Ask the Scholar
Document scope · 1 page
Scholar
Ask about this object, its catalog metadata, its source description, or the page inventory.
For page-specific OCR and visual context, open one of the page chats.
Scholar Source Context
Document identity
localId
472516342
label
Office of Administration [binder] [2]
core
doc
dtoType
document
citationUrl
pageCount
1
Source metadata
id
472516342
contentType
document
title
Office of Administration [binder] [2]
citationUrl
collections
Records of the Office of the Chief of Staff (Clinton Administration)
Jennifer O'Connor's Subject Files
imageCount
1
hasImages
yes
source
import
hasTranscription
no
Source extras
naId
472516342
levelOfDescription
fileUnit
otherTitles
2800759-20240267S-037-005-2024
recordType
description
ocrSource
nara-archive
Single page context
seq
1
pageIndex
0
type
document
mediaId
bf9f0b5b629b3977
ocrText
QUESTIONS FOR FUND MANAGERS on Office of Administration.
How do you use the Office of Administration in your work?
What is your feeling concerning the quality of work which you receive from the
Office of Administration?
Does OA understand what you do?
What is your perception of how things work in OA? What things don't work?
What could OA offer which you don't have?
What would you change concerning OA's operation with your agency?
Is OA responsive to your needs?
What do you think is the general perception of OA in the EOP?
Are you a satisfied customer?
OA PERFORMANCE REVIEW TEAM TIMELINE
-
Week 1 April 1 - April 9
Timeline drafted (by Thursday 4/1 am) --
JEN
Timeline approved (by Thurs 4/1 pm) --
DAVID & PATSY
OA Division Directors informed by phone about project (by Fri am) --
PATSY
Draft general questions for meetings with staff (By Fri am 4/2) --
JEN
Meet to agree upon approach with Directors & general questions for staff
(Fri 4/2 OEOB 178 2 PM) --
THE WHOLE TEAM
Meeting to describe division director jobs & skills/experience needed for them --
(Fri 3 PM) --
PATSY & JEN
Descriptions
Meet with all O.A. staff (Tues 4/6) --
PATSY
Meet with Division Directors (Mon 4/5 - Tues 4/6) --
BRIAN -- Mary Beck, Ron R. & Doug Fehrer
PAUL -- Mary Anton & Computers -- Jim McDonald??
MATT -- Stacia, Bruce O, Helms
PETER -- Brennan & Dawson
Purpose:
Further sell project and get their support & assistance
Work with them to tailor Performance Review workplan for their unit
Describe current mission statement, broad goals and concrete objectives from
Director's point of view
Sketch flow chart of current operation from the director's point of view
Work with them to select staff of their unit to interview
Together develop additional questions (to add to general questions) to ask each
staff person who will be interviewed
Develop brief responsibility descriptions of the staff who will be interviewed
from the Director's point of view
Ask Director to schedule interviews with the staff members
Gather resumes held by Patsy & David (Monday 4/5) --
JEN
Palsey
Meet with PPO search managers & Whouley staff to describe positions and type of
person needed for each spot and request resumes (Mon 4/5 - Weds 4/7) --
JEN
Tues
Team meeting & update (Weds 4/7 1:00 pm, OEOB 178) --
THE WHOLE TEAM
Meet with staff (Tues 4/6 (pm) - Fri 4/9) --
BRIAN, MATT, PAUL, PETER
Week 2 April 12 - April 16
Finish meetings with staff (Mon 4/12 - Weds 4/14) BRIAN, MATT, PAUL & PETER
Meeting to preview PPO's resumes & determine whether another search is needed or
whether resumes are sufficient for interviewing (Tues 4/13) --
PATSY & DAVID
10
Team meeting & update (Weds 4/14 1:00 pm. OEOB 178) -- THE WHOLE TEAM
draft
Draft flowchart, mission statement, goals, objectives & report of findings from
meetings (Thurs 4/15 - Fri 4/16) --
BRIAN, MATT, PAUL & PETER
repent (Jen)
Team meeting to review draft findings (Sat 4/17) 11:00 am OEOB 180 --
THE WHOLE TEAM
Week 3 April 19 - April 23
med Dealt
Initial interviews to cull candidates for top positions (Mon 4/19 - Weds 4/21) --
MATT, BRIAN, PETER, PAUL & JEN
Draft new org charts, based on 4/17 meeting & findings (Mon 4/19 - Weds 4/21)
BRIAN, MATT, PAUL, PETER
These org charts would include each staff position, meaning this is the process
in which slots to be eliminated are identified.
Meet to review new org charts, slots to be eliminated & update on interviews (Thurs
4/22 1:00 pm OEOB 178) --
THE WHOLE TEAM
New org charts finalized (Fri 4/23) --
BRIAN, MATT, PAUL, PETER
New org charts approved (Sat 4/24) --
PATSY & DAVID
Week 4 April 26 - April 30
Interviews of select candidates (all week) --
PATSY & DAVID
Finalize slots to be eliminated (Mon 4/26 - Tues 4/27) --
PATSY
Team meeting & update (Weds 4/28 1:00 pm OEOB 178) -- THE WHOLE TEAM
Inform Mary Beck of slots to be eliminated so that she can, in conjunction with OPM,
identify who will be riffed. Inform division Directors of slots to be eliminated (Weds
4/28 - Thurs 4/29) --
PATSY
Inform ADs whom we wish to replace that they have X weeks notice and that PPO
will help them with further job opportunities --
PATSY
Inform new Division Directors & other new key staff of their coming appointments &
start dates, including any overlap with current Directors (Fri 4/30) --
PATSY
Week 5 May 3 - May 7
Inform staff who will be riffed that they will be riffed although their riff date is
September 30 so that they can get into our placement process and begin looking for
other jobs (Mon 5/3 - Fri 5/7) --
NEW DIVISION DIRECTORS
April 1993
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
SATURDAY
1
2
3
Timeline drafted
Draft ?'s for staff meeting-AM-
Timeline Approved - --PM
(JEN)
(David & Patsy)
Inform DIR Re:Project -AM-
(PATSY)
Meeting Re:job desc (Patsy/Jen)
2:00pm Mtg Re:Gen Approach
(all)
4
5
6
7
8
9
10
Gather resumes from Patsy/
Meeting w/ all OA (Patsy)
1:00pm Team Meeting
1
David (Jen)
OEOB 178
Meet w/ Div Dir's
Meetings w/ Staff-PM-
Meet w/ PPO Re/attached
11
12
13
14
15
16
17
Meeting: David/Patsy Re:
1:00pm Team Meeting
11:00am Team Meeting/
Resume Review
OEOB Rm 178
OEOB 180 RE:Review
Draft Findings
Finish Meetings w/ Staff
Draft Flowchart Report
18
19
20
21
22
23
24
1:00pm Team/Review
Final Org Charts DUE
Org Charts approved by
Meeting Re:new org
David/Patsy
charts OEOB Rm 178
Draft new org charts
Initial Interviews
25
26
27
28
29
30
Inform Mary Beck Re:slots
Inform Mary Beck & ADs
Inform New Directors of
to eliminate
of slots to be eliminated
appts
1:00pm Team Meeting
Finalize Slots
OEOB Rm 178
Interviews/Candidates
March
May
S M T W T F S
S M T W T F S
1 2 3 4 5 6
1
7 8 9 10 11 12 13
2 3 4 5 6 7 8
9 10 11 12 13 14 15
14 15 16 17 18 19 20
16 17 18 19 20 21 22
21 22 23 24 25 26 27
23 24 25 26 27 28 29
28 29 30 31
30 31
4/2/1993
May 1993
SUNDAY
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
SATURDAY
1
2
3
4
5
6
7
8
1
Inform staff of slots to be riffed
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
April
June
S M T W T F S
S M T W T F S
1 2 3
1 2 3 4 5
4 5 6 7 8 9 10
6 7 8 9 10 11 12
11 12 13 14 15 16 17
13 14 15 16 17 18 19
18 19 20 21 22 23 24
20 21 22 23 24 25 26
25 26 27 28 29 30
27 28 29 30
4/1/1993
OA Performance Review
[Division Name]
I.
Intro
Over the past week, I interviewed X staff of the [Division
Name], including the acting Director and staff from each of
the sub-units. The interviews revealed several clear
inefficiencies that can be altered relatively easily, such
as the duplicative functions of the two receptionists. I
also learned of other inefficiencies that will be more
difficult to repair, such as those related to particular
individuals who have senior status and likely will not be
removed by the RIF. My findings are outlined below.
II. Overview
The function of this unit is to
It is responsible for
doing the following tasks for OA
Specifically, its tasks on a yearly basis are the following:
It's work is cyclical in nature, following the following
cycle
XX people work in the unit, including Y part-timers, Z
students and A consultants. 10 staff are in sub unit 1, 20
staff are in sub unit 2, etc
Management and staff have slightly different definitions of
the goals of the Division. While the Director indicated
that the prime purpose is to perform the following tasks
the staff believe that their role is to do the following
different tasks. On a day to day basis, this discrepancy
needlessly hinder the operation of the division.
III. Questions
I have attached a full account, question by question, of the
answers I received to the basic questions asked. The
highlights and most relevant questions for this division are
the following:
Is any training given to staff?
Staff who are on board have been trained in different ways
depending on when they came on board. Those who were here
prior to Bateman received training in the following way.
Those who came on board after Bateman learned their jobs in
the following different way. The result is that a third set
of employees are required to check the work of the two
groups to make sure that the staff who complete their work
in different ways have compatible results.
Relevant question # 2
analysis
Relevant Question # 3
analysis
(Then attach a document that lists, question by question,
the questions & answers asked of each staff,
differentiating, where appropriate, where different staff
members gave different answers. Include your observations.)
IV. How the Division's Work Gets Done
Attached are three flow charts that diagram how the three
main functions of this unit are accomplished.
Function 1.
Example. The process for payroll starts with a memo from
the White House saying someone should be put on payroll.
The form is sent to the drug testing division for an
appointment, then sent to the security division for
clearance and then sent to payroll for adding to the rolls.
When payroll gets the forms, they call Doug Fehrer's office
to tell them to set up a personnel orientation. Doug sets
up the orientation and has the new employee fill out any
forms. Forms are then sent back to payroll for processing.
The process takes two weeks. Mistakes are identified when
someone from David Watkins office notices them and calls to
have changes made.
Function 2.
Etc.
V.
Analysis
The division functions most efficiently in the following
areas, which require few changes:
The division is functioning inefficiently in the following
areas: We might try the following options to improve
efficiency.
The division absolutely needs the staff and really shouldn't
take any cuts. However, it cuts have to happen anyway, the
following positions could be eliminated: Reporting could
also be done differently, to eliminate the director's
position -- this could happen in the following way:
In addition the staff suggested the following changes, which
I think are good ideas:
VI. Anecdotes
Several of the staff had good examples of rules created in
past years that really get in the way of their work. The
best anecdotes are the following:
VII. Conclusion
Talking Points on OA Performance Review
As part of the administration's performance review of
government, which is Chaired by the Vice President, we are
reviewing most EOP agencies, including this one.
The goals of the overall project are to figure out how to
help each government organization become more effective. We
know you and other staff members are the individuals with
first hand knowledge of the barriers to effectively
fulfilling OA's role of providing administrative service to
the EOP.
We want to examine any rules or procedures that you feel get
in the way to see if we can improve upon them or in some
cases eliminate them. We want any and all of your
suggestions for how to organize the your unit's work so that
you can accomplish your work more efficiently and with fewer
obstacles.
In order to understand how the work of your unit is done, I
want to ask you some basic questions about the flow of work,
who does what, how staff are trained and other basic
questions. I'm also talking to other members of your staff
as well as the acting director and am asking these same
questions of them.
I want you to know you can speak freely with any suggestions
for improvements, criticisms of current policies &
procedures or anything else about the unit or OA. You and
your colleagues are in the best position to see some of the
ways we can become more efficient. When I have finished
talking to the staff of the unit, I will be reporting back
to David Watkins & Patsy Thomasson on how things currently
work and your suggestions for how operations can be improved
so that they may decide how to implement any needed changes.
But they will be the only individuals who may know which
suggestions came from which OA staff members -- Division
Directors will not learn that information.
The Vice President will release his report just after Labor
Day. It will outline whole scale changes that can improve
the workings of the entire government. We are committed to
doing out part in OA & the EOP.
April 2, 1993
MEMORANDUM TO OA PERFORMANCE REVIEWERS
FROM:
JENNIFER
SUBJECT:
STAFF INTERVIEWS
Below are some draft questions for us to ask first Division
Directors and then selected members of their staff in a series of
interviews next week. (We will meet with division directors
first and ask most of these questions. We will then ask them to
set up interviews with representative members of their staff, who
will be asked many of the same questions. The goal of the
interviews is to learn how the unit operates (its flowchart) and
to learn its purpose/goals & objectives in order to assess
whether work can be organized more effectively.)
1.
Could you briefly explain the function of your unit?
What is its over all purpose?
What are its goals & objectives, as specifically as
possible?
2.
How many people are in your work unit (is it your whole
division or a subset of it?)
3.
Could you please help me create a flow chart of how the work
of your unit is accomplished?
What are all the work units in your division?
What does each person in your unit do?
Who places requests or demands on the unit?
Who directs staff to fulfill requests?
who in your
How many staff are involved in any one task?
Who schedules and/or tracks work?
opinion is
Who approves/inspects work?
the storest
What other steps are there and how do they fit into the
Member of
daily or weekly workplan?
(If the unit is a subset of the division) How does your
the stoff?
unit fit into the overall flow of your division?
4.
Could you please explain what a typical week is like for
you?
5.
Is your unit's workload heavier during different parts of
the day, week, month, year?
6.
Within your unit, does your workload get heavier or lighter
during any period of the day, month or year?
7.
Are any tracking statistics kept of your unit's work (Ex:
number of requests, inventory of supplies sold per month,
numbers of trips taken by drivers, number of new personnel
placed on payroll, spending requisitions, etc.) ? What stats
are kept? Is this by week, month, year, etc.?
Who reviews these stats? Are they reported to anyone?
8.
Does your unit have any routine training for staff? Has
there been any one time training?
9. How do you tell whether you've done a task correctly? (Does
someone check your work? Is there something to measure it
against?)
10. Is there any formal or informal way that you and/or your
colleagues are told you are doing a good job? Are there any
rewards for doing a good job or reprimands for doing a poor
one?
11. Is there anything that could make it easier for you to do
your job well? (Do you have enough supplies? Is there
enough staff? Do you get enough direction & response from
your supervisor? Could the work be divided in a way that
makes it easier to get done? etc.) Alternatively, is there
anything that makes it harder to do your job than it has to
be?
12. As you know, this interview is part of the Vice President's
performance review of the whole government. Is there
anything you think could be changed to improve the
performance of your unit? Are there functions in your unit
that would be accomplished better if they were done by other
units?
13. ? FOR DIVISION DIRECTORS ONLY ? -- How could this work be
done with fewer people?
- why do you do This ?
- Are there ofher EOP agencies
that do the fame thing?
- 2 -
OFFICE OF MANAGEMENT AND ADMINISTRATION
178 OLD EXECUTIVE OFFICE BUILDING
FAX COVER SHEET
TO:
Margaret Pugh
FAX NUMBER:
789-4353
FROM:
Jennifer O'Corner
PHONE: (202) 456-2421
PAGES (INCLUDING COVER SHEET):
4
COMMENTS:
There are 7 jobs in OA that are open.
we'd We to interview at least 5
people for each scot. we need the
groups of people we interview to be
mixed gender, race, ethnicity, etc Thanks!
Director of Resources Management --
Responsibilities:
Supervises 20+ accountants, financial managers & budgeters in one
division and supervises 20+ human resources & payroll specialists
in a second division. Oversees preparation of Executive Office
of the President Congressional Budget Submissions and preparation
of Director of OA's congressional testimonies. Oversees
maintenance of all Executive Office of the President personnel
records and all EOP payroll accounts.
Skills needed:
Knowledge of financial management & human resources (would be
helpful to have knowledge of government civil service system &
policies). Knowledge of congressional appropriations process is
helpful.
Director of Information Management --
Responsibilities:
Oversees implementation of EOP-wide computer systems overhaul.
Oversees library operation including 1 law library & 2 general
libraries. Supervises a total of 70 employees responsible for
entire EOP computer & library operations.
Skills needed:
Knowledge of mainframe computers & local area networks. Ability
to discuss computer needs with users and operationalize for
engineers. Good communications skills and service-oriented
personality. Should have some knowledge of government
procurement regulations. Should have basic knowledge of library
systems.
Director of General Services --
Responsibilities:
Oversees EOP operational units including mail service, courier
services, motor pool, supplies, facilities management.
Supervises 68 operations staff and several procurement staff.
Skills needed:
Knowledge of government procurement regulations. Ability to
manage large operational division comprised solely of career
employees. Strong management skills.
Financial Management Division Director --
Responsibilities:
Responsible for maintaining almost all EOP budget accounts.
Supervises 20+ accountants, budgeters & financial managers.
Prepares EOP congressional budget submissions for House & Senate
Appropriations subcommittees. Briefs OA Director on all accounts
in preparation for congressional testimony.
Skills:
Strong financial management & accounting skills. Knowledge of
federal budget preparation procedures. Knowledge of
congressional appropriation process. Ability to interact with
congressional subcommittees.
Personnel Management Division Director
Responsibilities:
Supervise 20+ staff that manage all personnel records for the EOP
(close to 2,000 records). Process payroll accounts for all EOP.
Supervise EEO office. Supervise all human resources functions
for the EOP.
Skills:
Human resources background. Knowledge of federal civil service
merit system and government personnel practices.
Technical Services & Systems Division Director --
Responsibilities:
Supervise 40+ computer engineers & specialists. Implement
computer systems overhaul of the Executive Office of the
President. Manage pro-active service unit dedicated to
anticipation of and quick response to computer needs of EOP
staff.
Skills:
Strong technical computer background in mainframe & local area
personal computer network environments. Proven ability to direct
the work of 40+ engineers & computer specialists. Experience in
implementing local area network for more than 1000 users.
Service oriented computer background. Strong understanding of
databases.
General Counsel --
Responsibilities:
Chief Counsel for the Office of Administration. Oversee
contracting, compliance with federal procurement regulations and
practices, compliance with federal personnel regulations and
practices, compliance with all other laws, regulations & court
orders relevant to the EOP.
Skills:
Strong knowledge of federal procurement law. Experience in
administrative law.
Note -- this position is primarily an administrative law
position concerned with contracts, procurement and
compliance with federal regulations as they relate to the
Executive Office of the President. The General Counsel is
the Chief counsel to the Director of the Office of
Administration and will likely have one paralegal assistant.
OA Performance Review
[Division Name]
I.
Intro
Over the past week, I interviewed X staff of the [Division
Name], including the acting Director and staff from each of
the sub-units. The interviews revealed several clear
inefficiencies that can be altered relatively easily, such
as the duplicative functions of the two receptionists. I
also learned of other inefficiencies that will be more
difficult to repair, such as those related to particular
individuals who have senior status and likely will not be
removed by the RIF. My findings are outlined below.
II. Overview
The function of this unit is to
It is responsible for
doing the following tasks for OA
Specifically, its tasks on a yearly basis are the following:
It's work is cyclical in nature, following the following
cycle:
XX people work in the unit, including Y part-timers, Z
students and A consultants. 10 staff are in sub unit 1, 20
staff are in sub unit 2, etc
Management and staff have slightly different definitions of
the goals of the Division. While the Director indicated
that the prime purpose is to perform the following tasks
the staff believe that their role is to do the following
different tasks. On a day to day basis, this discrepancy
needlessly hinder the operation of the division.
III. Questions
I have attached a full account, question by question, of the
answers I received to the basic questions asked. The
highlights and most relevant questions for this division are
the following:
Is any training given to staff?
Staff who are on board have been trained in different ways
depending on when they came on board. Those who were here
prior to Bateman received training in the following way.
Those who came on board after Bateman learned their jobs in
the following different way. The result is that a third set
of employees are required to check the work of the two
groups to make sure that the staff who complete their work
in different ways have compatible results.
Relevant question # 2
analysis
Relevant Question # 3
analysis
(Then attach a document that lists, question by question,
the questions & answers asked of each staff,
differentiating, where appropriate, where different staff
members gave different answers. Include your observations.)
IV. How the Division's Work Gets Done
Attached are three flow charts that diagram how the three
main functions of this unit are accomplished.
Function 1.
Example. The process for payroll starts with a memo from
the White House saying someone should be put on payroll.
The form is sent to the drug testing division for an
appointment, then sent to the security division for
clearance and then sent to payroll for adding to the rolls.
When payroll gets the forms, they call Doug Fehrer's office
to tell them to set up a personnel orientation. Doug sets
up the orientation and has the new employee fill out any
forms. Forms are then sent back to payroll for processing.
The process takes two weeks. Mistakes are identified when
someone from David Watkins office notices them and calls to
have changes made.
Function 2.
Etc.
V.
Analysis
The division functions most efficiently in the following
areas, which require few changes:
The division is functioning inefficiently in the following
areas: We might try the following options to improve
efficiency.
The division absolutely needs the staff and really shouldn't
take any cuts. However, it cuts have to happen anyway, the
following positions could be eliminated: Reporting could
also be done differently, to eliminate the director's
position -- this could happen in the following way:
In addition the staff suggested the following changes, which
I think are good ideas:
VI. Anecdotes
Several of the staff had good examples of rules created in
past years that really get in the way of their work. The
best anecdotes are the following:
VII. Conclusion
Paul
Note -- Patsy likes Weaver the best out of the resumes -- enough
to bring her down for an interview without a phone screening.
So, screen the other candidates, but not Weaver. Also,
(obviously) do not interview Bill Krause, Patsy will do that.
Director of Information Management --
Responsibilities:
Oversees implementation of EOP-wide computer systems overhaul.
Oversees library operation including 1 law library & 2 general
libraries. Supervises a total of 70 employees responsible for
entire EOP computer & library operations.
Skills needed:
Knowledge of mainframe computers & local area networks. Ability
to discuss computer needs with users and operationalize for
engineers. Good communications skills and service-oriented
personality. Should have some knowledge of government
procurement regulations. Should have basic knowledge of library
systems.
Technical Services & Systems Division Director --
Responsibilities:
Supervise 40+ computer engineers & specialists. Implement
computer systems overhaul of the Executive Office of the
President. Manage pro-active service unit dedicated to
anticipation of and quick response to computer needs of EOP
staff.
Skills:
Strong technical computer background in mainframe & local area
personal computer network environments. Proven ability to direct
the work of 40+ engineers & computer specialists. Experience in
implementing local area network for more than 1000 users.
Service oriented computer background. Strong understanding of
databases.
Peter
Director of General Services --
Responsibilities:
Oversees EOP operational units including mail service, courier
services, motor pool, supplies, facilities management.
Supervises 68 operations staff and several procurement staff.
Skills needed:
Knowledge of government procurement regulations. Ability to
manage large operational division comprised solely of career
employees. Strong management skills.
Brian
Note -- Brian, speak with Patsy about which jobs to interview for
-- maybe conduct the interviews but add an intro in which you
explain that it is unclear whether the job will exist.
Director of Resources Management --
Responsibilities:
Supervises 20+ accountants, financial managers & budgeters in one
division and supervises 20+ human resources & payroll specialists
in a second division. Oversees preparation of Executive Office
of the President Congressional Budget Submissions and preparation
of Director of OA's congressional testimonies. Oversees
maintenance of all Executive Office of the President personnel
records and all EOP payroll accounts.
Skills needed:
Knowledge of financial management & human resources (would be
helpful to have knowledge of government civil service system &
policies). Knowledge of congressional appropriations process is
helpful.
Financial Management Division Director --
Responsibilities:
Responsible for maintaining almost all EOP budget accounts.
Supervises 20+ accountants, budgeters & financial managers.
Prepares EOP congressional budget submissions for House & Senate
Appropriations subcommittees. Briefs OA Director on all accounts
in preparation for congressional testimony.
Skills:
Strong financial management & accounting skills. Knowledge of
federal budget preparation procedures. Knowledge of
congressional appropriation process. Ability to interact with
congressional subcommittees.
Personnel Management Division Director --
Responsibilities:
Supervise 20+ staff that manage all personnel records for the EOP
(close to 2,000 records). Process payroll accounts for all EOP.
Supervise EEO office. Supervise all human resources functions
for the EOP.
Skills:
Human resources background. Knowledge of federal civil service
merit system and government personnel practices.
Matt
General Counsel --
Responsibilities:
Chief Counsel for the Office of Administration. Oversee
contracting, compliance with federal procurement regulations and
practices, compliance with federal personnel regulations and
practices, compliance with all other laws, regulations & court
orders relevant to the EOP.
Skills:
Strong knowledge of federal procurement law. Experience in
administrative law.
Note -- this position is primarily an administrative law
position concerned with contracts, procurement and
compliance with federal regulations as they relate to the
Executive Office of the President. The General Counsel is
the Chief counsel to the Director of the Office of
Administration and will likely have one paralegal assistant.
OA Senior Staff Interview Script
Intro:
Hello, may I speak with
? Hello, this is
from the Office of Administration in the Executive Office of the
President. Your resume was forwarded to us for a senior position
in the Office of Administration and I am calling to see if you
are available to speak with a member of our search team over the
phone in the next few days. What times are you available? Okay,
let me give you a call back to confirm a time.
(Call back with date, time & name of person who will conduct the
interview)
OA Senior Staff Interview Phone Script
Hello, may I speak with
? Hello, this is
from the Office of Administration in the Executive
Office of the President. As you were told when this interview
was arranged, we received your resume through our presidential
personnel search office and were impressed with your resume. I'm
reviewing the resumes of several candidates for the
position and am calling with follow up questions so that we can
get additional information about your background.
1.
Most recent experience. I see from your resume that you are
currently employed at
.
Can you tell me a
little more about it.
What are your responsibilities?
How many people do you work with closely on a day-to-day
basis?
What responsibilities do you have in terms of supervising
other staff?
What is a typical work day or week like for you?
2.
Federal Government or relevant experience. Have you worked
for federal, state or local government before?
Can you tell me about that experience.
(If not...) Do you have other experience that is similar in
some way to the federal government -- experience in large,
bureaucratic organizations?
3.
Work hours. I've found at the EOP that hours are long,
often requiring early morning meetings, late night meetings
and weekend meetings, although we all try to take off one
day a week to stay healthy. Will these hours be a problem
for you?
4.
Let me tell you about the specific job your resume seems
most appropriate for. (Read job description). Does this
sound like something you would be interested in?
Is there any experience you have had, other than those we've
talked about, that is relevant to this type of position?
5.
Because this is a senior position in the Office of
Administration, there will likely be some political aspect
to the job -- whether occasionally communicating with staff
on Capitol Hill or analyzing the best ways to accomplish the
goals of one of our political or policy agencies. What
political experience do you have? (Note -- this should be a
lead in to any campaign related work the person has done.
If s/he does not volunteer any campaign experience, ask,
"Have you been involved with the Clinton administration or
campaign organization at any time in the past?"
6.
Relocation -- I see you live in
.
Would you
anticipate any difficulty in relocating by early May to
Washington if you are selected for this position?
7.
Conclusion -- thank you very much for taking the time to
speak with me. As I mentioned, this is an initial interview
to gain additional information to supplement your resume.
We are interviewing many candidates for the position over
the phone and will select finalists for in-person interviews
in the next few weeks. Please do not hesitate to call if
you would like an update on our personnel process. Have a
good day.
EXECUTIVE OFFICE OF THE PRESIDENT
OFFICE OF ADMINISTRATION
Washington, D.C. 20503
Jen Here CS arnies
identifying the
original plan
reimbursables.
with want him to
and make sure
A is still current.
Mary
EXECUTIVE OFFICE OF THE PRESIDENT
15 OF CREDIDENT STATE THE UNITED
OFFICE OF ADMINISTRATION
Washington, D.C. 20503
February 12, 1993
MEMORANDUM FOR DAVID WATKINS
ASSISTANT TO THE PRESIDENT FOR MANAGEMENT
AND ADMINISTRATION
FROM:
ARNIE SHORE
ACTING DIRECTOR
Cold CitdSlone
INFORMATION RESOURCES MANAGEMENT DIVISION
SUBJECT:
IRMD Plan For Staff Reduction
The following is a plan for reducing IRMD's authorized 61 spaces
to the target of 45 you have given us. This level will be
reached by a combination of giving up existing vacant positions,
plus arranging for the transfer of the reimbursable positions and
their functions to the affected agencies, WHO and OMB.
We will accommodate the loss of the vacant positions through a
combination of internal reorganization and through greater
reliance on external, including contractual, support. To use
President Clinton's language, we will "do more and make do with
less.
To accommodate the loss of the reimbursable positions without
degrading IRMD's mission accomplishment, it is imperative that we
transfer the associated functions to the gaining agencies. As
these agencies accept the functions, the reduction in IRMD
workload will match the staff reduction.
Specifically, IRMD has an authorized 61 positions, 4 of which are
vacancies, and 13 of which are authorized reimbursable positions.
Loss of 13 reimburseable positions and 3 vacancies results in 45
authorized positions. (I note that our use of part-time staff
may raise the onboard count, but the FTE limitation will be
respected.)
The process of transferring functions and staff is not as clean
as we would all like. PMD staff are reviewing regulations which
apply to such transfers, including the respective rights of the
organizations involved. The issue is complicated by the
part-year assignment of IRMD staff in several cases, plus the
possible reluctance on the part of the gaining agencies. In
addition, transfer of positions to WHO implies a loss in job
protection, and we may not be able to accomplish this without RIF
actions.
We will take whatever steps necessary to accomplish the transfer
smoothly. But we need to be prepared for Reduction in Force
steps, if transfer problems appear and if no other alternatives
surface. I have been and will continue to work closely with PMD
on this drastic step, of course. You have our collective
assurance that IRMD managers will continue do our utmost to
maintain our responsiveness and effectiveness as we adjust to
these changes.
The attached organization chart identifies the positions affected
by the above.
Attachment
cc: Jennifer O'Connor
Mary Coutts Beck
INFORMATION RESOURCES MANAGEMENT DIVISION ORGANIZATION CHART
Director
**
Assistant Director
Deputy Director
Deputy Director
Applicatons
Technical Services
Management &
Information Support
Arnold Shore
Mary "Beth" Blackwood
Jim Macdonald
Networking
Data
PC
Security Officer
Client Services
Management &
Secretaries
Budget
Office Sys.
Shared
Telecom.
Center
Technology
Administrative
Susan Powell
Systems
Development
Applications
**
Larry Jurcich
Sheryl Hall
Assistants
Janet Peters
**
James Wright
Lois Jacobson'
B. Silverstein
Jerry Carlsen
Patty Hutt
Jim Cole
Charles Dietzel Diane Smith
Tracy Boney
Debbie Behr
Cathy Rice
David Jacobeen
Greg Feiges
Jeff George
Daniel Barry
Chip Sparks
Randall Fetting
Vacancy
PC Support
Help Desk &
ProblemTracking
Sharon Mitchell
Dan Gunia
Wendy Webster
Robert Foster
Dorothy Crumling
Cecelia Ivery
Budget
MAX
Decision Sup.
DBMS Applic.
Resource
Distrib. Syst.
IBM Systems
VAX Systems
Bernardene Wallord
Brian McKalg
Preparation
*Mark
Management
*Donna
Management
Management
Jack Fox
Dan Carson
Matthew Hicks
*Karl Heissner
Bartholomew
Ferrantello
Jerry Coats
Kimberly Anderson
Barbara Doran
"Cornelius Johnson
"Vanessa Miller
"Herb Milliken
*Kathryn Jackson
Patrick Drenning
Paula Sherry
*Ranelle Lopez
Roger Lee
Louise Planet
*Martha Williams
John McGinnis
Linda Tolkan
"Liz Noorduizen
Dorlan Pannell
PC Maintenance
Parts Depot
And Installation
Inventory
Hal Turner
Paul Dagenais
*
- TRANSFER OF FUNCTIONS (reimbursables)
** - LOST VACANCY
2/12/93
A00
POSITIONS TO bE FORMWATED
Doament Prepareition specialist (custance SERVICE )
ED VALENTINE
SUPERVISORY Support SERVICES specialist STEPHANIE Alonzo
Support Services specialist (customer SERVICE)
MARGARET ANN DEAY
PROGRAM ANALYST (FINANCIAL) (DiRECTOR'S OFFICE)
DE VERE PATTON
Program ANALYST (FINANCIAL) POSITION SHOULD BE CMITTO. DE VERE PATTEN
SHOULD STAY AND REPLACE NEEL PAYRICK
supply Management officer Rabun Neel Patrick
ulities Positions TO bE TERMINATED
JOHN DAWSON nove TO NPS (PRESERVATION Officer)
SUSAN BROWN MEVE TO NPS (Histeric Preservation Specialist Marager)
PAT Shngder MWE TO GSA (FACILITIES MANAGEMENT Spezianit)
Hugh Cambell nove to GSA (TACILINES MANAGEMENT Specialist)
INTERVIEWS
DIVISION
NAME
TEL No.
LA
Adm Operations
Joyce May
(803) 796-3123
Tech Services
Jocelin Berrios
(408) 249-7265 H
X
(408) 447-1300 o
" "
Sarita Bhandari
(202) 342-2368
" "
Vanessa Weaver
(703) 525-4712 H
(703) 749-1353
" "
Dooner-
Bryan Daines
(703) 250-6325 H
(202) 863-8087 o
-Mike
Info Managent
Gwendolyn Weaver
already duted -
Counsel
Chris McNeil
(206) 643-6229 H
(206) 622-1000 o
" "
Judy Wurttzel
(202) 332-5242
" "
Linda Green
(304) 598-8331 H
(304) 293-6838 o
" "
Eva Plaza
(202) 828-3565
X
X
FMD
John Gressman
(908) 236-7606
" "
Linda Hall
(404) 997-8785 H
(404) 396-8118 o
" "
Daniel Silva
(505) 831-2185 H
X
(505) 768-2822 o
" "
Hugh Morris
(202) 232-3803 H
(202) 775-6059 o
PMD
Henry Toboada
(310) 425-3584 H
X
(310) 590-7150 o
" "
Mark Hunker
x2715
" "
Carman Lomellin
(312) 744 4855
x
" "
Ada Posey
(612) 339 3634
RM
Gary Christopherson
x7846
" "
George Tablack
(216) 740 2039
20
DDLE BROOK
: 4-28-93 : 4:13PM ;
SADDLE BROOK-
202 456 2259; # 2/ 6
John W. Cressman
23 Hadiar Drive
Lebanon, New Jersey 08833
(908) 236-7606 (H)
(908) 412-4988 (O)
April 28, 1993
Mr. Paul Miller
White House Office of Presidential Personnel
Old Executive Office Building - Room 190
Washington, DC 20500
Dear Paul:
I expect you to receive letters and/or calls of support for my appointment to the position of
Director of the Financial Management Division from the following people:
From New Jersey:
Governor Jim Florio
Senator Bill Bradley
Senator Frank Lautenberg
From Minnesota:
Marlene Johnson
Former Lt. Governor, State of Minnesota
Candidate for Mayor, St. Paul, Minnesota
George Lattimer
Former Mayor, St. Paul, Minnesota
Martin Sabo
Member of Congress, from Minnesota
Senator Bradley's office has already prepared a letter and Senator Lautenbcrg's is in the
works. I will be speaking with Governor Florio on Sunday.
Support from Minnesota is also forthcoming and is being expedited by Mary O'Hara in
Minnesota on my behalf.
Please let me know if you need any further information.
Sincerely,
John Cressman
DIVISION
NAME
MINOR/STATE
RECOMMENDED
Adm Operations
Joyce May
Tech Services
Jocelin Berrios
Hispanic /CA
If "
Sarita Bhandari
Indian /DC
" "
Vanessa Weaver
/VA
Vern's Weaver
daughter USSS
clearance
11 "
To
Bryan Daines
/DC
C/G campaign
Info Managent
Gwendolyn Weaver
Afri-Am /MA
POSITION
offered
Counsel
Chris McNeil
Native Amer /DC
" If
Judy Wurtzel
/DC
J.'O. Recommended
If "
Linda Greene
Afri-Am /WV
PPO/Campaign
If #
Eva Plaza
Hispanic /MD
Maria Echaveste/
C-G campaign
FMD
John Cressman
Disability /NJ
Paul Miller/PPO
" "
Linda Hall
Afri-Am /GA
" #
Daniel Silva
Hispanic /NM
" If
Hugh Morris
/DC
D Watkins-C/G
camp
PMD
Henry Toboada
Hispanic /CA
It "
Mark Hunker
/DC
PPO -B Lindsey-
C/G Transition
11 If
Carmen Lomellin
Hispanic /IL
Jose V./CG
campaign
" "
Ada Posey
Afri-Am /MN
C/G Campaign
RM
Gary Christopherson
/DC
C/G campaign
" "
George Tablack
/OH
Talking Points for Mr. Dooner:
--We greatly appreciate your interest, but we only had a limited
amount of time to spend on subsequent interviews and we did not
feel that your qualifications and experience were as good a fit
with this particular position as the four invited for interviews.
--We invited four of our preliminary telephone interviewees to
Washington for an in-person interview; each of these had
particular experience relevant and applicable to this position.
For instance, this position involves significant government
contracting advising and litigation before contracting appeal
boards, and one of those invited for an interview has worked on
such litigation here in D.C. for the past few years.
--In addition, because this position is in the Executive Office
of the President, political experience is particularly important
and was considered in deciding who to invite back. All those
invited back either had campaign experience or other significant
political experience, such as lobbying.
--Again, we appreciate your interest, and we will keep your
resume on hand in case these interviews do not produce a General
Counsel.
Jen -
He called me this
morning. This is what
I plan to say when
I call him- Any
suggestions or Thaks, comments ?
Man
Comn Nort Weds Suith thes
"WI
May 3, 1993
MEMORANDUM TO PATSY THOMASSON
SPECIAL ASSISTANT TO THE PRESIDENT AND DIRECTOR OF THE
OFFICE OF ADMINISTRATION
From:
Brian Foucart
RE:
Fund Manager Reviews of the Office of Administration
I have met with a number of fund managers to discern how clients of the Office of
Administration feel about the services that they receive. Most felt that services provided by
OA were reasonably good with the average grade given as a B.
Overall there was surprising uniformity to general comments about OA. Most often
mentioned was there was a lack of communication about what was going on. Every fund
manager mentioned that they were excluded from by providing input into the new accounting
system. Many felt that OA was not service orientated but rather, in the words of one, "was
out to service OA first". Many felt that this review was a positive step towards ending this
outlook. Most said that fund managers and the OA Director(s) should meet periodically to
check in with one another.
By division or functional areas the comments were:
Financial Management Division: Accounting services are the most used and valued service
in OA and receives favorable reviews from fund managers. Budget services are used less,
mainly because most fund managers know their own budget best. Those on the new system
have comments about the new system which were clearly of the "growing pains" variety.
Personnel Management Division: Probably the second most used division in OA it also
seems to be the highest rated -- or more properly the one with the least enemies. Probably
would win the most improved division award if there was one.
Procurement: The reviews were mixed with procurement -- most saying they were good,
fast, and responsive. A few, however, singled out procurement specifically for criticism
saying they were often slow and uncaring. I suspect that the truth lies closer to the former
but that there have been problems in the past which have soured some people.
IRMD: Clearly the weak division here, basically either dismissed or irrelevant to most
people's lives. Many agencies have moved off OASIS and/or have their own technical
people.
Printing: Again, mixed reviews -- some good, some bad. It seems with some upgrades in
capabilities (e.g. improved graphics) the bad reviews would probably diminish.
Supplies: Better service is the message received from the fund managers. Many suggested
that having the supply store hours longer would be helpful. Some felt the quality of goods
was not up to EOP standards.
Facilities: When mentioned, which was not often, the comments were not particularly good.
Bureaucratic, inflexible, difficult were the words used to describe the operation.
Two final comments. The fund managers clearly know the variety of services offered by OA
but they know this because they have been here a long time. The newest of the fund
managers told me it took along time to learn the services offered, because, in her words,
there's no guide. Clearly OA does not advertise itself well, one learns about services offered
indirectly, if at all. Second, every fund manager does their own budget projections for their
division. This means that at any given time there are probably three sets of budget
projections for a given division -- one the accounting system generates, one FMD works up
and the ones the fund managers do for their own use. The projected numbers vary widely.
Clearly this apparent duplication of effort should be looked into.
April 30, 1993
MEMORANDUM TO JENNIFER O'CONNOR
From:
Brian Foucart Bu
RE:
FMD and PMD Staff Positions to be Eliminated
The following positions are to be eliminated in the Financial Management Division:
Computer Specialist
Secretary Typing
All other reductions in FMD will be through staff conversions to part time work.
The Personnel Management Division can reach its goal of 25 FTE through internal
reassignments and unfilled positions.
DIRECTORS OFFICE
4/29/93
OFFICE OF ADMINISTRATION
PAGE
1
AS OF APRIL 24, 1993
ORG CODE: A
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
FOIA
A
BOORMAN WILLIAM B
GS 0343 12 03
42,984 PA F P E 8/17/87
PROGRAM ANALYST (TEAM LEADER)
X
A
CHARLTON, JEAN PATRICIA
GS 0343 09 01
27,789 PA F P E 4/15/91
X
PROGRAM ANALYST
X
A
CROPPER, STACIA L
GS 0301 15 03
71,049 PA F P E 11/27/89
EXECUTIVE SECRETARY
2
A
EHRLICH CAROL ELIAS
GS 0343 09 08
34,271 PA F P C 5/12/84
PROGRAM
ANALYST Executive Assistant to the Director
3
A
SIEGEL, PETER SEMERIK
GS 0343 11 04
36,986 PA F P E 4/05/93
MANAGEMENT ANALYST
X
A
STRAUB, JOHN E
GS 0343 11 01
33,623 PA F P C 8/07/89
MANAGEMENT AND PROGRAM ANALYST
4
A
THOMASSON, PATSY L
AD 0301 00 00
85,000 PA F P E 3/01/93
SPEC ASST TO THE PRESIDENT & DIRECTOR, OFC OF ADMINISTRATION
331,702
7
PROCUREMENT
4/29
OFFICE
MINISTRATION
AGE
11
AS OF APRIL 24, 1993
ORG CODE: F
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
BRENNAN JOHN V
0301 00 00
101,755 PA F P E 4/29/70
RECTOR, ADMINISTRAT VE OPERATIONS TVISION
1
FA ARMANTROUT, KATHLEEN ELAINE GS 1102 14 04
62,291 PA F P C 2/29/72
PROCUREMENT ANALYST
2
FA
HELMS, ROBERT D
GS 1102 15 04
73,269 PA F P C 8/29/69
SUPERVISORY CONTRACT SPECIALIST
3
FA LARK, KATHLEEN E
GS 1105 07 04
25,745 PA F P C 1/21/85
PURCHASING AGENT (TYPING)
4
FA PRINCE, LAWRENCE E
GS 1102 11 06
39,228 PA F P C 8/20/65
CONTRACT SPECIALIST
5
FA ROSCOE, LYNNAE c
GS 1102 13 04
52,711 PA F P c 2/05/78
CONTRACT SPECIALIST
FA
TARR, CYNTHIA R
GS 1105 07 07
28,016 PA F P c 8/14/79
PURCHASING AGENT (TYPING)
7
>
FA TAYLOR, THOMAS L
GS 1102 12 01
40,298 PA F P C 4/22/64
CONTRACT SPECIALIST
a
FA
TOLER, THELMA B
GS 1102 12 09
51,042 PA F P C 10/05/59
CONTRACT SPECIALIST
detailed to
X
FA
WILKERSON, EARL G
GS 1105 06 03
23,167 PA F P C 5/22/89
X
4. 3 Two
PURCHASING AGENT (TYPING)
B
INTRATOR, YAEL W
GS 035 07 04
25,745 PA F P C 3/04/85
RINTING ASSISTANT (TYP ING)
B
JEWELL STEPHEN L
GS 0301 14 05
64,179 PA F P C 6/05/67
UBL ISHING & PRINTING PRODUCTION MANAGER
DIRECTORS OFFICE
4/29/93
OFFICE OF
ISTRATION
2
AS OF APRIL 24, 1993
ORG CODE: B
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
5
B
BENDER, STUART ALLEN
GS 0905 14 02
58,515 PA F P E 8/30/87
ATTORNEY-ADVISER
6
B
OVERTON, BRUCE L
AD 0905 00 00
81,041 PA F P E 7/20/83
GENERAL COUNSEL
7
B
PRESTON, BEATRI CE L
GS 0318 05 03
21,395 PA F P C 4/13/89
SECRETARY (TYPING)
Legal seretary & OA File Manager
X
X
B
WEAVER, JANE D
GS 0905 12 06
47,013 PA F P E 11/06/88
ATTORNEY-ADVISER
x
207,964
4
4/29/
OFFICE OF
NISTRATION
E
AS OF AP 24, 1993
17
ORG CODE: G
ORG
CODE
C
NAME
NTE
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
G
ANTON, MARY HESTER
AD 1412 00 00
DIRECTOR LIBRARY AND INFORMATION SERVICES
71,050 PA F P E 4/21/79
GA ALTER, MELINDA L
GS 1410 11 05
LIBRARIAN (REFERENCE)
38,107 PA F P E 6/20/84
GA
ATUM, SHELBY J
GS 1411 06 02
LIBRARY TECHNICIAN (SERIALS)
21,124 PA F P E 10/01/91
MOVE ?
GA
X
BARBUSCHAK, KAREN L
GS 0303 07 02
PUBLICATIONS DISTRIBUTIONS TECHNICIAN (EOP PUBLICATIONS)
23,474 PA F P C 9/17/90
X
GA
BLAIR, MARY N
GS 1410 11 03
LIBRARIAN (ACQUISITIONS)
35,865 PA F P E 11/23/87
GA BONNER, ANNIE R
GS 1411 07 10
LIBRARY TECHNICIAN (CATALOGING) (TYPING)
30,287 PA F P C 11/28/66
GA CORBELLI, LINDA C
GS 1410 12 05
LIBRARIAN (LAW)
45,670 PA F P E 11/25/84
GA CRAGG, JACQUELINE C
GS 1410 11 05
LIBRARIAN (REFERENCE)
38,107 PA F P E 7/14/86
GA
DAMES, ANITA M
GS 0318 08 10
SECRETARY (LIBRARY TECH) TYPING
32,710 PA F P C 4/11/65
MOVE?
X
GA
DOERING, NELLIE W
GS 0343 13 08
MANAGEMENT ANALYST (RECORDS)
59,099 PA F P C 10/13/54
GA DUQUETTE, LAURIE A
GS 1410 13 02
LIBRARIAN (SUPERVISORY)
49,517 PA F P E 3/05/84
MOVE to
X
X
GA
FROWNFELTER, MARK EDWARD
GS 1412 07 02
COMMUNICATIONS
TECHNICAL INFORMATION SPECIALIST (NEWSCLIPS)
23,474 PA F P E 7/01/91
4/29/
OFFICE OF
NISTRATION
18
AS OF APR 4, 1993
ORG CODE: G
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
GA
GLOVER, LISA A
GS 1411 06 06
23,848 PA F P C 11/17/86
X
LIBRARY TECHNICIAN
GA
GRAF, KATHLEEN A
GS 1410 11 02
34,744 PA F P E 11/16/89
LIBRARIAN (REFERENCE)
GA
HAWTHORNE, SUSAN C
GS 1410 13 04
52,711 PA F P E 11/12/85
SUPERVISORY LIBRARIAN (REFERENCE)
MOVE?
GA
HUGHES, JONATHAN R
GS 0322 04 01
18,577 PA F P C 7/06/92
X
CLERK-TYPIST
MOVE
?
X PUBLICATIONS DISTRIBUTIONS TECHNICIAN (EOP PUBLICATIONS)
GA
JOHNSON, WAYNE C
GS 0303 05 04
20,173 PA F P C 5/22/89
GA
KAUFMANN, KAREN E
GS 1410 09 01
27,789 PA F P C 6/19/88
LIBRARIAN (CIRCULATION AND REFERENCE)
GA LIZIK, CYNTHIA J
GS 1410 11 03
35,865 PA F P E 6/19/88
LIBRARIAN (REFERENCE)
MOVE ?
X
GA
MILLER, DALE F
GS 0301 09 04
30,567 PA F P C 3/21/69
RECORDS MANAGEMENT SPECIALIST
GA PELZER, ANNETTE
GS 1411 06 02
21,124 PA F P E 10/01/91
LIBRARY TECHNICIAN
X
GA
SAHANEK, TATANA
GS 1410 13 05
54,308 PA F P C 1/21/80
LIBRARIAN (ACQUISITIONS)
GA
SCHEIB,LYNNE DM
GS 1410 11 04
36,986 PA F P C 3/12/80
LIBRARIAN (REFERENCE)
GA
SCHIELE, MARTHA BROWN
GS 1410 13 04
52,711 PA F P C 9/27/78
SUPERVISORY LIBRARIAN (REFERENCE)
4/29/
OFFICE OF NISTRATION
FEE
19
AS OF APR 24, 1993
ORG CODE: G
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
MOVE TO
X
GA
SHEPARD, SUSAN P
GS 1412 07 06
26,502 PA F P C 12/06/87
TECHNICAL INFORMATION SPECIALIST (NEWSCLIPS)
GOMANNICATIONS
GA
SMALL, SARAH D
GS 1412 07 03
24,231 PA F P C 11/19/90
TECHNICAL INFORMATION SPECIALIST
GA
SMITH, SIGRID NORDWALL
GS 1410 09 02
28,715 PA F P C 2/03/92
LIBRARIAN (LAW)
957,335
27
Mary
gennifer P red tag
4/29/93
OFFICE OF AD TRATION
AS OF APRIL 24, 1993
Rm. 178
ORG CODE: A
eyes
only
C
NTE
ORG
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
A
BOORMAN, WILLIAM B
GS 0343 12 03
42,984 PA F P E 8/17/87
PROGRAM ANALYST (TEAM LEADER)
A
CHARLTON, JEAN PATRICIA
GS 0343 09 01
27,789 PA F P E 4/15/91
PROGRAM ANALYST
A
CROPPER, STACIA L
GS 0301 15 03
71,049 PA F P E 11/27/89
EXECUTIVE SECRETARY
A
EHRLICH, CAROL ELIAS
GS 0343 09 08
34,271 PA F P c 5/12/84
PROGRAM ANALYST
A
SIEGEL, PETER SEMERIK
GS 0343 11 04
36,986 PA F P E 4/05/93
MANAGEMENT ANALYST
A
STRAUB, JOHN E
GS 0343 11 01
33,623 PA F P C 8/07/89
MANAGEMENT AND PROGRAM ANALYST
A
THOMASSON, PATSY L
AD 0301 00 00
85,000 PA F P E 3/01/93
SPEC ASST TO THE PRESIDENT & DIRECTOR, OFC OF ADMINISTRATION
331,702
7
4/29/93
OFFICE OF AD
TRATION
P
2
AS OF APRIL 1993
ORG CODE: B
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
B
BENDER, STUART ALLEN
GS 0905 14 02
58,515 PA F P E 8/30/87
ATTORNEY-ADVISER
B
OVERTON, BRUCE L
AD 0905 00 00
81,041 PA F P E 7/20/83
GENERAL COUNSEL
B
PRESTON, BEATRICE L
GS 0318 05 03
21,395 PA F P C 4/13/89
SECRETARY (TYPING)
B
WEAVER, JANE D
GS 0905 12 06
47,013 PA F P E 11/06/88
ATTORNEY-ADVISER
207,964
4
4/29/93
OFFICE OF AD
TRATION
P
3
AS OF APRIL
1993
ORG CODE: C
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E SCD
DATE
CA
BARON, CHRISTOPHER
GS 0203 08 05
28,515 PA F P C 5/16/86
PERSONNEL ASSISTANT (TYPING) (PAY TECHNICIAN)
CA
BECK, MARY COUTTS
GS 0201 15 02
68,829 PA F P C 9/22/80
SUPERVISORY PERSONNEL MANAGEMENT SPECIALIST
CA BENNETT, JUANCARA
GS 0203 08 04
27,676 PA F P C 4/21/86
PERSONNEL ASSISTANT (TYPING) (PAY TECHNICIAN)
CA
BRADLEY, JOSEPH J
GS 0230 14 01
56,627 PA F P C 10/05/74
EMPLOYEE RELATIONS SPECIALIST
CA
CALHOUN, ANNIE BELLE
GS 0201 15 02
68,829 PA F P C 9/22/82
SUPERVISORY PERSONNEL MANAGEMENT SPECIALIST
CA
EASLEY, CHARLES C
GS 0080 14 03
60,403 PA F P E 9/29/85
SECURITY OFFICER
CA
FRIEDRICH, MARY KATHERINE
GS 0303 05 02
20,784 PA F P C 4/01/91
ADMINISTRATIVE ASSISTANT (TYPING)
CA
GOMES, DEBORAH W
GS 0201 09 06
32,419 PA F P C 1/28/74
PERSONNEL MANAGEMENT SPECIALIST
CA
GOMES, ROCHELLE D
GS 0201 14 04
62,291 PA F P C 10/26/75
PERSONNEL MANAGEMENT SPECIALIST
CA
JOHNSON, MICHELLE YVONNE
GS 0203 07 02
24,231 PA F P C 6/24/89
PERSONNEL ASSISTANT (TYPING) (PAY TECHNICIAN)
CA
JOHNSON, PHALIA
GS 0501 13 01
47,920 PA F P C 9/12/65
PAYROLL SYSTEMS ANALYST
CA
JONES, CHRISTOPHER C
GS 0301 07 05
25,745 PA F P C 6/04/85
PERSONNEL AND PAYROLL SYSTEMS ANALYST
4/29/93
OFFICE OF AD
TRATION
4
AS OF APRIL 1993
ORG CODE: C
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
CA
JOY, MICHELE R
GS 0230 13 01
47,920 PA F P C 12/23/68
EMPLOYEE RELATIONS SPECIALIST (EMPLOYEE BENEFITS)
CA MANLEY, MICHELLE A
GS 0203 07 03
24,988 PA F P C 10/16/89
PERSONNEL ASSISTANT (TYPING) (PAY TECHNICIAN)
CA
MCCLURE, KELLI R
GS 0303 09 04
30,567 PA F P C 8/31/86
ADMINISTRATIVE OPERATIONS ASSISTANT
CA MCGOWAN, IRENE H
GS 0201 14 03
60,403 PA F P C 5/18/82
SUPERVISORY PERSONNEL MANAGEMENT SPECIALIST
CA
MEANS, LORI LEI
GS 0203 06 02
22,486 PA F P C 10/28/91
PERSONNEL ASSISTANT (TYPING)
CA
OLEXA, PATRICIA M
GS 0201 11 03
35,865 PA P P C 11/16/81
PERSONNEL SYSTEMS ANALYST
CA REIDER, VICKI L
GS 0201 12 03
42,984 PA F P C 8/19/74
PERSONNEL MANAGEMENT SPECIALIST
CA
RODRIGUEZ, AVELINO L
GS 0201 14 04
62,291 PA F P C 10/03/81
SUPERVISORY PERSONNEL MANAGEMENT SPECIALIST
CA
SCHAFF, PHILLIP E
GW 0303 04 01
16,393 PA P T E 1/06/92 6/30/93
X
STUDENT ASSISTANT
CA SOLOMON, SHARON L
GS 0260 15 05
75,489 PA F P C 9/14/75
EQUAL EMPLOYMENT OPPORTUNITY MANAGER
CA
STANLEY, KIMBERLEY R
GS 0203 08 04
27,676 PA F P C 9/27/87
PERSONNEL ASSISTANT (TYPING) (PAY TECHNICIAN)
CA
WOODFOLK, PATRICIA V
GS 0201 14 05
64,179 PA F P C 9/15/70
PERSONNEL MANAGEMENT SPECIALIST (CLASSIFICATION)
4/29/93
OFFICE OF AD
TRATION
5
AS OF APRIL 1993
ORG CODE: C
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
CA
WOOLRIDGE, SHIRLEY ELAINE
GS
0361
08
09
31,871 PA F P C 8/21/66
EQUAL EMPLOYMENT OPPORTUNITY ASSISTANT
CB BILLIK, DIANA
GS 0399 04 01
16,393 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB CARTER, JENNIFER LYNN
GS 0399 04 01
16,393 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB CERONE, SHANE M
GS 0399 04 01
16,393 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB
EDGE,PATREKA D
GS 0399 03 01
14,603 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB
EGAN,ELIZABETH ANN
GS 0399 03 01
14,603 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB
ELKINS, ASA M
GS 0399 04 01
16,393 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB
GOODMAN,BRIDGET A
GS 0399 04 01
16,393 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB
HAMLIN,SEKINAH M
GS 0399 03 01
14,603 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB
JUSTICE, NYASHA N
GS 0399 03 01
14,603 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB KANTER, SAMUEL RODERICK
GS 0399 04 01
16,393 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB KERR,M KATHLLEN
GS 0399 04 01
16,393 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
4/29/93
OFFICE OF AD
TRATION
6
AS OF APRIL 1993
ORG CODE: C
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
CB MOTHICHEK, MELISSA C
GS 0399 03 01
14,603 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB ONEAL JR,LARRY
GS 0399 04 01
16,393 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB PITTMAN, ALETHEA
GS 0399 04 01
16,393 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB RAMLAL, SHANTA POPO
GS 0399 03 01
14,603 PA F T c 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB ROYAL, KIMBERLY NICHOLE
GS 0399 03 01
14,603 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB SCHMITT, VICTORIA A
GS 0399 03 01
14,603 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB
SUMMERS, LAUREN P
GS 0399 03 01
14,603 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB TODD, AMY KRISTA
GS 0399 03 01
14,603 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
CB WALTER, JENNIFER LYNN
GS 0399 03 01
14,603 PA F T C 2/16/93 5/14/93
PUBLIC SERVICE INTERN
1,375,551
45
4/29/93
OFFICE OF ADI
RATION
P
7
AS OF APRIL 1993
ORG CODE: D
C
NTE
ORG
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
D
RASMUSSEN, RONNIE R
AD 0505 00 00
105,367 PA F P E 9/16/65
DIRECTOR, FINANCIAL MANAGEMENT DIVISION
D
TRIBETT, EUGENIA F
GS 0303 07 03
24,988 PA F P C 9/23/90
ADMINISTRATIVE OPERATIONS ASSISTANT (TYPING)
D
VINES, DENISE M
GS 0303 08 04
27,676 PA F P C 5/17/85
ADMINISTRATIVE OPERATIONS ASSISTANT
DA CLARK, PATRICIA A
GS 0510 09 01
30,567 PA F P C 12/28/81
ACCOUNTANT
DA GRANQUIST, MARILYN M
GS 0334 11 06
39,228 PA F P E 4/27/83
COMPUTER SPECIALIST
DA HILDEBRAND, BETTY C
GS 0301 09 10
36,123 PA F P C 1/23/66
TRAVEL AND TRANSPORTATION ASSISTANT
DA
HOCHULI, JURG E
GS 0510 14 04
62,291 PA F P C 2/14/83
ACCOUNTING OFFICER
DA
JORDAN, JENNIFER A
GS 0318 05 01
20,173 PA F P E 1/28/91
SECRETARY (TYPING)
DA
KINNEY, RACHEL K
GS 0510 09 02
31,493 PA F P C 6/09/91
ACCOUNTANT
DA KOUBA, JOSEPH GABRIEL
GS 0510 05 01
21,395 PA F T C 3/16/92
ACCOUNTANT
DA LAWRENCE, WANDA L
GS 0501 09 07
33,345 PA F P C 11/25/80
FINANCIAL OPERATIONS SPECIALIST
DA MILLER, JOANN R
GS 0510 09 02
31,493 PA F P C 3/17/81
ACCOUNTANT
4/29/93
OFFICE OF AD
TRATION
P
8
AS OF APRIL 1993
ORG CODE: D
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E SCD
DATE
DA
MORRIS, CAROL W
GS 0501 13 06
55,905 PA F P C 2/28/71
SUPERVISORY FINANCIAL OPERATIONS ANALYST
DA
PATTON, MARVELLA T
GS 0525 07 03
24,231 PA F P E 2/12/90
ACCOUNTING TECHNICIAN (TRAVEL)
DA PLETCHER, DELORIS K
GS 0501 09 10
36,123 PA P P C 7/26/62
FINANCIAL OPERATIONS SPECIALIST
DB BECK, MATTHEW A
GS 0560 11 02
34,744 PA F P C 9/04/90
BUDGET ANALYST
DB KING, JUNE DW
GS 0560 12 03
42,984 PA F P C 1/12/79
BUDGET ANALYST
DB RUTLEDGE, ANDREA S
GS 0560 09 03
29,641 PA F P C 11/08/89
BUDGET ANALYST
DB
SAVERCOOL, KRISTIN A
GS 0560 12 03
42,984 PA F P C 7/26/83
BUDGET ANALYST
DB
SPRAGUE, MICHAEL A
GS 0560 14 05
64,179 PA F P C 12/22/70
BUDGET OFFICER
DC KALNINS, ANDRIS
GS 0510 14 08
69,843 PA F P C 10/21/71
SUPERVISORY STAFF ACCOUNTANT
DC KASASKERIS, OLGA H
GS 0525 05 04
20,173 PA F P c 2/18/92
ACCOUNTING TECHNICIAN (IMPREST CASHIER)
DD BAKER,DONNA J
GS 0501 12 04
44,327 PA F P C 4/24/72
FINANCIAL SYSTEMS ANALYST
DD
JOHNSON, ANGELA
GS 0510 14 05
64,179 PA P P C 3/03/79
SYSTEMS ACCOUNTANT (SYSTEMS & PROCEDURES ANALYSIS)
4/29/93
OFFICE OF AD
TRATION
9
AS OF APRIL 1993
ORG CODE: D
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E SCD
DATE
DD
JONES, WAYNE A
GS 0501 13 03
51,114 PA F P C 4/29/74
FINANCIAL SYSTEMS ANALYST
1,044,566
25
4/29/93
OFFICE OF AD
STRATION
10
AS OF APRIL 1993
ORG CODE: E
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E SCD
DATE
EA
BROWN, SUSAN K
GS 0301 09 01
27,789 PA F P E 10/07/89
HISTORIC PRESERVATION RESEARCH SPECIALIST MANAGER
EA
CAMPBELL, HUGH D
GS 1640 12 03
42,984 PA F P E 5/21/90
FACILITIES MANAGEMENT SPECIALIST
EA DAWSON, JOHN F
GS 0301 13 10
62,293 PA F P E 5/02/88
PRESERVATION OFFICER
EA REYNOLDS, CHERYL ANN
GS 1640 09 02
28,715 PA F P C 12/07/86
FACILITY MANAGEMENT SPECIALIST
EA RHEA, SIGNE G
GS 1001 12 05
45,670 PA F P E 6/27/76
INTERIOR DESIGNER
EA
SCHNE IDER, PATRICK J
GS 1640 12 01
40,298 PA F P E 7/09/87
FACILITIES MANAGEMENT SPECIALIST
247,749
6
4/29/93
OFFICE OF AD
TRATION
P
11
AS OF APRIL 1993
ORG CODE: F
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
F
BRENNAN, JOHN V
AD 0301 00 00
101,755 PA F P E 4/29/70
DIRECTOR, ADMINISTRATIVE OPERATIONS DIVISION
FA ARMANTROUT, KATHLEEN ELAINE GS 1102 14 04
62,291 PA F P C 2/29/72
PROCUREMENT ANALYST
FA HELMS,ROBERT D
GS 1102 15 04
73,269 PA F P C 8/29/69
SUPERVISORY CONTRACT SPECIALIST
FA LARK, KATHLEEN E
GS 1105 07 04
25,745 PA F P C 1/21/85
PURCHASING AGENT (TYPING)
FA PRINCE,LAWRENCE E
GS 1102 11 06
39,228 PA F P C 8/20/65
CONTRACT SPECIALIST
FA ROSCOE,LYNNAE C
GS 1102 13 04
52,711 PA F P C 2/05/78
CONTRACT SPECIALIST
FA
TARR,CYNTHIA R
GS 1105 07 07
28,016 PA F P C 8/14/79
PURCHASING AGENT (TYPING)
FA TAYLOR, THOMAS L
GS 1102 12 01
40,298 PA F P C 4/22/64
CONTRACT SPECIALIST
FA
TOLER, THELMA B
GS 1102 12 09
51,042 PA F P C 10/05/59
CONTRACT SPECIALIST
FA WILKERSON, EARL G
GS 1105 06 03
23,167 PA F P C 5/22/89
PURCHASING AGENT (TYPING)
FB
INTRATOR, YAEL W
GS 0351 07 04
25,745 PA F P C 3/04/85
PRINTING ASSISTANT (TYPING)
FB
JEWELL, STEPHEN L
GS 0301 14 05
64,179 PA F P C 6/05/67
PUBLISHING & PRINTING PRODUCTION MANAGER
4/29/93
OFFICE OF AD
STRATION
12
AS OF APRIL 24, 1993
ORG CODE: F
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
FBA COCHRANFOX, MARY ANNE
GS 1084 09 04
30,567 PA F P E 3/05/90
VISUAL INFORMATION SPECIALIST
FBA MCINTOSH JR, WILLIAM F
GS 1084 12 01
40,298 PA F P E 6/15/87
VISUAL INFORMATION SPECIALIST
FBA ROBERTSON, TINA M H
GS 1084 11 04
36,986 PA F P E 8/14/82
VISUAL INFORMATION SPECIALIST
FBA THOMAS, ROBERT E
GS 1084 11 04
36,986 PA F P E 7/19/87
VISUAL INFORMATION SPECIALIST
FBB FORD,JOYCE A
GS 1001 12 04
44,327 PA F P C 1/17/67
SUPERVISORY DOCUMENT PREPARATION SPECIALIST
FBB VALENTINE, EDWARD P
GS 1001 07 10
30,287 PA F P C 3/01/63
DOCUMENT PREPARATION SPECIALIST
FBB WILSON, DORIS M
GS 1001 09 06
32,419 PA F P C 10/13/77
DOCUMENT PREPARATION SPECIALIST
FC BAYONA, ARTURO S
GS 0305 06 02
21,124 PA F P C 8/20/90
MAIL CLERK (WHITE HOUSE)
FC BOWERS, JERRY A
GS 0305 04 03
17,485 PA F P C 3/18/91
MAIL CLERK
FC BRISCOE, JAMES M
WG 5703 05 05
24,731 PH F P C 7/09/66
MOTOR VEHICLE OPERATOR
FC BROWN, RUBY M
GS 0305 06 04
22,486 PA F P C 7/05/87
MAIL CLERK
FC BUENAFLOR, RODERIC R
GS 0305 04 02
16,939 PA F P C 12/11/89
MAIL CLERK
4/29/93
OFFICE OF ADI
TRATION
P
13
AS OF APRIL
1993
ORG CODE: F
C
NTE
ORG
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
FC DECASTRO, ROLANDO S
GS 0305 07 03
24,231 PA F P E 7/05/88
LEAD MAIL CLERK
FC DELEYOS JR, ALEJANDRO L
GS 2151 07 01
22,717 PA F P C 12/22/87
MOTOR VEHICLE DISPATCHER
FC
FLOWERS, HAROLD J
GS 0305 09 08
34,271 PA F P E 3/11/62
SUPERVISOR, MAIL/MESSENGER BRANCH (OEOB)
FC FORTUNE, ROBIN S
GS 0305 06 04
22,486 PA F P E 9/24/84
MAIL CLERK
FC
GRAY, FRANCHO J
GS 2151 08 06
29,354 PA F P E 8/15/68
LEAD MOTOR VEHICLE DISPATCHER
FC GUNTER, JOHN A
GS 0305 05 03
19,562 PA F P E 10/04/84
MAIL CLERK
FC
HEMBREE, KENNETH K
GS 0305 13 07
57,502 PA F P E 2/08/81
MAIL/MESSENGER SUPERVISOR
FC LAWSON, JACKIE DREAMA
GS 0305 06 08
25,210 PA F P E 3/01/77
MAIL CLERK (WHITE HOUSE)
FC MARSHALL, ARTHUR L
GS 0305 09 10
36,123 PA F P E 10/01/59
MAIL CLERK
FC MCDUFFIE, REMUS L
GS 0305 06 10
26,572 PA F P C 11/14/53
MAIL CLERK
FC MCINNIS, JOHN Y
GS 0305 07 10
29,530 PA F P E 1/24/74
LEAD MAIL CLERK (WHITE HOUSE COURIER)
FC MUNOZ, CESAR M
GS 0305 06 07
24,529 PA F P E 1/24/82
LEAD MAIL CLERK (WHITE HOUSE COURIER)
4/29/93
OFFICE OF AD
TRATION
P
14
AS OF APRIL 1993
ORG CODE: F
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
FC MYERS, PEARLIE MAE
WG 5703 05 05
24,731 PH F P C 2/06/67
MOTOR VEHICLE OPERATOR
FC NALDO, MATEO B
WG 5703 05 03
22,963 PH F P E 12/19/88
MOTOR VEHICLE OPERATOR
FC PRESTON, CLIFFORD G
GS 0305 06 09
25,891 PA F P C 10/10/70
MAIL CLERK (WHITE HOUSE COURIER)
FC PROCTOR, LARRY
GS 0305 06 03
21,805 PA F P C 8/28/89
MAIL CLERK
FC RAMSEY, DEWITT I
WG 5703 05 04
23,795 PH F P E 4/04/85
MOTOR VEHICLE OPERATOR
FC STRICKLAND,BOBBY
GS 0305 06 03
21,805 PA F P C 11/27/87
MAIL CLERK (WHITE HOUSE)
FC STUDGEON, HELEN N
GS 0305 06 04
22,486 PA F P E 1/26/87
MAIL CLERK (WHITE HOUSE)
FC SWANN,ADRIAN A
WG 5703 04 03
21,195 PH F P C 7/05/88
MOTOR VEHICLE OPERATOR
FC SWANN, BARBARA E
GS 0305 05 04
20,173 PA F P E 5/02/88
MAIL CLERK (WHITE HOUSE COURIER)
FC THOMAS, ROBERT A
GS 0305 06 02
21,124 PA F P C 9/20/87
LEAD MAIL CLERK (WHITE HOUSE COURIER)
FC WALKER, WILLIAM R
GS 0305 10 08
37,743 PA F P C 6/16/67
MAIL/MESSENGER SUPERVISOR (NEOB)
FC WHITE, ALLEN
GS 0305 07 09
28,773 PA F P E 12/02/72
ASSISTANT MAIL/MESSENGER SUPERVISOR
4/29/93
OFFICE OF AD
TRATION
R
15
AS OF APRIL 1993
ORG CODE: F
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
FC
WILBON, ROBERT LEE
GS 0305 08 08
31,032 PA F P C 7/21/72
MAIL/MESSENGER SUPERVISOR (WHITE HOUSE)
FC WILLIAMS JR, VANDER
WG 5703 05 04
23,795 PH F P E 1/11/87
MOTOR VEHICLE OPERATOR
FD
CHAMBERS, ARTIE R
GS 2005 07 01
22,717 PA F P C 1/05/82
SUPPLY TECHNICIAN
FD PATRICK, RABUN NEEL
GS 2003 14 02
58,515 PA F P C 5/25/90
SUPPLY MANAGEMENT OFFICER
FD
PEAY,ROBERT MAURICE
GW 0303 03 01
14,603 PA P T E 12/02/91 12/01/93
STUDENT ASSISTANT
FDA BRICKHOUSE, MALACHI
GS 2001 11 10
43,712 PA F P C 12/05/60
SUPERVISORY GENERAL SUPPLY SPECIALIST
FDA EMANUEL BRENDA D
GS 2010 07 09
28,773 PA F P C 3/29/65
INVENTORY MANAGEMENT SPECIALIST
FDA YOUNG, REGINALD D JR
GS 2005 04 02
16,939 PA F P C 5/13/91
SUPPLY CLERK (MOTOR VEHICLE OPERATOR)
FDB HUNT,THADDEUS J
GS 2005 08 08
31,032 PA F P C 3/22/67
SUPERVISORY SUPPLY TECHNICIAN
FDB PHILLIPS JR, ALBERT H
GS 2005 08 07
30,193 PA F P E 6/28/79
SUPERVISORY SUPPLY TECHNICIAN
FDC ALONZO, STEPHANIE RIDGELY GS 0342 11 03
35,865 PA F P E 2/02/86
SUPERVISORY SUPPORT SERVICES SPECIALIST
FDC PEAY, MARGARET ANN
GS 0342 09 08
34,271 PA F P c 4/20/63
SUPPORT SERVICES SPECIALIST
4/29/93
OFFICE OF AD
TRATION
P
16
AS OF APRIL 24, 1993
ORG CODE: F
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E SCD
DATE
FE
BUTLER, DARRYL P
WG 6907 04 01
19,593 PH F P C 11/15/89
MATERIAL HANDLER (WAREHOUSE WORKER) (MOTOR VEHICLE OPR)
FE
GATLING, JAMES W
GS 2030 12 04
44,327 PA F P C 8/12/63
SUPERVISORY DISTRIBUTION FACILITIES SPECIALIST
FE
MORRIS, MICHAEL L
WG 6907 05 03
22,963 PH F P E 8/31/87
MATERIAL HANDLER (WAREHOUSE WORKER) (MOTOR VEHICLE OPR)
FE PAINTER, AHIJAH J
WG 6907 03 02
18,740 PH F P C 5/22/89
MATERIAL HANDLER (WAREHOUSE WORKER) (MOTOR VEHICLE OPR)
FE VALLARTA, ALFREDO L
WG 6907 05 02
22,048 PH F P C 5/25/91
WAREHOUSE WORKER
FE
VELASCO, DANIEL A
WL 6907 07 05
31,283 PH F P C 2/22/72
MATERIAL HANDLER LEADER (WAREHOUSE LEADER) (MOTOR VEHICLE OPR
FE
WHITE, KEVIN J
WG 6907 04 02
20,404 PH F P E 10/28/87
MATERIAL HANDLER (WAREHOUSE WORKER) (MOTOR VEHICLE OPR)
FF
PATTON JR,DEVERE R
GS 0343 09 02
28,715 PA F P E 7/27/87
PROGRAM ANALYST (FINANCIAL)
FF
SIGMAN, CHARLES L
GS 0301 14 04
62,291 PA F P E 5/30/82
FINANCIAL MANAGER
2,228,463
69
4/29/93
OFFICE OF AD
TRATION
17
AS OF APRIL
1993
ORG CODE: G
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
G
ANTON, MARY HESTER
AD 1412 00 00
71,050 PA F P E 4/21/79
DIRECTOR LIBRARY AND INFORMATION SERVICES
GA
ALTER, MELINDA L
GS 1410 11 05
38,107 PA F P E 6/20/84
LIBRARIAN (REFERENCE)
GA
ATUM, SHELBY J
GS 1411 06 02
21,124 PA F P E 10/01/91
LIBRARY TECHNICIAN (SERIALS)
GA BARBUSCHAK, KAREN L
GS 0303 07 02
23,474 PA F P C 9/17/90
PUBLICATIONS DISTRIBUTIONS TECHNICIAN (EOP PUBLICATIONS)
GA BLAIR, MARY N
GS 1410 11 03
35,865 PA F P E 11/23/87
LIBRARIAN (ACQUISITIONS)
GA BONNER, ANNIE R
GS 1411 07 10
30,287 PA F P C 11/28/66
LIBRARY TECHNICIAN (CATALOGING) (TYPING)
GA
CORBELLI, LINDA C
GS 1410 12 05
45,670 PA F P E 11/25/84
LIBRARIAN (LAW)
GA
CRAGG, JACQUELINE C
GS 1410 11 05
38,107 PA F P E 7/14/86
LIBRARIAN (REFERENCE)
GA
DAMES, ANITA M
GS 0318 08 10
32,710 PA F P C 4/11/65
SECRETARY (LIBRARY TECH) TYPING
GA
DOERING, NELLIE W
GS 0343 13 08
59,099 PA F P C 10/13/54
MANAGEMENT ANALYST (RECORDS)
GA DUQUETTE, LAURIE A
GS 1410 13 02
49,517 PA F P E 3/05/84
LIBRARIAN (SUPERVISORY)
GA FROWNFELTER, MARK EDWARD
GS 1412 07 02
23,474 PA F P E 7/01/91
TECHNICAL INFORMATION SPECIALIST (NEWSCLIPS)
4/29/93
OFFICE OF AD
TRATION
P
18
AS OF APRIL 1993
ORG CODE: G
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E SCD
DATE
GA
GLOVER, LISA A
GS 1411 06 06
23,848 PA F P C 11/17/86
LIBRARY TECHNICIAN
GA
GRAF, KATHLEEN A
GS 1410 11 02
34,744 PA F P E 11/16/89
LIBRARIAN (REFERENCE)
GA HAWTHORNE, SUSAN C
GS 1410 13 04
52,711 PA F P E 11/12/85
SUPERVISORY LIBRARIAN (REFERENCE)
GA HUGHES,JONATHAN R
GS 0322 04 01
18,577 PA F P C 7/06/92
CLERK-TYPIST
GA
JOHNSON, WAYNE C
GS 0303 05 04
20,173 PA F P C 5/22/89
PUBLICATIONS DISTRIBUTIONS TECHNICIAN (EOP PUBLICATIONS)
GA
KAUFMANN, KAREN E
GS 1410 09 01
27,789 PA F P C 6/19/88
LIBRARIAN (CIRCULATION AND REFERENCE)
GA LIZIK, CYNTHIA J
GS 1410 11 03
35,865 PA F P E 6/19/88
LIBRARIAN (REFERENCE)
GA MILLER, DALE F
GS 0301 09 04
30,567 PA F P C 3/21/69
RECORDS MANAGEMENT SPECIALIST
GA PELZER, ANNETTE
GS 1411 06 02
21,124 PA F P E 10/01/91
LIBRARY TECHNICIAN
GA
SAHANEK, TATANA
GS 1410 13 05
54,308 PA F P C 1/21/80
LIBRARIAN (ACQUISITIONS)
GA
SCHEIB, LYNNE D M
GS 1410 11 04
36,986 PA F P C 3/12/80
LIBRARIAN (REFERENCE)
GA
SCHIELE, MARTHA BROWN
GS 1410 13 04
52,711 PA F P C 9/27/78
SUPERVISORY LIBRARIAN (REFERENCE)
4/29/93
OFFICE OF AD
TRATION
19
AS OF APRIL 1993
ORG CODE: G
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
GA
SHEPARD, SUSAN P
GS 1412 07 06
26,502 PA F P C 12/06/87
TECHNICAL INFORMATION SPECIALIST (NEWSCLIPS)
GA
SMALL, SARAH D
GS 1412 07 03
24,231 PA F P C 11/19/90
TECHNICAL INFORMATION SPECIALIST
GA
SMITH, SIGRID NORDWALL
GS 1410 09 02
28,715 PA F P C 2/03/92
LIBRARIAN (LAW)
957,335
27
4/29/93
OFFICE OF AL
STRATION
20
AS OF APRIL 24, 1993
ORG CODE: H
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
HA
BONEY, TRACY L
GS 0343 07 01
22,717 PA F P C 2/03/92
MANAGEMENT ANALYST
HA
HUTT, PATRICIA A
GS 0303 07 06
27,259 PA F P E 9/13/87
ADMINISTRATIVE OPERATIONS ASSISTANT (TYPING)
HA MACDONALD, JAMES L JR
AD 0301 00 00
90,816 PA F P E 1/02/91
ASSISTANT DIRECTOR INFORMATION RESOURCES MGMT DIVISION
HA
PETERS, JANET W
GS 0318 07 03
24,988 PA F P C 12/17/89
SECRETARY (TYPING)
HA
POWELL, SUSAN PRICE
GS 0318 09 02
28,715 PA F P E 11/12/91
SECRETARY
HA REEVES, ERIK C
GW 0303 04 01
16,393 PA P T E 7/22/91 6/20/93
STUDENT ASSISTANT
HAB ANDERSON, KIMBERLY SUE
GS 0334 09 01
27,789 PA F P C 6/08/92
COMPUTER SPECIALIST (OFC AUTOMATION)
HAB CRUMLING, DOROTHY
GS 0334 12 01
40,298 PA F P C 11/28/88
COMPUTER SPECIALIST (OFFICE AUTOMATION)
HAB DAGENAIS, PAUL F
GS 0334 12 06
47,013 PA F P C 8/30/91
COMPUTER SPECIALIST (PARTS DEPOT INVENTORY)
HAB FOSTER, ROBERT L
GS 0334 12 03
42,984 PA F P C 1/22/84
COMPUTER SPECIALIST (CLIENT SERVICES HELP DESK)
HAB GUNIA,DANIEL J
GS 0334 13 02
49,517 PA F P E 2/14/88
SUPERVISORY COMPUTER SPECIALIST
HAB HALL,SHERYL L
GS 0334 15 01
66,609 PA F P C 1/25/81
SUPERVISORY COMPUTER SPECIALIST (MGR CLIENT SERVICES)
4/29/93
OFFICE OF AD
TRATION
P
21
AS OF APRIL 1993
ORG CODE: H
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E SCD
DATE
HAB HICKS,MATTHEW U
GS 0334 12 01
40,298 PA F P C 10/17/86
COMPUTER SPECIALIST (CLIENT SERVICES HELP DESK)
HAB IVERY,CECELIA C
GS 0334 11 01
33,623 PA F P C 2/04/91
COMPUTER SPECIALIST
HAB MCKAIG, BRIAN P
GS 0334 12 02
41,641 PA F P C 2/20/90
COMPUTER SPECIALIST (CLIENT SERVICES HELP DESK)
HAB MITCHELL, SHARON L
GS 0334 14 04
62,291 PA F P C 6/11/70
SUPERVISORY COMPUTER SPECIALIST (OFC AUTOMATION)
HAB SHERRY, PAULA M
GS 0334 09 06
32,419 PA F P C 6/26/72
COMPUTER SPECIALIST (OFC AUTOMATION)
HAB TURNER, HAROLD S
GS 0334 14 04
62,291 PA F P E 10/22/84
SUPERVISORY COMPUTER SPECIALIST (EQUIPMENT ANALYSIS)
HAB WALFORD, BERNARDENE B
GS 0334 12 02
41,641 PA F P C 8/02/65
COMPUTER SPECIALIST (OFFICE AUTOMATION)
HAB WEBSTER, WENDY K
GS 0334 12 04
44,327 PA F P C 7/01/88
COMPUTER SPECIALIST (OFFICE AUTOMATION)
HB BLACKWOOD, MARY D
AD 0334 00 00
90,816 PA F P E 5/26/92
DEPUTY DIRECTOR, TECH SERVICES INFORMATION RESOURCES MGMT DIV
HBA DIETZEL, CHARLES B
GS 0334 13 03
51,114 PA F P E 3/18/91
COMPUTER PROGRAMER ANALYST
HBB COATS, JERRY L
GS 0334 15 05
75,489 PA F P C 6/11/66
SUPERVISORY COMPUTER SPECIALIST
HBB DRENNING, PATRICK L
GS 0334 14 08
69,843 PA F P E 11/13/71
COMPUTER SYSTEMS PROGRAMER
4/29/93
OFFICE OF AD
TRATION
22
AS OF APRIL
1993
ORG CODE: H
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
HBB FOX, JACK S
GS 0334 14 10
73,619 PA F P C 10/15/84
COMPUTER SPECIALIST
HBB MCGINNIS JR, JOHN W
GS 0334 14 05
64,179 PA F P E 10/31/83
COMPUTER SYSTEMS PROGRAMER
HBB PANNELL, DORIAN F
GS 0334 14 05
64,179 PA F P C 8/10/64
COMPUTER SYSTEMS PROGRAMER
HBB WRIGHT, JAMES B
GS 0334 15 07
79,929 PA F P E 5/03/82
SUPERVISORY COMPUTER SYSTEMS ANALYST
HBC CARLSEN, JERRY R
GS 0334 15 05
75,489 PA F P E 10/29/90
SUPERVISORY COMPUTER SPECIALIST (NETWORKING)
HBC COLE, JAMES G
GS 0334 12 04
44,327 PA F P C 2/11/87
COMPUTER SPECIALIST (NETWORKING)
HBC GEORGE, JEFFREY CHRISTOPHER GS 0334 11 01
33,623 PA F P C 9/30/91
COMPUTER SPECIALIST (NETWORKING)
HBC JACOBEEN, DAVID PAUL
GS 0334 12 02
41,641 PA F P C 6/10/91
COMPUTER SPECIALIST (NETWORKING)
HBC SPARKS, HOWARD M
GS 0334 13 03
51,114 PA F P E 2/11/88
COMPUTER SPECIALIST (NETWORKING)
HBD JURCICH, LAWRENCE R
GS 0334 15 07
79,929 PA F P C 11/13/65
COMPUTER SYSTEM ANALYST (INFORMATION SECURITY OFFICER)
HBD SMITH, DIANE M
GS 0334 14 04
62,291 PA P P E 3/28/79
COMPUTER SYSTEMS ANALYST (INF SECURITY OFCR)
HC SHORE, ARNOLD
AD 0301 00 00
90,816 PA F P E 6/18/72
DEPUTY DIRECTOR, APPLICATIONS INFORMATION RESOURCES MGMT DIV
4/29/93
OFFICE OF AD
TRATION
P
23
AS OF APRIL 1993
ORG CODE: H
C
NTE
ORG
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
HCB BARRY, DANIEL A
GS 0334 14 01
56,627 PA F P E 6/08/92
COMPUTER SPECIALIST (PROGRAM ANALYSIS)
HCB BEHR,DEBORAH J
GS 0334 14 07
67,955 PA F P E 8/23/88
SENIOR PROGRAMMER ANALYST
HCB FEIGES, GREGORY S
GS 0334 12 01
40,298 PA F P C 9/10/89
COMPUTER SPECIALIST (PROGRAMMER ANALYSIS)
HCB FETTING, RANDALL A
GS 0334 09 01
27,789 PA F P C 12/27/86
COMPUTER SPECIALIST
HCB RICE,CATHERINE A
GS 0334 12 01
40,298 PA P P C 12/30/85
COMPUTER SPECIALIST (OFFICE AUTOMATION)
HCC PLANET,LOUISE E
GS 0334 14 07
67,955 PA F P C 11/09/72
COMPUTER SPECIALIST (PROGRAM ANALYSIS)
HCC SILVERSTEIN, BERNARD G
GS 0334 15 08
82,149 PA F P E 12/02/68
SUPERVISORY COMPUTER SYSTEMS ANALYST
HCC TOLKAN, LINDA M
GS 0334 13 01
47,920 PA F P C 8/19/86
COMPUTER SPECIALIST (PROGRAM ANALYSIS)
HCD BARTHOLOMEW, MARK H
GS 0334 14 03
60,403 PA F P E 5/26/81
COMPUTER SYSTEMS ANALYST
HCD DORAN, BARBARA E
GS 0334 14 07
67,955 PA F P C 3/15/72
COMPUTER SYSTEMS ANALYST
HCD HEISSNER, KARL H
GS 0334 15 09
84,369 PA F P C 9/28/73
SUPERVISORY COMPUTER PROGRAMMER ANALYST
HCD JACOBSON, LOIS K
GS 0334 15 06
77,709 PA F P C 6/24/65
SUPERVISORY COMPUTER SPECIALIST
4/29/93
OFFICE OF AD
TRATION
P
24
AS OF APRIL 1993
ORG CODE: H
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
HCD JOHNSON,CORNELIUS F
GS 0334 13 03
51,114 PA F P c 6/13/67
COMPUTER SPECIALIST (PROGRAM ANALYSIS)
HCD LOPEZ, RANELLE A
GS 0334 14 05
64,179 PA F P C 6/10/64
COMPUTER PROGRAMER ANALYST
HCD MILLIKEN, HERBERT D
GS 0334 14 07
67,955 PA F P C 8/28/81
COMPUTER SPECIALIST
HCE FERRANTELLO, DONNA L
GS 0334 14 02
58,515 PA F P E 2/25/85
COMPUTER PROGRAMER ANALYST
HCE JACKSON, KATHRYN W
GS 0334 13 06
55,905 PA F P E 10/07/78
COMPUTER PROGRAMMER ANALYST
HCE LEE,ROGER R
GS 0334 13 04
52,711 PA F P E 8/05/91
COMPUTER SPECIALIST (PROGRAM ANALYSIS)
HCE MILLER, VANESSA A
GS 0334 13 03
51,114 PA F P E 10/25/83
COMPUTER SPECIALIST (PROGRAM ANALYSIS)
HCE NOORDHUIZEN, ELIZABETH H
GS
0334
12
01
40,298 PA F P C 6/21/88
COMPUTER SPECIALIST (PROGRAMMER ANALYSIS)
HCE WILLIAMS, MARTHA R
GS 0334 13 05
54,308 PA F P C 7/21/58
COMPUTER SPECIALIST (PROGRAM ANALYSIS)
3,109,553
57
SALARY TOTAL
9,502,883
240
4/29/93
OFFICE OF ADM
RATION
P
25
AS OF APRIL 24, 1993
ORG CODE: H
ORG
C
NTE
CODE
NAME
PP SERIES GR ST
SALARY
PB WS PT E
SCD
DATE
9,502,883
240
INITITY
PHOTOCOPY INTERVIEWS AND
EEO CONSIDERATIONS
EXECUTIVE OFFICE OF THE PRESIDENT
\
EXECUTIVE OFFICE OF THE PRESIDENT
OFFICE OF ADMINISTRATION 4/20/93
JeNNifee:
Attached is A cleAReR
copy of iN terviewing
guidelines for people with
disabilities. This WAS
Submi Hed to your office OA
lAst week by the
EEO Director
1
INTERVIEWING PEOPLE WITH DISABILITIES
In most respects, interviewing people with disabilities is the same as interviewing people who
are not disabled. In general, the interviewer should ask all applicants about their
qualifications, experience, and skills for doing the job. The same questions should be asked
of applicants with disabilities. There are, however, some guidelines that are specific to people
with disabilities that might be helpful to interviewers.
Unless a person is seeking appointment under one of the special excepted appointing
authorities for people with disabilities, an interviewer should ask only questions about the
person's ability to do the job but not about the person's disability. A good rule of thumb is
to make sure that all questions are job-related. Focus the interview on the individual's ability
to successfully perform the essential functions of the job. If a person indicates that he or she
has a disability which makes it difficult to perform particular functions of a job or if the
interviewer believes that a person's disability may make it difficult to perform certain job
functions, the interviewer may ask job-related follow-up questions (e.g., How were you, as an
individual who is deaf, able to participate in meetings?). The answer to such questions will
indicate whether a reasonable accommodation is needed to enable the individual to perform
the essential functions of the job.
Managers and supervisors should not make a general assumption that a person with disabilities
will be unable to do a part of the job and will always need reasonable accommodation. They
should not reject qualified applicants for positions because the people with disabilities need,
or it is thought that they need, reasonable accommodation.
Sometimes applicants might like to mention their disability but do not know how to do so.
It's a good idea to ask at the end of the interview, "Is there anything else you want to ask?"
or "Is there anything more you would like to tell me?"
Below are some guidelines for interviewing people with specific disabilities. It is important
to understand that two people with the same disability or functional limitations may not have
the same needs.
A.
People who use wheelchairs
People who use wheelchairs can hold physically demanding jobs. They need not be
confined to desk jobs. People who use wheelchairs can be very independent, not
necessarily relying on others for assistance in daily activities. They may or may not
do things differently or more slowly than others. There is no need to be over-
protective of people who use wheelchairs.
1.
Make sure the interview is conducted at a wheelchair accessible location.
2.
Don't automatically hold onto the person's wheelchair. It is part of his or her
body space.
3.
Assistance may be offered, but don't insist. If the person needs help, he or she
will accept the offer and explain exactly what will be helpful.
4.
Don't be sensitive about using words like "running" or "walking."
5.
Don't be surprised if the person transfers from a wheelchair to a piece of
furniture or gets out of the wheelchair to move about.
B.
People who are mobility impaired
1.
When walking with a person who walks slower than you, walk with the person,
not in front of him/her.
2.
Provide the applicant with clear directions to the interview site using the shortest
and easiest route.
C.
People who are blind or visually impaired
A person's visual acuity may change under different light conditions. Do not confuse
visual impairments with blindness.
1.
If the person seems to need assistance, offer your services. If you need to guide
a person who is blind through a door or to a chair, let the person take your arm
and follow the motion of your body. Guide his or her hand or arm to the back
of the chair.
2.
Speak directly to the individual who is blind or visually impaired. Do not
shout. When you leave the room, say so.
3.
Introduce other people in the room or have them introduce themselves. This
will assist the individual in orienting himself or herself to the room and its
occupants.
4.
Don't avoid using the words "look" and "see." There are no reasonable
substitutes.
5.
When giving directions, do not use references a person cannot see -- "over
there" is not a good way of describing a location. When using directional
words, use them with the orientation of the person who is blind. Remember
when you are facing someone, your left is that person's right.
6.
Do not play with a dog guide while it is "on duty." It is up to the person using
the dog guide to decide if play is appropriate.
7.
When you are guiding a person into a new or strange surrounding, you may
want to describe special features or decorations.
8.
Be prepared to read aloud information that is written, or ask the person if he
or she would like a reader.
9.
For people with visual impairments, provide a well lit area for the interview and
avoid sharp contrasts of light and dark areas.
D.
People who are hearing impaired
The goal of an interview is to obtain appropriate information about the background of
the applicant. Sometimes it is necessary to be versatile in finding an effective
communication method with people who are hearing impaired. The main objective,
though, is to communicate effectively.
1.
When speaking with someone who is hearing impaired, face the person directly.
Do not position yourself so that you are directly in front of a harsh light or
window. Your face will be difficult to see as it is silhouetted in bright light.
2.
Not all people who are hearing impaired can lipread, but most do and many do
it quite well. When speaking to people who are hearing impaired, use
meaningful facial expressions and gestures to emphasize your intent and attitude.
This substitutes for tone of voice. This is important even in the presence of a
sign language or oral interpreter. Be sure not to use exaggerated mouth
movements or wild gestures. Do not change the subject without warning.
3.
Not all people who are hearing impaired know or use sign language. Do not
assume they need an interpreter.
4.
If using a sign language or oral interpreter, speak directly to the person who is
hearing impaired, not the interpreter. The interpreter is not a participant in the
interview. He or she is there to facilitate communication between the
interviewer and the applicant. The only reason for the presence of an interpreter
is because a participant(s) in the communication process cannot hear. Do not
try to involve the interpreter in any part of the formal interview. This can be
demeaning to the individual who is hearing impaired, and detract attention from
the focal point of the interview.
5.
Keep your hands from covering your mouth when talking.
6.
Do not shout when speaking to the person with the hearing impairment. Use
a normal tone of voice, but do not restrict yourself to monosyllabic words.
7.
If you cannot understand the person with a hearing impairment, do not be afraid
to ask him or her to repeat. When this does not work, try paper and pencil.
8.
When a person with a hearing impairment chooses to have an interpreter voice
for him or her, remember to respond directly to that person and not the
interpreter.
E.
People who have epilepsy
If the person brings the condition to your attention, you may ask whether the condition
might have an impact on his or her work and if there are any necessary
accommodations. If applicants mention seizures, interviewers may ask whether seizures
are under control, and if not, what people in the office need to know in the event of
a seizure. This information, however, usually isn't needed until after a person with
epilepsy is hired. Do not be over solicitous.
F.
People who have mental retardation
Many people with mental retardation have average or superior abilities in some respects.
While it is true that some people who are mentally retarded may not be able to think,
figure, or remember as well as other people, it is important to remember that they are
proficient in some ways and deficient in others. Mental retardation should not be
confused with mental illness or behavioral and emotional problems. The effect of the
disability can be lessened, and skills and abilities increased, through rehabilitation,
special education, and experience on the job.
People who have mental retardation usually want to be independent and responsible for
their own support. When appropriately placed and supervised, they can be assets to
a work force. One of the largest obstacles to equal employment opportunity for these
individuals is persistent lack of employer confidence in, and lowered expectations of,
their capabilities.
1.
For the most part, talk to the individual as you would anyone else, but be more
specific.
2.
Repeat the information provided by the applicant so that he or she can tell you
that you understood what they really mean.
3.
Occasionally ask the applicant questions to be sure that he or she understands
what is being said.
G.
People who are mentally restored
Mental illness can be successfully treated, and people who are mentally restored have
skills, experiences, and abilities that are not affected by their illness. For the purposes
of employment, a person who is mentally restored is one who has experienced a mental
or emotional difficulty that currently is under control to the extent that the individual
is able to function effectively and satisfactorily in a specific job. The qualifications
of people who are mentally restored must be given the same consideration as those
of other applicants.
1.
Talk to the individual as you would to anyone else.
2.
Through your demeanor, show that you trust the individual's ability to control
his or her behavior.
H.
People who have cerebral palsy (and other conditions which have muscular or
neurological limitations)
Cerebral palsy may affect motor ability and/or speech. It does not affect intelligence.
Some involuntary or halting movement or limitation of movement in one or more than
one appendage may be observed, as well as some lisping, indistinct speech or flatness
of tone due to lack of fine motor control of the tongue and lips. The severity and
functional effects of the disability vary from person to person. Unless the person is
very severely disabled, or has the involvement of other disabilities, no accommodation
may be needed for the interview itself. If the applicant's speech is difficult to
understand, interviewers should not be afraid to ask him or her to repeat what was said.
Some people who have severe cerebral palsy find it more effective to communicate by
writing, typing, or using communication boards or electronic devices.
April 19, 1993
To: From: Martha Paula Johnson Y. Bagasao ByB
Re: Positions in White House: Asian Americans Must Consider
Here are two additional resumes (with support) for the various
positions available now in the White House and Melinda Yee may
have additional ones:
1.
Benjamin Caoile -- Benjamin and his wife were very
instrumental in the campaign in the DC area, both with the
Asian American community generally and Filipino Americans as
well. As well, they have been involved in DNC related
activities related to Asian Americans and are long time
supporters of the Democratic Party.
As his resume reflects, he has nearly all of the background
experiences called for about 3 of the 6 positions
described in the attached, in particular:
Director of Resources Management
Director of General Services
Personnel Management Division Director
2.
Nanda Chitre -- Nanda's resume speaks well of her
involvement in the Clinton-Gore Campaign and her work in the
last few months qualifies her for several positions listed
in the attached list of available jobs.
Both of these candidates have the following support, as well as
others:
Maria Haley
Doris Matsui
Melinda Yee
Paula Bagasao
CC: Maria Haley
Melinda Yee
MEMORANDUM
TO:
Patsy Thomasson
Director, Office of Administration
FROM:
Margaret Pugh
Office of Priority Placement
DATE:
March 31, 1993
RE:
Recommended Candidates for OA Jobs
The Office of Priority Placement recommends the following Clinton-Gore campaign staff for
the indicated jobs in OA.
WILLIAM L. KRAUSE - Information Specialist
IAN E. NOVOS - Director, Financial Management
NANCY LINN PATTON (Asian American) - Director, Operations
ADA LOUISE POSEY (African American) - Director, Financial Management and Director,
Operations
JUDY WURTZEL - Associate Counsel
H5/53
for Jenna Jennifer
O'Conner
Patsy
CANDIDATE SLATES
OFFICE OF ADMINISTRATION
Note: We have "assigned" candidates into various pools but realize that some might fit
just as well in another.
Director of Resources Management
George Tablack, Ohio, from Priority Placement Office
Michael Cronin, Connecticut, from Priority Placcement Office
Cecil Brown, Mississippi, from Priority Placement Office
Carol Miller, Georgia, African-American
Kevin Lew-Hanson, Connecticut, Asian-American
JoAnn Chase, DC, Mandan/Hidatsa Tribes
Director of Information Management
>
Neil Jacobson, California, Disability
Gwendolyn Weaver, Massachusetts, African-American
Director of General Services
2
Melvin Whitfield, Maryland, from Priority Placement Office
LaJoy Mosby, Maryland, African-American
Financial Management Division Director
John Cressman, New Jersey, Disability
Cheri Carter, DC, African-American
Kathryn Flowers, Georgia, African-American
Linda Hall, Georgia, African-American
Gail Simons Morales, Georgia, African-American
Deborah Cowan, Maryland, African-American
Personnel Management Division Director
Joe Bravo - New York, Disability
Mark Hunker, DC, from Priority Placement Office
Carolyn Marie Louper-Morris, Connecticut, from Priority Placement Office,
African-Am
Claudette Obianyor, Georgia, African-American
Technical Services & Systems Division Director
Sarita Bhandari - DC, Asian/Indian,
David Nelson, DC, Disability
General Counsel
Christopher Cohen, Illinois, from Priority Placement Office
Ira Sockowitz, New York, from Priority Placement Office
Eva Plaza, Maryland, Hispanic
Chris McNeil, Washington, Nisga'a and Tlingit Tribes
20tm & 725 5834
4 Spund Filsyc 1142 2.25
EXECUTIVE OFFICE OF THE PRESIDENT
OFFICE OF ADMINISTRATION
ROUTE SLIP
TO Jennifer 0 Comor
Take necessary action
Approval or signature
Rm. 178
Comment
Prepare reply
Discuss with me
For your information
See remarks below
FROM Ann Calhoun DATE DATE
4-16-93
REMARKS
Per our discussion
earlier today.
0A FORM 09
APRIL 78
TITLE 3-THE PRESIDENT
§ 107
Page 385
for
By virtue of the authority vested in me as President
§ 107. Domestic Policy Staff and Office of Adminis-
(3)
of the United States, it is hereby ordered as follows:
tration; personnel
SECTION 1. There shall be in the White House Office
Special Assistant to the President for Liaison with
(a) In order to enable the Domestic Policy
a Former Presidents (referred to hereinafter as the Spe-
Staff to perform its functions, the President (or
cial Assistant).
his designee) is authorized-
SEC. 2. (a) On behalf of the President, the Special
(1) without regard to any other provision of
Assistant shall maintain channels of communication
law regulating the employment or compensa-
between the President and each former living Presi-
tion of persons in the Government service, to
dent of the United States, to the end that (1) each
appoint and fix the pay of not more than-
such former President shall be kept abreast of such
(A) 6 employees at rates not to exceed the
developments as the President may desire; and (2) the
rate of basic pay then currently paid for
the
President may avail himself of the counsel and advice
level III of the Executive Schedule of sec-
of any or all of such former Presidents with respect to
major matters, particularly of a national security
tion 5314 of title 5; and in addition
nature, currently confronting the President.
(B) 18 employees at rates not to exceed
(b) The Special Assistant shall also-
the maximum rate of basic pay then cur-
(1) Keep each former President currently informed
rently paid for GS-18 of the General Sched-
he
of the major aspects of such principal international
ule of section 5332 of title 5; and in addition
and domestic problems as the President directs;
(C) such number of other employees as he
(2) Arrange to secure from such former Presidents,
may determine to be appropriate at rates
or any of them, and convey to the President, their
not to exceed the minimum rate of basic
views on such issues as the President may designate;
pay then currently paid for GS-16 of the
and
General Schedule of section 5332 of title 5;
(3) Arrange to secure and convey to the President
and
such views as any of the former Presidents may wish
to communicate to the President on any issue of cur-
(2) to procure, as provided in appropriation
rent interest or concern.
Acts, temporary or intermittent services of
SEC. 3. (a) The Secretary of State, the Secretary of
experts and consultants, as described in and
Defense, the Director of the Central Intelligence
in accordance with the first two sentences of
Agency, and the Executive Secretary of the National
section 3109(b) of title 5, at respective daily
Security Council shall each designate a member of his
rates of pay for individuals which are not
staff as a point of contact for the Special Assistant.
more than the daily equivalent of the rate of
to
The Special Assistant may call upon such designated
basic pay then currently paid for level III of
staff members to supply information and render such
the Executive Schedule of section 5314 of
other appropriate assistance as he may require in car-
title 5.
rying out his duties under section 2 of this Order.
to
(b) Upon request of the Special Assistant, the head
(b)(1) In order to enable the Office of Admin-
of
of any department or agency of the Federal Govern-
istration to perform its functions, the President
ment shall designate a member of his staff as a point
(or his designee) is authorized-
the
of contact to supply information and assistance for
(A) without regard to such other provisions
the Special Assistant in the performance of his duties
of law as the President may specify which
in
in the same manner as provided in subsection (a) for
staff members designated pursuant to that subsection.
regulate the employment and compensation
SEC. 4. The Special Assistant shall be appointed by
of persons in the Government service, to ap-
the President and shall serve at the pleasure of the
point and fix the pay of not more than-
of
President. He shall receive compensation at such rate
(i) 5 employees at rates not to exceed the
as the President, consonant with law, may prescribe.
rate of basic pay then currently paid for
SEC. 5. (a) The Special Assistant shall have such
level III of the Executive Schedule of sec-
staff and other assistance as may be necessary to carry
tion 5314 of title 5; and in addition
out his duties under this Order.
(ii) 5 employees at rates not to exceed the
(b) The Special Assistant shall be provided with
maximum rate of basic pay then currently
such office space as may be necessary to carry out his
paid for GS-18 of the General Schedule of
duties under this Order, and shall also be provided
section 5332 of title 5; and
with such office space, and maintenance thereof, as
may be necessary for the use of former Presidents at
(B) to procure, as provided in appropriation
the seat of Government when they are engaged in any
Acts, temporary or intermittent services of
effort of interest or concern to the President.
experts and consultants, as described in and
SEC. 6. (a) The compensation and expenses of the
in accordance with the first two sentences of
Special Assistant and members of his staff shall be
section 3109(b) of title 5, at respective daily
paid from the appropriation under the heading "Spe-
rates of pay for individuals which are not
cial" in the Executive Office Appropriation Act, 1969,
more than the daily equivalent of the maxi-
or any corresponding appropriation which may be
made for subsequent fiscal years, or from such other
mum rate of basic pay then currently paid for
appropriated funds as may be available under law.
GS-18 of the General Schedule of section
15,
2,
(b) The General Services Administration shall pro-
5332 of title 5.
vide, on a reimbursable basis, such administrative serv-
(2) In addition to any authority granted
ices and facilities for the Special Assistant as the
White House Office may request.
under paragraph (1) of this subsection, the
President (or his designee) is authorized to
RICHARD NIXON.
employ individuals in the Office of Administra-
tion in accordance with section 3101 of title 5
SECTION REFERRED TO IN OTHER SECTIONS
and provisions relating thereto. Any individual
This section is referred to in section 114 of this title;
so employed under the authority granted under
title 18 section 1751; title 26 section 3121; title 31 sec-
such section 3101 shall be subject to the limita-
tion 3524; title 42 section 410.
tion specified in section 114 of this title.
PRESIDENT STATES THE UNITED
EXECUTIVE OFFICE OF THE PRESIDENT
OFFICE OF ADMINISTRATION
Washington, D.C. 20503
AVOIDING DISCRIMINATION IN THE INTERVIEW PROCESS
When interviewing candidates, interviewers should ensure that
objective, fair, job-related criteria are used, that selection
criteria are applied consistently to all applicants, that all
qualified candidates have an equal opportunity for consideration,
and that selection decisions are adequately documented with
evidence of a legitimate, nondiscriminatory reason for the
selection. Interviewers should guard themselves against any
tendency to consider or select candidates only from their own
racial/ethnic, gender group, because these kinds of selection
decisions may have an adverse discriminatory impact on
minorities, women, and people with disabilities.
Pre-employment inquiries concerning race, color, national origin,
religion, age, gender, or physical or mental disability, are not
by themselves unlawful. However, this information is usually
irrelevant to the applicant's ability or qualifications except in
those rare instances where they are a bona fide occupational
qualification. Therefore, such inquiries, unless otherwise
explained, may be regarded as evidence of discrimination. To
avoid discrimination in the interview process, it is best not to
ask any questions which directly or indirectly relate to the
individual's race, color, national origin, religion, gender, age
or disability. Rather interviews should focus on job-related
inquiries designed to determine an applicant's eligibility and
qualifications for employment.
Some examples of prohibited questions and comments are listed
below. It should be noted that this information is to be used
only as a general guide to evaluate pre-employment inquiries for
potentially discriminatory questions. For further guidance,
please contact the Office of Administration's Equal Employment
Opportunity staff on 395-3996.
I.
GENDER:
-
Are you Miss or Mrs?
-
Are you married, divorced, widowed, single,
or separated?
-
Do you have any children? What are their
ages?
-
Do you plan to have children?
-
What are your child-bearing plans?
-
I see that you are pregnant.
-
How do you handle day-care for your children?
-
There are a lot of men in this organization/
occupation. How will you fit in?
-
Would your spouse be willing to relocate?
-
I like the way you look. Your appearance
appeals to me.
- 2 -
II. RACE/NATIONAL ORIGIN:
-
What is your race/national origin?
-
There are not many minorities in this
organization. How does that make you feel?
-
Will the lack of minorities here be a problem?
-
You have an unusual name. What is its' origin?
-
What country are you from?
-
I notice you have an accent.
-
You have a very ethnic appearance
-
of what country are you a citizen?
-
I see that you are a member of various
ethnically orientated associations.
III. AGE:
-
How old are you?
-
When do you plan to retire?
-
I see from your application that you've
been around for a long time.
-
There are a lot of young people in our
work force. How do you think you
will fit in?
-
You would be a good elder statesman/woman to
have around.
IV. RELIGION:
-
What is your religion?
-
How do you feel about working with people
of a different religion?
-
This is a Christian, Jewish, Muslim, or other
type of religious organization.
-
You must be available to work on Saturdays
and Sundays?
I
What is the religious affiliation of the
school you attended?
V. DISABILITY*
-
Do you have any disability?
-
How is your health?
-
How would you describe your health history?
-
Have you ever had any emotional problems or
problems with alcohol or drugs?
-
I see that you have a disability?
-
Won't your disability or health problems keep
you from being able to do the job?
*See attached excerpts from EEOC's Guide on the
Employment of People with Disabilities for more
guidance.
V. INTERVIEWING PEOPLE WITH DISABILITIES
In most respects, interviewing people with disabilities is the same as interviewing people who
are not disabled. In general, the interviewer should ask all applicants about their
qualifications, experience, and skills for doing the job. The same questions should be asked
of applicants with disabilities. There are, however, some guidelines that are specific to people
with disabilities that might be helpful to interviewers.
Unless a person is seeking appointment under one of the special excepted appointing
authorities for people with disabilities, an interviewer should ask only questions about the
person's ability to do the job but not about the person's disability. A good rule of thumb is
to make sure that all questions are job-related. Focus the interview on the individual's ability
to successfully perform the essential functions of the job. If a person indicates that be or she
has a disability which makes it difficult to perform particular functions of a job or if the
interviewer believes that a person's disability may make it difficult to perform certain job
functions, the interviewer may ask job-related follow-up questions (e.g., How were you, as an
individual who is deaf, able to participate in meetings?). The answer to such questions will
indicate whether a reasonable accommodation is needed to enable the individual to perform
the essential functions of the job.
Managers and supervisors should not make a general assumption that a person with disabilities
will be unable to do a part of the job and will always need reasonable accommodation. They
should not reject qualified applicants for positions because the people with disabilities need,
or it is thought that they need, reasonable accommodation.
Sometimes applicants might like to mention their disability but do not know how to do so.
It's a good idea to ask at the end of the interview, "Is there anything else you want to ask?"
or "Is there anything more you would like to tell me?"
Below are some guidelines for interviewing people with specific disabilities. It is important
to understand that two people with the same disability or functional limitations may not have
the same needs.
A.
People who use wheelchairs
People who use wheelchairs can hold physically demanding jobs. They need not be
confined to desk jobs. People who use wheelchairs can be very independent, not
necessarily relying on others for assistance in daily activities. They may or may not
do things differently or more slowly than others. There is no need to be over-
protective of people who use wheelchairs.
1.
Make sure the interview is conducted at a wheelchair accessible location.
2.
Don't automatically hold onto the person's wheelchair. It is part of his or her
body space.
3.
Assistance may be offered, but don't insist. If the person needs help, be or she
will accept the offer and explain exactly what will be helpful.
4.
Don't be sensitive about using words like "running" or "walking."
5.
furniture or gets out of the wheelchair to move about.
Don't be surprised if the person transfers from a wheelchair to a piece of
B.
People who are mobility impaired
1.
not in front of him/her.
When walking with a person who walks slower than you, walk with the person,
2.
Provide the applicant with clear directions to the interview site using the shortest
and easiest route.
C.
People who are blind or visually impaired
A person's visual acuity may change under different light conditions. Do not confuse
visual impairments with blindness.
1.
If the person seems to need assistance, offer your services. If you need to guide
a person who is blind through a door or to a chair, let the person take your arm
and follow the motion of your body. Guide his or her hand or arm to the back
of the chair.
2.
Speak directly to the individual who is blind or visually impaired. Do not
shout. When you leave the room, say so.
3.
Introduce other people in the room or have them introduce themselves. This
will assist the individual in orienting himself or herself to the room and its
occupants.
4.
substitutes. Don't avoid using the words "look" and "see." There are no reasonable
5.
When giving directions, do not use references a person cannot see - "over
there" is not a good way of describing a location. When using directional
words, use them with the orientation of the person who is blind. Remember
when you are facing someone, your left is that person's right.
6.
the dog guide to decide if play is appropriate.
Do not play with a dog guide while it is "on duty." It is up to the person using
7.
When you are guiding a person into a new or strange surrounding, you may
want to describe special features or decorations.
8.
Be prepared to read aloud information that is written, or ask the person if he
or she would like a reader.
9.
For people with visual impairments, provide a well Lit area for the interview and
avoid sharp contrasts of light and dark areas.
D.
People who are hearing impaired
The goal of an interview is to obtain appropriate information about the background of
the applicant. Sometimes it is necessary to be versatile in finding an effective
communication method with people who are hearing impaired. The main objective,
though, is to communicate effectively.
1.
When speaking with someone who is hearing impaired, face the person directly.
Do not position yourself so that you are directly in front of a harsh light or
window. Your face will be difficult to see as it is silhouetted in bright light.
2.
Not all people who are hearing impaired can lipread, but most do and many do
it quite well. When speaking to people who are hearing impaired, use
meaningful facial expressions and gestures to emphasize your intent and attitude.
This substitutes for tone of voice. This is important even in the presence of a
sign language or oral interpreter. Be sure not to use exaggerated mouth
movements or wild gestures. Do not change the subject without warning.
3.
Not all people who are hearing impaired know or use sign language. Do not
assume they need an interpreter.
4.
If using a sign language or oral interpreter, speak directly to the person who is
hearing impaired, not the interpreter. The interpreter is not a participant in the
interview. He or she is there to facilitate communication between the
interviewer and the applicant. The only reason for the presence of an interpreter
is because a participant(s) in the communication process cannot hear. Do not
try to involve the interpreter in any part of the formal interview. This can be
demeaning to the individual who is hearing impaired, and detract attention from
the focal point of the interview.
5.
Keep your hands from covering your mouth when talking.
6.
Do not shout when speaking to the person with the hearing impairment. Use
a normal tone of voice, but do not restrict yourself to monosyllabic words.
7.
If you cannot understand the person with a hearing impairment, do not be afraid
to ask him or her to repeat. When this does not work, try paper and pencil.
8.
When a person with a hearing impairment chooses to have an interpreter voice
for him or her, remember to respond directly to that person and not the
interpreter.
E.
People who have epilepsy
If the person brings the condition to your attention, you may ask whether the condition
might have an impact on his or her work and if there are any necessary
accommodations. If applicants mention seizures, interviewers may ask whether seizures
are under control, and if not, what people in the office need to know in the event of
a seizure. This information, however, usually isn't needed until after a person with
epilepsy is hired. Do not be over solicitous.
F.
People who have mental retardation
Many people with mental retardation have average or superior abilities in some respects.
While it is true that some people who are mentally retarded may not be able to think,
figure, or remember as well as other people, it is important to remember that they are
proficient in some ways and deficient in others. Mental retardation should not be
confused with mental illness or behavioral and emotional problems. The effect of the
disability can be lessened, and skills and abilities increased, through rehabilitation,
special education, and experience on the job.
People who have mental retardation usually want to be independent and responsible for
their own support. When appropriately placed and supervised, they can be assets to
a work force. One of the largest obstacles to equal employment opportunity for these
individuals is persistent lack of employer confidence in, and lowered expectations of,
their capabilities.
1.
For the most part, talk to the individual as you would anyone else, but be more
specific.
2.
Repear the information provided by the applicant so that he or she can tell you
that you understood what they really mean.
3.
Occasionally ask the applicant questions to be sure that he or she understands
what is being said.
G.
People who are mentally restored
Mental illness can be successfully treated, and people who are mentally restored have
skills, experiences, and abilities that are not affected by their illness. For the purposes
of employment, a person who is mentally restored is one who has experienced a mental
or emotional difficulty that currently is under control to the extent that the individual
is able to function effectively and satisfactorily in a specific job. The qualifications
of people who are mentally restored must be given the same consideration as those
of other applicants.
1.
Talk to the individual as you would to anyone else.
2.
Through your demeanor, show that you trust the individual's ability to control
his or her behavior.
H.
People who have cerebral palsy (and other conditions which have muscular or
neurological limitations)
Cerebral palsy may affect motor ability and/or speech. It does not affect intelligence.
Some involuntary or halting movement or limitation of movement in one or more than
one appendage may be observed, as well as some lisping, indistinct speech or flamess
of tone due to lack of fine motor control of the tongue and lips. The severity and
functional effects of the disability vary from person to person. Unless the person is
very severely disabled, or has the involvement of other disabilities, no accommodation
may be needed for the interview itself. If the applicant's speech is difficult to
understand, interviewers should not be afraid to ask him or her to repeat what was said.
Some people who have severe cerebral palsy find it more effective to communicate by
writing, typing, or using communication boards or electronic devices.