computing
retirement on the basis of pay levels in
excess of $36,000 to which entitled but
not authorized;
lib. and that, cash award "ceilings" now on the
books under incentive awards programs be
restudied and revised upward.
STATUS
PREMIUM PAY AND PAY ADMINISTRATION-- This project consists of 3
separate stu ies:
0 Premium Pay
0 Use of the Rate Range on Position Changes
0 Recognition of Quality Performance
These are now being initiated with completion scheduled for
December 1975.
SEPARATE CLASSIFICATION AND PAY SYSTEMS-- Desirability and
feasibility studies for separate occupational classification and
pay systems are being investigated in two areas--protective
services and health services--with work scheduled for completion
in December 1974 and June 1975, respectively.
It would be inappropriate for the Commission to propose a change
in the tax status of employee retirement contributions at this
time as the issue is now being litigated in the Federal courts.
In this case, Hogan vs U.S., a Federal District Court has held
that the employee retirement contribution is subject to tax under
current income tax law. The decision has been appealed.
While we would rather see executive pay increased and solve the
problem in the most direct way, we will have a proposal ready for
submission shortly to provide for the computation of retirement
annuities on the basis of pay levels in excess of 36,000 to which
executives are entitled but which is not authorized.
This project is already underway and should be completed by
December 31, 1974. Comments of Agency Dirg ors of I?er nel and.
Incentive Awards Program Administrators wig( be solicitoed on project
proposals.
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MAJOR EXTERNAL FORCES IMPACTING ON PERSONNEL I4ANMGE1,JLN1
ACTIONS RECOMMENDED FOR CSC
12. It is recommended that a contingency
task force be organized by CSC, in
coordination with other partici-
pating agencies, to provide "start
up" direction and services for
emerging agencies or offices.
JOINT ACTIONS RECOMMENDED FOR CSC AND AGENCIES
1. Some prototype language should be
developed to go into CSC-agency bids
which will insure maximum consideration
by the contractor of current employees.
STATUS
The proposed action is feasible and is directly related to an
FY 75 BPME objective. A plan is being developed and will include:
-- January 1, 1975 target date for completion of start-up package
and designation of cadre.
-- Involvement of agency personnel staff members in the development
of the package.
We will consult with agencies such as DOD, AEC, NASA, and VA and
seek their recommendations for standard language that will give
current employees subject to layoff or RIF action priority con-
sideration by the contractor. If prototype language appears to
be feasible, it will be included in the CSC Bulletin proposed
below as part of a series of suggested actions agencies can
take to reduce or eliminate the need to separate career employees
through RIF action. We will attempt to develop issuances such as
a CSC Bulletin, suggesting actions agencies may take to lessen the
impact of contracting-out decisions upon Federal employees and on
the communities in which the activities are located. The
contents of the Bulletin would eventually be incorporated into the
Federal Personnel Manual. The draft CSC Bulletin should be ready
for submission to the Commission by November 15, 1974.
Approved For Release 2002/05/16 : CIA-RDP81-00314R000200090032-8