REPORT OF THE COMMITTEE TO STUDY THE BLUE COLLAR WORK FORCE IN THE OFFICE OF LOGISTICS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP12-00036R000100260001-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 54
• Document Creation Date: December 23, 2016
• Document Release Date: August 26, 2013
• Sequence Number: 1
• Publication Date: December 31, 1984
• Content Type: REPORT

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Report of the Committee to Study
the Blue Collar Work Force in the
Office of Logistics
31 December 1984
57/RET
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TABLE OF CONTENTS
I. Executive Summary
Page
A. Background
1
B. Alternatives
1
C. Recommendations
3
D. Conclusions
4
II. Blue Collar Work force, Current Programs, and Findings
5
B. Headquarters Operations, Maintenance and
Engineering (HOME) Division
23
C. Printing & Photography Division
29
HI. Attachments
A. Blue Collar Promotion Policy
55
B. Blue Collar Training
57
C. RECD Articifer Program
59
D. Salary Comparison Chart
61
E. Office of Communications Banding Program
63
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EXECUTIVE SUMMARY
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EXECUTIVE SUMMARY
A. BACKGROUND
In the summer of 1983, the Director of Logistics (D/L) expressed
concern that a trend in professional employee career development was leaning
toward overspecialization in narrow career tracks. This trend toward overspe-
cialization was, in fact, contributing to the extinction of a cadre of traditional
Logistics generalists who historically had successfully supported Agency
operations. The continuation of such a trend would severely detract from
Office of Logistics (OL) capabilities to provide responsive and effective
Logistics support to new and ongoing Agency programs at domestic and
overseas installations.
Accordingly, in September 1983 the D/L commissioned a committee of
experienced professionals to study career development and, training opportu-
nities, both practical and academic, for professional employees in OL. The
committee's charter was subsequently amended in the fall of 1983 to include
investigating similar career enhancing programs for employees in the non-
professional ranks, i.e., the Blue Collar workforce assigned to Supply,
Printing and Photography, and Headquarters Operations, Maintenance and
Engineering Divisions. The committee elected to pursue the tasking, utilizing
a two-phased approach over a period of 12 months. Phase I, consisting of De-
veloping a Professional Logistics Officer Training Program that would
graduate a cadre of trained and experienced Logistics generalists, was
concluded in March 1984. The purpose of this report is to conclude Phase II
of the D/L's taskings, which consists of the study of career development
opportunities afforded the Blue Collar OL employee. It contains the conclu-
sions and recommendations developed during 6 months of study, interviews,
discussions, and committee deliberations on career enhancing and mission
oriented training opportunities afforded the Office of Logistics Blue Collar
workforce.
B. ALTERNATIVES
The varied disciplines and career tracks which comprise the OL Blue
Collar workforce led the Committee to investigate alternative approaches in
lieu of a centralized program. These areas are presented as follows:
I. Salary
Wage Grade. The nature of the wage grade positions results in employees
reaching the top salary scale within a relatively short period of time. Two al-
ternatives were developed from the Committee to respond to this situation: (1)
a banding program similar to OC, and (2) conversion of all WG positions to
GS. Both programs would serve to create a larger number of increments for
steps and allow management more flexibility in motivating employees
through monetary incentives. The banding program could also allow for a
higher salary range to be established.
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Considerations. Since a large number of WG employees are already at
the top of the scale, increasing the number of steps would apply to few current
employees. There is also a problem -of economic utility in increasing the top
level of salary, since WG rates appear to be highly competitive with the
marketplace. Conversion of these positions to GS could also serve to eliminate
the current identity factor that many of the blue collar employees take
considerable pride in.
P&PD. The high salary levels for individuals in the printing fields
allowed for no alternatives to be developed for this area.
Mail and Courier. Personnel in this branch have expressed some concern
about the validity of the salary comparisons made by PMCD in evaluating
the appropriate grade levels. Since this occupation closely mirrors the tasks
performed by the U.S. Postal Service, a comparison of wage rates would allow
for a substantial increase in salary range for couriers.
Considerations: The Committee concluded that Postal salaries were
unrealistically high for the type of work involved. The low attrition rate for
career couriers seems to indicate that current salary levels are in line with the
marketplace.
2. Labor-Management 'Communications
There is some concern that communications between GS and Blue Collar
employees have not occurred at an optimum level. This was particularly
evident in making Blue Collar employees aware of the types of available
training. Alternatives included expansion of the RAP session program to
include Division Chief-level personnel and taking the current RAP session
program to the workers. It may also be possible to adopt the P&PD Quality
Circle Program to other components within Logistics.
Considerations: The chief problem seems to be the difficulty in getting
employees together to participate in these activities. The demands levied upon
the Blue Collar employees could allow for only one or two individuals from
each component to attend at any one time.
3. Incentive Cash Awards
The use of cash awards could serve to provide a motivating factor to Blue
Collar employees who have reached the top of the salary scale. The possibility
of increasing the utilization of this method was reviewed to the Committee.
Considerations: The problems centered on two areas: (1) the need for an
equitable set of standards for awards, and (2) the administrative problems if
awards were not distributed in a fair manner, while the latter involves the dif-
ficulties managers have experienced in attempting to secure awards for
deserving employees.
4. Mobility
There is some concern about individuals being able to find other
positions of possible interest. This is evident in the Mail and Courier Branch
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with a growing number of employees taking jobs as an entry point to the
Agency. The Committee discussed holding the Logistics Job Fair on a regular
basis to provide information to individuals in this category. It would also be
possible to change certain GS positions to WG to allow a superior individual
to advance to a higher level. The possibility of allowing individuals direct
entry into the P&PD Apprentice Program was also discussed.
Considerations: The Job Fair access could be limited due to schedule
constraints of Blue Collar employees. The conversion of GS positions to WG
could cause an individual to retain a particular job for a long period of time
and thereby limit experience for rotating GS careerists. Opening the P&PD
Apprentice Program to other Logistics employees could cause a morale
problem for those employees who have taken lower level P&PD jobs for the
chance to enter the program.
5. Training
The Committee explored the idea of providing spaces for Blue Collar
employees in the Mid Career Course. This program would serve to recognize
the accomplishments of these employees and allow for greater interaction,
among Agency employees. Another alternative would be the establishment of
a separate Mid Career Course for Blue Collar employees.
Considerations: There is some concern that Blue Collar employees would
not be comfortable in the current Mid Career program. The establishment of
programs on a Logistics-wide basis would be difficult due to the resources
that are required. To establish a Blue Collar Mid Career Course on an
Agency-wide basis would require substantial time and effort on the part of
OT&E and a commitment from top level Agency managers.
6. Overseas Opportunities
There is a desire on the part of some Blue Collar employees to go
overseas on a TDY basis. One way of achieving this objective would be to re-
vive the RECD Articifer Program. This program established a roster of
individuals who were skilled in the construction trades. These individuals
were activated when a structure needed to be erected on a quick reaction
basis.
Considerations: The individuals in the Articifer Program all had other
positions so there was a problem if the TDY came at inopportune times. This
could be solved by establishing permanent Articifer slots in RECD if the
work and the interest were sufficient. The latter could be of great concern
since the employee would be out of a TDY mode with a substantial amount of
time spent overseas.
C. RECOMMENDATIONS
Individual OL Blue Collar skills focus on narrow and precisely defined
disciplines, trades, and crafts. For example, it is the general consensus of the
committee that the locksmith or carpenter could not without
extreme difficulty discharge the responsibilities of the P&PD artist or
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pressman; the HOME Division's professional mechanic could not discharge
duties of the packer; the P&PD photographer could not
assume the duties of till tractor-trailer driver, and so forth.
Several exceptions to the above examples were noted. The consensus of the
committee is that the merits of any proposed Blue Collar training program
should be directed toward the norm rather than exceptions. Therefore, the
committee does not recommend establishing a formal training program
designed to broaden and cross-train the individual through intra-skill rota-
tional assignments.
Having concluded that a centralized program is not desirable, committee
deliberations focused on alternative programs identified in section B of this
report. The committee briefly addressed monetary and salary incentives
available to motivate the workforce but set these aside as an area of
consideration outside the charter. However, the committee concluded that
and recommends formal avenues of enhanced awareness be established
between management and the Blue Collar workforce. We believe these new
approaches are best accomplished through the implementation of alternative
5, the creation of a Mid Career Course, and alternative 4, a formalization of
an annual OL Job Fair.
The committee recommends that the development, implementation, and
oversight of these new initiatives be initiated by the Office of Logistics.
D. CONCLUSION
The Office of Logistics is a unique combination of many skilled
individuals with a common goal of providing responsive support to Agency
operations. Skills which are generally classified as Blue Collar are 'by
necessity narrowly defined and therefore offer the employee little opportunity
to pursue career development through lateral assignments.
and Printing and Photography Division have reacted to this situation by
developing entry-level programs that provide individuals a career track in the
Blue Collar workforce. The only apparent weakness in these programs is the
early "top out" in salary and career development. The alternatives identified
in this report should be researched by each of the Career Panels for possible
implementation. Headquarters Operations, Maintenance and? Engineering
Division does not have an entry level or a career development program, and
none are recommended at this time. However, as this new organization's
operation becomes more clearly defined, a career track within HOME should
be considered.
It must be recognized that although higher salary is the primary concern
of the Blue Collar workforce, there is not normally a corresponding desire for
more responsibility or promotion to a supervisory position. However, for those
who do strive for such advancement, the Office of Logistics must continue to
make that path known and available. The Committee concluded that OL,
provides the Blue Collar workforce competitive salaries and good working
conditions as evidenced by the low attrition rate and the waiting list for
apprenticeship programs. The implementation of a more frequent job fair and
the development of a Blue Collar mid-career course .will compTeTnent the
existing structure by expanding awareness of OL's missidn and opportunities.
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BLUE COLLAR WORK FORCE
CURRENT PROGRAMS, AND FINDINGS
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HEADQUARTERS OPERATIONS, MAINTENANCE and
ENGINEERING (HOME) DIVISION
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HEADQUARTERS OPERATIONS, MAINTENANCE AND
ENGINEERING (HOME) DIVISION
Blue Collar Work Force Within Home, OL
The HeadquartersrQp7ations, Maintenance and Engineering Division
25X6 (HOME), OL houses Blue Collar employees as per organizational
attachments. These positions are very diversified and encompass wage grades
ranging from WG-3 to WS-12 and general service grades from GS-03 to GS-
11. While specific duties vary a great deal, all have one major common
denominator which is rendering a service to the entire Agency.
There are two important findings which are very distinctive within
HOME, OL. First, there is the nonexistence of any type of formal training
programs with regard to new Blue Collar workers. The training provided is
basically on-the-job training complemented by supervisoryInput as necessary.
Few employees request internal training, and those who do are limited to
required courses. Externally, Motor Pool auto mechanics have taken special-
ized training courses available through General Motors Training Division,
but nothing can be linked to a definite training plan.
Our second finding is the extremely high dependence on overtime for a
vast majority of the workforce. The following is estimated overtime hours
based on current usage for calendar year 1984.
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The table below illustrates the composition of the five sections.
A. Carrier Maintenance
Consists of 6 wage grade mechanics whose primary responsibilities are
service and. maintenance of the pneumatic tube system throughout the
Headquarters Building. Currently staffed with 5 mechanics with the Me-
chanic Foreman rated as the highest WS in the Agency, WS-12.
B. Executive Dining Room
Responsibilities include operation of the Executive Dining Room (EDR)
and providing catering services for special occasions. The EDR is one of two
sections having all personnel assigned under the GS schedule, the only
exception being the Chief, who is a contract employee. Item of interest: One
individual has 37.5 years of service.
C. Building Supply Section
Has total responsibility for all receiving, supplies, furnishings, movement
of furniture, classified waste disposal, and any various other demands which
may be levied on them within the Headquarters Building. The majority of the
overtime is incurred in transferring components within the Washington
metropolitan area.
D. Mail and Courier Section
Mail and Courier Section (M&CS) consists of all GS Schedule. The rate
of turnover of personnel in M&CS is one of the highest in the Agency. New
employees enter M&CS at the GS-03, -04, or -05 level and use this position as
an entry point for the Agency. This is exemplified by the 30 individuals with
less than 1 year of service. M&CS personnel also have a very low turnover
rate with regard to journeyman level GS-07 external couriers. These individ-
uals are completely satisfied with their daily?routine and are provided with
ample overtime.
M&CS has the closest resemblance to a monitored training program of
all the sections ,within HOME. They have different levels of progress while
assigned there bui find it difficult to reach the GS-07 grade due to the low at-
trition rate at that grade.
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E. Motor Pool Section
The motor pool, like Carrier Maintenance, is staffed primarily with wage
grade employees. As M&CS has an abundance of people moving on to new
careers, the Motor Pool employee usually -remains in place until retirement.
The key incentive has been a large amount of overtime available to all
employees.
In addition to the staffing of 33 wage grade personnel, there are 11
assigned drivers attached to various directorates. These assigned drivers are
replaced by Motor Pool drivers during leave time.
There are two additional services provided by the Motor Pool, and they
result in overtime.
1) Escorting has been constantly increasing its demands.
2) Posting buses and trucks at various gates due to security
requirements.
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Headquarters Operations,
Maintenance &
Engineering Division
Chief, Hqs. Operations,
Maintenance & Engineering Division
Configuration Control
Management Staff
Contracts
Staff
Special
Services
Branch
Building
Services
EDR
Mail &
Courier
Transpor
tation
Operations &
Maintenance
Branch
O&M
Contractor
Carrier
Mainte-
nance
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Engineering &
Construction
Branch
A & E Design, Planning &
Construction Managemen
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PRINTING & PHOTOGRAPHY DIVISION
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PRINTING & PHOTOGRAPHY DIVISION
Blue Collar. Work Force in P&PD/OL
25X6 The Printing and Photography Division employ personnel. Except
for line management, the Planning Services Staff, and much of the Manage-
25X6 ment Support Staff (approximately? personnel) all others fall in the
25X6 category of blue collar workers. These slus individuals perform very
specialized functions and must complete a four (4) year training program in
printing, photography, or maintenance in order to become fully qualified
employees at the journeyman level. The following attachments give a
breakdown of the entire Division regarding organization, job titles and
grades, salary comparison, miscellaneous statistics, and major excerps from
each of the three training programs that are conducted within the Printing
and Photography Division.
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Printing and Photography Division
Current Organizational Structure
? Chief
Deputy Chief
Chief
Management
Support
Plans,
Programs, &
Systems
Staff
Logistical
Support
Staff
Admin.
Staff
Production
Manager
Planning
Services
Staff
Prepress
Branch
ETECS
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Press
Branch
Bindery
Branch
BRC
Photography
Branch
D&PC
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P&PD MISCELLANEOUS STATISTICS
? Average age of P&PD employees - 40 years.
Number of employees by age in 10 year groupings:
Employee Age Amount
20 ? 30 19%
30 ? 40 27%
40 ? 50 32%
50 and over 21%
? Number and amount of incentive awards given during the last three (3)
years = 2 @ $750.00 each.
? Average amount of overtime worked annually by P&PD employees =
15,000 hours.
? Highest annual blue collar salary:
Base Salary
With Night Differential
With 300 Hours Overtime
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$43,696.80
54,610.80
66,655.80
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Graphic Arts
Apprenticeship Program
1. Introduction
A. The objective of the Central Intelligence Agency's Graphic Arts Appren-
ticeship Program (GAAP) Printing and Photography Division (P&PD), OL, is
to prepare and develop qualified journeymen with trade skills to support the
Agency's printing production requirements.
B. The purpose of the ?Graphic Arts Apprenticeship Program is to assure
P&PD a steady flow of trained personnel to perform duties in the various
crafts.
2. Direction of the Graphic Arts Apprenticeship Program
A. To provide overall direction for the apprenticeship program, the position
of Apprenticeship Program Administrator (APA) should be established. The
APA should be directly responsible to the Office of the Chief, P&PD, and
serve in a capacity functionally independent of any existing Branch or Staff.
Staffing of the APA position will be by a mid-level manager in P&PD with
technical/trade background experience, and limited in scope to matters
pertaining to apprentices.
B. A mid-management APA is deemed desirable for the following reasons:
(1) It will provide an accessible management forum to which apprentices
will feel comfortable in candidly discussing their apprenticeship
development.
(2) It will relieve top management of the responsibility for day-to-day
administration and documentation of apprenticeship progress.
C. The APA will be appointed by the C/P&PD, and will serve a two year
term; however, the term may be extended or shortened at the discretion of the
C/P& PD.
D. Production branches will be responsible for the training of candidates
and apprentices in their respective tradecrafts. Supervisors at all levels should
provide active leadership in developing the employees within the branch. All
journeymen are expected to accept the training of candidates and apprentices
as an integral part of their jobs.
3. Responsibilities of the Apprenticeship Program Administrator
A. Provides general administration of the apprentices.
B. Maintains-records on training and evaluation of apprentices.
C. Serves as liaison in an advisory capacity between apprentices and
Division managers.
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D. Serves as an exofficio advisory member of the P-Panel on matters
pertaining to apprentices.
E. Prepares apprentice PAR for rotational tour year with the OPM being
the reviewing officer.
F. Receives and compiles candidate and apprentice progress reports sub-
mitted through the Office of the Production Manager from the Branch to
which the trainee is assigned. These evaluations will serve as official documen-
tation of the candidate's performance and will be used by the APA in
preparing the candidate's overall progress report.
G. While the APA has overall responsibility for administration of the
apprenticeship and will endeavor to assure that the training schedule is
adhered to, the officer has no direct line authority relative to the shift or daily
work assignment of apprentices. In problems concerning these issues the APA
will seek resolution jointly among the Production Manager, the Branch
Manager and the apprentice involved with final authority residing in the
Office of the Production Manager.
4. Selection of Candidates for GAAP Probational Tour
A. The Pre-Selection Rotational Branch Familiarization and Assessment
Cycle should last 12 months and will be a probationary period to be completed
before formal apprenticeship status is attained. This probationary tour is
intended for applicants with a minimum of previous printing experience.
During the rotational cycle journeyman applicants from other tradecrafts will
not be required to serve the apportioned period of time in the component of
his/her journeymanship. Preapprentice reqnirements and the selection process
will consist of the following:
(1) Vacancy Notice (based on the projected replacement requirements of
P & PD).
(2) Completion of test battery (administered by OMS/PSS).
(3) Evaluation of applicant's PAR, work resume, job and educational
experience, current performance in present position, and dependabili-
ty (to include a reponsible leave record).
(4) Counseling with APA (introductory interview) to include details of the
? program such as rates of pay, shift work requirements, training,
potential for position placement (tradecraft availability), and general
program outline,
(5) The P-Panel selects Apprentice Candidates and forwards its recom-
mendation to the Chairman of the Logistics Career Board for
approval.
(6) Signing of the Apprenticeship Agreement.
5. The 12-Month Rotational Pre-Selection Branch Familiarization and
Assessment Cycle
A. A 12-month branch rotational apprentice candidate cycle is deemed best
suited to Division interests. It is felt that a longer period would overly commit
the Division to a candidate who is only in a probationary cycle. Also, a longer
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introductory period would reduce apprenticeship training to less than 3 years
in the selected tradecraft which would be detrimental to the full development
of the apprentice. A 12-month cycle will:
(1) Afford the candidate apprentice sufficient time to become familiar
with Branch operations and see how the operations fit into the
printing production cycle; and,
(2) Give Branch management the opportunity to evaluate the candidate's
ability to function in branch operations and perform the trade tasks.
B. Trainees who fail to meet the performance standards in a tradecraft area
will still be considered for apprenticeship training in the tradecraft(s) where
they successfully meet the requirements. However, trainees who fail to meet
the minimum standards of performance in all three production Branches
during the probationary tour will be removed from candidate status and
returned to their former component, or elsewhere, as Division staffing
requirements dictate. Trainees can voluntarily withdraw from the apprentice-
ship program by formal notification, in writing, through the OPM and APA to
the Chief, P&PD and transferred as stated above.
6. Details of the Probationary Branch Tour
A. Length of tour will be 12 months, apportioned to the branches as follows:
(1) Prepress ? 6 months; (2) Press ? 3 months; (3) Bindery ? 3 months. This se-
quence represents the traditional order of printing production and will be
followed by the apprentice candidate to impart a sense of the interrelationship
among the graphic arts trades and the continuity of the printing cycle.
B. Number of apprentice candidates will be determined by projected
Division replacement needs.
C. Apprentice candidate pay rate during the probationary rotational year
are outlined in paragraph 7.B.
D. Orientation and training of apprentice candidates will be the responsi-
bility of the Branch Chief where assigned with the concurrence of the APA.
This divided responsibility is intended to assure that job assignment is not
dictated by immediate production requirements to the detriment of the
candidate's overall exposure in the branch. Any disputes concerning the
candidate that cannot be resolved among the Branch Chief, APA, Production
Manager, and candidate will be submitted to the Office of the Chief for
resolution.
E. Monthly Apprentice Candidate reports will be submitted by the trainee's
supervisor and will be forwarded for comment through the OPM to the APA
for inclusion in the candidate's training folder.
F. A counseling and evaluation session will be held between the APA and
the candidates at least once during their tour of training in each of the three
craft areas in the 1 year probationary rotational cycle. The APA will base ap-
praisal of the candidate's performance on the monthly apprentice candidate
reports and discussions with Branch and Division management.
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G. The apprentice candidate orientation and training tour in each branch
will be scheduled as indicated below. Specific times allotted for training
within the Branches will be determined by the Branch Chief and the APA and
should include the functions listed below.
(1) Prepress (6 months)
(a) Proofroom, drafting of forms, traditional methods (Ludlow)
(b) Photocomposition makeup
(c) Keyboard/ETECS operation
(d) Offset camera/contact room
(e) Offset stripping
(2) Press (3 months)
(a) Platemaking
(b) Duplicators
(c) Sheet-fed Presses
(d) Web Press
(3) Bindery (3 months)
(a) Collating
(b) Trimming
(c) Hard Binding
H. A composite report of the candidate's 1 year probationary training cycle
(to include the three Branch Chiefs' assessments with OPM input) will be
prepared by the APA for submission to the Office of the Chief for P-Panel
consideration prior to completion of the training period. If the candidate
receives favorable recommendation for continuance in the program the
apprenticeship will be continued in a selected tradecraft to be determined by
candidate aptitudes (tested and observed during the rotational cycle) and
Division needs.
7. Assignment of Apprentices to a Tradecraft of Specialization for the
Remainder of the 4 Year Program
A. P-Panel recommendation of apprentices to fill available openings based
on:
(1) Replacement needs of the Division.
(2) Test results and assessments of candidate's probationary 1 year
composite report.
(3) Preference of candidate.
B. The established wage structure is as follows:
(1) Step 1?Rotational tour year, 60% of lowest prevailing trade rate
(currently Bookbinder). However, selectees whose rate of pay
is greater than 60% of the lowest prevailing tradecraft rate
will be compensated during the first year at the -Retained
Pay- rate. These apprentices will not receive pay increases
while progressing through the program until the step in the
program exceeds their retained rate. At the completion of
the 1-year probationary cycle, the apprenticeship pay rate
will be adjusted to 70% of the trade to which they are
assigned for the remainder of their training.
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Step 2-52 weeks, 70% of assigned craft rate.
Step 3-52 weeks, 80% of assigned craft rate.
Step 4-52 weeks, 90% of assigned craft rate.
(2) While Division policy does not encourage journeyman apprentice
applicants from other tradecraft (switching from one tradecraft to
another), such applicants will be considered for apprentice openings.
Journeyman applicants accepted into the program will receive 70% of
the lowest prevailing tradecraft rate during the rotational year which
may result in a downward pay adjustment. In the event that
journeyman applicants are not accepted as apprentices after the
probationary tour, they will revert to their former tradecraft position.
Apprentices receive a proportionate pay increase anytime the trade to
which they are assigned receives an increase.
(4) Adjustment will not be automatic. To be eligible for advancement
from one step to the next higher step, the apprentice must acceptably
perform all the tasks and duties in the training schedule for the step.
C. Apprentices will be assigned to shift work at the discretion of their
Branch Chief and with the concurrence of the Production Manager.
(3)
8. Apprentice Program and Training
A. Apprentice training schedules for the second, third, and fourth years are
detailed under their repective sections.
B. The formal apprenticeship program will be monitored and coordinated
by the APA and Branch Chiefs through the OPM. APA apprentice monitoring
will include:
(1) Compilation of mOnthly progress ?reports: Composite results to be
discussed and evaluated with APA and apprentice every 3 months.
(2) Attendance at non-trade Agency courses for career development such
as: OTE English, writing and typing courses, as appropriate.
(3) External trade-oriented courses (technical and academic preferably to
be taken in the apprenticeship cycle). Training grades will be placed
in the apprentice's folder.
(4) APA counseling of apprentices on overall development, training, and
adherences to the details of the formal apprenticeship program.
(5) At attainment of journeyman status the apprentice will receive a
certificate of completion from P&PD.
C. -Announcement for Maintenance Section apprenticeships will be specifi-
cally identified and the rotational tour will be customized to suit the specific
needs of a General Mechanic Machinist.
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Rotational Branch Tour For
Graphic Arts Apprentice Candidates
I. PREPRESS
A. Composing?(3 months)
Phase 1 (1 month) Intended to impart an understanding of tradition-
al printing methods which underlie current technology.
Apprentices will be introduced to type faces, character unit
values, and hand operations.
Equipment and Processes:
Ludlow operations
Repro press
Forms drafting
Make up (hand)
Phase 2 (1 month) Apprentices will gain familiarization with elec-
tronic keyboard composition equipment used in job
production.
Equipment and Processes:
ATEX keyboards
(inputting, formatting, casting)
ECRM scanners
Film processors
Phase 3 (1 month) Emphasis will be placed on systems support and
job scheduling.
Equipment and Processes:
Systems operations
(system maintenance, structure & integrity)
Proofreading
Work scheduling
(workflow and mark up)
B. Offset I Photography?(3 months)
Camera (6 weeks) Introduction to camera operations.
Equipment and Processes:
Fundamentals of photography
Introduction with offset cameras and processors
Contact photographic procedures
Introduction to line/halftone/continuous tone photography
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B. Offset/Photography?(3 months) (Continued)
Layout (6 weeks) Introduction to layout and stripping.
Equipment and Processes:
Fundamentals of layout
Text and graphic imposition
Prelay operations
Dylux proofing
II. PRESS
A. Platemaking (2 weeks) Production of printing plates from
negatives.
Equipment and Processes:
Contact platemaker
Plate processor
B. Pressroom (10 weeks) Basic operation of pressroom equipment.
Letterpress (2 weeks) Introduction to traditional presswork.
Equipment and Processes:
Chandler Price Hand press
Miehle vertical
Offset Duplicators (1 month) Introduction to offset principles.
Equipment and Processes:
AB Dick
Envelope jetpress
Offset Presses (2 weeks) Introduction to offset press work helper.
Equipment and Processes:
19, 35, and 40-inch offset presses mounting plates
Loading and turning stack
Press clean up
Web Press (2 weeks) Night production of FBIS
Equipment and Processes:
Web Press
Bending and mounting plates
Loading paper rolls
Jogging and stacking signatures
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III. BINDERY
A. Branch Orientation (1 week) Operations performed and equipment'
used.
B. Hand Machine Operations (3 weeks) Basic machine operations.
Equipment and Processes:
Simple cutting and trimming
Padding
Drilling
Punching
Tab cutting
C. Hand Operations (1 month)
Equipment and Processes:
Hand collating
Folding
Pagination
D. Complex Machine and Hand Operations 1 month)
Gathering
Perfect binding
Machine collation
GBC binding
Hard binding
Sealing operations
Dissemination orientation
All training schedules are tentative and may be changed in sequence to take
advantage of priority workload schedules. Secondly the purchasing and
addition of new printing equipment in the three major production branches
during this rotational year will enable some familiarization with the equip-
ment by the apprentice candidate.
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4 Year Graphic Arts
Apprenticeship Program
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General Mechanic Machinist
Apprentice Training Schedule
MAINTENANCE SECTION
A. Maintenance Staff Duties Overview
All P&PD maintenance shop positions are defined as General Mechanic
Machinists. This nomenclature differs from GPO practice in that P&PD does
not have a large enough maintenance staff to afford separate maintenance
specialists for individual functions such as electrical, press, photographic
processor, and parts fabrication. General Mechanic Machinists are expected to
perform maintenance functions in all of the operational areas mentioned. The
apprenticeship training schedule for the Maintenance Staff is designed to
develop the capabilities of the trainee, over a period of four years, to produce
a well rounded General Mechanic Machinist trained in the specific duties
needed to support P&PD's operations.
Apprentice machinists work under the direct supervision of qualified
journeymen machinists. The apprentice assists journeymen machinists in
maintaining all P&PD equipment while gaining familiarization with the plant
equipment and its function in the production areas.
The apprentice must make continuous and acceptable progress in
mastering the following functions before being advanced to the next succeed-
ing level.
? B. First 6 Months Training
1. Recognizing that the duties and responsibilities of the General Me-
chanic Machinist differ from those of the Graphic Arts Tradecrafts, the
Rotational Branch Tour will be modified accordingly as to content of
curriculum and length of tour. The rotational program of the Maintenance
Apprentice will include tours in all components of Printing and Photography
Division. Emphasis will be placed on familiarization with the equipment, its
maintenance and operation in the respective branches rather than learning the
tradecraft skills. Thus, the rotational tour for the Maintenance Apprentice will
take correspondingly less time than the year required for the Graphic Arts
Apprentice.
2. Shop Measuring Instruments:
The apprentice will be introduced to the use and function of gauges,
measuring devices, and comparative equipment commonly used in machine
shops. This includes instruments such as an inch scale, micrometer, vernier
caliper, depth micrometer and thread gauge.
3. Machine Shop:
During the first year the apprentice will be introduced to machine shop
power tools, learn to operate and use an engine lathe to turn, face and bore
holes. The aprentice will also be taught to grind single point lathe cutting tools,
sharpen drills, do minor layout work for drilling, and use bench and stand drill
presses.
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C. At the End of 1 Year of Training
The apprentice must perform the following functions in the designated
areas:
1. Machine Shop:
Apprentices will be taught to set up and operate a milling machine, to cut
flat surfaces, parallel, square, step cut and keyways (straight and woodruff).
First year apprentices must be able to operate a surface grinder to surface
grind to size with a reasonable degree of accuracy, and to square work on a
surface grinder.
First Year apprentices must learn to set up and operate a shaper to cut
parallel and square work, and to sharpen cutting tools in a proper manner.
The apprentice must be able to cut screw threads with taps and dies in an
acceptable manner, perpendicular to the work surface or die cut
perpendicular to the axis. The apprentice must also be able to accurately set a
machine vise square or parallel to a milling machine or shaper.
2. Electronics:
Apprentices at the 60% level must learn to use and operate electronic test
equipment such as oscilloscopes, digital multimeters, capacitor analyzers and
semiconductor analyzers.
D. Second Year Training-70% Apprentice
Second year apprentices continue to work under the direct supervision of
journeymen and assist in the maintenance of Division equipment. Continued
progress must be made in the following areas:
1. Machine Shop:
The 70% apprentice must be able to use machine shop tools to work
between centers to turn, shoulder cuts, or undercut multiple diameters and
chase machine threads. The apprentice must be able to work between centers
on a milling machine, to cut keyways, and to do minor dividing on a plain in-
dex head. Second year apprentices must demonstrate proficiency in the use of
dividers and scale in layout work for drilling and tapping.
Apprentices will be taught to perform general layout work with a surface
gauge, vernier height gauge and space blocks in conjunction with a sine bar.
They must know the tool nomenclature of the engine lathe and milling
machine and be able to grind form tools for form cutting on a lathe.
2. Electronics Training:
Due to new graphic arts technologies, it is essential that the apprentice
should start a basic electronic course (either through internal training or at
college or technical school) during the second year of training.
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3. Blueprint Reading:
The second year apprentice will be introduced to the reading of
electrical, mechanical, architectural, and electronic blueprints and schematic
drawings.
E. Third Year Training-80% Apprentice
The 80% apprentice must be able to perform small shop projects with a
minimum of journeyman supervision. In these projects the apprentice will
demonstrate the ability to select tools, materials and machine to produce
components and perform all machine operations to complete the project.
Continued progress must be made in the different areas of responsibility, as
follows:
1. Machine Shop:
The apprentice at this level must be able to: (a) machine spur gears doing
his own calculating for the dividing head; (b) machine an accurate internal
keyway on a slotter; (c) set up and operate a radial drill press; (d) set up and op-
erate a boring mill; (e) know grinding wheel symbols to determine proper
grinding wheels for malleable iron and hardened steel; (f) calculate thread
depth for machine screws and drill size for taps; (g) operate a planer, and set
up a universal grinder to sharpen milling cutters; (h) set up milling and
grinding machines for angular and radius work; (i) set up and operate a jig bor-
er in conjunction with a rotary table;.(j) do taper turning and off center work
in a lathe; and (k) read and work from blueprints.
2. Electronics:
The 80% apprentice must continue to develop expertise in the use of
electronic analyzing equipment. With this experience and the background
training from the basic electronics course, the apprentice must be proficient in
solving basic electronic problems on production equipment.
3. Miscellaneous:
Third year apprentices assist in the installation of new equipment such as
film processors, presses, and bindery equipment. The apprentice must be able
to perform minor plumbing and electrical hookups required for installation of
such equipment as film processors.
4. External Training:
The 80% apprentice will acquire technical training on specific Division
equipment (in the Prepress, Press, Bindery and Photography Branches) and
training on new equipment offered by vendors.
F. Fourth Year Training-90% Apprentice
Apprentices at the 90% level must perform assigned tasks without
supervision and be able to function effectively as the sole maintenance
machinist when required to work on the night shift. In this capacity the 90%
apprentice must be able to diagnose problems, repair all P&PD production
equipment, and perform external Mechanic Machinist duties at the level
described below:
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1. Machine Shop:
Apprentices at this level must demonstrate proficiency in operating all
machine shop equipment and have the ability to layout work from blueprints,
sketches, and verbal instructions.
2. Electronics:
At the 90% level the apprentice solves advanced electronics problems on
Division equipment including those having solid-state electronic components
such as film processors, offset printing equipment, densitometers, color and
black and white printers and video equipment. The apprentice must possess a
working knowledge and understanding of digital integrated circuits.
3. Plumbing and Installations:
The 90% apprentice performs complex plumbing installations and repairs
on all Division equipment, assists in P&PD building maintenance, and
supports some specific Agency requirements outside of P&PD (such as the
? Badge Office) where photographic equipment similar to that of P&PD is
utilized.
4. Carpentry.:
Fourth year apprentices must have the ability to perform carpentry work
such as the construction of cabinets, shelves, and collator boxes.
5. Miscellaneous:
The 90% apprentice assists other machinists in moving machinery and/or
major repair work, perform general repair and maintenance in the press rooms
and bindery. Apprentices will be taught acetylene welding on cast iron,
brazing, and silver soldering. Electric welding and minor forge work will also
be included in this training.
G. Journeyman General Mechanic Machinists
Apprentice maehinists must have demonstrated mastery of all the
functions described in the apprenticeship schedule before being accorded
journeyman status as a general mechanic machinist. In addition to being
competent in machine shop, carpentry, mechanical, optical, electronic, and
plumbing skills, journeyman machinists are expected to perform a wide
variety of maintenance shop related functions as listed below:
1. The journeyman machinist must be familiar with P&PD building
requirements for humidity, ventilation, and air conditioning, as well as hot
and chilled water. They will be able to contact the proper GSA personnel for
emergency repairs.
2. Journeyman machinists need to be able to communicate and work
with outside vendors and contractors, e.g., for electrical repairs, assistance in
moving heavy equipment, and erecting presses.
3. Journeyman machinists assist the Chief Mechanic in maintaining
adequate supplies of replacement parts for P&PD equipment.
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Photography Branch
Training Program
I. Introduction
1. The purpose of the Printing and Photography Division (P&PD)
Photography Branch Training Program is:
a. To offer a career development program for Division employees in
the photography field structured around a formal 4-year Training
Program, and
b. Through the Training Program, to assure P&PD Photography
Branch of a continuing source of trained, versatile, competent
Senior Photographic Technicians.
II. Administration of the Photography Branch Training Program
I. In order to give longterm continuity and uniformity to the Training
Program, the position of Training Administrator will be established. The
Training Administrator will be knowledgeable of Division goals and personnel
requirements and have strong interpersonal abilities which would aid in
giving direction and counsel to trainees.
2. The Training Administrator will be appointed by the Chief, Printing
and Photography Division. The C/P&PD will select, at his discretion, the
position from which the Training Administrator will function and will review
with option to change the Training Administrator and/or the position
through which the Training Administrator functions at least every 2 years.
Feedback will focus on administration of the program and whether the goals
of the program are being achieved.
III. Functions of the Training Administrator
I. Provides general administration of the Training Program.
2. Maintains training and evaluation records on the trainees while they
are in the Training Program.
3. Compiles trainee progress reports with input from section managers.
4. Assures that the training schedule is adhered to. (While work load
and staffing may require changes in the sequence of the training schedule, the
Training Administrator will be responsible for seeing that all trainees receive
the prescribed training in all areas.)
5. The Training Administrator will act as the trainees mentor, speaking
for the trainee should dispute occur concerning the Training Program. (This
in no way implies any restriction on the employees direct and personal access
to division management.)
6. The Training Administrator will serve as an ex officio member of the
P-Panel on matters pertaining to the Training Program trainees.
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7. While the Training Administrator shall have no direct authority over
the trainee relative to the shift or daily work assignment, it is the Training
Administrator's responsibility to assure through the Branch Chief that work
assignments are equitably assigned so as to provide exposure to all job
functions. Training disputes that cannot be resolved among the trainee, the
Training Administrator, and the Branch Chief will be presented to the
Production Manager and finally to the Chief, P&PD for resolution.
IV. Scope of Training Program
A. Overview
1. The Photography. Branch Training. Program consists of a 4-year
Training Program which focuses on the Microphotographic operations (6-12
months), the Black and White photographic operations (6-12 months), the
COM operations (12 months), and the Color photographic operations (12
months), with 3 months devoted to -a familiarization tour of other Branch
components. Trainees opting for and accepted into a career path in the Motion
Picture Television (MPTV) Center will serve 18 months in the MPTV Center
in lieu of the 12 month tour in the Color Section. This option, however, will add
6 months to the overall program time resulting in a 41/2-year Training Program.
2. The Training Program will be both the mechanism through which
new employees are trained in photography skills and also serve as the vehicle
for ensuring that present employees meet the technical and performance
standards of a Senior Photographic Technician.
3. Advancement through the program is recommended to correspond
with the following grade levels. However, promotions to grades outlined below
are contingent on headroom and Panel actions within the Division and the Of-
fice of Logistics as applicable under the GS wage scale regulations.
First Year GS-07 (6 months)*
Second Year GS-08 (6 months)*
Third Year GS-09 (9 months)*
Fourth Year GS-10 (9 months)*
At the end of the fourth year of the Training Program, the trainee will be des-
ignated Senior Photographic Technician qualified at the GS-1 I level. While
advancement through the program and grade raises will not be automatic,
progress will be documented and the employee must achieve accepted
standards to advance to the next higher level.
B. New Employees
Typically, new employees will be brought into the Branch at the GS-05
to GS-07 level (depending on experience; education, tested ability, present
grade, etc.) as probationary employees. After an evaluation period of 6
months to 1 year, the new employee will be evaluated for entrance into the
Training Program. The evaluation period will afford P&PD management the
opportunity to observe and evaluate new employees and decide whether the
employee should be entered into the Training Program. At the same time,
new employees will have the opportunity to decide whether they want to
* Minimum time in grade.
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pursue a career in photography and apply for the program or seek work in
other components in the Division. Employees selected for the Training
Program will be entered in the program as Photographic Technician Trainees.
Employees selected for the Training Program will normally not be considered
for any other Division apprenticeship/training program until completion of
the Photography Training Program.
C. Current Employees
A review of capabilities and experience will be made of employees
currently working the Photography Branch to determine the level to which
the employee will be converted under the new program. As one goal of the
Training Program is to assure that all Senior Photographic Technicians are
fully competent in all areas covered by the program, it may be necessary for
some present employees to receive training in areas where deficiencies in
experience exist before they are accorded Senior Photographic Technician
status. Accordingly, some current employees may be entered into the
Training Program at the second, third, or fourth year level to enable them to
receive training in the area or areas in which they have not developed
expertise. Current employees so placed in the program will be held at the
retained rate of pay status and not reduced to the rate corresponding to the
applicable training level.
V. Selection and Assignment
1. Employees wishing to enter the Photography Training Program will
notify the Training Administrator and Branch management. The Training
Administrator will discuss the program with the employee and forward all
applicants names to the P-Panel for consideration. The P-Panel will select
trainees based on Division personnel needs, the applicant's qualifications,
performance, aptitude, desires, OMS test results, and evaluations of the
Training Administrator and Branch supervisors.
2. Work assignment of the Photographic Technician Trainee will be at
the discretion of the Branch Chief with concurrence of the Training
Administrator. While it is desirable that the training cycle follows the
sequence outlined in the training schedule section, workload may dictate
assignment of the trainee to functional components in other than the desired
sequence.
3. Since P&PD is responsible for providing 24 hours-a-day, 7 days-a-
week service in support of Agency requirements, shift work assignments
may be necessary. Shift assignments may be required to achieve coverage
in particular work areas or to afford training on functions and/or
equipment that is operated only on a particular shift. The hours of work
and Workweek of trainees will be assigned by the Branch Chief in
concurrence with the Training Administrator and the agreed to training
schedule.
VI. Trainee Monitoring and Schedules
A. Monitoring Procedure
1. The trainees progress through the Training Program will be
monitored and coordinated by the Training Administrator in conjunction
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with the functional Section Chief where the trainee is assigned and with input
from Senior Photographic Technicians who are providing training.
2. A quarterly evaluation and progress report_ will be maintained on
trainees (sample forms and minimum scoring requirements are contained in
Administrative Forms section). Results and evaluations will be discussed with
the trainee by the Training Administrator.
3. The Training Administrator will function as the rating official on the
trainees' initial PAR during the familiarization tour, with the Branch Chief
acting as the reviewing official. Thereafter, the trainee's Section Supervisor
will be the rating official for the annual PAR with the Branch Chief as the re-
viewing official. The Training Administrator will prepare a separate review of
each trainee at the conclusion of each sectional tour.
4. Trainees are encouraged to attend internal and external technical
and/or academic courses that support the Training Program or career,
development. While the Photography Branch Training Program is designed
for developing Photographic Technicians through internal training in P&PD
(in the manner of printing trade apprenticeship programs) some external
courses may be directed. Directed external training will be sponsored by the
Agency. Upgrading and/or reductions in training time may be made in
consideration of external training. However, arrangements regarding external
training, particularly in lieu of internal training in the program, must be
made with the Training Administrator and coordinated with Branch manage-
ment before training is scheduled. Flexibility will be permitted regarding
external training as to courses required and institutions attended. A record of
course attendance and grades will be kept in the trainees folder maintained by
the Training Administrator.
5. Selected technical reading will be assigned during the Training
Program which will be appropriate to the equipment and tasks currently
being performed by the trainee.
B. Training Schedules
1. As mentioned in Section IV, the Training Program encompasses the
training and assignment of new Division probational employees, Photographic
Technician Trainees, and the training of current employees for conversion to
Senior Photographic Technicians under the GS system. As such, the training
schedules allow the flexibility necessary to insure that all employees are
exposed to all functional -operations. (For example, a probationary employee
who enters the Training Program after working 6 months or a year in
microphotography will not have to spend another year in that operation
before advancing on to another functional area for further training. Also,
existing employees who are upgrading their skills to qualify as Senior
Photographic Technicians will only have to fulfill training in .those sections
where experience is lacking.)
2. To assure that trainees receive the most complete training possible
and to assure the Division of a source of competent, trained personnel
resources, Senior Photographic Technicians in each section will provide the
necessary training on an individual basis for the trainees.
3. The 4-year Training Program, with sequential training in four
functional operations, is intended to develop trainees to the Senior Photo-
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SECRET
graphic Technician level in each function before the trainee advances on to
the next operations. Thus, at the end of the Training Program, the trainee
will have achieved Senior Photographic Technician competence in the
Micro/Graphics Section, Computer Output Microform Section, and either
the Color Photography Section or the Motion Pieture Television Center-.
Photography Branch Training Program
and --
Career Progression
Branch
Entry
GS-5/7
6-12 Months
Color
Section
12 Months
Training Program
Familiarization
Tour
3 Months
Micro/Graphics
Microphotography
.6-12 Months
Black and White
Photography
6-12 Months
V
COM
Section
12 Months
MPTV
Center
18 Months
Qualified at
Senior Photographic Technician
Level GS-11
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SECRET
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ATTACHMENTS
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BLUE COLLAR PROMOTION POLICY
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Yams A..McDonalc.
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?
?
SECRET
MEMORANDUM FOR: Director of Personnel
FROM: James H. McDonald
Director of Logistics
SUBJECT: Request for Change in Career Service Panel
Responsibilities
1. Paragraph 3 of this memorandum contains a request
for your approval.
2. Within the Office of Logistics (OL) there is a total
of seven career service sub-group panels. Two of these panels
deal with non-GS employees: the MLP Panel (Printing and
Photography), which has many wage and GP employees, and the MLW
Panel (Wage), which handles the majority of wage grade employees
within OL. Currently these two panels complete the full spectrum
of the annual employee evaluation exercise, including the standard
evaluation criteria and categorization of each careerist. Because
these particular employees are promoted according to the performance
standards set up for their particular function, the conduct of
a full-scale ranking exercise for the purpose of promotion serves
little or no purpose.
3. Accordingly, it is requested that these two panels be
allowed to assign their respective employees Comparative Evaluation
Descriptors only, whether I, II, III, or IV, during the annual
comparative evaluation. Such a change would eliminate unproductive
aspects of the panels' current activities while preserving each
non-GS employee's right to an annual panel evaluation.
*APPROVED:
*DiYector of Personnel Date
*Approval is only for non-GS employees on the MLP and MLW Panels.
55
SECRET
OL 1-5337
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STAT
STAT
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BLUE COLLAR TRAINING
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BLUE COLLAR TRAINING
Internal Training
Logistics Orientation
Basics Safety and Health Course
Employee Development Course
Administration Directorate Trends and Highlights
Data Processing Courses
Essentials of Writing
Leadership Styles and Behavior
Reading Improvement
Management Development Course
CIA Today and Tomorrow
Supervisory Counseling Course
Data Processing Courses
EEO Courses, as available
Performance Appraisal Workshop
External Training?Printing and Photography
Airbrush Techniques
Audiovisual Communication: Principles and Techniques
Audiovisual Workshop
Basic Halftone Photography
Basic Offset Presswork
Bookbinding
Color Photography and Printing I
Color Photography and Printing II
Color Photography and Printing III
Color Process Photography
Commercial Photography I (Basic)
Commercial Photography II (Advanced)
Computer Concepts for Managers
Design Studio Skills for the Graphic Arts
Editorial Planning for Printing Production
Front Project in Portraiture
Fundamentals of Photography
Illustrative Photography
Introduction to Audiovisual Production
Introduction to Minicomputers
Introduction to Production Color'Printing
Introduction to Professional Photography
Introduction to the Graphic Arts
Layout and Pasteup Design
Location Portraiture
Negative Retouching
Offset Stripping and Negative Work
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Photographic Department Management and Control
Photography for Publication
Portrait Photography I (Basic)
Portrait Photography II (Advanced)
Practice of Photography I
Practice of Photography II
Practice of Photography III
Quality Control for Photographic Processing
External Training?Central Depot
Defense Advanced Preservation and Packing (JUMPTC)
Defense Basic Preservation and Packing (JMPTC)
Defense Foam-in-Place Packaging (JMPTC)
Defense Packaging of Hazardous Materials for Transportation (JMPTC)
Defense Packing and Unitization (JMPTC)
Defense Preservation and Intermediate Protection (JMPTC)
58
SECRET
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RECD ARTICIFER PROGRAM
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Purpose:
Qualifications:
Notification:
Training:
Advantages:
Disadvantages:
SECRET
RECD ARTICIFER PROGRAM
Provide quick RECD response capability for 30-90 day
TDY construction activities.
Designed for Office of Logistics personnel who have or
would be willing to obtain construction type skills not
normally used in their present jobs, i.e., forklift driver with
electrician skills.
Program advertised through flyers sent to managers.
Informal?personnel in program were expected to identify
training which RECD would fund.
Provided pool of in-house personnel who could be used to
form a quick response construction crew for TDYs. (Usual-
ly overseas.)
Provided travel opportunity for personnel in program.
Offered possibility of better career opportunities for person-
nel in program.
Components could lose employee for up to 90 days with no
replacement. Administration of program, i.e., maintaining
personnel shots, passports, etc.
59
SECRET
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SALARY COMPARISON CHART
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?
GS
GP
?
WG
10K
20 K
SECRET
SALARY COMPARISON CHART
30 K
40 K
50 K
60K 70K
1
GS 1 GS 5 GS 9
GS12 GS13
GS14 GS15
GP 1
GP 1 GP 10
WG
WS
SIS1
GP 25
OVERTIME
OVERTIME
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SIS6
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OFFICE OF COMMUNICATIONS BANDING PROGRAM
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OC SALARY BANDING PROGRAM
?
The purpose of Salary Banding is to provide government managers
flexibility and leverage in salary competition with private industry in the
recruitment and retention of skilled technicians. The first government
program was developed by the Department of Navy for their China Lake
project on the west coast. The 4-year program has been in successful
operation for 3 years, and approval for a 5-year renewal is expected. In April
1984, the Director of Communications initiated a study of the applicability of
Salary Banding with respect to D Panel personnel in the Office of Communi-
cations (OC).
In its simplest form, Banding combines several GS grades into a single
grade and increases the number of steps within a grade. The accompanying
charts illustrate how OC is adapting this philosophy to their D Panel. These
charts can be briefly summarized as follows:
A. GS grades 6 to 8 are combined to form a new grade TCA-I which has
a starting salary of $15,497 with 32 possible step increases to
$24,859. Each step increase is equal to $302.
B. GS grades 9 to 11 are combined to form a new grade TCO-II which
has a starting salary of $21,066 with 31 possible step increases to
$33,276. Each step increase is equal to $407.
C. Promotion from TCO-II can continue on a technical track or to a su-
? pervisory track.
D. The technical track has only one band, TCE, which combines GS
grades 11 and 12. This band has a starting salary of $25,489 with 30
possible step increases to $39,670. Each step increase is equal to
$489.
E. The supervisory track has two bands, TCO-III and TCO-IV. The
TCO-III band combines GS grades 12 and 13 with a starting salary
of $30,549 with 30 step increases to $47,456. Each step increase is
equal to $583.
F. The highest band, TCO-IV, combines GS grades 14 and 15 with a
starting salary of $42,978 with 29 step increases to $65,720. Each
step increase is equal to $814.
Another principle of the Banding Program is that there are no time in
grade requirements for step promotions, and yearly promotions can be from
one to four steps or to the next highest band. Since this gives OC management
increased flexibility to reward superior performance, Quality and Periodic
step increases are not included in the program.
The program has been presented to senior management and was received
25X6 with enthusiasm. The OC D Panel ofeople is scheduled for conversion
from GS to Banding in October 1984. Following study of other personnel
panels, additional conversions are anticipated in the near future.
?
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"BANDING"
...A NEW APPROACH ...
How new
Opportunities and your
Performance lead to
Excellence
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R
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GENERAL SCHEDULE (GS)
Per Annum Rates
Effective 8 January 1984
Grade
Increment
1
2
3
4
5
6
7
8
9
10
GS-01
Varies
$ 9,023
$ 9,324
$ 9,624
$ 9,924
$10,224
$10,400
$10,697
$10,995
$11,008
$11,283
GS-02
Varies
10,146
10,386
10,722
11,008
11,129
11,456
11,783
12,110
12,437
12,764
GS-03
$ 369
11,070
11,439
11,808
12,177
12,546
12,915
13,284
13,653
14,022
14,391
GS-04
414
12,427
12,841
13,255
13,669
14,083
14,497
14,911
15,325
15,739
16,153
GS-05
463
13,903
14,366
14,829
15,292
15,755
16,218-
16,681
17,144
17,607
18,070
GS-06
517
15,497
16,014
16,531
17,048
17,565
18,082
18,599
19,116
19,633
20,150
GS-07
574
17,221
17,795
18,369
18,943
19,517
20,091
20,665
21,239
21,813
22,387
GS-08
636
19,073
19,709
20,345
20,981
21,617
22,253
22,889
23,525
24,161
24,797
GS-09
702
21,066
21,768
22,470
23,172
23,874
24,576
25,278
25,980
26,682
27,384
GS-10
773
23,199
23,972
24,745
25,518
26,291
27,064
27,837
28,610
29,383
30,156
GS-11
850
25,489
26,339
27,189
28,039
28,889
29,739
30,589
31,439
32,289
33,139
GS-12
1,018
30,549
31,567
32,585
33,603
34,621
35,639
36,657
37,675
38,693
39,711
GS-13
1,211
36,327
37,538
38,749
39,960
41,171
42,382
43,593
44,804
46,015
47,226
GS-14
1,431
42,928
44,359
45,790
47,221
48,652
50,083
51,514
52,945
54,376
55,807
GS-15
1,683
50,495
52,178
53,861
55,544
57,227
58,910
60,593
62,276
63,959
65,642
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