agriculture handbook no. 23

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AGRICULTURE HANDBOOK NO. 23

U. S. Department of Agriculture Office of Personnel

YOUR HANDBOOK Sí and suggestions for using it U.í$ i

Your handbook is designed to help you understand the work ■ T^'l

of the U. S. Department of Agriculture. It tells you about

many benefits and privileges derived from being employed in

this Department. It also defines many of your responsil)ili-

ties as an employee.

Some suggestions for using and reading it are:

1. Read the entire table of contents. Check items about which you are most interested. Read these first.

2. Schedule your reading of this handbook. Read several sections a day.

3. This is your personal copy. Underline and mark important portions if this will help you learn and remember.

4. Ask your supervisor to explain things that are not understood or are not included in this book.

IMPORTANT

ALL EMPLOYEES SHOULD KNOW THE BASIC PERSONNEL POLICIES OF THE DEPARTMENT INCLUDED IN APPENDIX II, AND MUST STUDY SECTION 3. CONDUCT AND OPPORTUNITIES.

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YOUR OPPORTUNITY FOR PUBLIC SERVICE

Of all the branches of the Federal Government, none touches more intimately the lives of all our people in the United States, as well as millions in other parts of the world, than the U.S. Department of Agriculture.

The great traditions of service and the high standards of professional excellence that characterize this Depart- ment are recognized everywhere. The unprecedented progress of agriculture in the United States is due in no small measure to contributions made by employees of the USDA in a century of dedicated service.

As President Johnson said, in his presentation of Federal civilian awards, in 1964, ^^many of our society's most challenging and most demanding and most difficult and most important posts today are in the public sector." The opportunity carries with it the responsibility to perform our duties with diligence and enthusiasm.

This handbook will help you understand the work of the whole Department and your privileges and responsibilities as an employee. It will put in perspective your role in our common effort to help create equality of economic opportunity for the efficient farmer, to insure abundance for all our people, and to use that abundance as an instrument for freedom in a hungry world.

Secretary of Agriculture

Washington, D.C. Revised August 1965

CONTENTS SECTION 1—YOUR DEPARTMENT P,^.

How It Started 1 How It Works 2

SECTION 2—YOUR JOB Your Appointment 14 Your Duties 15 Your Hours of Work 16 Your Pay 17 Your Leave 22

SECTION 3—CONDUCT AND OPPORTUNITIES Conduct as an Employee 25 Performance Requirements, Ratings, Appeals, and Griev-

ances 32 Opportunities for Advancement 34 Educational Development 34

SECTION 4—BENEFITS AND AWARDS Retirement and Social Security 38 Health Benefits and Insurance 40 Incentive Auvards 45 Safety and Health 47 Employee Services and Activities 49

SECTION 5—LEAVING YOUR JOB Reductions in Force 52 Resignations 53 Unemployment Compensation 53

SECTION 6—HELPFUL HINTS 57 APPENDIX I

General Publications 59 Training Publications 59

APPENDIX II Department Personnel Manual 59

Chapter 272—Personnel Policy Formulation and Personnd Issuances 59

Subchapter 1—Policy 59 Chapter 713—Nondiscrimination 61

Subchapter 3—Complaints of Discrimination.... 61 Chapter 771—Employee Grievances and Administra-

tive Appeals 66 Subchapter 1—Employee Grievances 66 Subchapter 4—Hearing Procedure—Employee

Appeals 68 Secretary's Memorandum No. 1569—Policy on

Employee's Rights to Representation in Dealings With Management 71

INDEX 75 ii

THE UNITED STATES DEPARTMENT OF AGRICULTURE

List of Agencies and Agency Abbreviations

Sec OFFICE OF THE SECRETARY

OGC Office of the General Counsel OIG Office of the Inspector General

DEPARTMENTAL ADMINISTRATION

QMS Office of Management Services B&F Office of Budget and Finance OHE Office of Hearing Examiners Inf Office of Information OMASD Office of Management Appraisal and Systems Development Pers Office of Personnel P&O Office of Plant and Operations

RURAL DEVELOPMENT AND CONSERVATION

RODS Rural Community Development Service FC S Farmer Cooperative Service FHA Farmers Home Administration FS Forest Service REA Rural Electrification Administration ses Soil Conservation Service

INTERNATIONAL AFFAIRS

FAS Foreign Agricultural Service IADS International Agricultural Development Service

MARKETING AND CONSUMER SERVICES

C&MS Consumer and Marketing Service CEA Commodity Exchange Authority

STABILIZATION

CCC Commodity Credit Corporation ASCS Agricultural Stabilization and Conservation Service FCIC Federal Crop Insurance Corporation

AGRICULTURAL ECONOMICS

ERS Economic Research Service SRS Statistical Reporting Service

SCIENCE AND EDUCATION

ARS Agricultural Research Service CSRS Cooperative State Research Service FES Federal Extension Service NAL National Agricultural Library

YOUR DEPARTMENT HOW IT STARTED

The work of the U.S. Department of Agriculture began in the U.S. Patent Office in 1836, when Commissioner of Patents Henry L. Ellsworth began to distribute agricultural seeds and plants to farmers. He had, however, no official power to do this. He sought to prove the need to use public funds for seed distribution and agricultural statistics. Finally, in 1839, Congress granted the Patent Office $1,000 to be spent in the collection of statistics and for other agricultural purposes. This was the earliest authorization for agricultural expenditures from Federal funds.

In 1849 the Department of the Interior was created, and the Patent Office became a part of it. This soon led to the estabUshment of an Agri- cultural Division in the Patent Office. However, the public was not satisfied with half measures, and at last Presi- dent Lincoln, on May 15, 1862, signed a bill which created the Department of Agriculture. Isaac Newton became first Commissioner of Agriculture. He had no seat in the Cabinet, but a bill enacted by the 50th Congress that became law February 9,1889, raised the head of the Department to Cabinet rank as Secretary of Agriculture.

Secretary Freeman is the 16th to hold that office.

Another law, known as the Land- Grant College Act, has had great influence on the service of the Depart- ment. It was signed by President Lincoln on July 2, 1862. This act endowed State colleges, for the benefit of agriculture and the mechanical arts, with 11 milUon acres of public land— a domain twice the size of Vermont. From that State came Senator Justin Smith Morrill, sponsor of the basic legislation known as the Morrill Act. It was followed by many more laws to strengthen, through Federal grants and cooperative programs, the State agricultural experiment stations and extension services in their relations with the Department.

Diverse Organization

Today the Department is composed of many agencies performing diverse activities. Steady growth of USDA has resulted from the enactment of successive laws arising from popular demand and pubUc need. Activities of the U.S. Department of Agriculture are conducted at approximately 10,000 locations throughout the United States and in foreign countries. In fulfilling

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these assignments, the Department cooperates with the States, agricultural organizations, food and fiber processing associations, farmers' cooperatives, and with industrial corpo- rations, as well as with individual farmers.

The Department's general objectives are in behalf of economic production and distribution of essential

food and fiber, wise conservation of natural resources, sound stabilization of farm prices and returns, scientific investigation of newer and better methods, regulation of markets and trade in farm products and facilities, development and expansion of foreign markets, and getting information to farmers and the public on achievements and progress made.

HOW IT WORKS

The Department is organized into agencies under the direction of the Secretary. Agencies with related activities are arranged organizationally into the following groups: Rural Development and Conservation; International Affairs; Marketing and Consumer Services; Stabilization; Agricultural Economics; Science and Education; Departmental Adminis- tration; Ofiice of the General Counsel; and Office of the Inspector General.

Descriptions of the functions of these agencies are included in the paragraphs which follow. An organization chart appears on page iv of this Handbook.

Rural Development and Conservation

The RURAL COMMUNITY DEVEL-

OPMENT SERVICE coordinates the efforts of the agencies of the Depart- ment of Agriculture in the over-all rural areas development effort.

Among RCDS's major responsibilities are: Developing programs for rural areas development, working with agencies in agriculture in determining departmental policies on technical assistance projects and services, promoting industrial and commercial enterprises as well as outdoor recreation and tourism.

In addition to working with USDA agencies, the personnel of RCDS works closely with other Federal agencies and Departments in implementing their services toward rural areas development work.

The service is the Department's liaison and catalyst between the local rural areas development committees and the governmental resources which can help the local groups.

The FARMER COOPERATIVE SERVICE

conducts research studies and service activities of assistance to farmers in connection with cooperatives engaged in marketing farm products, purchasing farm supplies, and supplying business services. The work of the Service relates to problems of management, organization, policies, financ- ing, merchandising, product quality, costs, efficiency, and membership.

It publishes the results of such studies; confers and advises with officials of farmer cooperatives; and works with educational agencies, cooperatives, and others in the dissemination of information relating to cooperative principles and practices.

The FARMERS HOME ADMINISTRA-

TION, with loans accompanied by technical advice in farm and financial management, helps farm families in

3,000 rural counties in 50 States, Puerto Rico, and the Virgin Islands, make needed adjustments in their operations; operate, buy, and develop family farms; develop grazing associations; finance new income-producing enterprises such as forestry and recreation, and continue operations when hit by floods, droughts, freezes, and other natural disasters.

The agency also extends its supervised credit services to famiUes in small country towns and villages and to farmers to build and repair homes; develop rural community water systems, recreation faciUties, senior citizens housing projects, and rural renewal projects; develop housing for farm laborers, and finance community watershed protection and flood prevention work.

Under the Economic Opportunity Act of 1964, Farmers Home Admin- istration also provides supervised credit to lownincome rural families to finance agricultural and nonagricul- tural enterprises, which will increase their incomes and raise their standard of hving, and loans to cooperatives serving low-income rural famiUes to provide essential processing, purchasing, and marketing services, supplies or facilities.

Created in 1946, Farmers Home Administration succeeded the Farm Security Administration which was started in 1937 and which in turn took over many functions of the Resettle- ment Administration estabhshed by Presidential Executive order in April 1935. Operating through a national office in Washington, D.C., 42 State offices, and 1,600 county offices. Farmers Home Administration has a force of some 5,400 full-time men and women.

The FOREST SERVICE is responsible for promoting conservation and wise use in the one-third of our country that is forest land. Included in this responsibility is the management of 154 national forests and 19 national grasslands, containing 186 miUion acres in 43 States. Each year national forests furnish over 11 biUion board feet of timber and provide grazing for 1.4 milUon head of cattle and 2.7 miUion head of sheep. The national forests annually receive more than 134 miUion recreation visits.

The Forest Service also carries on forestry and range management research in many fields. Another func- tion—cooperative activities with the States and private forestland owners—provides a valuable exchange of knowledge and promotes the protection and management of all forest lands. Recent expansion of international forestry has resulted in world-wide cooperation in that field. Carrying out these varied responsi- biUties requires a force of some 18,000 full-time men and women, aided by 21,000 part-time and seasonal employees. They represent more than 200 distinct classes of positions.

The Forest Service maintains 10 regional offices and 10 experiment stations throughout the country. In the national forest system are more than 800 ranger districts. In addition, the Forest Service maintains over 90 research laboratories and similar installations. Speciahzed research is also carried out at the Forest Products Laboratory at Madison, Wis., and the Institute of Tropical Forestry in Puerto Rico.

The newest Forest Service responsi- biUty is administering 60 rural Job Corps centers authorized by the 1964

Economic Opportunity Act. Centers are designed to help unemployed young men, 16 through 21 years, acquire basic education and job skills necessary for constructive roles in today's society.

The RURAL ELECTRIFICATION AD-

MINISTRATION is a lending agency established in 1935. It makes loans to qualified borrowers, with preference to cooperatives and public bodies, to finance construction of electric facilities to provide initial and continued adequate electric service to persons in rural areas. Since 1949, REA also has made loans to commercial and nonprofit enterprises for the improvement and extension of rural telephone service. REA operates no electric or telephone lines. In support of its loans, it provides borrowers technical assistance in accounting, engineering, and management improvement where needed. REA also assists its borrowers in rural areas development programs.

The SOIL CONSERVATION SERVICE

i^. the Department's technical agency for developing and carrying out a national soil and water conservation program.

The Administrator and his staff in Washington, D.C., and 50 State offices give technical and administrative leadership to field personnel in 268 area offices and more than 3,000 work units whose staffs work directly with landowners and operators and with rural and urban groups. The

Soil Conservation Service employs soil conservationists; and soil and

water, engineering, and plant tech- nology specialists.

Generally SCS assistance is provided through the nearly 3,000 locally

organized and managed soil and water conservation districts.

The Soil Conservation Service administers the watershed protection and flood prevention program. This program provides for multipurpose watershed projects, including development of water for agricultural, municipal, industrial, recreational, and fish and wildlife uses in addition to flood prevention.

The Soil Conservation Service administers the long-term Great Plains conservation program and snow surveys for water forecasting in the Western States; represents the De- partment of Agriculture in river basin planning, surveys, and investigations; has leadership in the Federal part of the National Cooperative Soil Survey, which provides essential soils information used by landowners and operators and community planning officials and engineers; has leadership of the Department's program for income- producing recreation on rural lands; assists local sponsors of resource conservation and development projects; and provides technical assistance in the Department's cost-sharing, credit, and rural areas development program.

International Affairs

The FOREIGN AGRICULTURAL SERV-

ICE administers the programs and policies of the Department relating to foreign agriculture, including specialized programs relating to foreign affairs and interests of the Depart- ment; has primary responsibility for matters pertaining to agricultural trade and relationships with foreign areas and coordination of relationships between USD A and the Depart- ment of State, other departments and

agencies operating in foreign areas, and the Food and Agricultural Or- ganization of the United Nations.

These programs include (1) development of continuous normal foreign markets for U.S. agricultural commodities; (2) conduct of foreign agricultural commodity and trade competition studies to provide domestic agricultural trade groups, the Gov- ernment, and others with appraisals and interpretations of findings; (3) conduct of economic studies and control of specific U.S. agricultural imports; (4) conduct of specialized market development programs, operations, and projects abroad to promote sales of U.S. surplus agricultural commodities; (5) administration of world-wide agricultural attaché services to provide the foreign representation and reporting needs of FAS; (6) barter of surplus agricultural commodities for strategic materials for the national stockpile and for other important needs and purposes; (7) formulation and administration of Commodity Credit Cor- poration and FAS export programs and pricing policies relating to sale for dollars of CCC-owned or price- supported surplus agricultural commodities; (8) coordination of USD A participation in activities of international organizations concerned with agriculture; and (9) coordination of USDA representation and positions for use in trade agreements and nego- tiations with foreign countries.

The INTERNATIONAL AGRICUL-

TURAL DEVELOPMENT SERVICE develops and coordinates Department- wide, private, and other U.S. Government agencies participation in agricultural technical assistance and development programs in foreign

countries; and develops and supervises training, study, consultation, and observation programs in agriculture, home economics and related subjects for foreign officials, leaders, scientists, technicians, or other foreign nationals sponsored by agencies of the U.S. Government, international organizations, other public and private groups, and foreign Govern- ments.

Marketing and Consumer Services

The CONSUMER AND MARKETING

SERVICE administers programs relating to domestic marketing and distribution, including consumer food, consumer protection, and other services to aid in advancing the orderly and efficient marketing of products from the nation's farms.

The primary functions of C&MS are (1) marketing services (market news, commodity standardization, inspection, classing, and grading) programs which contribute to the efficient and orderly marketing of farm products; (2) inspection programs to insure the wholesomeness of domestic, imported and exported meat, and poultry food products; (3) marketing agreements and orders designed to improve returns to producers through orderly marketing; (4) marketing regulatory programs to protect farmers and others from financial loss resulting from deceptive, careless, and fraudulent marketing practices; (5) food stamp programs to provide food assistance through State welfare agencies to needy house- holds; (6) school lunch and special milk programs to improve the health and well-being of the nation's school children and broaden the market for agricultural food commodities; (7)

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programs for distribution and dona- tion of surplus agricultural commodities to State agencies for school lunch programs, charitable institutions, needy families and for disaster or emergency relief; (8) food trades programs designed to promote consumer purchase and use of plentiful foods to increase movement through normal channels of trade; (9) freight rate services to assist in obtaining and maintaining equitable transportation rates and services on farm supplies and products; (10) matching fund programs designed to provide consult- ing services to States in the development and execution of marketing service projects; and (11) assigned civil defense and defense mobilization activities involving planning for processing and distributing foods and fibers under emergency conditions.

Headquarters offices of C&MS are located in Washington, D.C., but most of the program activities are carried on through field offices of the Washington divisions.

The COMMODITY EXCHANGE AU-

THORITY administers the Commodity Exchange Act, providing regulation of trading and pricing pertaining to designated commodity exchanges. Major purposes of trading regulations are to prevent price manipulation and market corners, and to protect market users against cheating and fraud in commodity transactions. Commod- ity brokerage activities are regulated to safeguard the handling of traders' accounts and funds by brokers. The agency maintains continuous surveil- lance of trading on exchanges, audits commodity brokerage firms, makes investigations, provides evidence to prosecute violations of the act, and publishes statistics and reports on

commodity trading and market conditions.

Stabilization

The COMMODITY CREDIT CORPO-

RATION is an agency of the U.S. Department of Agriculture under a permanent Federal charter. It administers programs designed to aid producers secure a fair return for their commodities, help insure an orderly flow of commodities into the market, and prevent needless waste of commodities.

Major programs of CCC include price support and stabilization payments. Price support programs are administered for wheat, corn, cotton, peanuts, rice, tobacco, butterfat, milk, wool, mohair, honey, tung nuts, barley, oats, rye, sorghum grain, flaxseed, soybeans, dry edible beans, cottonseed, and crude pine gum. Stabilization payments for diverting excess acreages to conserving uses are authorized for feed grains and wheat.

Commodities acquired under the price support program are disposed of through domestic and export sales, transfers to other Government agencies, and donations for welfare use. The CCC is also authorized to exchange surplus agricultural commodities acquired by the CCC for strategic and critical materials pro-

duced abroad. CCC carries out assigned activities

under Public Law 480, the Agricul- tural Trade Development and As- sistance Act of 1954, as amended.

These pertain to the sale of surplus agricultural commodities for foreign currencies; disposition of commodities

for famine relief and other foreign

assistance; and long-term credit and supply contracts.

Administration of U.S. operations under the International Wheat Agree- ment is a responsibility of the CCC.

Under its storage facilities program, CCC (1) purchases and maintains granaries and equipment for care and storage of CCC owned or controlled grain in areas where commercial storage facilities are inadequate, (2) makes loans for the construction or expansion of farm storage facilities and (3) undertakes such other operations as may be necessary to provide storage adequate to carry out efficiently and effectively CCC's programs.

In carrying out its principal operations, the CCC utilizes the personnel and facilities of the Agricultural Stabilization and Conservation Service.

The AGRICULTURAL STABILIZATION

AND CONSERVATION SERVICE is responsible for a wide variety of the action programs of the Department in its relationships with the farmer and the agricultural industry. Its programs are in the general field of production adjustment, conservation assistance, price and market stabilization, and the United States operations in the administration of the Interna- tional Wheat and Sugar Agreements.

The principal activities of ASCS include (1) price support, which is carried out through commodity loans to farmers or through direct purchases of agricultural commodities from farmers and processors; (2) production adjustment, which is carried out through marketing quotas, acreage allotments, and/or stabilization payments for a number of commodities in abundant supply (cotton, tobacco.

rice, peanuts, wheat, com, and other feed grains), and through conditional or incentive payments for two commodities in which the Nation is not self-sufficient (sugar and wool); (3) conservation and land use adjustment assistance, carried out through sharing with individual farmers the cost of installing needed soil, water, wood- land, and wildlife conserving practices through the Agricultural Con- servation Program, and through agreements and authorized practice cost sharing under the Cropland Conversion Program and the Conser- vation Reserve Program on the Soil Bank; (4) management of inventories of the Commodity Credit Corpora- tion through sales, export, payments in kind, donations, storage, and related processing and shipping arrangements; (5) emergency disaster relief, through direct assistance to farmers and ranchers, and (6) assistance in preparedness and planning for civil defense purposes.

Agricultural StabiUzation and Con- servation Committees at the State, county, and community levels carry out ASCS programs requiring direct dealings at the farm level.

Personnel and facilities of ASCS are utilized in the administration of Commodity Credit Corporation programs.

The FEDERAL CROP INSURANCE

CORPORATION develops and administers crop insurance programs that provide farmers an opportimity to insure money invested in producing wheat, flax, cotton, tobacco, com, beans, citrus, barley, peanuts, soybeans, oats, rice, grain sorghum, peaches, raisins, peas, potatoes, apples, tomatoes, cherries, sugar beets, timg nuts, and multiple crops

against unavoidable loss from such causes as weather, insects, and plant diseases. The amount of protection ofíered is limited by legislation to the general cost of producing the given crop in an area.

Agricultural Economics

The ECONOMIC RESEARCH SERVICE

conducts economic research programs relating to (1) agricultural prices and incomes, and outlook for farm commodities; (2) marketing structure, costs, and potentials; (3) farm production costs, adjustments, and financ- ing; (4) use, management, and development of rural resources; and (5) foreign trade poUcy, world agricultural conditions, and developments affecting world food balance and foreign markets for U.S. farm products. The results of these research programs are widely disseminated and are relied upon by producers, food dealers and processors, transportation firms, importers and ex- porters in planning the most profita- ble adjustments in their operations; by administrators in formulating and executing agricultural programs; and by Congress in considering agricultural legislation.

The STATISTICAL REPORTING SERV-

ICE administers programs relating to (1) estimating, forecasting, and reporting of crop and livestock production and supply, prices, and other aspects of the agricultural economy; (2) research in statistical method- ology; (3) clearance, coordination, and improvement of statistics in the Department; (4) special surveys concerning market preferences for agricultural products; (5) providing technical statistical counseling services; and (6) operation of the electronic

data-processing center for Depart- ment offices in Washington. The results of the programs administered, particularly the crop, livestock, and price estimating and reporting programs, are widely disseminated and provide the basic facts needed by growers, dealers, handlers, processors, and all others who may be concerned with any phase of the food and fiber industries in planning and carrying out programs for orderly production, processing, and distribution of farm products. Also, the results are used universally and are necessary for the establishment of agricultural policy at the local. State and national levels.

The Staff Economist Group assists the Director of Agricultural Econom- ics by developing the economic conse- quences of alternative courses of action for the consideration of the Director and the Secretary, in order that program determinations and legislative recommendations may be formulated. The group also undertakes broad studies in problem areas to assure a comprehensive approach to coordination and integration of economic and statistical factors with program planning and operations of the Department's farm programs. Also, the group reviews recommendations emanating from agencies, task force and study groups, private farm, trade, and industry organizations in order to assist the Director and the Secretary in policy appraisal.

Science and Education

The AGRICULTURAL RESEARCH

SERVICE conducts research and development work on the production, utilization, and marketing of agricultural products, on human nutrition, and on other matters of concern to con-

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sumers. The Service also conducts regulatory programs involving the en- forcement of plant and animal quar- antines, regulation of pesticides, and control of diseases and pests of animals and plants. Activities of the Agricultural Research Service are carried on at numerous locations in all of the States, in Puerto Rico, in the Virgin Islands, and in a number of foreign countries. Many ARS programs are carried out in cooperation with States and with public and private agencies.

The ARS Administrator is responsible for directing all ARS activities, which are organized into five main areas of work as briefly described below.

Farm research is conducted to improve methods of soil and water management; to improve field and horticultural crops and the control of crop diseases; nematodes, and weeds; to develop superior strains of beef and dairy cattle, swine, sheep, goats, and poultry, and to improve dairy husbandry; to control livestock diseases and pests; to study the biology and habits of insects, and to develop biological and chemical methods for controlling insects harmful to man, animals, and crops; and to develop safe and efficient use of farm power, machines, structures, and materials. The six ARS Farm Research Divi- sions are headquartered at the Agri- cultural Research Center, Beltsville, Md.

Marketing research is directed toward increasing the efficiency of marketing of agricultural commodities by means of better marketing practices, methods, facilities, and equipment in such areas as assembling, handling, packing, packaging, trans-

porting, storing, processing, whole- saling, and retailing agricultural products, and by means of basic and applied research in connection with the improvement and maintenance of quality of agricultural commodities and products as they pass through the marketing system.

Nutrition, consumer and industrial' use research is concerned with developing new knowledge about human nutrition; nutritive values of foods; effective consumer use of food; and efficient management of money, time, and other family resources.

Industrial-use research is directed toward finding new and expanded uses for agricultural products. Research in chemistry and other sciences and engineering studies are conducted to develop new and improved foods, feeds, drugs, fabrics, industrial chemicals, and other products from agricultural commodities. The ARS Nu- trition, Consumer, and Industrial-Use Research Divisions have headquarters at Beltsville and Hyattsville, Md.; Albany, Calif.; Peoria, 111.; New Orleans, La.; and Wyndmoor, Pa.

Foreign Research and Technical Programs Division administers the foreign research contract and grant program for the Department of Agriculture under Public Law 480 and related legislation. Research grants are made to foreign governments and scientific organizations for research on developing new and extended uses for U.S. agricultural commodities and for conducting farm, forestry, and marketing research.

Regulatory and control programs divisions administer various laws and regulations and conduct cooperative activities in animal and plant inspection and quarantine, animal disease

eradication, plant pest control, and pesticides regulation. The objectives of these regulatory and control programs are to prevent entry into the United States of animal and plant diseases and pests, and transmission of such diseases and pests to other countries in U.S. exports; to control or eradicate crop and livestock diseases and pests within the United States; to assure humane treatment of livestock during transportation; and to provide for safe and effective use of veterinary biologies and pestici- dal chemicals and devices by inspect- ing production and regulating their quality, composition, and labeling. The ARS Regulatory and Control Divisions are headquartered at the Federal Center Building, Hyattsville, Md., and in Washington, D.C.

The COOPERATIVE STATE RE-

SEARCH SERVICE administers Federal- grant funds for research in agriculture, agricultural marketing, and rural life made available to agricultural experiment stations of the States and in Puerto Rico, and forestry research in designated State institutions. The CSRS staff, trained in the various areas of science basic to agriculture and forestry and each of them familiar with recent research progress in his or her specialized field of knowledge, participates in planning and coordinating research among the various State stations and institutions and between them and the Department.

The FEDERAL EXTENSION SERVICE

handles the educational work of the Department through State extension specialists and program leaders and through county and area extension agents jointly employed by the De- partment, and State land-grant col-

leges and universities, and county governments.

This includes taking the results of research, economic situation, and program information to farm people and others concerned and helping them make use of it in meeting their farm, home, community, and area problems.

A small staff in the Federal Ex- tension Service of the Department, with State extension services and Department agencies, gives leadership in the development of joint educational projects and plans of work and supervises the allotment under the Smith-Lever and other acts of Federal funds for cooperative extension work.

This results in jointly employed extension agents in practically all the counties, backed by State and Federal extension specialists and specialized area agents. These men help the local people (1) to learn about, localize and use Department and other research results and programs, (2) to analyze their community and area problems, alter- natives, and available helps, and organize for action in developing and in working with the various agencies in carrying out their own community area development and economic opportunity programs, and (3) by helping rural and other young people through 4-H clubs, science, career development and other out-of-school, learn-by-doing projects and activities, to prepare themselves to be more useful citizens in the changing world.

The NATIONAL AGRICULTURAL LI-

BRARY is responsible for the policies, procedures, practices, and technical standards of all libraries and library services of the Department. It also

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coordinates scientific and technical information activities, and provides consultative services in library science and documentation on a Department- wide basis.

It provides lending, reference, and bibliographic services to all agencies of the Department and to the general public, both in the United States and abroad and maintains an exten- sive collection of foreign and English language books, periodicals, pam- phlets, reports, theses, translations, and other published material in the field of agriculture and the related sciences.

Departmental Administration

The OFFICE OF MANAGEMENT SERV-

ICES provides management support services consisting of budget, accoimt- ing, and related financial management services; information services; personnel, organization, and related services; and procurement, property, space, communications, messenger, paperwork management, and related services to the following offices and agencies in the Department: Office of the Secretary, Office of Budget and Finance, Office of Hearing Examiners, Office of Management Appraisal and Systems Development, Office of Per- sonnel, Office of Plant and Opera- tions, Office of the Inspector General, Rural Community Development Serv- ice, Office of Information, National Agricultural Library, Office of the General Counsel, Farmer Cooperative Service, Commodity Exchange Au- thority, Cooperative State Research Service, Economic Research Service, Statistical Reporting Service, Staff Economists Group, and Office of Management Services.

The OFFICE OF BUDGET AND

FINANCE provides general policy direction, review, evaluation, and coordination of all budget, financial, and related management activities of the Department. The office represents the Department in contacts with the Budget Bureau, General Accounting Office, Treasury Depart- ment, Congressional Committees on Appropriations, and others concerned with these activities.

The OFFICE OF HEARING EXAM-

INERS holds hearings and performs related duties required by the Admin- istrative Procedure Act of 1946 and certain other statutory acts. Em- ployees engaged in investigating and prosecuting functions may not participate in the adjudication of the resulting cases.

The OFFICE OF INFORMATION provides leadership and coordination of the Department's information policies and activities. It directs and inte- grates the information work with the research and action programs. The office has general direction and super- vision of all publications and other information policies and activities of the Department including the final review, illustrating, printing, and distribution of publications; clearance and release of press, radio, television, and magazine materials; maintenance of central files of news and general illustration-type photographs; and the preparation and distribution of exhibits and motion pictures. The office publishes the Yearbook of Agriculture, the annual report of the Secretary of Agriculture, the Depart- ment Directory, and the Department List of Publications; handles the details of distributing farmers' bulletins allotted to Members of Congress;

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and services letter and telephone requests for general information received in the Department. The office also produces visual informational materials, such as motion pictures, exhibits, art, and graphics materials, and still photographic work for the Department and other Government agencies.

The OFFICE OF MANAGEMENT

APPRAISAL AND SYSTEMS DEVELOP-

MENT provides leadership, and direction to general management improvement in the Department. General direction, leadership, and coordination are provided by the office in management appraisals, systems design, automatic data processing, operations research, and related management techniques. The office is responsible for initiating appraisals of operating procedures, directing task force studies of systems having Departmentwide implications, and providing technical guidance and assistance to a gency officials in planning and developing management poU- cies, programs, and systems to achieve maximum effectiveness and economies.

The OFFICE OF PERSONNEL provides general direction, leadership, and coordination of the personnel management program of the Department. This program includes organization; classification and standards; salary and wage administration; examinations and employment; personnel and records security; discipline; employee relations and appeals; employee development; health, safety, and welfare; incentive awards; employee-management relations; legislation; personnel research; employee fringe benefits; intergroup programs; and other personnel activities.

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The Office promulgates Depart- mental policies and procedures relating to these functions; delegates specific personnel authorities to agency officials; and coordinates a review program to evaluate the effectiveness of agency personnel programs and to advise and counsel these officials in the exercise of their authorities within prescribed policies, rules, and regulations of the Depart- ment and the Federal Government. It also serves as the liaison office on matters of personnel administration with all Government or private agencies concerned with the work of the Department.

The OFFICE OF PLANT AND OPERA-

TIONS is responsible of the general direction, coordination, and guidance of all phases of Departmentwide programs in the field of real estate, contracts, procurement, property, and records management. It also has responsibiUties for providing departmental services in the District of Columbia, including post office, repro- duction, supply, telephone and tele- graph services.

Legal Services

The OFFICE OF THE GENERAL

COUNSEL performs the legal work for the Department; issues formal and informal opinions; prepares and reviews administrative rules and regulations; assists in drafting proposed legislation; interprets contracts, leases, mortgages, and deeds; examines titles to land to be acquired or accepted as security for loans; represents the Department in administrative proceedings; pros- ecutes patent applications; disposes of claims arising out of the Depart- ment's activities; reviews actions for possible referral to the Department of

Justice for civil or criminal prosecution and often assists in the trial of such cases.

Inspection Services

The OFFICE OF THE INSPECTOR

GENERAL is responsible to the Secre- tary for assuring that existing laws, and the policies and programs of the Secretary are effectively complied with on every level of administration in accordance with the intent of the Congress and the Secretary, and for

insuring prompt and appropriate corrective action in those areas in which deviation from established law, policy, procedure, rules, or regulations has developed.

The Office will be the medium for the coordination and correlation of all internal audit, inspection, and investigative activities within the De- partment and with various investigative agencies of the executive and legislative branches of the Govern- ment.

¡773-600 O—65 13

YOUR JOB

YOUR APPOINTMENT

Most employees in the Department are appointed from civil service registers. Some appointments are made in the absence of civil service registers.

Career-Conditional Appointments

When you are appointed from a civil service register, you are given a career-conditional appointment. Under this type appointment, you must serve what is known as a probationary period during which you will be given a fair trial and appraisal to determine if you are fit and capable of doing your job. This period is 1 year and is considered a part of the examining process. During this time, you may be dismissed for reasons relating to your on-the-job performance or misconduct with little formality. Upon satisfactory completion of your probationary period, you are considered as having a competitive status.

Career Appointments

After serving 3 years under a career-conditional appointment, your

appointment is automatically con- verted to a permanent one which is called a career appointment.

Transfers

The Department has offices in all the States and in 59 foreign countries. If you want to transfer to another location, either in a different agency, or to some other place within your own agency, talk to your supervisor or personnel officer.

It may become necessary for you to be transferred from one division or unit, or from one headquarters, to another. Such transfers should broaden your experience and promote advancement.

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YOUR DUTIES

Position Description

Before you were assigned to your position, your agency wrote a description of your duties. Your position description states your duties and responsibilities—answering the telephone, taking dictation, directing the work of a division of the Department, or advising the Secretary on matters of policy. It should be borne in mind, however, that your position description is not a "position pre- scription," as you, no doubt, will be called upon from time to time to perform miscellaneous duties which are not in your position description.

A copy of your position description is given to you. You should study this statement carefully and discuss it with your supervisor. You are responsible for bringing to the attention of your superior or your agency personnel officer any continuing major differences between your work assignments and your position description which substantially affect the accuracy of the official description of duties for your position. Your supervisor will tell you what the performance requirements of your position are. Your duties may be changed as you progress in experience and ability, or as the work of your organization changes.

Position Classification Positions are classified according to

assigned duties and responsibilities and the knowledge and ability required for their performance. Most positions are assigned to one or another of the 18 different pay scales or grades of the General Schedule (GS) established by the Classification Act. Some jobs are excepted from the

Classification Act and are paid under other compensation systems. Wage board jobs constitute the largest number of jobs not covered by the Classification Act.

Position classification standards are used as a basis for determining the appropriate grade or level of jobs. The standards for Classification Act (GS) positions are developed and published by the Civil Service Commission in consultation with the Department and agencies. Standards for wage board (W) jobs are prepared and published by the Department. Copies of published standards are available for inspection in national, regional. State, and area personnel offices of the agencies of the Department. Any employee may appeal the classification of his position if he believes it is in error or the position improperly described. Your appeal may be made to your agency, to the Department, or to the Civil Service Commission. Your appeal to your agency and the Depart- ment is made under the grievance procedures in AG-771 of the Department Personnel Manual, contained in appendix II of this handbook.

If you have questions about your position classification, type of appointment, or classification appeals procedure, ask your supervisor or someone in your personnel office.

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Your Supervisor

Your supervisor will explain your work to you or designate someone to do so. He wants to help you do the best possible job, for he is responsible for the work of his unit.

Your supervisor reviews your position description with you at least once each year. If inaccuracies are discovered, your supervisor informs his

personnel representative so corrective

action can be taken.

YOUR HOURS OF WORK

The usual workweek for employees of the Department consists of 5 days of 8 hours each, Monday through Fri- day. In some cases it is necessary to have a different schedule because of local conditions. Time of starting and ending the workday varies in different locations and, occasionally, because of the kind of work involved. If for some good reason you are unable to come to work, or are delayed beyond starting time, telephone your supervisor promptly. If you fail to call your supervisor when you will not report for work, you may be placed on absence without leave and may be subject to disciplinary action for absence without authorization.

Overtime

Ordered work in excess of 40 hours a week in the case of Classifica- tion Act employees or in excess of either 8 hours a day or 40 hours a week in the case of wage board employees is overtime work. The

Department tries to do its job during

the usual working hours. When a

peak load of work is carried by an

office, when important work is be-

hind schedule, or in emergencies

where lives or property are at stake?

occasional overtime may be required-

Holidays

There are eight regular holidays

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each year for employees of the De- partment. These are: New Year's Day, Washington's Birthday, Mem- orial Day, Independence Day, Labor Day, Veterans Day, Thanksgiving Day, and Christmas. Inauguration Day is also a holiday for employees in the Washington, D.C. metropolitan area. When a holiday falls on a Sunday, Department offices are closed the following Monday. Similarly, when a holiday falls on Saturday, Department offices are closed the preceding Friday. The Department is sometimes closed by administrative order. In the field service this occasionally happens when work cannot be done properly because of a local holiday.

YOUR PAY

When?

Every 2 weeks on established pay- days. When the regular payday is not a workday, payments are made the preceding workday. Generally there is a lag of 12 days in the first payday of employees. Payrolls cannot be certified until work is completed for the period for which paid. If you start to work at the beginning of a pay period you may not receive your first pay for 25 or 26 days. You may get your money sooner, however, if it is urgently needed, by submitting a request for a special payroll. Ask your supervisor about this if you are interested. After you receive your first paycheck you will ordinarily be paid each 2 weeks thereafter.

How?

Under the Department's automated program you are given the opportunity to decide how you want your paycheck delivered—to your office for personal delivery to you, to your home, or mailed to your bank.

How Much?

The amount depends primarily on the grade of your position under the Classification Act or wage board system. A pay scale is set for each grade. The pay scales for the various grades under the Classification Act are shown in the table on pages 18-19. These scales comprise a single schedule (GS) for uniform application on a nationwide basis. Pay scales under the wage board system, on the other hand, vary by locality in accordance with a provision requiring that the employees concerned be paid "prevailing rates."

Normally, new employees appointed in the Federal Government for the first time in positions subject to the Classification Act are paid the minimum rate shown for their grade. However, sometimes steps above the minimum rate for the grade are established as the entrance rate for employees in certain hard-to-fill classes of work, such as engineers and physical scientists. Subsequent advancement to the higher salary steps in the grade is based on length of service and performance at an acceptable level of competence. Faster-than-usual advancement is made possible by provisions for additional increases in recognition of sustained performance of imusually high quality.

The yearly rates of pay shown in the schedule (pp. 18-19) are based on 52 workweeks of 40 hours each, a total of 2,080 hours for the year. If you are paid under this schedule and are required to work more than 40 hours in any week, you get overtime pay or compensatory time off for the extra hours of work. If you receive not more than the minimum rate of GS-9,

17

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this overtime pay is at a rate of 1% times the regular, or basic, hourly rate. For employees at higher salaries, the overtime rate is the same as for employees at the minimum step of GS-9. If you are required to M^ork on a holiday, you are paid double your basic rate for not to exceed 8 hours of such work.

Employees in Classification Act positions who work regularly at night (between 6 p.m. and 6 a.m.) get an extra 10 percent for such work. Those who work in Alaska and other outlying U.S. areas may get up to an additional 25 percent of basic salary to offset the extra costs of living. Those who work in foreign countries may get a ^^post differential" as well as allowances for quarters, extra costs of living, and education.

Periodic Within-Grade Increases

Your performance is reviewed to determine your eligibility for an increase in pay to the next step rate in your grade and for promotions. If you keep your performance at or above an acceptable level of competence, you will be granted a within- grade increase—

after 52 calendar weeks of service in steps 1, 2, and 3 of each grade;

after 104 calendar weeks of service in steps 4, 5, and 6 of each grade;

after 156 calendar weeks of service in steps 7, 8, and 9 of each grade.

These increases are effective on the first day of the pay period following the date on which you meet all the requirements.

You may also be notified that you ar(î to receive an additional increase

for high-quality performance and con- tribution to your job beyond that ordinarily found in the type of position concerned. The law permits the granting of one such ''quality increase" in each period of 52 weeks to employees whose performance is re- garded as meriting faster-than-usual salary advancement.

Deductions

Various deductions are taken from your pay. If you are under the Re- tirement Act, 6K percent of your basic pay is deducted and placed to your credit in the retirement fund; if you are under Social Security, your pay is subject to the withholding tax for Social Security benefits.

Some field employees are supplied with living quarters, meals, or other items, which are charged against their salaries.

Optional Deductions

If you wish to buy Government bonds through the payroll deduction plan, the amount which you have authorized can be taken from your salary each pay period.

Deductions are also made if you are covered under the Federal Em-

ployees Group Life Insurance and the

Federal Employees Health Benefits Programs.

If you are a member of an employee organization to which the Depart- ment has granted formal or exclusive recognition, deductions can be made from your salary for the payment of your dues.

If you wish, deductions may also be made from your salary for payment of your pledge to combined

charity drives.

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Wage Board System

If your assignment is in a recognized trade, craft, or other skilled mechanical craft, or in an unskilled or skilled manual labor occupation, your position is exempted from the Classification Act under provisions requiring that you be paid ^^as nearly as is consistent with the public interest in accordance with prevailing rates." You have the same leave and retirement benefits in any such position as other employees—only your pay is determined differently. Agency wage boards are established to set prevailing rates for these positions. However, before these rates are applied, the jobs involved are evalu- ated under standards and placed in their appropriate wage board grades or levels in much the same way as positions are graded under the Classi- fication Act. Rates are subsequently established by surveying rates paid by private establishments for selected common key jobs in the localities where the work is performed. Schedules are constructed on the basis of averages obtained for the key jobs. Usually, three rates are set for each level or grade. The first or in-hiring rate is fixed to equal 95 percent of the second rate in the grade, which is the average or ^^prevailing rate" as determined by survey. The third rate is fixed to equal 105 percent of the prevailing rate.

For satisfactory performance in one of these positions, you are advanced from the first step to the second or ^^prevailing rate" step at the end of 26 weeks of service. Ex- perienced workers move into the third-step rate after 78 weeks of satisfactory service in the second step.

T73-e00 0-—65 ^

Pay for overtime and nightwork are also determined differently for wage board employees than for those under the Classification Act. Overtime at the rate of 1}^ times the basic rate of pay is prescribed for work in excess of 8 hours a day or 40 hours a week, and must be paid for in cash. Com- pensatory time off may not be granted. Night differential is granted for the whole tour of duty whenever more than half of it falls between 6 p.m. and 6 a.m., and the amount may be fixed as either a percentage of the basic rate or additional cents per hour, depending on prevailing practice. Holiday rates are generally the same as for employees in Classi- fication Act positions.

Your Taxes

Under the present income tax laws your Department withholds a portion of your salary each payday, as current payment of Federal income tax. These withholdings are paid to the Internal Revenue Service for you and you should take credit for the amounts withheld on your income tax return for the year. On or before January 31 of each year the Depart- ment furnishes you and the Internal Revenue Service a statement showing your annual gross salary from the Department and the amount withheld for income tax purposes. The statement which you will receive will aid you in computing your income tax. One copy of the statement must be sent with your income tax return to the Internal Revenue Service. Many States, a number of cities, and the District of Columbia also levy income taxes. Your Department withholds a portion of your salary each payday as current payments of

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the income tax for the District of Columbia if you reside in the District and for certain States. The Depart- ment notifies the States and other governmental units of your gross salary.

Your employing office will assist you in completing your Federal and State Tax Exemption Certificates. The amount of tax to be withheld each pay period is based on the applicable Federal and State Tax Laws and the number of exemptions claimed by you. You may increase the amount of tax to be withheld by (1) claiming fewer exemptions than those to which you are entitled; (2) specifying an amount to be withheld each pay period in addition to that withheld on the basis of exemptions claimed; or (3) by a combination of (1) and (2). Additional withholdings must, however, be in multiples of

You are responsible for learning about your local laws and for comply- ing with them. The Department regulations contain a provision whereby employees can authorize payroll deductions to satisfy delinquent Federal income tax assessments. The Internal Revenue Service by law is authorized to levy on Federal salaries for the payment of delinquent Federal income taxes. Your payroll office is required

to honor the levy and withhold the amount to satisfy the levy. It is the policy of the Department to cooperate with State tax authorities to the fullest extent practicable in the administra tion of their tax laws. You are ex pected to pay your Federal income State and local taxes when due or. whenever unable to do so, you are ex pected to make arrangements for satisfactory payment with the appropriate authorities. Failure to honor your tax obligations reflects adversely upon your suitability for Federal employment and can result in your dismissal.

Dual Compensation

Laws restrict the right of employees to receive pay from more than one position under the Federal Govern- ment for more than an aggregate of 40 hours in any one calendar week. The Civil Service Commission, under

the President's direction and control, may by regulation establish exceptions from the restrictions whenever it is determined that services cannot otherwise be readily obtained. If you contemplate holding more than one

Federal job or getting pay from more than one Federal source, check with your agency personnel office before doing so, to see if it is lawful.

YOUR LEAVE

Annual or Vacation Leave

Employees earn annual leave on the

basis of length of service. Employees

with less than 3 years Federal service

earn 13 workdays annual leave with

pay each year. Employees with 3 to

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less than 15 years service earn 20 days annual leave each year. Employees with 15 or more years service earn 26 days annual leave each year.

New employees must be employed for a continuous period of at least 90 days before any annual leave is

credited to their account and before such leave can be used.

Annual leave may be taken in units of 1 or more hours. Annual leave which is not used in any year may be accumulated for use in succeeding years. The limit on such accumula- tion is 30 days for new employees or employees who do not already have more than that amount. If an employee leaves Government service, he does not lose the annual leave he has accumulated, but is paid a lump sum for the amount. This means that if you should leave the Government service and are entitled to a lump sum payment for your accumulated annual leave, you can be paid in lump sum for all your annual leave except this lump sum payment cannot exceed 30 days or the number of days accumulated at the beginning of the leave year.

Any leave earned during the current year which cannot be included in the lump sum payment or which is not used at the time of separation will be forfeited.

Sick Leave

Employees earn 13 days sick leave with full pay each year. Such leave may be taken if an employee is unable

to work because of illness. It may also be used for medical, dental, or optical treatment or examination. Unused sick leave accumulates without limit.

Military Leave

Employees who are members of the National Guard or one of the Reserve components of the Armed Forces are entitled to a maximum of 15 calendar days of military leave each calendar year with full pay (and without charge against annual leave) for the purpose of active duty, military training, instruction, field exercises, and so forth.

Voting Leave

Subject to specified limitations, employees who desire to vote or register in any election or in referendums on a civic matter in their community may be excused for a reasonable time with pay for that purpose. Your personnel office can provide information about limitations.

Leave Without Pay

Leave without pay may be granted (provided the employee intends to return to his job) for many reasons— for attending educational institutions if the research or course of study to be pursued will result in increased job ability applicable to the Depart- ment's work, for military service in order to retain active reserve status, or for various emergencies which may arise. It may be granted in case of an extended illness.

Court and Jury Leave

Federal employees are occasionally called for court or jury duty. "Offi- cial leave" with pay is granted to per-

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manent employees for jury duty and sometimes for court leave. In such cases, no charge against annual leave is made. If you are summoned, check with your supervisor at once.

Designation of Beneficiary—Leave

When an employee dies in the service, lump-sum payment for annual leave not used is payable by law —

1. To the beneficiary named by the employee to receive such payment;

2. If there is no such designated beneficiary, to the widow or widower;

3. If neither of the first two, to the children and descendants of deceased children;

4. If there is no one under the first

three provisions, to the parents or surviving parent; and

5. If there is no one under the first four provisions, to the estate.

If you are satisfied that payment for unused annual leave, in the event of your death in the service, will be made to the first person or persons listed under 2 through 5 who are alive at the time payment is due, you should not designate a beneficiary for this purpose. You should designate a beneficiary if you wish to name a person not included under 2 through 5, or in a different order. SF-1152 is the form you complete to designate a beneficiary for this purpose. You can get this form from your personnel office.

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CONDUCT AND OPPORTUNITIES

CONDUCT AS AN EMPLOYEE

Our Department will be judged largely by our official and personal conduct. A high standard of integrity is expected of USDA officials and employees. We should avoid conduct that might cause embarrassment to, or criticism of, the Department or which might interfere with our work.

It is the policy of the Department to employ and to retain in its employment only those persons who meet and maintain high standards.

In the Department, as in any other large organization, certain rules and regulations have been established to guide employees in their conduct as public servants. Each employee is expected to become familiar with the Department regulations so that he or she may render the highest type of service possible. You will find a detailed statement with respect to employee conduct, conffict of interest, and outside employment in AG Chapter 735. If you are in doubt as to whether any proposed activity, outside employment, or investment might be subject to question under

these regulations, ask your supervisor to obtain a ruUng.

Required Dismissal

Certain Umitations are placed upon all Government employees by acts of Congress. Some of the laws provide that persons who violate them must be dismissed from the service. The law requires your dismissal if you—

Belong to a poUtical party or organization which advocates the overthrow of the constitutional form of government in the United States.

Engage in a strike against the Government, or belong to an organization of Government employees that asserts the right to strike against the Government.

Lend funds at usurious interest rates in violation of the Code of the District of Columbia.

Solicit contributions or make donations for a gift for an official superior, or accept a gift from subordinate employees. (This does not include voluntary contributions for death, ill-

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ness, marriage, retirement, and similar occasions.)

Use funds appropriated by Con- gress to influence a Member of Congress either to favor or oppose legislation.

Ask for, accept, or receive a bribe. Conceal, remove, mutiliate, or

destroy Government records.

Ofher Offenses

There are other laws relating to the conduct of officials and employees of the Department which do not specify removal as a penalty, although violation of many of them constitutes a criminal offense. For example, drastic penalties are provided for knowingly making or presenting a false, fictitious, or fraudulent claim; entering into an agreement or conspiracy to defraud the Govern- ment by obtaining or aiding to obtain the payment of allowance of a false or fraudulent claim; knowingly and willfully falsifying or concealing a material fact by any trick, scheme, or device. A conviction for any of these offenses would undoubtedly result in the employee's dismissal.

Misuse of Government Vehicles

Employees also are prohibited from using or authorizing the use of Gov- ernment vehicles for other than official purposes. The law requires a minimum penalty of 1 month's suspension from duty without pay for using or authorizing the use of passenger-carrying vehicles for other than official purposes.

Political Activity Permissible

You may and should exercise your right as a citizen to vote as you

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please. You may participate in civic organizations for better government, and be a member of a political club provided you do not become an officer of such a club. You may express your political opinion privately, make voluntary contributions direct to a political organization, attend political meetings, and petition Congress.

Prohibited

You may not take an active part in political management or political campaigns. You may not use your official authority or influence to interfere with an election or affect its results or otherwise to assist a political party or candidate. In addition, you may not solicit funds for the benefit of any political party or candidate.

WARNING

The removal of any employee who engages in prohibited political activity is required by law, unless the Civil Service Commission by unani- mous vote shall determine that removal is not warranted. If the Commission rules against removal, it may assess a penalty of not less than 30 days' suspension from duty without pay.

AG chapters 733 and 734, and chapters 733 and 734 of the Federal Personnel Manual state in more detail those activities which are permissible or prohibited.

Acceptance of Gifts, Gratuities, or Favors

If you enforce regulations or are in a position to award or influence the awarding of business or to take or influence the taking of any other official action, you are forbidden to accept entertainment, favors, or gifts

from those with whom you have official relations.

Conflict of Interest

Under the terms of Public Law 87- 849 which came into force January 21, 1963, the criminal laws relating to bribery, graft, and conflicts of interest were revised and strengthened. The principal prohibitions to prevent conflicts of interest between the Govern- ment's business and employee's private concerns may be stated as follows:

1. Except in the discharge of his official duties, an employee is prohibited from representing another person before a court or Government agency in a matter in which the United States is a party or has an interest. This prohibition applies whether the employee is to be paid or not. However, it does not prohibit representation without compensation in a disciplinary, loyalty, or other personnel administration proceeding.

2. An employee may not participate in his governmental capacity in any matter in which he, his spouse, minor child, outside business associate, or a person with whom he is negotiating for employment has a financial interest.

3. An employee may not after his Government employment has ended represent anyone other than the United States in connection with a matter in which the United States is a party or has an interest and in which he participated personally and substantially for the Government.

4. For 1 year after the end of Government employment he may not represent another person in a matter in which the United States has an interest if the matter was within the boundaries of his official

responsibility. This is a temporary restraint which gives way to the permanent restraint described in paragraph 3 above, if the matter was one in which he participated personally and substantially. "Official responsibility" is defined by the statute as:

The direct administrative or operating authority, whether intermediate or final, and either exercisable alone or with others, and either personally or through subordinates to approve, disapprove or otherwise direct government action.

5. An employee may not receive any supplementation of salary from an outside source as compensation for the services he performs for the Government.

Because the Department's activities touch so many segments of industrial and economic life of the country, we cannot expect to give the complete explanation of applicable laws on the subject of conflicts of interest in this short treatment. It is a continuing responsibility of all Depart- ment employees to be so guarded in their personal affairs that the De- partment's business will always be transacted free of the charge or suspicion of conflict of interest.

In order to better secure compliance with these statutory restraints, the Department regulations require a declaration of outside employment and financial interest of all employees having contract authority or in a position to influence the award of business or approval of commercial activities, also those serving in grade GS-13 and up and of consultants

and advisers. The regulations on conduct of employees are set forth in

AG Chapter 735 of the Department Personnel Manual.

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Conduct—Official

You may not use your position, or information acquired through it, to advance the interests of yourself, your family, your business associates, or your friends over those of other persons. You may not sell property or services to an agency of this Depart- ment without the approval of your agency head. You may not engage in any business transaction or outside activity for personal profit if there is a possibility that it might tend to influence your judgment or otherwise interfere with the performance of your duty or bring discredit upon your Department.

Speculation

You are prohibited from speculat- ing, either directly or indirectly, in any agricultural commodity if you are in any way concerned with the administration of acts regulating trading in commodities for future delivery, programs for the purchase or sale of such commodities, price support programs, commodity loan programs, or other programs which directly affect market prices of agricultural commodities.

You may not, either directly or indirectly, buy or sell corporate stock or bonds, or other property for specula- tive purposes, if such action might tend to interfere with the proper and impartial performance of your duty or bring discredit upon your Department.

Endorsement of Commercial Products

You should exercise caution in making statements that may be used in promoting commercial products or enterprises, including those tested or tried out in laboratory or field tests.

There is no objection to giving the facts or to supplying illustrations upon request, but this must be done with the strict understanding that no effort will be made by the company to show in advertising or otherwise, either directly or by implication, that the Department endorses that product in question.

Unauthorized Disclosure of Official Information

Certain documents and records of the Department are not subject to examination by the general public and copies may not be furnished except as provided by law and with the approval of appropriate Department officials. Such documents and records are normally marked in a manner inviting your attention to the restrictions placed upon the disclosure of the information.

Classified Security Information

Reports, records, correspondence, and other material which are classified as ^^Top Secret," '^Secret," or "Confi- dential," must be treated strictly as provided in the Department's Record Security Regulations, and no information contained therein may be disclosed or discussed except as required in the official conduct of the Department's business. The person possessing classified information must make sure that the person to whom he gives classified information has the proper degree of clearance and has the "need to know" for such information. The Department's Se- curity Regulations are given to each employee who has assigned duties requiring clearance for access to "Top Secret," "Secret," or "Confi-

28

dential" information, and are available to all. If you come into posses- sion, officially or unofficially, of security information, you individually are responsible for exercising vigilance and discretion in conforming with the Espionage Act of June 15, 1917, as amended (50 U.S.C. 31), and in applying the appropriate records security regulations governing the use, handling, and safekeeping of such classified information and material. Your Agency Records Security Officer will assist you with any problems concerning the proper handling of security matters.

Administratively Confidential

In addition to security classification described above, correspondence and other official documents may be designated as ^^4dministratively Con- fidential." This means that while such records have no bearing on the national security, they are, neverthe- less, of such a nature that they should be made available only to those persons who have need to know the contents thereof for official purposes. Such records may not be made available for review by, or furnished to, others, except as provided in the regulations.

Conduct—Personal; Membership in Organizations

Generally speaking, the Department is not concerned with organizations to which employees belong. A number

of organizations have been designated by the Attorney General of the

United States as coming within the

purview of Executive Order 10450, Security Requirements for Govern- ment Employment.

773-600 O—65 5

Such organizations are listed in FPM Supplement 732-31. Other organizations may be added from time to time. You should consult this list and be guided accordingly about joining or continuing membership in any of these organizations. Membership in any of these organizations may raise a serious question regarding an employee's fitness for retention in the service.

You also are urged to check carefully into the actual purpose and sponsorship of new organizations of unknown or dubious character before joining them or permitting your name to be used by them.

Farm Organ iza tien Activities

You are forbidden to take part in the organization or management of any general or specialized organizations of farmers, solicit memberships therein, accept office space or contributions for salary or travel expenses, or hold any office in such organization.

Likewise, yo.u may not advocate or imply that any organization of farmers is better adapted for carrying out the work of this Department than any other individual citizen, groups, or organizations.

Outside Employment

You may not engage in outside work which decreases your efficiency for your official duties or which is likely to cause embarrassment to the Department. If you are thinking

about employment outside the De- partment, ask your supervisor about

it—certain agencies of this Depart- ment prohibit their employees from

any outside employment without prior approval, while all agencies

29

prohibit entirely certain types of outside employment.

Payment of Debts

Although the credit affairs of employees are fundamentally their own concern, the Department expects all of its employees to conduct their financial affairs in an ethical manner, and to fulfill their financial obligations. IrresponsibiUty on the part of a few employees may bring discredit upon the whole Department. If business firms write to the Depart- ment about the delinquency of employees in settling their accounts, the Department will investigate; and if the complaint is found to be a just one, the Department will notify the employee to make a satisfactory settlement. If this is not done, it may be necessary to take disciplinary action against the employee. This complaint and a report from the employee concerned are made a part of the employee's official personnel record.

You have a responsibility as a De- partment employee and as a citizen to meet your tax obligations when due. If you become delinquent in the payment of your taxes, arrangements for satisfactory payment should be made with the appropriate authorities.

Employees Serving as Consultants or Advisers

(See chapter 735 of the Federal Personnel Manual.)

Department regulations require approval of the Director of Personnel for employees to serve as consultants or advisers to any outside organization, public or private, in any matter for which they are to receive compensa-

30

tion, if in any way related to the knowledge or skills acquired or en- hanced through their official positions.

Conduct—General Provisions

You should realize that the Depart- ment is as easily embarrassed as any business firm by excessive use of intoxicants, or other personal misconduct even if it occurs away from Department installations and during nonduty hours. DiscipUnary action may be taken against employees whose personal misconduct is notori- ous and brings discredit upon the Department.

You may not borrow money from subordinates, or have a subordinate act as endorser or comaker of a note given as security for a personal loan. You should refrain from inappropriate conduct on the job such as gambling, lending money at interest to other employees, damaging or wasting Gov- ernment property and supplies, drinking intoxicants, fi,ghting, or otherwise creating a disturbance. Such conduct may lead to dismissal. New employees should bear in mind that their first year of employment is considered a trial period.

Resignation oí Employees Not in Good Standing

It is the policy of the Department to offer employees an opportunity to resign if it is proposed to issue a letter of charges looking to their removal on grounds of unsatisfactory performance or misconduct. However, in such cases, the Department regulations require that a statement be placed on the official record of resignation that it was accepted in lieu of preferment of charges, or during investigation, as the casé may be.

Appeals From Disciplinary and Other Adverse Personnel Actions

Employees have the right to appeal

from agency adverse personnel actions

of removal, suspensions of 10 days or

more, reduction in rank or pay (in-

cluding those taken at the election of

an agency after a classification deci-

sion by the Department or the Com- mission), or furlough without pay. Appeals may be made to the Depart- ment or to the Civil Service Commis- sion. For detailed statements of appeal rights and procedures, you should refer to the Federal Personnel Manual and the Department Person- nel Manual Chapters 771 and 772.

Employee Unions

On January 17, 1962, the President issued Executive Order 10988, entitled "Employee-Management Cooperation in the Federal Service." This states the general policies which govern relations between management and those employee organizations that have as a major concern the terms of employment and working conditions of their

members.

In initiating action to implement

the Executive order, the Secretary

made the following statement of De-

partment policy (Secretary's Memo-

randum No. 1486, dated Jan. 18,

1962):

Employees have an obvious and proper interest in the terms of their employment and the conditions under which they work. Through their organizations they may contribute substantially to the formulation, improvement, and orderly administration of these matters which so vitally affect them.

It is our firm intention and policy to coop erate with the representatives of employee organizations with the goal in mind of making the Department a model employer and providing the conditions under which each employee will strive to be a conscientious and efficient public servant.

It shall be a matter for decision by each individual whether he joins or refrains from joining an employee organization. His right freely to make this decision shall be respected and his status as a member or non- member shall not of itself be given any weight in official actions affecting him. Likewise, each employee shall be free to assist and actively participate in the affairs of an employee organization, provided there is no conflict of interest involved and the activity is otherwise proper.

A full Statement of policies and rules governing relations between management and representatives of employee organizations is contained in 711 of the FPM and DPM. The rights and responsibilities of individual employees are also stated in these regulations.

31

PERFORMANCE REQUIREMENTS, RATINGS, APPEALS, AND GRIEVANCES

Performance Requirements and Ratings

A performance rating is an evaluation or appraisal by your supervisor of how you do your work. Before your supervisor can make a fair rating of your work, he will have a detailed knowledge of the actual work you have done and compare that work with reasonable^ standards. These standards are called performance requirements. These requirements tell what is expected of you on your job. They are set at a level which can be maintained by a trained, competent worker. Miracles are not expected—only a good day's work.

Usually, you will help set the performance requirements of your job. Your supervisor will participate, of course, and the personnel office of your agency and other specialists may aid. Specialists develop performance requirements for jobs having common duties. You and your supervisor may adapt these general requirements to your particular duties and working conditions. In some cases, particularly in less common types of work, you may initiate the development of performance requirements for your job. Your supervisor may take the lead.

"Satisfactory** and ^'Outstanding** Ratings

You may be rated ^^Outstanding" onl)^ if you perform all your duties in a way that is exceptional and deserv- ing of special commendation. Such a rating may be recommended by your supervisor, but must be approved by your agency head or his representative acting with the advice

and recommendation of your incentive awards committee. If you meet the performance requirements of your essential duties but are not outstanding in all phases of your work, you will be rated "Satisfactory." Your performance and rating will be discussed with you by your supervisor.

Unsatisfactory Performance

If you have not completed a probationary period in a career-conditional appointment, you may be removed for inefficiency without much formality. However, if after completing your probationary period, you fail to meet the performance requirements set for one or more of your essential duties, you may be notified by your supervisor of deficiencies in your performance. Then, if you have not raised your performance to a satisfactory level, formal action may be initiated to effect your removal. If you are formally charged with unsatisfactory performance, you will be advised of your rights to answer the charge and to appeal from an adverse decision.

Rating Dates

Most employees are rated once a year. A few are rated at 18-month intervals. Some agencies rate all employees on the same date each year, such as December or March 31, whereas other agencies rate each employee on the anniversary of his appointment or on some similar basis.

Keeping Up to Date

If your duties or performance requirements change, you and your supervisor will review and make neces-

32

sary changes in your duties and performance requirements. If the changes are substantial, they will be referred to your personnel or administrative office for approval before they are adopted. You will not be rated as deficient on any performance requirement that was not known to you or that you did not have a fair opportunity to meet.

The Goal: Clear, Mutual Understand- ing

Developing performance requirements and making periodic ratings will bring about a clear, mutual understanding between you and your supervisor of the requirements of your job. This will include—

1. An understanding of the specific duties for which you are responsible.

2. The relative importance of those

duties. 3. The timing of the performance

of the duties. 4. The amount of work you may

reasonably be expected to do under

existing conditions. 5. The quality requirements to be

met, such as degree of accuracy. 6. The manner in which the work

is to be carried on.

Periormance Rating Appeals

If you have a "Satisfactory" performance rating and wish to appeal for an "Outstanding" rating, you may

appeal under the procedures described in subchapter 4 of chapter 430 of the

Department Personnel Manual.

Grievances

If you feel you are not being treated fairly or if you have serious com-

plaints, you should think through your problem and talk it over frankly with your supervisors and others concerned. You should follow appropriate supervisory channels in presenting and discussing your problem. If this does not bring you satisfaction, then you should submit your problem in writing to the head of your agency. He will make every effort to arrive at a mutually agreeable adjustment. You should familiarize yourself with the grievance appeals procedure contained in appendix II of this handbook. It will tell you how to go about presenting your problems and the steps for arriving at a decision.

If your problem is concerned with

employment discrimination because of

race, color, creed, or national origin, it will be heard under the regulations

pertaining to Equal Employment Op- portunity Practices and Appeals.

These regulations, contained in ap-

pendix II, assure you full opportunity for the presentation of your problem

and provide an orderly process for

handling and solving these problems.

33

OPPORTUNITIES FOR ADVANCEMENT

It is our policy to use your skills, qualifications, and experience to the fullest, by placing you in the position for which you are best fitted and in which you will be satisfied and will give your best performance. We fill vacancies by promoting present employees with recognition of need for introduction of "new blood" into the organization from time to time. For instance, when a GS-4 job is to be filled, we try to find a replacement among the GS-3's. When there is a vacancy, the agencies will review the qualifications of employees who are eligible for consideration. The De- partment's policy is to select from among the best qualified persons available for the job without considering race, religion, national back- ground, politics or sex, with due consideration to the promotion, reassignment, or transfer of employees within the unit, section, division, region, agency, and the Department.

Career Programs

The Department urges each employee to develop a career within the rank of USD A workers. Encourage- ment and assistance toward this end are given employees. You will re-

ceive information at the time of your employment about the career or promotion program of your agency. You

should read this statement carefully so

that you will understand the career plan

in your agency and how you can prepare

yourself to benefit from it.

Your supervisor may decide your

work involves more responsibility or difficulty than originally planned and

that the job should be classified higher. He will then consult the

agency personnel officer, and a new

job description, which more nearly describes your duties, will be written.

If the job is reclassified on the basis of the revised job description and you are continued in the job, your grade

and pay will go up to the new level.

EDUCATIONAL DEVELOPMENT

The Department tries to help you develop yourself for the job ahead. First you should develop a written or mental plan that sets up your career objectives. The Department recognizes and encourages self-development and self-training. This is an essential part of your over-all development. You can direct your

34

reading, education, training, experience, and other means of development toward your objective. Your supervisor will help you prepare this career- service plan. He can counsel with you on your needs for formal education and means of obtaining it. If you need additional counseling, he can refer you to a specialist. Your

Supervisor may arrange for you to take special training under the Gov- ernment Employees' Training Act.

Government Employees* Training Act

On July 7, 1958, the President signed this act, which is basically to supplement the inservice and self- development activities of Federal employees. The act is broad enough to enable an employee to take whatever training is necessary for his full development. Training under the act may be full-time or part- time, on- or off-duty, day or evening, or any necessary combination of these. It may be given by the Department itself, by another Gov- ernment agency, by an educational institution, by a manufacturer, by a professional association or by other competent individuals or groups in or out of Government.

The Government may pay all or any part of the expenses of authorized training. Payment may be made directly to the training facility (in advance, if need be), or the employee being trained may be reim- bursed for the training expenses.

The Department's policy on the use of this act is clearly stated in the Department Personnel Manual (AG- 272 and 410).

Since its enactment, all agencies of the Department have constantly been increasing their use of this act.

Most agencies of the Department have a well defined training program,

based on an annual inventory of training needs. Employees are encouraged to get acquainted with the

opportunities available to them at the different stages of their development.

The USDA Graduate School

The graduate school provides opportunities for employees (particularly those in the Washington metropolitan area) to train for greater proficiency in present positions and for advancement.

Since its organization in 1921, graduate school facilities have been available to all qualified Federal employees and to others insofar as possible. Most Washington classes meet after hours in Department and other Government buildings. Its special (day) program supplements inservice training programs of Federal agencies. Its correspondence program serves field people and Washing- ton people unable to attend classes.

The graduate school faculty is drawn almost entirely from the Federal Service. Courses are offered in the biological, physical, and social sciences, languages and literature, mathematics, statistics, automatic data processing, public administra tion, office techniques, shorthand, and administrative procedures, and in engineering, photography, fine and applied arts, and mapping and surveying. Seminars and lecture series are provided for advanced graduate students and for higher scientific and administrative officials.

A record of your graduate school courses will be placed in your personnel folder unless you ask that it not be done. These records will be used in making selections for promotions.

For Catalog and other information,

write to the Graduate School, U.S. Department of Agriculture, Washing- ton, D.C., 20250, or call at the office. Room 1031, South Building.

35

Lectures and other manuscripts of special interest to Federal employees are published and distributed through the Graduate School Press.

Educational Opportunities for Field Employees

The educational needs of field employees are usually met through enlisting the cooperation of local colleges, universities, and business colleges. In addition to resident instruction, correspondence courses are offered by numerous institutions of higher education as well as the USD A Graduate School. Your supervisor or your personnel officer will assist you in locating educational facilities and courses in which you may be interested.

Library Facilities

The National Agricultural Library is an important tool in the research and administrative work of the De- partment of Agriculture and serves as an agricultural-biological information center, both nationally and interna- tionally. It has one of the greatest collections of agricultural publications in the world, receiving material daily from over 150 governments and juris- dictional entities in 50 different languages.

In addition to the usual library services, the National Agricultural Library provides a photocopying service, compiles bibliographies, and prepares literature surveys to bring the world's knowledge to bear on the solu- tion of problems. The monthly Bibliography of Agriculture enables all workers in the field of agriculture to keep abreast of new developments. The biweekly Pesticides Documenta- tion Bulletin provides indexing in

depth to scientists working on pest control research.

All Department employees, both Washington and field, are encouraged to use the library. Service may be obtained by visiting, writing, or tele- phoning the National Agricultural Library and its Law Branch in Wash- ington, D.C. Belts ville employees are served by its Beltsville Branch and Bee Culture Branch in Beltsville, Md., as well as by the main library. Where practicable or available, field employees may also request service from land-grant college and univer- sity libraries and other local libraries.

The Agricultural Research Service provides specialized libraries for its field staff located at the Utilization Research and Development Divisions at Albany, Calif.; New Orleans, La.; Peoría, 111.; and Wyndmoor, Pa.; and at the Animal Disease Laboratories in Plum Island, Greenport, N.Y., and Ames, Iowa. The Forest Service maintains similar libraries at the Forest Products Laboratory, Madi- son, WÎS.; the Southern Regional Office (Region 8) at Atlanta, Ga.; and the forest and range experiment stations at Asheville, N.C.; Berkeley, Cahf.; New Orleans, La.; Ogden, Utah; Portland, Oreg.; and Upper Darby, Pa.

36

Record of Formalized Training folders. This record will be considered

Employees are encouraged to use a ^^ your personnel file is reviewed for Department form to record formal promotion or reassignment. This training and to have their training or form is available from agency education recorded in their personnel personnel offices.

37

section

BENEFITS AND AWARDS

Employees holding certain types of appointments are eligible for only certain fringe benefits. Check with

your supervisor or your personnel office if you have questions on this matter.

RETIREMENT AND SOCIAL SECURITY

Retirement

The Civil Service Retirement Act of 1920 provides a retirement system for Government employees. This law, with later changes, gives retirement coverage to practically all full-time Government workers except those with temporary appointments.

Your retirement benefit costs are shared by you and the Government. Each payday 6}^-percent of your basic salary is deducted to cover your share. When you retire you receive an annuity paid in monthly installments.

Only if you have worked for 5 years in civilian Federal Service do you have a right to future annuity.

If you leave before you complete 5 years of civilian service, you may have your retirement deductions returned to you. If you leave after completing at least 5 years of civiHan service, you have a choice of having your deductions returned or leaving

the money in the retirement fund. Unless this refund plus interest is redeposited before you retire, the service covered by the refund cannot be credited toward your annuity.

You May Retire

Retirement is mandatory at age 70 after at least 15 or more years of service. You may retire at the following ages with at least the amount of Federal Service shown:

Age 62, 5 years of service. Age 60, 30 years of service. Age 55, 30 years of service—annuity re-

duced for age. Age 50, 20 years of service—must be in-

voluntarily separated—annuity reduced if under age 60.

Any age, 25 years of service—must be in- voluntarily separated—annuity reduced if under age 60.

Any age, 5 years of service—must be totally disabled for position held.

Computins Annuities

Your basic annuity is computed on the basis of length of service and

38

"high-five" average salary. The ^Tiigh-five" average salary is the highest average annual basic salary you earned during any five consecutive years of service. Your basic annuity may be reduced somewhat because of retiring before age 60, or by choosing to name a survivor annui- tant, or faihng to deposit for service during which no deductions were taken from your salary. It will not be reduced for age, however, in cases of disability retirement.

The general formula used in computing annuities is as follows:

(a) Take 1J4 percent of your ''high-5" average salary and multiply the result by 5 years of service;

(b) Add 1^ percent of the same "high-5" average salary multiplied by years of service between 5 and 10;

(c) Add 2 percent of the same "high-5" average salary multiplied by all service over 10 years.

The result is your basic annuity. Here is an example of how the formula would be applied if you retired with 25 years of service and a ^^high-5" average salary of $6,000:

(a) Take IH percent of $6,000 (or $90) X5 years $450

(b) Add 1% percent of $6,000 (or $105) X5 years 525

(c) Add 2 percent of $6,000 (or $120) X15 years 1, 800

Basic annuity per year.... $2, 775

Survivor Benefits

If you die as an employee after completing 5 years of creditable civiUan service, your widow may be entitled to an annuity. To receive an annuity benefit, she must have been married to you for at least 2 years or be the mother of a child born of the marriage. Her annuity will be 55 percent of an annuity based on your average salary and years of service. This annuity is payable upon your death and no age requirement has to be met by the widow. Your dependent children will also be entitled to annuities whether you die in service or after retirement. In general, the total survivor benefits are greater where there are children.

If you die leaving no survivor entitled to an annuity, a lump sum death benefit is payable. This benefit is based on the amount of retirement deductions to your credit in the retirement fund and is paid in the following order: (1) to a beneficiary designated by you; (2) to your widow or widower; (3) if neither of these, to your children and descendants of deceased children; (4) if not any of these, to your parents; (5) if not any of these, to the executor or administrator of your estate; (6) if not any of these, to your next of kin. You should file a designation of beneficiary only if you wish to name some person not in the order of the listing or in a different order. If you want to designate a beneficiary, you must fill out Standard Form 2808 at your personnel office.

Please advise your probable survivors to contact your serving personnel office in the event of your death.

39

Disability Retirement

After 5 years of civilian Federal Service, no matter how old you are, you are eligible to receive an annuity for disability retirement if you have an accident or illness which leaves you too disabled to do your work. This disability may occur either on or off the job. Disability retirement will be disallowed only if it is determined that the disability was caused by bad habits or willful misconduct on your part during the 5 years before disability. Subsequent to disability retirement you must have an annual medical examination until you are 60, unless the disability is permanent.

Minimum Annuity for Disability Retirement

If you retire for disability, your annuity is the lower of either (a) 40

percent of your ^^high-5" average salary or (b) the amount of the annuity figured on the basis of pro- jecting your service by the period from the date of separation to age 60.

Social Security

Certain Federal employees are

covered under social security rather

than civil service retirement. If you are under social security,

your personnel office will give you a

pamphlet which tells how social security works, the amount deducted

from your salary, the part paid by the Government, and the benefits

you may get as a result of the cover-

age. Read this pamphlet carefully. If you have any questions, contact

your personnel office.

HEALTH BENEFITS AND INSURANCE

Group Health Benefits

Group Health Benefits are available under a voluntary program, partly paid by the Government as your employer, to protect you and your family against costs of illness and accident.

Nearly all regular employees are eligible for Group Health Benefits. Those not eligible include noncitizens employed overseas and persons excluded by the nature and type of employment, such as temporary, part- time or intermittent employment.

At the time of your appointment you will be given an opportunity to enroll under the Health Benefits program. You are not obliged to enroll since this is a voluntary program. Before you decide to enroll you should

consider what enrollment in the program will offer:

1. A chance to join a group health benefits plan with better rates and better protection than you can get as an individual.

2. No medical examination, or age or physical requirements.

3. Easier payments through regular payroll deductions.

4. Government contributions toward membership costs.

5. Catastrophic benefits (in some plans) that go beyond usual costs of surgery and hospitalization, to help you finance chronic, long-term, or serious illness or accident.

6. Choice of plans to provide the kind and amount of protection you actually need and want.

40

7. Continued protection after retirement if you meet the service and length-of-enrollment requirements.

8. Peace of mind that goes with a good program of health protection.

Several plans are available to you. First, are two Governmentwide plans: the Governmentwide Service Plan, and the Governmentwide Indemnity Plan. Each of these plans will have two options, one offering a higher level of benefits at a higher cost, and the other offering a lower level of benefits at a lower cost. Employee organization plans are available if you are a member of the organization which offers the plan. Several Group Practice Prepayment Plans and Individual Practice Prepayment Plans also may be available if you hve or work in the geographical area where such comprehensive plans are offered.

Enrollment in any of these plans provides coverage for you as an employee, and if you desire, for your family. Family includes your wife (or husband) and unmarried children under 21; adopted children and step- children under 21, too, in most cases; some disabled children over 21. You cannot include your parents or other relatives even though they live with you and are dependent on you.

The Government, as your employer, shares the cost of your membership. The amount you pay will depend on the price of the particular plan you join. Through payroll deductions, you will pay the difference between the amount the Government contributes and the amount your plan costs.

The opportunity to change your enrollment from one plan to another.

or from one option to another, to change from nonenrollment to enrollment, or to change from self coverage to family coverage or vice versa exists under certain circumstances and at set time periods. The table on pages 42-43 should be used as a guide in determining when and if you can make a change in your enrollment.

Conversion Rights—FEHBA

If an employee leaves Government service or becomes ineligible for coverage for any other reason, he will have an opportunity to convert to a nongroup health benefits contract offered by the carrier of his plan. Application for conversion should be made to the nearest office of the plan. The application must be made within 31 days after termination of the enrollment or coverage under the enrollment.

Group Life Insurance

Life insurance is available at low cost to employees of the Department, under the Federal Employees' Group Life Insurance Act of 1954.

Nearly all regular employees are eligible for insurance. Those not

41

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eligible include noncitizens employed overseas, and persons excluded by the nature and type of employment, such as temporary, part-time, or intermittent employment.

No action need be taken by an employee to get the insurance. No medical examination is required. If eligible, you are automatically insured, unless you fill out Standard Form 53 (Waiver of Life Insurance Coverage) available at the office where your appointment was made.

The amount of your insurance depends upon your basic salary. For example, if your basic salary is $1,000 a year or less, you are insured for $1,000. If your basic salary is more than $1,000, but not more than $2,000 per year (from $1,001 to $2,000, inclusive), you are insured for $2,000. And so on, to a maximum of $20,000 insurance for those whose annual salaries are above $19,000. You may not choose to take a greater or lesser amount of insurance than that for which you are eligible.

You pay 25 cents per $1,000 of insurance each biweekly pay period by payroll deduction. The cost is pro- portionate if you are paid on a monthly or other basis. The Govern- ment contributes to the insurance

fund half as much as you contribute. In addition to life insurance indi-

cated above, you are eligible for certain other benefits. These include: Payment of double indemnity for accidental death; payment for accidental loss of one or more limbs or eyesight (dismemberment); hfe insurance without cost if you retire on an immediate annuity either for disability or after 12 or more years of creditable service of which at least 5 years are civilian service. Each month following date of your retirement or your 65th birthday, whichever is laler^ your life insurance will be reduced by 2 percent until a reduction of 75 percent is reached. The remaining 25 percent stays in effect.

If you leave the Government service, your insurance continues in effect for 31 days during which you may buy, without medical examination, an individual life insurance policy at standard rates.

You may cancel your insurance at any time. If you file a waiver, you may be insured again only if: (1) you are under age 50; (2) at least a year has gone by since you filed the waiver; (3) you satisfactorily pass a medical examination; and (4) you apply for the insurance.

You should keep in mind that this is term insurance and does not provide cash surrender or loan privileges.

Designation oí Beneficiary (Group Life Insurance)

Payments of any benefits due upon the death of an insured employee will

be made in the following order: First, to the designated beneficiary

or beneficiaries;

44

Second, if there is no designated beneficiary, to the widow or widower;

Third, if neither of the above, to the child or children in equal shares, with the share of any deceased child distributed among the descendants of that child;

Fourth, if none of the above, to the parents in equal shares or the entire amount to the surviving parent;

Fifth, if none of the above, to the executor or administrator of the estate;

INCENTIVE AWARDS

Sixth, if none of the above, to the next of kin as determined under the laws of the State in which the insured was domiciled.

You should file a Designation of Beneficiary (SF-54) for this purpose only if you wish to name some person or persons not mentioned in the order of preference above, or if you wish to name a mentioned person in a different order or for a different share.

The Congress passed Public Law 763 (83d Cong.) which permits two types of recognition to employees for exceptional employee performance— Cash and/or Honor Awards.

Honor Awards

Employees of all grades are eligible for both Distinguished and Superior Service awards. A rather large number of employees in the lower grades have received the Superior Service awards.

Distinguished Service Awards

The Department's program includes a Distinguished Service award, given for achievements of very broad or national significance. The recip- ient is given a gold medal and a certificate citing the achievement.

Superior Service Awards

The next highest is the Superior Service award, given for achievements the scope of which is not as broad as those warranting the Dis- tinguished Service award. Recipi- ents in this case receive a silver medal and a certificate.

Unit Awards

Groups of employees working as a team are eligible for Distinguished or Superior Service awards. These are called unit awards. The unit award consists of an appropriately inscribed bronze plaque. Ceremonies for making the awards are held at the headquarters of the unit receiving the award.

<=>■': ^^>^

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Annual Awards Ceremonies

Individual Distinguished and Su- perior Service awards are presented in Washington, D.C., around May 15 each year at the Sylvan Theater on the Washington Monument Grounds. The awards are presented by the Secre- tary of Agriculture. Many awards ceremonies are held throughout the country by the Department's agencies.

Length-of-Service Awards

A length-of-service award is given for each 10 years of Federal service. Accompanying a certificate is a pin, lapel or charm emblem indicating the 10-year interval of service.

Employee Suggestions

The employees' suggestion system is a part of the Incentive Awards Pro- gram. One way you can help is by making suggestions. Don't let good ideas get away from you. Write them down. Send them in. You may receive a cash award.

Use Form AD-287 for submitting your suggestion. Don't forget that a suggestion often goes a long way. Prepare it carefully and develop it as well as you can. Send your suggestion to your supervisor or to the person designated by your agency.

Cosh Awards

Cash awards may be yours for con- tributing to the efficiency, economy, or other improvement of Government operations through your suggestions, inventions, or outstanding perform-

ance on the job. Certificates are presented to employees for such contributions, and for job related sustained above-average performance or special act or service. Certificates may be accompanied by a cash award. Agencies hold award ceremonies annually or whenever most appropriate to their needs. Employees are encouraged to determine the requirements for such recognition and put forth the extra effort required to meet them.

The President's Award

The President's Award for Distin- guished Federal Civilian Service, given for exceptional achievements that are of unusual benefit to the Nation, is the highest honor that the Government can bestow on a career employee.

This award was established June 27, 1957, by Executive order of the President. It is given personally by the President to not more than five individuals each year.

Other Awards

The Department nominates ehgible employees to be considered for special awards sponsored by outside organizations such as:

Arthur S. Flemming Award (Junior Chamber of Commerce).

Career Service Awards (National Civil Service League).

Federal Woman's Award. WiUiam A. Jump Memorial Award. Rockefeller Public Service Award. Horace Hart Award.

46

SAFETY AND HEALTH

Safety

The safety policy of the Depart- ment provides that each employee is expected to perform his duties in such a way as to prevent damage to property or injury to himself or others. It further provides that agency safety programs shall be devised to insure a continuing ag- gressive accident prevention effort at all levels of the organization and at all locations.

Violations of safety regulations or requirements are subject to consideration for appropriate disciplinary action.

Your safety and health are of major importance to the Department. Safety officers inspect working conditions in many offices and operations, and eliminate or minimize accident and fire hazards.

The Department expects us to avoid accidents and report all hazards to our supervisors. You have a responsibility to be on the alert for accident hazards and to cooperate with the safety officers. Even in office work many hazards are en- countered, such as trailing electric and telephone cords, torn places in rugs, top-heavy filing cabinets, and worn stair treads. If you work in a hazardous operation, be sure you know the safety regulations—ask your supervisor.

Your supervisor will be glad to furnish you copies of safety regulations, bulletins, and other safety literature. If you have had previous experience in accident- or fire-prevention work, you should notify your immediate supervisor and the safety officer. Trained safety workers can be useful.

Accident Reporting

The Department requires that every accident be reported on Form AD-278, "Supervisor's Report of Accident." Accident prevention is the most important objective of any safety program. Prompt effective reports facilitate corrective action. The form is designed to require adequate data and a signed recommendation by the supervisor and a reviewing official as to the corrective action taken or recommended.

Motor Vehicle Operation

An employee using a privately owned vehicle on official business is not required to carry personal li- ability insurance. He may wish to do so as under some circumstances it could be determined that an accident did not take place while he was on official duty. Some circumstances might make him financially liable for an accident when driving either a privately owned or Gov- ernment-owned vehicle.

It is the policy of the Department that each motor vehicle acquired for official purposes, rented (when possible), or authorized for official use shall be equipped with two safety belts for the front seat of the vehicle. All operators of safety belt equipped motor vehicles shall wear and are responsible for seeing that all passengers are wearing seat belts to the extent available at aU times while the vehicle is in motion.

Public Law 87-258 provides for defense of suits by the Government for damage to property or for personal injury, including death, resulting from the operation of a motor

47

vehicle within the scope of employment.

Immediate notice must be given to the appropriate office of the General Counsel of all accidents causing substantial property damage or serious injury to private property or persons and/or all motor vehicle accidents resulting in civil actions or proceedings.

Civil Defense

The Office of Emergency Planning is responsible for the continuity of Government programs. The De- partment of Defense, Office of Civil Defense, is promoting numerous activities for the protection of the public in the event of an emergency. The Department of Agriculture is cooperating in these programs. Em- ployees are urged to keep currently informed of civil defense activities and are encouraged to cooperate.

First Aid

Emergency treatment of injuries is available to Department employees. In some of the larger offices, emergency rooms are maintained to care for illnesses and injuries that occur during the day. You can note the location of the first-aid or emergency room on your office schedules. Field offices are equipped with first-aid kits, and usually there is someone in the office trained to use them.

If you become ill while performing yoiu- official duties, either notify or have someone notify your supervisor before going on sick leave. If injured during working hours, report to your supervisor, go at once for treatment. This holds for minor injuries—cut fingers and bruises—as

well as more serious accidents. If complications arise, this record will help to estabUsh a claim for disabiUty compensation or for treatment at the expense of the Government.

Medical and Hospital Care ior Occupational Injuries

If you should need further care as the result of work-connected injury or illness, your supervisor will send you to an approved physician or hospital. The Government pays for medical service and also allows compensation on duty-connected injuries, but it expects us to use Government-authorized facilities. Only in the most serious emergencies will private physicians be paid for first-aid treatment and, in such cases, subsequent treatment must be given by a Public Health doctor or a doctor designated by the Bureau of Employees' Com- pensation, if available. To receive consideration, the bill for a private physician must be supported by a statement from the supervisor and must then be forwarded to the U.S. Bureau of Employees' Compensa- tion, which reviews it before allow- ing payment.

Public Law 658, 79th Congress, en- abled Government departments and agencies to establish health services for Federal employees in localities where there is a sufficient number of employees to justify this service. The employee health programs are to be established after consultation with the U.S. Public Health Service.

Health Services

The enabling legislation permits the Department to render the following services:

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1. Treatment of on-the-job illnesses and injuries requiring emergency attention.

2. Disability and other physical examinations.

3. Referral of employees to private physicians and dentists.

4. Preventive programs relating to health.

The Office of Personnel administers provisions of this legislation. Phy- sicians and nurses provide the services. In Washington, D.C., the Health Unit in the South Building treats on-the- job illnesses and injuries requiring emergency attention. There are a limited number of beds available for employees temporarily indisposed who wish a short period of rest before returning to their regular duties. They are also used by people with chronic ailments who require periodic rest. This service also enables employees convalescing from serious illnesses or operations to return to work earlier. Requests for these rest privileges should be accompanied by a doctor's statement.

Medical consultation on personal health problems related to the job, and referral to private physicians and community facilities are available. Immunizations and health survey programs are periodically conducted. Comparable health units exist in many field offices.

Disability Compensation

Compensation for duty-connected injuries or illness includes free medical, surgical, and hospital treatment. Payments may replace sick or annual leave at any time after the third day of disability. If the injury causes a loss of time of more than 21 days, the first 3 days will then also be paid.

The law provides a minimum benefit of $180 per month, unless the injured employee's pay is less, in which case his monthly rate for total disability shall be equal to his full monthly pay. The maximum benefit shall not exceed $525 per month. Benefits for partial disability are fixed by the Bureau of Employees' Compensation and are paid as long as disability continues or until an employee becomes eligible for disability retirement. For what to do ^^When Injured at Work" see page 73.

Other payments, in case death occurs in connection with duty, include funeral expenses and benefit payments to children and other dependents. Bureau of Employees' Compensation Form CA-1 must be submitted within 48 hours after injury, if possible. Those who travel for the Department should have the list of Medical Facilities Available to Employees of U.S. Government. Ask your agency personnel office for it.

EMPLOYEE SERVICES AND ACTIVITIES

USDA Clubs

Employees in many localities have organized USDA Clubs as a means of keeping posted on the broad phases of our agricultural program and developing personal acquaintance among

workers in the various Department agencies. Speakers are scheduled for club meetings. Committees on education and training, public relations, employee welfare, and other activities carry out whatever club program

49

meets the needs of the locaHty concerned.

Newcomers have received friendly services, such as aid on housing problems, through the clubs.

Welfare and Recreation Association

In Washington there is an employee Welfare and Recreation Association which manages the cafeterias, provides financial assistance to employees in case of emergency, and assists general employee activities. The association pays the salary of a full-time recreation director who will help you plan your leisure-time activities, if you wish. Facilities and services of this organization are developed to meet the needs and interests of employees. Many field offices have similar organizations and employees are encouraged to organize and participate in such activities.

Credit Unions

Credit unions have been set up both in Washington and at many headquarter cities in the field. Mem- bers save money by purchasing shares on which an annual dividend is paid; they may borrow if the credit committee approves the loan application. Loans at a low rate of interest are made for many purposes and may be repaid in small monthly installments. Employees are encouraged to utilize this service. Your personnel office has additional information regarding these facilities.

Professional Societies

Membership in professional societies provides employees an opportunity for self-improvement. Many societies publish journals and mono-

graphs which help members keep up with the latest developments.

Employee Organizations

Various national employee associations have units in the Department of Agriculture. These organizations seek to protect job interests of employees; they assist in the formulation of personnel pplicies and practices; and they participate to some extent in civic and recreational activities of employees.

You are free to join or refrain from joining these associations as you wish. The Department personnel policy in appendix II of this handbook gives specific guarantee on this point. Em- ployees may not be members of an organization of Government employees that asserts the right to strike against the Government.

Community Activities

Employees are urged to participate fully in worthwhile community activities such as blood banks, united giving fund, youth programs, and similar activities.

Co unseiing

The Department believes that with few exceptions the interest of the employee and management are inter-

50

mingled. Job involved or personal have been made available in each problems frequently affect morale and agency personnel office of this Depart- employee performance. With this in ment. You are encouraged to use mind, employee counseling services these facilities.

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LEAVING YOUR JOB KEDUCTIONS IN FOKCE

From time to time the Department has to reduce the number of its employees. Sometimes we have budget cuts which result in positions being abolished. There are times when the work of a unit changes and employees have to be dropped because their duties are no longer a part of the agency's program.

In a reduction in force, the first group to go would be the temporary employees. Next would go those employees serving under appointments made in the absence of registers of eligibles. Next career-conditional employees, and last, career employees.

Within each of these groups, the order of separation is governed by veteran preference, performance rating, and years of service.

Employees reached for reduction in force have certain rights to be assigned to other positions in the Department for which they qualify. The positions may be either vacancies or positions occupied by other employees who are in a lower category for retention. The extent of the right is determined by tenure of appointment,

52

civil service status, veteran preference, efficiency, and years of service.

Some reductions in force which involve only budget cuts may result in grade demotions instead of separations. The agencies may make enough demotions to offset the cut in funds.

Notices of Reduction in Force

If an employee is to be separated from the service by reduction in force.

he will get at least a 30-day notice, either as an active worker, or on accrued annual leave, leave without pay, or nonpay status pending separation. Employees with career or career-conditional appointments and at least a ''Satisfactory" performance rating will be given a 90-day notice of separation unless fiscal conditions prevent it. During most of this notice period, the employee is carried on annual leave and, if his leave ex- pires, in a leave-without-pay or non-

pay status.

An employee has the right of appeal to the Civil Service Commission if he thinks his separation is unfair. He can also examine the separation list.

Separations—Other than Reductions in Force

See statements under ''Your Ap- pointment," page 14 "Conduct as an Employee," page 25 and the Federal Personnel and Department Personnel Manuals for information on separations other than by reduction in force.

RESIGNATIONS

If you resign, you should submit your resignation to your supervisor. The resignation blank is on the re- verse side of Standard Form 52 or AD-352. Your personnel office will have a supply of these. Read the pertinent parts of the leave, reappoint- ment, and retirement regulations if you are thinking about resigning. Please give your agency enough notice to permit finding someone to take your place.

Information covering the resignation of employees not in good standing is contained in chapter 751 of the

Federal Personnel and Department Personnel Manuals.

UNEMPLOYMENT COMPENSATION

Protection and Rights

As an employee of the Federal Gov- ernment, you have the protection of unemployment compensation unless you work in one of the few types of employment exempt by the law. You do not pay a tax to provide for your unemployment compensation. You will be paid unemployment benefits, if you are eligible, by the State security agency in which you had your

last official station, or by the District of Columbia.

However, the law of the State of your residence will govern your rights if your last official station was outside the United States or you performed service in private industry covered under the State law after termination of your Federal employment, or you file your first claim while a resident of Puerto Rico or the Virgin Islands.

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Conditions of Eligibility

All State laws contain the following provisions regarding eligibility for benefits:

1. You must have had a certain amount of employment or have earned a certain amount of wages in a base period specified in the State law. In some States, the base period is the most recent 52 weeks before you file your claim. In no State will wages earned in Federal employment before January 1, 1953, count for benefits.

2. You must file a claim and must register for work at a local employment office.

3. You must be unemployed. 4. You must be able to work. 5. You must be available for work. 6. You must continue to report at

the local employment office, as directed.

You may be disqualified for benefits, as provided in all State laws. The most common reasons include:

1. You quit your job voluntarily without good cause, or

2. You were discharged for misconduct connected with your work, or

3. You refused a suitable job without good cause.

Effect of Terminal Leave

You will not be eligible for benefits for unemployment until the period covered by your terminal leave has

Filins a Claim

As soon as you are separated, visit the local office of the State Employ- ment Service to register for work and claim compensation benefits. If there is no office in your locality, ask the

Postmaster for the address of the nearest office.

If you are not living in the State of your last official station, the local employment office will send your claim to the proper State. You will need certain records when you make a claim. You must have with you your notice of personnel action for your separation showing that you worked for the Government and that you were separated from such service. At the time of your separation, you will be given this notice along with another form which shows the address of your payroll office. Be sure to take both of these to your local State Employment Service Office when you file your claim.

Penalties

If you willfully make a fraudulent claim, you are subject to a fine or imprisonment, or both. If you make a mistake in giving information when you file your claim, notify the local office as soon as you discover the mistake, in order to avoid penalties.

Benefits

Your weekly benefits and the number of weeks payable will depend upon the law of the State having

54

jurisdiction over your claim. Bene- fits usually are approximately one-half normal earnings with maximums ranging from $28 to $55 per week. Maximum periods usually range from 20 to 39 weeks in a benefit year.

Appeal Rishts

You have a right to appeal if it is

determined that you are ineligible for or disqualified from benefits, in accordance with provisions of the applicable State law. If you beUeve incorrect information was given by your agency concerning your service, wages, or reasons for separation, you can ask for a review by the agency.

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HELPFUL HINTS Regulations

The regulations in the Depart- ment's Personnel Manual are the rules by which you work. You should become acquainted with the regulations affecting your work and conduct. Some chapters of the regulations are carried in appendix II of this handbook. They will help you know the Department's poUcy with respect to its employees, as well as your obligations and privileges as De- partment employees. In addition to the regulations, circulars and memorandums are issued by agency and staff offices on detailed problems and procedures. They are usually filed for reference in each office.

Telephone Manners

How we answer the phone is important. Answer promptly, pleas- antly, accurately, and don't pass the buck; have pad and pencil ready for notes; return calls promptly; keep the lines free. If a line is busy, try again later; if the person you want is talking on another phone, ask that he call you back. Outside calls increase the Department telephone bill, so make as few of them as possible.

Correspondence Manual

The U.S. Government Correspond- ence Manual, augmented by the De- partment, is our official guide on correspondence. It explains such details as when to use memorandums and when to use letter form, how to set them up, and how to address envelopes.

Office Housekeeping

Clean, orderly offices and buildings speed work, reduce fatigue, and make a favorable impression on visitors. The cleaning force needs all its time for real scrubbing and dusting. Use scrap baskets and waste containers, keep paper picked up and chairs in place. Notice to smokers: Use the ashtray, not the floor, and never the wastepaper basket or window.

The Mail—Letters

People who write letters to the Government expect prompt, cour- teous, and complete repUes.

Most Department letters go out under the official postage and fees paid privilege and must therefore conform to standards estabUshed by law or regulations for handling official

56

mail. Agencies often have control or review clerks who check official mail just before it goes out, to make certain it contains no references to personal business. They also check enclo- sures and addresses. Letters tend to pile up at the end of the day, so try to get mail off early and send letters a few at a time as they are ready. Personal mail should not be sent to offices except in emergencies.

Supplies—Economy

Office supplies such as pencils, paper, envelopes, notebooks, and rubber bands are requisitioned on forms provided for that purpose. In each office one person, as a rule, takes care of supplies and other service needs. Occasional ^^good-size" orders for suppUes are less expensive to handle through supply sources than a succession of small ones. Too, supply items should not be accumulated in excess of reasonable needs, and items for which there is no need should be reported—someone else may need them. Orderly cabinets save on suppUes.

The Department must also be run economically in other ways—type- writers and other office machines should be properly cared for; im- necessary carbon copies and use of good paper for rough drafts should

be avoided (the backs of "dead mimeographing" make good rough draft copy paper); never use a large envelope when a smaller envelope can be used.

Travel

Government travel must be properly authorized or approved. Trav- elers must exercise the same care in incurring travel expenses as a prudent person traveling on personal business.

The Standardized Government Travel Regulations and the Admin- istrative Regulations of the Depart- ment give details. Transportation tickets are purchased with Govern- ment Transportation Requests.

Personal Belongings—Protection

Although protection is afforded employees by the custodial force of the buildings in which we work, there is a continual need for safekeeping of personal belongings in our offices during and after working hours. Cash and other valuables should not be left unattended in offices unless placed in locked files, drawers and cabinets that will provide for the adequate protection of these items. Employees should strive to maintain this protection and, thereby, eliminate the temptation of others from taking items of personal belongings.

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APPENDIX I GENERAL PUBLICATIONS

The Department of Agriculture issues numerous publications which are of individual, local, and national interest. Consequently, many mailing lists are maintained on particular subjects—an aggregate of more than 1,100 individual lists. While these publications further the interest of the agencies in which they were prepared, their coverage is so great that many employees have found them most helpful in meeting their own interests and needs.

These publications are available in the National Agricultural Library, or may be secured from the Office of Information, Department of Agriculture, Washington, D.C. 20250. The National Agricultural Library issues the monthly Bibliography of Agri- culture, which is available in the larger field offices or on circulation from the main library.

TRAINING PUBLICATIONS

Many training or self-improvement materials are available from Agency Personnel or Training Officers. Check with your supervisor or your Personnel Office about the availability or source of materials in which you are interested.

APPENDIX II MATERIAL ALL EMPLOYEES SHOULD STUDY AND KEEP HANDY FOR

FUTURE REFERENCE

Department Personnel Manual

CHAPTER 272—PERSONNEL POLICY FORMULATION AND PERSONNEL ISSUANCES

SUBCHAPTER 1 POLICY

1-1. General.—The mission of the Department of Agriculture is to serve the public honestly, efficiently, economically, and wholeheartedly. The Department works through its employees and what it achieves depends primarily on its employees, on the relations among them, and on the conditions under which they work. To this end, there should be a common understanding among all employees of their obligations and responsibilities, of their rights, and of their relations to each other, to the Depart- ment, and to the public which they serve. The policies governing personnel in this Department must be positive and creative. They must be so planned and executed as to make for the most effective operation possible. They must be uniform and uniformly adhered to throughout our agencies, and in both Departmental and field services. The personnel policy outlined herewith has been developed as a statement of the Department's objectives in its management of its human resources.

1-2. Management responsibility.—Each employee having executive and supervisory responsibility is a personnel manager, and, as such, has the obligation of seeing that the personnel policies are understood and properly and fairly carried out in his sphere of activity. Effective administration calls for personnel management of the highest caliber at every level. Specific responsibilities are set forth elsewhere in this chapter or in the appropriate sections of the regulations.

1-3. Employee responsibility. a. To the public.—It is the duty of employees of the Department to serve the public

well and faithfully under the Constitution and laws of the United States and to administer these laws and the work of the Department impartially, efficiently, and in accordance with Department policies. Each employee should conduct lumself in such a manner as to create and maintain respect for the Department and the public service.

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b. To the Department.—Each employee is obligated to render full and effective service. Continued employment in the Department is justified only so long as he fulfills this obligation. Industry, cooperation, and support of established Departmental objectives and policies are expected of all employees. The Department invites constructive suggestions for improvement of its work from every employee.

c. Personal conduct.—Employees shall not at any time, on or off duty, conduct themselves in a manner which might cause embarrassment to or criticism of the De- partment or interfere with the efficient performance of their duties.

d. Political activity.—Employees are expected to conform to the spirit as well as the letter of all applicable laws, rules, and regulations prohibiting, restricting, or governing their participation in political management or activity, campaigns, elections, and the holding of public office.

1-4. Personnel policy. a. Organization.—A carefully planned organization is essential to the effective,

efficient, and economical discharge of the responsibilities of the Department of Agri- culture at all levels. To secure full use of all resources, both human and material, each manager, supervisor and employee is involved in, and must contribute to, the organization planning process especially as it relates to his responsibilities and level of operation. In the case of an individual employee this involves the most effective and efficient organization and performance of assigned tasks.

b. Recruitment and placement.—The policy is to recruit the best qualified person available, regardless of race, sex, color, creed, national origin, political affiliation, personal sponsorship, or other extraneous considerations. While recognizing the need for introduction of persons from outside the Department at any level, the policy of the Department is to transfer and promote persons already employed in the Department, provided their personal qualifications, training and experience are at least equal to those of applicants from other sources. A sincere and planned effort is made to place each employee in the work to which he is best suited, and which will utilize his skills to the fullest, including placing the handicapped in positions suitable to their capa- bilities. It is also the policy of this Department to take appropriate actions to expand and strengthen efforts to promote full equality of employment opportunity.

c. Salaries and wages.—Employees are paid the same scale of pay for work of equal difficulty and importance under a system that establishes a direct relationship between responsibilities and salaries.

d. Employee development.—The quality of performance which an organization receives from its employees determines the success of its programs. It is, therefore, the policy of this Department to maintain a systematic Employee Development Program. This Program is designed to help the employee become adjusted to his situation, to give the best service on the job in terms of mutually understood standards of performance and accomplishments, and to help prepare the employee for broader service and greater responsibility. Employee development is a high priority responsibility of every manager and supervisor throughout the Department.

e. Management development.—The Department will maintain a Management Development Program. The aim of this Program is to insure that employees who are selected for leadership roles will be fully aware of their responsibilities and will be given every possible opportunity to (a) enlarge their knowledge of management; (b) learn and apply the best management skills and techniques; and (c) establish goals for developing themselves to their full potential. One of the Department's prime objectives therefore is to make good management ''a way of life."

All training opportunities will be made available to employees without concern for race, religion, marital status, politics, or sex.

f. Standards of service.—Each employee is entitled, throughout his career in the Department, to know the full requirements of his job and the standards by which his service will be measured. It is the responsibility of each supervisor to see that adequate standards are provided, and to review and appraise an employee's performance with him.

g. Safety, health, and welfare.—Safe, sanitary, and healthful working conditions are provided for all employees. Each employee is expected to perform his work in such a way as to prevent damage to property or injury to himself or others. The Depart- ment's health service program is provided for the purpose of maintaining and promoting the general health and welfare of its employees. The Department encourages the development of, and cooperates with, organized employee activities.

h. Vacation leave.—Because annual vacations are important to maintain health and efficiency, employees are encouraged to take planned annual leaves, and supervisors should schedule work accordingly.

i. Honors and awards.—Incentive awards shall be granted to recognize employees who by their suggestions, inventions, superior accomplishments or other individual efforts contribute to the efficiency, economy or other improvement of Department

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operations, or who perform special acts or services in the public interest in connection with or related to their official employment.

j. Membership in employee organizations.—Under the policies set forth in Executive Order 10988, the Department actively cooperates with employee organizations that have as a primary purpose the improvement of the terms of employment and working conditions of their members. It is a matter for decision by each individual whether he joins or refrains from joining such an employee organization. His right freely to make this decision shall be respected and his status as a member or non-member shall not be given any weight in official actions affecting him. Each employee is free to assist and actively participate in the affairs of an employee organization, provided no conflict of interest is involved and the activity is otherwise proper.

k. Discipline.—Each report of neglect of duty or commission of irregularity, which if true would result in disciplinary action, shall be judged on its merits. An employee shall be given full opportunity to answer charges of misconduct, irregularity, or neglect of duty. The Department recognizes the principle of equal penalties for offenses of similar gravity.

I. Grievances.—The Department wants employees to give frank expression of their complaints. Supervisors whenever possible shall adjust employee grievances promptly and satisfactorily. The Department system for appeal of employee grievances is open to all employees without reprisal.

m. Retirement.—The Department encourages the use of all provisions of the present retirement system to the mutual advantage of the public service and employees. Employees who cannot render satisfactory service because of physical or mental disability are recommended for retirement when eligible. The Department shall constantly strive to improve the retirement system.

n. Utilizing personnel displaced by improved management practices.—New positions resulting from improved management practices such as the introduction of Automatic Data Processing activities shall be available to present Department employees, based on qualifications and merit, and every effort shall be made to continue displaced employees in other positions (with training and reassignment) when a reduction in the number of personnel is required.

1-5. Supplementary instructions.—The Director of Personnel will issue necessary supplemental and implementing instructions. These instructions are maintained in agency personnel offices and are available to any interested employees.

1-6. Distribution of this statement.—Each present and new employee shall receive a copy of this statement.

CHAPTER 713—NONDISCRIMINATION

SUBCHAPTER 3. CoMPLAINTS OF DISCRIMINATION

This subchapter states the Department's policy with respect to, and provides an orderly procedure for, the handling of complaints and grievances based on alleged discrimination on the grounds of race, color, creed, or national origin as required by the Regulations of the President's Committee on Equal Employment Opportunity, Sec- tion 1401.3 (FPM Chapter 713, Appendix C).

3-1. General. a. Policy.—The poUcy of the Department forbids discrimination. The principles

on which our Government is based require fair employment without discrimination because of race, creed, color, or national origin. The Department recognizes the right of employees to appeal the decisions of their superiors. It is also the policy of this Department to take appropriate actions to expand and strengthen efforts to promote full equality of employment opportunity.

All employees shall be free from any and all restraint, interference, coercion, or reprisal on the part of their associates or supervisors in making any complaint or appeal, in serving as representatives of an appellant, in serving as hearing officers, in appearing as witnesses, or in seeking information in accordance with these procedures. The above principles apply with equal force after a complaint has been adjudicated. Should these principles be violated, the facts shall be brought to the attention of the Employment PoUcy Officer or his appropriate Deputy by the appellant, his representative, or the person affected.

b. Scope.—These regulations apply to all positions whether or not in the competitive service except those positions occupied by aliens employed outside the limits of the United States. Appeals under these regulations will be accepted from employees of the Department and from those who contend they have failed to receive appointment or whose appointments have been terminated because of race, creed, color, or national origin. These regulations apply to all cases pending on the date the regulations are made effective.

c. Definitions.

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(1) Committee.—The President's Committee on Equal Employment Opportunity established by Executive Order 10925, dated March 6, 1961, as amended (26 F.R. 1977).

(2) Complaint.—A complaint is an allegation by the person affected or his authorized representative alleging a specific failure to follow the equal employment opportunity program prescribed by these regulations (or the Executive Order).

(3) Committee's regulations.—Regulations of the President's Committee on Equal Employment Opportunity. FPM Chapter 713, Appendix C.

(4) Executive vice chairman.—Executive Vice Chairman of the President's Committee on Equal Employment Opportunity.

d. Designations. (1) Employment policy officer.—The Assistant Secretary for Administration is the

Employment Policy Officer of the Department of Agriculture. (2) Deputy employment policy officer.—Each agency head is hereby designated

Deputy Employment Policy Officer. (3) Assistant employment policy officers.—The Deputy Employment Policy Officers

may designate responsible officials, without diminution of their responsibility, to be known as Assistant Employment Policy Officers, to carry out any or all of their functions under these regulations. The names of persons so designated shall be reported to the Employment Policy Officer with a brief description of the position held by each such person.

e. Authority and responsibility. (1) Secretary of Agriculture.—The Secretary or his designated representative shall

make the final decision on all matters under these regulations. (2) Employment policy officer.—The Employment Policy Officer is authorized to

carry out the policy of the Executive Order, the regulations of the Committee and to provide for modifications, amendments and revisions of these regulations which shall be consistent with the Executive Order, the regulations of the Committee and the regulations of the Civil Service Commission.

(3) Deputy employment policy officer.—The Deputy Employment Policy Officers are responsible for carrying out these regulations in their agencies. Each Deputy Em- ployment Policy Officer is responsible for seeing that each employee is notified of the name and address of the Employment Policy Officer and, in his agency, the Deputy Employment Policy Officer and the Assistant Employment Policy Officers, for seeing that appointing officers take appropriate steps to make certain that all actions taken conform to these regulations, and otherwise for carrying out the policy and requirements of these regulations.

(4) Employees.—When requested, employees are expected to cooperate in the processing of complaints. Employees chosen to serve as investigators or hearing officers shall be selected to preclude service by any one who may have formulated a definite opinion regarding the case, by any person who may have previously made an administrative decision on the case, or by any one else who for any reason may not be inde- pendent and objective in obtaining the facts upon which administrative decisions will be based.

f. Time limits.—All the time limits stated in this procedure will be adhered to unless exception is granted by the Employment Policy Officer or the Executive Vice Chairman of the Committee. Within 35 calendar days from receipt of a complaint by the Department or within such additional time as may be allowed by the Executive Vice Chairman of the Committee for good cause shown, the Department shall process the complaint and shall submit a report to the Committee, signed by the Employment Policy Officer, on the disposition of the complaint required by 3-6 of this subchapter.

Where a hearing is requested the matter must be disposed of by the Department and the report submitted as provided within 50 calendar days of the date of the receipt of the hearing request.

3-2. Dissemination of information. a. Notice to employees.—At least annually, information concerning the nondiscrim-

ination policy and procedures will be published in US DA Employee News Bulletin. Such information will also be included in the USDA Employee Handbook.

b. Bulletin hoards.—A copy of these regulations or a notice specifying where a copy of the regulations in this subchapter may be inspected or secured shall be posted on bulletin boards. The postings shall also state the name and address of the Employment Policy Officer and of the appropriate Deputy and Assistant Employment Policy Officer. Where bulletin boards are not available, the regulations and the names and addresses shall be made available to all personnel.

c. Employee training programs.—In-service training program involving formalized group instruction shall include an explanation of the equal employment policy and program to the extent necessary to inform all employees of it. At reasonable intervals the policy shall be included in staff conferences.

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d. Agency reference material.—The President's Committee on Equal Employment Opportunity has requested copies of materials published or distributed by the De- partment on the equal employment policy.

The Committee is especially interested in any instructions issued to supervisors, informational material transmitted to all employees, agenda or outlines for training courses concerning the equal employment policy, questions on this policy used in inspection of agency personnel activities, etc. Copies of newsletters, etc., containing information on the policy are not desired.

Three copies of all such materials issued after the effective date of these regulations shall be submitted to the Office of Personnel, at the end of the month of issuance, for transmittal to the Executive Director.

e. Requests for information and assistance.—Employees located in the Washington, D.C. area are at liberty to consult with the Employment Policy Officer at any time they have failed to obtain satisfaction through the official channels of their own agencies. Field employees may communicate directly by letter with the Deputy or Assistant Employment Policy Officer of their own agency or the Employment Policy Officer of the Department. All personnel offices in the Department (both Washington and the field) shall furnish, to those covered by these regulations, information and assistance on request.

3-3. Presenting and handling complaints and appeals. a. Matters appealable under the procedure.—A personnel action which affects an

employee or applicant adversely, and which he believes to have been based on discrimination because of race, color, creed, or national origin is appealable under these procedures. Segregation of employees on the basis of race, color, creed, or national origin is also appealable within the scope of these procedures.

Any allegation of discrimination by an employee in connection with an appeal from an adverse action under FPM Chapters 771 and 772, will be referred to the Employ- ment Policy Officer for processing under this subchapter. No decision shall be made against the appellant on the adverse action appeal until the provisions of this subchapter have been fulfilled.

b. Informal discussion and adjustment. (1) Request for interview.—Whenever an employee of the Department feels he has a

complaint, he may request, and shall be granted an interview with his supervisor, the Deputy or Assistant Employment Policy Officer, or other appropriate officials. Re- quests for interviews may be oral or in writing. Employees and officials are encouraged wherever and to the extent practicable, to settle complaints by informal discussion and adjustment to preclude the need for formal proceedings.

(2) Informal adjustment of complaint.—The supervisor or other official who interviews the complainant shall attempt an adjustment of the complaint made to him. If he adjusts it to the satisfaction of the complainant, a written report shall be made to the Deputy Employment Policy Officer. If he cannot adjust it satisfactorily and the complainant wants further consideration, the complainant shall be required to put the complaint in writing. (See 3-3c of this subchapter.) The supervisor or other official shall then report to the Deputy Employment Policy Officer (through official channels) the basis for the complaint and the reasons for his not being able to effect a satisfactory adjustment.

c. Written complaint or appeal. (1) Form and contents.—Any complainant desiring consideration of his complaint

by other than the informal procedures provided in Subchapter 3-3b must personally or through an authorized representative file a written complaint signed by the complainant. The complainant should use Form EEO-F-2 ^'Complaint Form, President's Committee on Equal Employment Opportunity, Government Employment." The complainant shall specify the basis of his claim and shall submit such proof to sub- stantiate his complaint as may be available to him. Complaints not meeting these requirements may be returned to the complainant with a request for particulars, and upon failure to receive the necessary specification, the Employment Policy Officer may refuse to act on such complaint.

(2) Where and when to file.—Complaints may be filed with the Employment Policy Officer, the Deputy Employment Policy Officer, or with the Committee. Complaints filed with the Deputy Employment Policy Officer shall be forwarded promptly to the Employment Policy Officer. Complaints shall be filed within 90 calendar days of the acts complained of unless an exception is granted by the Employment Policy Officer or the Executive Vice Chairman for good cause shown.

(3) Terminating action on complaint or appeal.—A complainant can withdraw a complaint or appeal or indicate satisfaction at any time prior to a final decision. He should do so in writing. Such action by complainant shall be explained in the summary report of disposition of the complaint or appeal. No further action is required

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on a complaint or appeal under such circumstances except to close the record with a final report. (See 3-6a of this subchapter.)

d. Notification to the committee.—When a complaint filed in accordance with 3-3c of this subchapter is received by the Employment Policy Officer, he shall transmit a copy of the complaint promptly to the Committee.

e. Investigation and appraisal of employment practices, (1) The Employment Policy Officer will promptly refer a copy of the complaint to

the Office of the Inspector General for appropriate investigation. At the same time, the Employment Policy Officer will send a notice to the Deputy Employment Policy Officer notifying him that a complaint has been filed and indicating the unit, location, and basis of the complaint and of the referral of the complaint to the Office of the Inspector General. No internal investigation or inquiry shall thereafter be made by the agency. However, if the complainant is an employee of the Office of the Inspector General, the complaint shall be investigated by some Division other than the one to which the complainant is assigned.

(2) The Office of the Inspector General shall institute a prompt investigation of complaints referred to it by the Employment Policy Officer. Whenever necessary, or appropriate for a full development of the case, the investigation shall include sufficient facts for the Employment Policy Officer to make an appraisal of employment practices in the organization segment or unit in which the alleged discrimination or failure to carry out the policy of these regulations has occurred. After appropriate investigation, the Office of the Inspector General shall submit the complete investigation file to the Employment Policy Officer and shall, at the same time, submit a copy of the original complaint and a copy of the complete investigation file, without recommendation, to the Deputy Employment Policy Officer for appropriate review and decision.

f. Delay in handling complaints and appeals.—All complaints and appeals shall be handled expeditiously, fairly, and completely. Agencies will be required to justify delays. Any unjustified delay or dilatory tactics by the complainant shall form the basis for dismissal of the complaint or appeal.

g. Adjudication of complaints. (1) Informal adjustmerit by deputy or assistant employment policy officer.—After

review of the investigative report, if the Deputy Employment Policy Officer believes there is sufficient justification for the complaint to support an effort to dispose of the matter informally, an endeavor shall be made by the Deputy, Assistant Employment Policy Officer, or appropriate official to settle the complaint by informal negotiation. This negotiation shall include, as a minimum, a discussion with the complainant or his representative of the problem, and a review of all available evidence. In the attempt to settle the complaint, the Employment Policy Officer may seek the advice of the Com- mittee, if necessary. Every effort should be made to cooperate fully with the complainant and to assure him that all relevant facts are brought to light and considered.

If the Deputy Employment Policy Officer believes there is not sufficient justification for the complaint, the complainant shall be furnished a decision in writing, by certified mail with return receipt requested, or by hand delivery with a signed receipt, by the Deputy or Assistant Employment Policy Officer not later than 5 days after receipt of the investigation file. The Employment Policy Officer and the Committee shall be furnished a copy of the decision at the same time it is sent to the complainant. The complainant shall be given an accurate summary of the pertinent facts which may have been developed by investigation or otherwise, and shall be notified that if a response in writing is not received by the Employment Policy Officer within 10 calendar days of receipt of the decision (20 days if outside the Continental U.S.) stating that he wants a formal hearing, the case will be considered closed. However, following the 10 day period, the complainant shall be allowed an additional 30 calendar day period to request a review of his complaint by the Committee. If within the 30 calendar days the complainant does not request a review of his complaint by the Committee, the case will be closed. If at the expiration of the 30 calendar days, the complainant has neither requested a formal hearing within the time allotted nor a referral of his complaint to the Committee, the Employment Policy Officer will notify the Committee of the fact and of the closing of the case. He will also inform the appropriate Deputy or Assistant Employment Policy Officer.

(2) Request for review by the committee.—If the complainant requests a referral of his complaint to the Committee, the Employment Policy Officer will transmit a copy of the request and the complete file to the Committee without delay. A copy of this referral will be sent to the Deputy Employment Policy Officer and the complainant.

(3) Request for a hearing.—In the event the complainant requests a hearing it shall be granted through the facilities of the Department and in accordance with the provisions of 3-4 of this subchapter.

3-4. Formal appeal and hearing.

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a. Submission of appeal for hearing.—In any case that is not settled by negotiation to the complainant's satisfaction, he shall be afforded an opportunity for a hearing before the Employment Policy Officer or his designee(s). The appellant's request in writing for a hearing must be received by the Employment Policy Officer within 10 calendar days (20 calendar days if complainant is outside the Continental U.S.) of receipt of notice from the Deputy Employment Policy Officer of his decision and notification of the complainant's right to a hearing. A copy of the request for a hearing shall be sent to the Committee and one to the Deputy Employment Policy

b. Appellant's right to summary of facts.—The appellant shall receive an accurate summary of the facts pursuant to his complaint, and upon which the agency relied in reaching a decision, together with a statement of the reasons for the agency action in denying the claim of the appellant. This summary and statement shall be prepared by the agency; and, prior to release to the appellant, the agency shall submit the summary and statement, together with the file in the case, to the Office of the General Counsel for review. The Executive Vice Chairman of the Committee, or his representatives, shall have the right, upon request, to examine the entire record in the case, including all data gathered pursuant to an investigation of the complaint.

c. Hearing procedure.—(See AG Chapter 771, Subchapter 4.) d. Findings and decision after hearing. (1) Decision by employment policy officer.—The Employment Pohcy Officer will

determine whether the course of action recommended by the Hearing Officer or Chair- man should be changed or approved. He may elect to refer the case to the Executive Vice Chairman of the Committee for an advisory opinion, after he has formulated his findings and recommendations, and inform the appellant of such referral. If the case is not referred to the Committee at this point for an advisory opinion, the Employment Policy Officer shall present his decision to the appellant, the Committee and the Deputy or Assistant Employment Policy Officer. The notice to the appellant shall inform him of his right to secure a review of the decision by the Executive Vice Chairman of the Committee by making written request therefor within 30 calendar days of date of final action by this Department. . . x xi.

(2) Decision by Secretary of Agriculture.—In those cases which are referred to the Executive Vice Chairman for review, final decision thereon shall be made only after receipt of the recommendation from the Executive Vice Chairman. The Secretary or his désignée will then make a decision on the facts in the case and notify the appellant, the Committee and the Deputy or Assistant Employment Policy Officer concerned of the decision. . , xil

(3) Request for referral to the committee.—If a timely request is made by the appellant for a review of the decision by the Executive Vice Chairman of the Com- mittee, the Employment Policy Officer will send a copy of the request to the Deputy Employment Policy Officer and a copy with the complete file to the Committee. Noti- fication of the referral will be sent by the Employment Policy Officer to the appellant.

(4) Corrective actions.—Any necessary corrective action to comply with the decision in the case shall be taken by the head of the agency employing the appellant. An explanation of the corrective action taken shall be included in the summary report specified in 3-6a of this subchapter. , . -

3-5. General information—complaints and appeals procedure.—If a complainant introduces new evidence within 6 months after written decision is made, it shall be submitted to the Employment PoUcy Officer for determination as to whether the case shall be reopened. If a case is reopened, it will be assigned to the Office of the Inspector General for investigation and report to the agency. In case it had involved a hearing, the Employment Policy Officer may call upon the same designated hearing officers or designate new hearing officers.

3^6. Records and reports. a. Report. . . - (1) Report to the President's committee.—A report is required of the disposition of

each complaint. The Employment Policy Officer shall submit a report to the Presi- dent's Committee on Equal Employment Opportunity.

(2) Contents of report.—Each report shall contain the following: (a) A copy of the complete case record, if requested by the Executive Vice Chairman. (b) A summary of the complete case record which shall include the following: (i) Name and address of the complainant. (ii) Date on which the complaint was filed with or referred to the Department,

and if filed with the Department, the name, address, and title of the Officer with whom it was filed. . .

(iii) A summary of the complaint indicating the specific type or types of discrimination alleged.

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(iv) A summary of the results of any appraisal of employment practices and the significant facts disclosed by the investigation and any hearing.

(v) A statement describing disposition of the complaint. If the complaint was withdrawn, the reason for withdrawal should be included.

(vi) The date of disposition of the complaint. b. Records.—The complete file of each complaint shall be maintained in the Depart-

ment for at least 2 years after a final decision is made. It shall be forwarded to the Committee on request.

CHAPTER 771—EMPLOYEE GRIEVANCES AND ADMINISTRATIVE APPEALS

SUBCHAPTER 1 EMPLOYEE GRIEVANCES

1-2. Agency responsibilities. a. Purpose.—The provisions of this subchapter establish the Department's system

and procedures whereby employees are given an opportunity to present grievances and to obtain prompt and fair-minded consideration of them. These provisions are in conformance with the standards of the Civil Service Commission issued pursuant to Sec. 8(a) of Executive Order 10988, dated January 17, 1962.

b. Matters appealable under this procedure.—Matters appealable under this procedure involve among other things:

(1) Working conditions. (2) Improper application of rules and regulations. (3) Unfair treatment, including coercion, restraint or reprisal. *-(Suspension

without pay of 30 days or less may be considered under the grievance appeal process provided it can be established that these circumstances are present.)-*

(4) Areas of competition established for purpose of reduction in force. (5) Promotion procedures utilized and promotion actions effected in application

of the agency merit promotion plan. (6) Classification of position, except where appeal is initially made to the Civil

Service Commission. (7) Nonselection for training opportunities. c. Matters not appealable under this procedure. (1) Disciplinary or adverse actions which may be appealed under Subchapter 2 of

this chapter. (2) Reduction in force actions. Appeals may be made directly to the Civil Service

Commission if the employee feels that proper procedures have not been followed. (3) Denial of salary retention benefits or reassignments during retention period.

An employee who is demoted and believes himself to be entitled to the salary retention rights described in FPM Chapter 531, Subchapter 5, may appeal directly to the Civil Service Commission. (See Sec. 531.516 of Part 531 of the Civil Service Regulations.)

(4) Discrimination because of race, color, creed or national origin which may be appealed under A G Chapter 713.

(5) Merit promotion program. Individual judgments (appraisals) used in the promotion process (see A G Chapter 335).

(6) Actions taken pursuant to instructions or decisions of the Civil Service Com- mission.

(7) Security determinations made under P.L. 733, 81st Congress and Executive Order 10450.

(8) Complaints that are frivolous, unreasonable, trivial, or that lack substance, when determined by the head of the agency.

(9) Withholding of periodic step increase for failure to meet criteria for acceptable level of competence (see A G Chapter 531, Subchapter 4-9).

(10) Probationary and trial period disqualifications (see A G Chapter 315, Sub- chapter 8-4).

(11) Performance ratings (see A G Chapter 430, Subchapter 4). d. Authorities and responsibilities. (1) The Director of Personnel.—The Director of Personnel or his designated repre-

sentative shall make final decisions on all matters under these regulations. He is authorized to carry out the policy and regulations of the Department, and to provide for the amendment and revision of these regulations in a manner consistent with the standards of the Civil Service Commission.

(2) Agency officials.—Agency heads or their designated representatives and supervisors at all levels are responsible for receiving employee grievances and carrying out assignments under these regulations.

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e. Procedures. (1) Informal grievances—discussion and adjustment.—In the interest of uniform

procedure and to expedite handling, employees are expected to present their problems, complaints, or grievances to their immediate supervisor, or to the official at the lowest level of administration within the agency having authority to take corrective action. The presentations of complaints at this stage in the process are viewed as personal discussions and go no higher than the level indicated. Employees and officials alike are expected to make a bona fide effort and to exhaust the possibilities of this informal process before resorting to a formal complaint.

(2) Formal (written) grievance. (a) Form, contents and where to file.—If the complaint is not adjusted to the satis-

faction of the employee after the informal discussion process and the employee wants further consideration, he must direct his complaint in writing to the head of his agency. The written complaint shall identify the employee by name, organizational unit of employment, position title and grade. It must state specifically and in detail the nature of the complaint or grievance, the steps in the informal procedure which he has observed and the results thereof, and the corrective action desired. It must be signed by the employee. Complaints not meeting these requirements may he returned to the complainant with a request for particulars, and upon failure to receive the necessary specification, the head of the agency may refuse to act on such complaint.

(b) Notification to employee and employee organization.—T?he employee will be notified of the receipt of his complaint and that he has a right to be assisted by a representative of his own choice (including any official of an employee organization). If the appellant is working in a unit in which an employee organization has an exclusive recognition, the organization will be notified of the receipt of the complaint and will be given an opportunity to be represented at discussions, the personal presentation or hearing. Both the employee and the organization shall be advised that the organization's right to be represented shall not operate to impair the right of the employee to handle his own grievance in his own way to choose his own representative.

(c) Personal presentation.—If the complaint has not been resolved, any employee, other than a temporary employee serving under a Umited appointment, will be given the opportunity to make a personal presentation of the facts to an impartial person selected for that purpose.

(i) Designation of time and place.—Arrangements will be made for a place convenient to the employee's official station and a mutually agreeable time at which the employee and his representative, if he has one, may make a personal presentation of his grievance.

(ii) Selection of designated individual.—The head of the agency will designate an employee of his agency to consider the employee's presentation of his grievance. The person designated should be one who is knowledgeable of the agency's programs and administrative processes, is impartial and objective, and has not previously been a party to the case.

(iii) Manner of presentation.—The presentation will be conducted in an informal manner and not after the fashion of a formal hearing. This procedure permits the submission of signed statements in support of the complaint, but does not include the calling of witnesses. The official who hears the personal presentation shall make a finding and recommendation in a written analysis addressed to the agency head. Copies of this analysis shall be furnished to the appellant, his representative, and the employee organization having exclusive recognition.

(iv) Agency decision.—The head of the agency within 20 calendar days from the receipt of the complaint must furnish the complainant a decision in writing after reviewing the case record, the report of the personal presentation, and the findings and recommendations of the official hearing the personal presentation. He may order corrective action or reject the complaint advising the employee of his appeal rights. The Director of Personnel shall be furnished a copy «of the written complaint and the decision of the agency head at the same time the decision is sent to the complainant and the employee organization having exclusive recognition.

(d) Appeal to the Director of Personnel.—Should the complainant feel that his grievance has not been fairly adjudicated, he may appeal to the Director of Personnel within 10 days after receiving the agency head's decision. He must state in writing his reasons for appealing and transmit any evidence he has to support the request for further consideration of his grievance. The Director of Personnel will determine whether the case merits further consideration. If he determines to hold a hearing, then it will be processed under the provisions of Subchapter 4 of this chapter.

(e) Advisory arbitration.—In certain cases, an appellant may, as a result of a special agreement between the Department and an employee organization, have an opportunity to submit his appeal to advisory arbitration.

(3) Terminating complaints or appeals.—An employee can withdraw his complaint or appeal or indicate satisfaction by making a written statement to that effect at any

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time prior to the final decision. Such a statement will close the case. If at any stage the employee fails to appear or prosecute his complaint without good reason, the case may be closed by the agency head or the Director of Personnel by a written notice to the employee.

(4) Reprisals or coercions.—All employees shall be free from any and all restraints, interference, coercion, discrimination, or reprisal on the part of their associates or supervisors in connection with making any complaint or appeal, in serving as representatives of an appellant, in serving as hearing officers, in appearing as witnesses, or in seeking information within these procedures. The above principles apply with equal force after a complaint, grievance or problem is adjudicated.

(5) Publication of procedures,—Information concerning grievance procedures shall be included in the USDA Employee Handbook. Each employee shall be given either a copy of these procedures or an accurate summary of the substance thereof.

(6) Grievance file.—Whenever an employee presents a grievance in writing as required in l-2e(2) (a) of this subchapter, a separate file shall be established. This file shall contain as a minimum: the written complaint; the summary of the personal presentation; the findings and recommendations of the agency official who received the personal presentation; reports of investigation which may have been made; documentary evidence considered; and the written decision of the agency head. If the Director of Personnel grants further consideration, his written decision together with the transcript of any hearing and the findings and recommendations of the Hearing Officer, if any, must also be included.

(7) Policy regarding agency reissuance.—Employee organizations have been given an opportunity to express their views regarding the changes incorporated in this issue of this subchapter. Agencies may not redraft or modify this subchapter when incor- porating it into their issuance system without the prior approval of the Director of Personnel.

CHAPTER 771—EMPLOYEE GRIEVANCES AND ADMINISTRATIVE APPEALS

SUBCHAPTER 4—HEARING PROCEDURE—EMPLOYEE APPEALS

4-1. General.—This subchapter contains the procedure for the hearings of employee appeals which are entertained under the provisions of A G Chapters 711, 713, and 771.

4-2. Appointment of hearing officer.—In cases of alleged discrimination because of race, color, creed, or national origin, a Hearing Officer will be appointed by the Employ- ment Policy Officer. In grievance appeals, appeals from adverse a-itions and in appeals alleging unfair labor practices, the Director of Personnel (or other officials of the Office of the Secretary, when appropriate) will appoint the Hearing Officers. In all cases, the Hearing Officer will be appointed within 5 calendar days of receipt of the hearing request. A person who is employed in the agency which is a party to the appeal or who has any connection with the appellant will not be appointed as a Hearing Officer. More than one Hearing Officer may be appointed to sit as a hearing panel in a given case, in which instance, the appointing authority shall designate the chairman. The chairman of the panel, when a panel is appointed, will assume the duties and functions assigned by this subchapter to the Hearing Officer except that each member of the panel must make a finding on each of the issues. Hereafter the term ''Hearing Officer" will be construed to include the term ''chairman of the panel."

4-3. Notice of acceptance of appeal.—The Office of Personnel will notify the appellant and the agency that the appeal will be heard and the name and address of the Hearing Officer or chairman.

4-4. Appeal file.—The Office of Personnel will transmit with the letter of appointment to the Hearing Officer instructions and the file of documents applicable to the case. In appeals based on alleged discrimination because of race, color, creed or national origin the appeal file will contain an accurate summary prepared by the agency of the pertinent facts which may have been developed by investigation or otherwise. In appeals from adverse actions the agency's statement as to the reasons the adverse action was taken and a summary of the evidence supporting those reasons will be included in the appeal file. The Hearing Officer will make this file available for examination by the appellant and the agency before and during the hearing. The Hearing Officer will keep the file in his custody at all times.

4-5. Hearing officer's duties.—From the time he receives the file until he makes his report to the Office of Personnel, the Hearing Officer or chairman is in charge of the appeal. In general, it is his duty to arrange for the hearing, to conduct the hearing, to arrange for a record of the proceedings, and to make a written finding of fact and recommendation. Before the hearing, he must review the file and become familiar with the issues. He must conduct the hearing so as to give each party a full oppor-

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tunity to present its case and to make sure the record reflects all the available pertinent Information. He should invite further examination of witnesses or examine witnesses himself in an attempt to record missing information or to resolve conflicts in the evidence.

4-6. Setting time and place of hearing.—Within ñve calendar days of his receipt of his letter of appointment, the Hearing Officer shall set the time and place for the hearing. The hearing shall be held in rent-free space as close as practicable to the appellant's place of duty. The hearing date shall be set for not later than twenty- two calendar days after the Hearing Officer's receipt of his letter of appointment. The Hearing OfRcer shall notify the appellant, the agency, and the Office of Personnel of the time and place of the hearing. He shall request the appellant and the agency to inform him of the names of any representatives and/or witnesses they wish to have present at the hearing. The parties must include with the lists of representatives and requested witnesses a statement as to the nature of the testimony each witness is expected to give. These lists must be dehvered to the Hearing Officer by at least 10 calendar days prior to the date of the hearing.

4-7. Prehearing conference.—The Hearing Officer may direct the parties to meet with him before the hearing for an informal discussion of matters pertaining to the hearing including, but not limited to, the following:

a. Procedure to be followed at the hearing. b. Simplification of issues and possibiHty of agreement on certain allegations of fact. c. Acceptability of evidence already in the file or which is expected to be offered

during the hearing. d. Witnesses to be heard and their order of appearance. e. Proposals of adjustment. A summary of agreements reached at such conference should be recorded for in-

clusion in the record at the hearing. Any agreement on points b and e above should be ratified by the Hearing Officer, the appellant, and the agency. The Hearing Officer can make a decision on points a, c, and d on his own authority.

4-8. Representatives.—An appellant has a right to be represented by or accompanied by a representative of his own choosing. However, if the appellant selects an employee for his representative, he must recognize that the requirements of the work program must be served. Therefore, the representative he selects may not always be available to attend his case. At the discretion of the agency, it will make available the employee selected by the appellant as his representative with official time to present the case. In a grievance appeal arising in a unit in which an employee organization has been granted exclusive recognition, the employee organization must be given an opportunity to have a representative present at the hearing and prehearing conference. However, this right of the employee organization to have a representative at the hearing does not include a right to manage the employee's presentation of his appeal or a right to name the employee's representative against the employee's wishes. Time spent by the organization representative in attending a hearing or a prehearing conference will be charged to annual leave or leave without pay.

4-9. Attendance at the hearing. a. General.—Hearings will not be public. It will be a duty of the Hearing Officer

or chairman to exclude from the hearing room any unauthorized persons. The appellant or his representative will be present during the entire hearing.

b. Witnesses.—The Hearing Officer will make the determination as to which requested witnesses will be heard. In selecting witnesses, he may properly decide that requested witnesses will not be heard because their testimony would not be pertinent to the issues or would be repetitive. A person who is to testify as a witness will not be permitted to remain in the hearing room except during the opening statement by the Hearing Officer or chairman and when he is giving his testimony.

(1) Department employees.—The Hearing Officer will make a determination as to the reasonable necessity for the attendance of requested witnesses who are employees of the Department. In making this determination, he may also consider such matters as distance to be traveled, health of the witness, whether he can be spared from his duties, etc. The Hearing Officer will inform the parties which witnesses he is calling and will inform the parties that they may subniit signed statements or affidavits to present any pertinent information which will not be presented in person at the hearing. The Hear- ing Officer will request the agency employing the designated witnesses to make them available at the hearing and the agency shall comply. Such attendance shall be considered official duty for all*purposes. The witness shall be informed that it is his duty as an employee to give full and truthful testimony and that he will not be subjected to reprisal for giving true testimony. If any employee who is requested by the appellant as a witness does not attend the hearing, the reasons for his absence will be recorded in the appeal file.

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(2) Non-employee witnesses,—If the Hearing Officer determines that a person who is not a Department employee should testify at the hearing, it will be the responsibility of the party requesting such witness to make all arrangements for his attendance. There is no authority to compel the attendance or testimony of a non-employee.

4-10. Expenses.—The agency which is a party to the appeal shall bear (in addition to the expenses of its own representative) the following expenses of the hearing:

a. The cost of reporting the proceedings. b. Necessary travel and per diem for the Hearing Officer or panel and the appellant,

if he is an employee. c. Necessary travel and per diem for witnesses who are employees of the Department,

subject to the condition that the Hearing Officer or panel determines that the presence of the witness is necessary and practicable.

d. Necessary travel and per diem in a total amount not exceeding $100 for the appellant's representative, if he is an employee and has been granted official time in accord with 4-8 above.

Funds of the Department or its agencies will not be used to pay the expenses of witnesses or representatives of the appellant who are not employees of this Department, nor of persons who attend as representatives of employee organizations.

4-11. Failure to prosecute appeal.—If the appellant fails to furnish requested information within 60 days or fails to appear, without good cause shown, at the time and place designated for the hearing, or fails to otherwise process his complaint, he will be deemed to have waived his right to a hearing.

4-12. Conduct of hearing. a. General.—The hearing shall be conducted according to the provisions of this sub-

chapter. The Hearing Officer's or chairman's rulings with regard to procedures to be followed at the hearing, admission of evidence and testimony, and conduct at the hearing will be followed by all parties. Objections to rulings by the Hearing Officer or chairman may be entered in the record and expanded in the closing arguments by the parties. The Hearing Officer will not permit development of issues which are not pertinent to the type of appeal which has been made. If an appellant in an adverse action case alleges discrimination because of race, color, creed, or national origin, the hearing will be continued but the appellant will be advised that an adverse decision will not be made until his complaint of discrimination has been adjudicated under AG Chapter 713. The official who ordered the hearing, upon review of the hearing record, may order another hearing if he finds that the Hearing Officer made a procedural ruling which violated pertinent regulations and adversely affected substantial interest of the party who objected.

b. Specific regulations.—TYiQ hearing will be conducted so as to elicit all pertinent facts and in accord with the following regulations:

(1) Rules of evidence need not be strictly followed, but evidence and testimony not relevant to the issues will be omitted.

(2) All testimony shall be under oath or affirmation and shall be subject to cross- examination.

(3) Both the appellant and the agency shall have full opportunity to present its case.

(4) A verbatim transcript or a summary of the proceedings at the hearing shall be made. The transcript or summary shall be sent to both parties by the Hearing Officer or chairman for their review. Within five days the parties shall return the transcript or summary signed to evidence concurrence as to its accuracy or accompanied by a written statement of corrections, deletions, or additions. Such statements will remain attached to each copy of the transcript or summary and become a part of the appeal file.

(5) Before documentary evidence is accepted for the record, the opposing party will have an opportunity to examine and comment. The transcript or summary will reflect the time in the proceedings when a document was proffered, examined by all parties and accepted as evidence.

4-13. Findings and recommendation. a. Hearing officer.—The Hearing Officer shall prepare an analysis of the case, stating

his finding with respect to each issue of fact and, except as noted below, a recommendation as to final action which shall be advisory only. Two copies of this statement should be forwarded together with the transcript or summary and the complete file to the Office of Personnel within five days after receipt of signed copies from both parties. In adverse action appeals, the Hearing Officer will not make a recommendation as to the final action, but his analysis shall contain a finding of fact with regard to each specification of the letter of charges. In adverse action appeals and in grievance appeals, the Hearing Officer shall send copies of his analysis to the appellant and his representative, if any, and to the employing agency. If a representative of an employee organization which has exclusive recognition has attended a grievance appeal

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hearing, he will be furnished a copy of the Hearing Officer's analysis. In appeals based on discrimination because of race, color, creed, or national origin, the Hearing Officer's memorandum of findings and recommendation will be sent to the Employ- ment Policy Office and will be made available to the appellant.

b. Office of Personnel.—When the Office of Personnel receives the findings and recommendation from the Hearing Officer, it will take action or forward the file in accordance with AG Chapters 711, 713, or 771, as appropriate.

UNITED STATES DEPARTMENT OF AGRICULTURE

OFFICE OF THE SECRETARY

Washington, B.C., 20260,

February 4, 1965

SECRETARY'S MEMORANDUM NO. 1569

POLICY ON EMPLOYEE'S RIGHTS TO REPRESENTATION IN DEALINGS WITH MANAGEMENT

Occasionally in the course of the work of the Department an employee becomes dissatisfied and wishes to discuss his grievance with his supervisor or other representative of management in the hope of correcting the matter which troubles him. In other situations his supervisor or some other member of management or an investigator may wish to talk with and question him regarding his conduct or the performance of his work. In still a third type of situation, an employee may be questioned regarding the conduct or work performance of some other employee about which he may have first- hand knowledge.

In these varying situations questions sometimes arise as to the employee's right to have his personal representative present while he is meeting with management or regarding his right to advice and assistance or to his right to refuse to discuss matters at issue on the grounds that he might incriminate himself. There are related questions as to the extent to which management may accord certain privileges to the employee which he may not demand as a matter of right. It is the purpose of this statement to explain Department poHcy and rules that appl> in these various circumstances.

An employee may, of course, seek counsel and advice on his problems at any reasonable time. Needed advice should be sought early to avoid or solve problems in the incipient stage, before they have gotten out of control. Usually, this is best done with the immediate supervisor, who is expected to maintain an "open door" poUcy in such matters. If it is not feasible to take up the matter directly with the supervisor, it may be talked over with the personnel officer, employee organization representative, legal counsel, or other individual in whom the employee has confidence. A counselor or advisor is to be distinguished from a personal representative. The advisor customarily talks with the employee in private and advises him as to what he may or should do. The personal representative, on the other hand, may in addition speak for and on behalf of the employee in his dealings with management. Choice of personal advisor or representative is the prerogative of the employee.

We shall now consider the employee's right to have a personal representative present in certain types of situations.

1. Where the employee takes the initiative and wishes to discuss a grievance with his supervisor, it is expected that the matter will be conducted on as friendly and informal a basis as possible. During the informal stages, it is generally inadvisable for either party to have other persons present. The employee may not, as a matter of right, have a personal representative or an advisor present during these informal stages. Where exclusive recognition has been accorded an employee organization under E. O. 10988 and the agreement between the organization and management specifically so provides, an employee may elect to have a representative from the organization present with him in discussions with management or to confer separately with naanage- ment in an advisory role during the informal stages of a grievance. The right to a personal representative is open to an employee during the formal stages of a grievance or appeal. The case becomes formal, under Department regulations, when the employee puts it in writing and takes it up with the head of his agency or the Secretary of Agriculture. The Department Regulations which govern the administration of grievances and appeals are set forth in the Department Personnel Manual, Chapter 771. Regulations relating to discrimination are in Chapter 713.

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2. Where management takes the initiative because of some alleged or suspected misconduct or poor work performance by an employee, the employee may, if he chooses, obtain private personal counsel and advice during the informal stages of the case. However, he is not entitled to have a personal representative or advisor present unless management formally prefers charges which may lead to adverse action against him. Regulations covering this are set forth in Department Personnel Manual, Chapter 752.

It will be understood that in any matter of official business, when questions come up which involve discussions with or interrogation of an employee, he is required as a matter of duty to cooperate fully with management by giving complete and accurate information, making available official books, records and other documents, and re- fraining from any attempt to conceal information or interfere with the inquiry in any way, even though the questioning may involve a matter which may lead to criminal prosecution of the employee. The employee may invoke the protection of the Fifth Amendment to the Constitution of the United States with respect to self-incrimination.

He may request an opportunity to consult with counsel before answering questions. However, refusal to answer questions for any reason may, it should be noted, lead to charges of insubordination.

3. Where the employee who is being questioned is not personally involved except as a witness to the conduct or work performance of some other employee, it is his duty to cooperate by answering questions and making available official records that bear on the case. The question of right to an advisor or a personal representative would not arise since the interests of the employee himself are presumed not to be directly involved.

/ Joseph M. Robertson,

Assistant Secretary for Administration.

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WHEN INJURED AT WORK

If a civil employee of the United States sustains an injury "while in the performance of duty," such employee is entitled to:

Medical care.—Included are medical, surgical, and hospital services and supplies, also transportation if travel is necessary to obtain them. Treatment must be obtained from United States medical officers and hospitals, if practicable. If these are not available, use physicians designated by the Bureau of Employees' Compensation. Duly qualified private physicians may be used only if Government or designated medical facilities are not available. First consult your immediate superior for listings.

Money benefits.—Compensation for loss of wages is payable after a 3-day waiting period. No waiting period is required where you sustain a permanent injury or if your disability lasts longer than 21 days beyond any annual or sick leave you may elect to use. Additional awards are provided for dismemberment or permanent functional impairment of certain anatomical members, or serious disfigurement.

Q. How much compensation is payable under the law?—A. The least you receive for a month of complete disability is $180 or your full wage, whichever is less. The most you may receive is $525 each month. Your compensation is based upon two- thirds of your wage rate if you have no dependent and three-fourths of your wage rate if you have a dependent. In nonfatal cases dependents include a wife, unmarried children under 18 years of age or over 18 and incapable of self support by reason of mental or physical disability and living with employee or receiving regular contributions for his support from the employee, and a wholly dependent husband or parent. In temporary disabilities the extra allowance for a dependent is computed only on the first $420 of the monthly wage rate.

Q. What if I sustain a permanent injury?—A. The act provides either scheduled benefits or payments based upon your loss of earning capacity. If you are permanently and totally disabled, compensation may continue for life; should your condition require a constant attendant, an additional $125 per month may be allowed.

Q. What are these scheduled benefits?—A. They are awards made for specific anatomical losses of a permanent nature, such as loss of an eye, arm, or leg. For example, compensation for 160 weeks is payable for loss of an eye, in addition to payments for any temporary disability.

Q. When seriously injured, will I be helped to fit myself for gainful employment?—A. Yes. The Compensation Bureau will arrange for vocational rehabilitation where necessary and may provide you with a maintenance allowance not to exceed $1,200 a year.

Q. If my injury is fatal, what does my family receive?—A. If your wife is the sole survivor, she receives each month 45 percent of your monthly wage rate for the rest of her life, so long as she does not remarry. If there is a widow and children, she receives 40 percent, and each child 15 percent. If children are the sole survivors, the first child receives 35 percent and each additional child gets 15 percent. Awards to children terminate upon death, marriage, or reaching 18 years of age. Others, such as dependent parents, brothers, or sisters, may also be awarded benefits. The monthly payment to all dependents may never exceed three-fourths of your wage rate, or $525 per month.

Q. What about burial expenses in case of death?—A. Burial expenses not to exceed $800 are payable in any individual case. Transportation of the body to its former residence in the United States is provided if an employee dies away from the home station.

Q. Are occupational diseases covered by the Compensation Act?—A. Any bona fide occupational disease is compensable.

Penalties.—Severe penalties apply to any person who knowingly makes any false statement in respect to a claim for compensation benefits. Any person convicted of such offense may be punished by imprisonment up to 1 year or a fine of not more than $2,000, or both.

WHAT TO DO

1, Know your rights under the compensation law. Keep this notice along with your other valuable papers. You, your family, and your family's future may be dependent upon a thorough knowledge of it.

2. Report every occupational injury to your immediate official superior without delay. If others were present at the time of your accident, get their names as witnesses.

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3. Secure first-aid treatment first. Infection is painful and costly to you; even under compensation you lose from 25 to 33>^ percent of your pay check.

4. Consult your supervisor for the proper forms needed to obtain adequate medical treatment, and to file a notice of injury, Form CA-1.

5. Claim Form CA-4 for compensation should be submitted promptly whenever any loss of pay is involved. Although technically you may have a year in which to present a claim, the payment you're interested in is dependent upon prompt completion of Form CA-4. No compensation is paid without it!

6. A safe workman draws full pay regularly. Avoid the accident that causes the injury; but if you are injured, abide by the rules that assure full protection to yourself and your family.

WHEN IN DOUBT about your rights under compensation law write to the U.S. Department of Labor, Bureau of Employees' Compensation.

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INDEX Page

4cceptance of Gifts, Gratuities, or Favors 26

Accident Reporting 47 Administratively Confidential... 29 Agricultural Economics 8 Agricultural Research Service. . . 8 Agricultural Stabilization and

Conservation Service 7 Annual Awards Ceremonies 46 Annual or Vacation Leave 22 Appeal Rights 55 Appeals From Disciplinary and

Other Adverse Actions 31 Appointment 14 Awards, Other 46

Benefits 54 Benefits and Awards 38

Career Appointments 14 Career-Conditional Appoint-

ments 14 Career Programs 34 Cash Awards 46 Civil Defense 48 Classified Security Information.. 28 Commodity Credit Corporation.. 6 Commodity Exchange Authority. 6 Community Activities 50 Complaints of Discrimination... 61 Computing Annuities 38 Conditions of Eligibility 54 Conduct—Official 28 Conduct and Opportunities 25 Conduct as an Employee 25 Conduct—General Provisions.... 30 Conflict of Interest 27 Consultants and Advisers 30 Consumer and Marketing Ser-

vice 5 Conversion Rights—FEHBA 41 Cooperative State Research Ser-

vice 10 Correspondence Manual 57 Counseling 50 Court and Jury Leave 23 Credit Unions 50

Deductions 20 Department 1 Departmental Administration... 11 Designation of Beneficiary :

Group Life Insurance 44 Leave 24

Disability Compensation 49 Pisability Retirement 40 Pistinguished Service Awards. . . 45 Diverse Organization 1

Page Dual Compensation 22 Duties 15

Economic Research Service 8 Educational Development 34 Educational Opportunities for

Field Employees 36 Effect of Terminal Leave 54 Employee Grievances 66 Employee Organizations 50 Employee Services and Activities. 49 Employee Suggestions 46 Employee Unions 31 Employees Serving as Consul-

tants or Advisers 30 Endorsement of Commercial

Products 28 Extension Service 10

Farm Organization Activities.... 29 Farmer Cooperative Service 2 Farmers Home Administration.. 2 Federal Crop Insurance Corpora-

tion 7 Filing a Claim 54 First Aid 48 Foreign Agricultural Service 4 Forest Service 3

Government Employees' Train- ing Act 35

Government Vehicles, Misuse of. 26 Grievances 33 Group Health Benefits 40 Group Life Insurance 41

Health Benefits and Insurance.. 40 Health Services 48 Hearing Procedure, Employee

Appeals 68 Helpful Hints 57 Holidays 16 Honor Awards 45 Hours of Work 16

Incentive Awards 45 Inspection Services 13 International Affairs 4 International Agricultural Devel-

opment Service 5

Job 14

Leave 22 Leave Without Pay 23 Leaving Your Job 52 Legal Services. 12

75

Page Length-of-Service Awards...... 46 Library Facilities 36

Mail—Letters • • 57 Marketing and Consumer Serv-

ices ^ Medical and Hospital Care for

Occupational Injuries 48 M embership in Organizations... 29 Military Leave 23 Mininiimi Annuity for Disability

Retirement 40 M otor Vehicle Operation 47

National Agricultural Library. . . 10 Notices of Reduction in Force... 52

Office Housekeeping 57 Office of Budget and Finance 11 Office of the General Counsel 12 Office of Hearing Examiners 11 Office of Information 11 Office of the Inspector General. . 13 Office of Management Appraisal

and Systems Development. ... 12 Office of Management Services. . 11 Office of Personnel 12 Office of Plant and Operations... 12 Opportunities for Advancement. 34 Optional Deductions 20 Other Offenses 26 Outside Employment 29 Overtime 16

Pay 17 Pay Scales Under the Classifica-

tion Act of 1949, as Amended 1964 18

Payment of Debts 30 Penalties 54 Performance Rating Appeals.... 33 Performance Requirements and

Ratings 32 Performance Requirements,

Ratings, Appeals, and Griev- ances 32

Personal Belongings—^Protec- tion 58

Personnel Policy Formulation and Personnel Issuances— Pol- icy 59

Political Activities 26 Position Classification 15 Position Description 15 President's Award 46 Professional Societies 50 Protection and Rights 53

Page Rating Dates 32 Record of Formalized Training., 37 Reductions in Force 52 Regulations 57 Required Dismissal 25 Resignation of Employee Not in

Good Standing 30 Resignations 53 Retirement 38 Retirement and Social Security.. 38 Rural Community Development

Service. 2 Rural Development and Conser-

vation 2 Rural Electrification Administra-

tion 4

Safety 47 Safety and Health 47 "Satisfactory" and "Outstand-

ing" Ratings 32 Science and Education 8 Separations Other Than Reduc-

tions in Force 53 Sick Leave 23 Social Security 40 Soil Conservation Service 4 Speculation 28 Stabilization 6 Statistical Reporting Service.... 8 Superior Service Awards 45 Supervisor 16 Supplies—Economy 58 Survivor Benefits 39

Taxes ♦ 21 Telephone Manners 57 Transfers 14 Travel 58.

Unauthorized Disclosure of Offi- cial Information 28

Unemployment Compensation. . 53 Unsatisfactory Performance 32 Unit Awards. 45 USDA Clubs 49 USDA Graduate School 35

Voting Leave 23

Wage Board System 21 Warning 26 Welfare and Recreation Associa-

tion 50 Wi thin-Grade Increases, Peri-

odic 20

76 U.S. GOVERNMENT PRINTING OFFICE : 1965 O—773-600

CODE OF ETHICS FOR GOVERNMENT SERVICE

Any person in Government service should:

Put loyalty to the highest moral principles and to country above loyalty to persons, party, or Government department.

Uphold the Constitution, laws, and legal regulations of the United States and all governments therein and never be a party to their evasion.

Give a full day's labor for a full day's pay; giving to the performance of his duties his earnest effort and best thought.

Seek to find and employ more efficient and economical ways of getting tasks accomplished.

Never discriminate unfairly by the dispensing of special favors or privileges to anyone, whether for remuneration or not; and never accept, for himself or his family, favors or benefits under circumstances which might be construed by reasonable persons as influencing the performance of hÍ8 governmental duties.

Make no private promises of any kind binding upon the duties of office, since a Government employee has no private word which can be binding on public duty.

Engage in no business with the Government, either directly or indirectly, which is inconsistent with the conscientious performance of his governmental duties.

Never use any information coming to him confidentially in the performance of governmental duties as a means for making private profit.

Expose corruption wherever discovered.

Uphold these principles, ever conscious that public office is a public trust.

(This Code of Ethics was agreed to by the House of Representatives and the Senate as House Concurrent Resolution 175 in the Second Session of the 85th Congress. The Code applies to all Government Employees and Office Holders.)

FEDERAL CREED OF SERVICE

We as members of the Civil Service accept our obligation and

our opportunity to serve the American people well and in full

measure, doing our best to further the free and democratic insti-

tutions of our country.

We believe it is our duty to—

Carry out loyally the will of the people as expressed in our

laws.

Serve the public with fairness, courtesy, integrity, and under-

standing.

Help improve the efficiency, economy, and effectiveness of

our work.

. . . And thus do our part in performing the great services

of the Government.

agriculture handbook no. 23

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