ML20135B432
| ML20135B432 | |
| Person / Time | |
|---|---|
| Issue date: | 11/18/1996 |
| From: | Shirley Ann Jackson, The Chairman NRC COMMISSION (OCM) |
| To: | Kamarck E, Rasco C PRESIDENT OF U.S. & EXECUTIVE OFFICES |
| References | |
| NUDOCS 9612050018 | |
| Download: ML20135B432 (18) | |
Text
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UNITED STATES
[.
NUCLEAR REGULATORY COMMISSION g
WASHINGTON, D.C. 20555-0001 e
November 18, 1996
.... +,
CHAIRMAN Ms. Carol H. Rasco Ms. Elaine Kamarck The White House i
Washington, D.C.
20500
Dear Ms. Rasco and Ms. Kamarck:
In response to the President's memorandum to the Heads of Executive Departments and Agencies dated June 21, 1996, concerning implementation of family-friendly work arrangements, the Nuclear Regulatory Commission (NRC) has reviewed its personnel practices, their implementation, and employee usage.
The enclosed report, "Results of the Nuclear Regulatory Commission's Review of Family-Friendly Work Arrangements - Policies and Practices," has been prepared according to the guidelines you provided for responding to the Presidential memorandum.
The guidelines also included three questions for respondents to consider during the course of their review which relate to current family-friendly work arrangements, plans to expand or improve these arrangements, and future goals i
and measures to determine success. The NRC's responses to the three questions are provided below:
1.
What is the present situation in your agency?
The present situation in the NRC with regard to implementation of family-friendly work arrangements is described in detail in the enclosed report. The findings from this comprehensive review indicate that the agency's programs are very supportive of families. As you may know, the NRC received Honorable Mention citations from the Office of Personnel Management (OPM) in 1995 and 1996 for Outstanding Work and Family Programs.
2.
What plans do you have to expand or improve?
The NRC will continue to offer programs that assist employees in meeting their child and elder care needs and provide flexibility with regard to hours of work and work-at-home arrangements. The NRC also is committed to providing employees appropriate vehicles for making suggestions to senior management their recommendations for improving the work environment.
Specific initiatives for expansion include fundraising through the Combined Federal Campaign and the GSA Recycling Program for the Child Development Center Tuition Assistance Program, which provides financial assistance to NRC families, and through employee use of health maintenance programs, including those offered through the Employee Health Unit, Employee Assistance Program, and Fitness Center.
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. l addition, the agency will continue to provide opportunities for employees to suggest ways in which the agency can be more responsive to their family-work needs through such mechanisms as the recent All-Employee Meetings with the full Commission and the ongoing Agency Labor Management Partnership Committees.
3.
What is your goal in the coming year, and how will you measure success?
The goal for the NRC in the coming year is to encourage more employee participation in the various family-friendly programs and options by generating additional funds to support families seeking tuition 4
assistance for the Child Development Center, increasing the number of i
lunchtime seminars offered to support employees in meeting their elder care responsibilities, publicizing the ncmerous work scheduling options j
available and the advantages of program participation, and enhancing I
communication between staff and management to ensure that employees continue to offer suggestions for improving the work environment to help them meet the competing demands of work and family in today's environment.
4 Measures of success in meeting this goal will be gauged by the number of additional children receiving financial assistance and the corresponding increase in the number of families the program supports; increased employee participation in the Elder Care Support Group; and increased participation in the Part-Time, Job Share, Work-at-Home, and Leave Transfer Programs as well as the use of leave options available through the Family and Medical leave Act and the Federal Employee Family-Friendly Leave Act (Public Law 103-338).
If you have any further questions about our program or the enclosed report, please contact me.
Si ncerel,v.
Enclosure:
As stated
RESULTS OF THE NUCLEAR REGULATORY C0 MISSION'S REVIEW 0F FAMILY FRIENDLY WORK ARRANGEMENTS POLICIES AND PRACTICES i
l Prepared by the Office of Personnel November 19%
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Enclosure
TABLE OF CONTENTS EXECUTIVE
SUMMARY
............................. ii SECTION 1.
INTRODUCTION I
l SECTION 2.
DEPENDENT CARE PROGRAMS AND ACTIVITIES 1
i 2.1 Safe, Affordable Quality Child Care...........
1 2.2 Elder Care Information and Referral Services 2
SECTION 3.
FLEXIBLE HOURS 2
3.1 Flexible Work Schedule - Flexitour Program 2
3.2 Compressed Work Schedule 3
3.3 Part-Time Career Employment Program...........
3 3.4 Job Sharing.......................
3 3.5 Work-at-Home Program 3
3.6 Leave Transfer Program 3
3.7 family and Medical leave Act 3
3.8 Federal Employees Family-Friendly Leave Act (Public Law 103-388) 3 3.9 Absence in Connection with Serving As a Bone-Marrow or Organ Donor (5 U.S.C. s 6327)......
.......... 4 SECTION 4.
OPPORTUNITIES TO TELECOMt1UTE (FLEXIPLACE)...........
4 SECTION 5.
POLICIES AND PROCEDURES THAT PROMOTE ACTIVE INCLUSION OF FATHERS AS WELL AS MOTHERS 4
j SECTION 6.
EFFECTIVE MECHANISM BY WHICH EMPLOYEES CAN SUGGEST NEW PRACTICES THAT STRENGTHEN FAMILIES AND PROVIDE A MORE PRODUCTIVE WORK ENVIRONMENT..........................
4 i
6.1 Agency Labor-Management Partnership Committee......
5 6.2 Equal Employment Opportunity Committees / Counselors 5
5 6.3 Employee Surveys 5
6.4 Open Door Policy 6.5 Employee Suggestion Program...............
6 6.6 Letters to the Chairman................. 6 SECTION 7.
LEADERSHIP AND PARTICIPATION IN POLICIES AND PROGRAMS AT THE HIGHEST LEVEL 0F THE AGENCY..................
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EXECUTIVE
SUMMARY
i The Nuclear Regulatory Commission (NRC) recently undertook ~a review of personnel practices, their implementation, and employee usage to determine whether the environment is supportive of families as required by President Clinton's memorandum to the Heads of Executive Departments and Agencies dated June 21, 1996. The results of this review indicated that the agency's worklife policies and pregrams are very supportive of families and are used by many agency employees.
Evidence of the NRC's strong commitment to providing a quality worklife environment is demonstrated by receipt of an Honorable Mention citation in 1995 and 1996 from the Office of Personnel Management (OPM) for the OPM Director's Award for Outstanding Work and Family Programs.
The NRC will continue to offer programs that assist employees in meeting their child and elder care needs and provide broad flexibility with regard to hours of work and work-at-home arrangements, and remains committed to providing employees appropriate vehicles for making suggestions to senior management for improving the work environment.
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RESULTS OF THE NUCLEAR REGULATORY C0tt11SSION'S REVIEW 0F FAMILY FRIENDLY WORK ARRANGEMENTS - POLICIES AND PRACTICES SECTION 1.
INTRODUCTION The Nuclear Regulatory Commission (NRC) is an independent Federal regulatory agency with approximately-3,100 employees located nationwide.
Throughout its short history, the NRC has recognized the many challenges facing its employees as they meet the competing demands of work and family in today's environment.
With this in mind, the agency established, and continues to provide, comprehensive and dynamic family-friendly worklife arrangements and related programs.'
In order to respond to President Clinton's request for a review of personnel practices, their implementation, and employee utilization of the flexible policies, the NRC examined all programs, policies, and initiatives associated with its work and family programs. The results of this review indicated that the NRC is extremely supportive in providing employees with an environment that is responsive to families. Sections 2 through 7 of this report contain information related to the NRC's dependent care programs, work schedules and flexible hours, telecommuting, mechanisms for receiving employee suggestions, and leadership participation in policy and program development.
SECTION 2.
DEPENDENT CARE PROGRAMS AND ACTIVITIES 2.1 Safe. Affordable Quality Child Care The NRC Child Development Center, was designed and b'uilt in order to provide affordable, quality child care and preschool education for the children of NRC employees and, as space is available, other Federal employees and the general public.
The NRC Child Development Center provides a warm, nurturing program where children can grow from infancy through Kindergarten in a safe, stimulating, loving environment.
The developmental program offered at the NRC Center is derived from a combination of Montessori and Traditional early childhood components.
The Center, which opened on September 6, 1994, has an enrollment of 108 children ages 6 weeks to 6 years old, including those enrolled in the all-day Kindergarten program. The NRC is especially proud of the fact that 20% of the NRC children attending are on needs-based scholarships using contributions
($39,000) generated through participation in the Combined Federal Campaign (CFC) and the General Services Administration (GSA) Recycling Program. The agency is a recognized leader in the community for its aggressive Tuition Assistance Program, which provides the means for interested employees to use the facility.
' National Treasury Employees Union representatives of NRC bargaining unit employees participated in the development of work and family programs that are implemented at the Nuclear Regulatory Commission.
Currently, new initiatives are addressed through the Agency Labor Management Partnership Committee.
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2.2 Elder Care Information and Referral Services l
The NRC's Adult Dependent Care Resource' and Referral Program, offered in conjunction with the agency's Employee Assistance Program, was established to assist employees in identifying and obtaining community services for an older person or family member who is incapacitated. Through this program, the Employee Assistance Program Manager provides information and support to employees who are dealing with adult dependent care issues and options on the use of alternative work schedules, including provisions under the Family and Medical Leave Act, the Voluntary Leave Transfer Program, Flexitime, Compressed Work Schedules, and other available avenues that provide employees with the flexibility they need in making arrangements for adult dependent care.
Frequently, elder care issues affect employees with young children as well, providing the caregiver with overwhelming responsibilities in addition to those that are naturally a part of.the work environment.
It is for this reason that the NRC also provides a series of noontime sessions that address elder care issues. Topics in this ongoing series have included:
"The Care Giving Squeeze"; " Escaping the Burnout Trap, Resources and Services, and Getting Help When A Parent Resists"; Long Distance Care - Problems and Solutions"; " Difficult Parent Behavior"; and " Depression in Older Adults."
The elder care seminars, which are always well received, led to the establishment of a support group that meets once a month enabling participants to discuss and share their common concerns.
In addition, the Employee Assistance Program Manager maintains a library for employee use offering publications from the American Association of Retired Persons (AARP) that pertain to elder care issues.
Publications available include: "A Path for Caregivers"; " Staying Home, A Guide to Long-Term Care &
J Housing"; and " Miles Away and Still Caring, A Guide for Long-Distance Caregivers."
SECTION 3.
FLEXIBLE HOURS The NRC offers a number of flexible work scheduling programs and options that provide employees with significant opportunities to balance their work and family lives. A summary of the NRC's work scheduling programs and options is provided below.
3.1 Flexible Work Schedule - Flexitour Program NRC adopted a Flexitour Schedule in 1984, allowing a flexible work schedule by which employees may arrive as early as 6:45 a.m. and depart as late as 6:00 p.m.
A new work scheduling option recently was made available to NRC employees through the expansion of the Flexible Work Schedule.
This recent addition of a Credit Hour provision allows employees to earn as many as 31/4 credit hours a day, Monday through Friday, and up to a maximum of 10 hours1.157407e-4 days <br />0.00278 hours <br />1.653439e-5 weeks <br />3.805e-6 months <br /> a week (subject to the statutory 24-hour carry-over limit) consistent with workload considerations.
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3.2 Compressed Work Schedule i
NRC adopted a Compressed Work Schedule Program for bargaining unit employees in 1984 and for non-bargaining unit employees in 1987.
This arrangement allows employees to work an 80-hour pay period in 9 rather than 10 days over a 2-week period.
More than 2,000 NRC employees participate in this program.
3.3 Part-Time Career Employment Program 4
The NRC Part-Time Career Employment Program was designed to provide part-time career employment opportunities for employees who choose to work a regularly 4
scheduled tour of duty from 16 to 32 hours3.703704e-4 days <br />0.00889 hours <br />5.291005e-5 weeks <br />1.2176e-5 months <br /> per week.
Currently there are 143 employees working on a permanent part-time basis.
3.4 Job Sharing 4
NRC includes a job sharing component in its Part-Time Career Employment
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Program. This flexible aspect of the part-time program allows two (or more) employees to arrange their tours of duty to cover a single full-time position.
Currently 8 employees are participating in the program.
3.5 Work At-Home Program NRC's work-at-home policy permits an employee to work at home during a period of personal incapacitation, such as during recovery from medical treatment or the birth of a child, or in cases of personal hardship, such as caring for a family member who is ill.
In 1995, 41 employees were granted approval to work at home. Thus far in 1996, 25 employees have participated in the program.
3.6 Leave Transfer Program j
NRC's leave Transfer Program was established in 1988. At present, 10 employees participating in the program ue recipients of donated leave.
3.7 Family and Medical Leave Act l
NRC has implemented requirements contained in the Family and Medical leave Act of 1993 whereby eligible employees may take up to 12 weeks off for certain family and medical reasons.
3.8 Federal Employees Family Friendly Leave Act (Public Law 103-388)
Provisions of this Act, by which employees are using sick leave to care for sick family members or to arrange for or attend funerals for family members, are being implemented at the NRC.
In addition, NRC employees benefit from their ability to use sick leave for adoption purposes.
3.9 Absence in Connection with Serving As a Bone-Marrow or Organ Donor (5 U.S.C. S 6327)
Employees also may be granted up to 7 days a year for absences in connection with serving as a bone-marrow or organ donor.
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SECTION 4.
OPPORTUNITIES TO TELECOMMUTE (FLEXIPLACE)
The agency anticipates a moderate expansion of its Flexiplace program over and above the current work-at-home program.
Pending establishment of implementation procedures, up to 50 NRC employees will participate in the program, which will enable them to spend some portion of the work week working at home.
SECTION 5.
POLICIES AND PROCEDURES THAT PROMOTE ACTIVE INCLUSION OF FATHERS AS WELL AS MOTHERS During the Fall of 1995, the NRC reviewed every program, policy, and initiative pertaining to families to determine whether they are as supportive of men in their roles as fathers as they are of women in their roles as mothers. The results of that review indicated that the agency's programs are equally supportive of both fathers and mothers.
One contributing factor to the success and widespread use of the many work scheduling programs and options by NRC employees is continued communication between staff and management. The NRC also recognizes the importance of providing managers with appropriate tools to assist employees in balancing professional and personal priorities.
Therefore, the NRC has been committed to encouraging managers and employees to become familiar with, and to make use of, the many family-friendly work arrangements, leave options, and special programs that are offered. The NRC's primary vehicle for providing information on a variety of inues, including those associated with worklife quality, is the publication of All-Employee Announcements. Other avenues include Information Brochures, NRC Bulletins, Management Directives, and Network Bulletins.
SECTION 6.
EFFECTIVE MECHANISMS BY WHICH EMPLOYEES CAN SUGGEST NEW PRACTICES THAT STRENGTHEN FAMILIES AND PROVIDE A MORE PRODUCTIVE WORK ENVIRONMENT The NRC has established a number of mechanisms for obtaining employee suggestions for improving the work place and employees' work lives. A recent initiative is the formation of the Agency Labor-Management Partnership Committee. The committee was established in response to President Clinton's Executive Order 12871, calling for the formation of cooperative labor-management partnerships throughout the Federal government. Other long-l standing mechanisms include policies and programs designed to enhance communications and survey research to solicit information on a variety of worklife issues. A discussion of the various mechanisms, policies, and programs follows.
6.1 Agency Labor Management Partnership Committee With the establishment of the Agency Labor-Management Partnership Committee and the associated Office / Regional Partnership Committees, every NRC employee is afforded the opportunity to provide suggestions and recommendations for not 5
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1 only improving work operations, but also for enhancing the NRC work environment. The partnership was designed to serve as a forum for addressing issues and concerns which have an impact on the work place and employees' work lives. More detailed information on this process is provided in j
Section 7..
l 6.2 Equal Employment Opportunity Committees / Counselors In addition to the Partnership Committee, the NRC has established 7 Equal l
Employment Opportunity (EEO) Advisory Committees:
the Affirmative Action i
Advisory Committee; Advisory Committee for African Americans; Asian / Pacific American Advisory Committee; Committee on Age Discrimination; Federal Women's l
Program Advisory Committee; Hispanic Employment Program Advisory Committee; and the Joint Labor Management EE0 Committee.
I The committees, representing their constituents across the agency, provide recommendations to management on a variety of issues, including those associated with the work environment.
NRC's Equal Employment Opportunity Counselors are available to provide counseling and guidance to employees on a variety of issues relating to the NRC work environment.
6.3 Employee Surveys The NRC periodically solicits errployee attitudes and opinions on work-related topics, including work experiences and EE0 issues, training, performance management, work schedules, and pay.
The most recent comprehensive workforce survey was administered in 1993 Following analysis of the results, the agency conducted a series of Focus Groups with the agency's EE0 committees and their constituents in late 1994 to refine generalized trends reflected in the results of the survey, identify more specific issues, and solicit employee recommendations for improvements.
6.4 Open Door Policy The NRC established its Open Door policy to foster an atmosphere of open and free communication within the agency and underscore management's intention to consider and address the issues and concerns brought forward.
Under the Open D30r Policy, any employee may initiate a meeting with an NRC manager or super /isor, including a Commissioner or the Chairman of NRC, to discuss any matter of concern.
Provisions are such that an employee may request an Open Door meeting directly with the selected manager or supervisor without the approval of intermediete management.
6.5 Employee Suggestion Program Any NRC employee may offer suggestions through the Employee Suggestion Program to improve productivity, economy, efficiency, and effectiveness in carrying out the NRC's policies and programs.
The program is structured in a way that suggestions adopted may result in recognition of and reward for the suggesting empl oyee(s).
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6.6 Letters to the Chairman The HR&C, a monthly publication issued by the agency, provides information of interest and value to employees. A periodic feature of this publication is i
the "Ask the Chairman" column, which addresses questions and concerns on issues raised by individual employees. The Chairman directly responds to each inquiry submitted.
SECTION 7.
LEADERSHIP AND PARTICIPATION IN POLICIES AND PROGRAMS AT THE HIGHEST LEVEL OF THE AGENCY l
Shortly after Executive Order 12871 was issued, the NRC established the Agency Labor-Management Partnership Committee (ALMPC). One important function of the partnership is to serve as a forum for addressing union and/or NRC initiated issues, suggestions, and concerns that have an impact on the work place and employees' work lives. The ALMPC recognizes the value of utilizing employee talents and creativity to improve work processes and programs, customer services, quality of worklife, accomplishment of the agency's mission, and workforce diversity.
Through this vehicle, and the associated Office / Regional Partnership Committees, every NRC employee has an opportunity to offer suggestions on various programs and policies in a forum that includes high level management representatives. The benefit to both staff and management is.that issues of importance can be discussed informally, enhancing communications among all concerned.
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THE WHITE HOUSC f
WAS H I N GTO N July 26,1996 MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPA
%ENTS AND AGENCIES FROM:
CAROL RASC NIiELAINE KAMARC '
/
'J FAMILY-FRIENDLY WORK ARRANGEMENTS
SUBJECT:
As you know, the President's June 21,1996 Memorandum reiterated his comm families in the federal workplace. The Memorandum directed all heads of exec l
-departments and agencies to review their personnel policies and progra d
of action that provides employees more flexibility to meet family demands. To h
attached please find a suggested format for your department's response, i b it d will assist you in assessing your efforts. This review should build on your outline Memorandum in which you were asked to establish a in response to the July 11,1994 program to encourage and support the expansion of flexible family-frien arrangements.
This review is meant to assist you as well as the Administration in asses identify any serve our employees and their families. In responding to the questions, please barriers that you may have faced while implementing your agency's fami arrangements.
we would like a report that details your agency's 18,1996
- ddition, By Monday, November accomplishments and ongoing efforts, following the 1996 to discuss these policies.
The White House contacts for this initiative are L
( ) h t will 15,1996 please provide them with the name of the person s t a
~ 5228). By August serve as representative (s) for your department or agency.
We appreciate your immediate attention to this mat *er.
Attachments:
June 21,1996 Presidential Memorandum A.
B.
July 11,1994 Presidential Memorandum C.
Suggested Format for Response s
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l THE W'HITE HOUSE WAs H I N GTo N June 21, 1996 i
AND AGENCIES MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENT Implementing Federal Family Friendly Work
SUBJECT:
Arrangements honoring and supporting the concerns-d government X continue to believe that l
of family members in the workplace is vital to gooIn order to build on its record the executive l
and to a productive work force.for families in the Federal workplac of support continue to examine July 11, 1994.
The the goals of the Presidential Memorandum of in transforming branch must continue to set the pace so that it supports must Federal Government the culture of the American workplace employees who are devoted to their families.
l whenever the Federal Governmentand military i
is clear to me that l
establishes a goal of providing civilian emp oyeessupportive to families, and the result It personnel with an environmentincreased worker commitmentand improved family l
l efficiency, is greater cost productivity, better customer service, l
departments and today I am directing all executive d develop a plan agencies to review their personnel practices an d in place and, Therefore, of action to utilize the flexible policies alrea yexpand their ability to
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to the extent feasible, employees:
affordable quality child care; in securing safe,
- 1) assistance elder care information and referral services; i
I (2) will enable employees to schedule the r l
This includes (3) flexible hours that the needs of their families.
d to parents to cttc..d school functions an work and meet encouragement events essential to their children; and consistent when possible, the goal of 60,000 opportunities to telecommute, to achievePresident's Management (4) with their responsibilities, as set by the and frem telecommmuters by 1998 includes teleccmmut ng from hcme Ccuncil.
This satellite locationc, m
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act ree (5) pc l i c ; -
and precedures that prcmot,
tathers as well as mothers; ca: suggest new mechanism by which employeet fo: a more (61 an effec *:ve strengthen families and orovice practices that and productive work environment; i
in these policies and programs leadership and participation (7) at the highest level of the agency.
The departments and agencies shall provide an initial report hrough on the results of this review to the Vice President tf the date of I
the National Performance Review within 120 days oshould include an assessment this memorandum.
This report innovative progress made tawards specif'ic goals and include approaches and detailed success stories.
together with the Domestic I
The National Performance Review, Council working Group 1
the President's Management and the Policy Council, the Office of Personnel Management, h the General Services Administration will continue to work witforward toge on Telecommuting, executive agencies as we move productivity through family friendly work environments.
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l TH E WHITE HOUS E WACHINoToN July 11.
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ND AGENCIES 1
MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS Expanding Family-Friendly WorkArrangements in the Ex
SUBJECT:
and retain a Federal work force that will quality of service to the American pecple. flexible work In order to recruit provide the highest implement Broad use of flexible the executive branch must" family-friendly" workplace.
co te better balance to create a l
work arrangements to enable Federal emp oye increace empic'
.c their work and family reopensibilitico candecreasing turncver l
ef f ectiveness and job aatlof action, while the National I therefore adept family-friendly rates and absenteeism.
a more Pe rf ormance Review's recommendation that ities for Federal l
workplace be created by expanding opportunin flexible work arrangeme cono ctent workers to participate with the misalon of the executive brancor agency (hereafter head of each executive department is hereby directed to j
collectively " agency" or " agencies")
The the expansicn l
establish a program to encourage and supportfamily-friendly work a including:
of flexible job sharing; career part-time employment;telecommuting and satellite w ions.
Such schedules; a program shall include:
are ouitable for J
identifying agency positions that (1) flexible work arrangements; adopting appropriate policies to increase theop i i a
(2) ments; to participate in such flexib.e work arrange providing appropriate training and supportflexible work arrangemento; (3) necessary to implement imp 1_.2cnting this directive
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such icentifying barriers to and providing recommendations for addrencing (4)
Council.
President's Management barriers to the
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'J I direct the Director of the of fice cf Perconnel i
and the Administrator of General Management ("OPM")to take all necessary ctepc to support and encourage the expanded implementation of flexible work Se rvices (*GSA")
4 to The OPM and GSA chall work in concert are barriers to arrangements.
promptly review and revise regulations thatsuch work arrangements an The OPM and to achieve the goals of this directive.to implement this i
- needed, as requested, GSA also shall assist agencies, directive.
Council, in conjunction with the t
The President's Management shall ensure that any guidance i
Office of Management and Budget, forth in this directive the actions set necessary to implement j
is provided.
agencies are requested to adhere to this directive Independent l
to the extent permitted by law.
l of the executive Thic directive is for the internal managementcreate any right j
or intended to, and does not, enforceable by a party branch and is not cubstantive or procedural,its agencies er instrumentalities,
- benefit, against the United States, or any other-person.
its efficers or employees, Managemen: and Budget The Director of the Ottice et in the l
is authorized and directed to publish this direc'.ive 4
Federal Recicter.
JA M
Q GUIDEl.lNES FOR RESPONSE To Tile PRESIDENTIAL MEM
_ "lMPl.EMENTING FAMILY-FRIENDLY FEDERAL WORK A JUNE 21,1996 In response to the Presidential Memorandum please answer each of the you address the areas of family support cited in the memorandum.
- 1. What is the present situation in your agency with regard to the question?
- 2. What plans do you have to expand or improve this option?
- 3. What is your goal in the coming year, and how will you measure success?
Please respond to these questions as you consider each of the following:
How does your agency or department offer assistance to employees in affordable chld care?
How does your agency or department provide elder care information an serv ces?
To what extent do employees of your agency or department utilize flem i ii enable them to spend more time with farruly or in family and commumty act v especially their children's school functions?
To what extent are telecommuting options available to, and utihzed by your workforce' d
What efforts is your agency making to promote the active mvolvement o mothers in their children's lives?
What mechanism is available to employees in your department or agen b
and ways in which you could be more responsive to their needs as family m enhance their productivity?
How is the importance of this initiative made clear, and the options
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highest levels of your agency or department Please lle Certain To include Infortnation About Current Efforts, Future Plans, And Measures of Success.
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In considering your answers to the memorandum, note that the US Office of Perso management suggested some options to consider m implementin 11,1994 Memorandum of July It may be helpful to consider these options in preparing your the Executive Branch"
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response.
Written policy on leave for family responsibilities Credit hours
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a Leave sharing i
Leave bank Flexible work schedules 1
Compressed work schedules Job shanng 1
Career part-time employment Telecommuting Satellite work locanons Child care / development centers on site or near site Counseling and referral services for child care Counseling and referral services for elder core Employee assistance program for family matters We are mterested in learmng Please do not limit your agency response to only dies, sprions what options and strategies you may be usmg or planmng to use l CUlIltre and lCadership su
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