1. 42
Employee Handbook
A Guideline for Employee Needs
US Department of Transportation
Pipeline and Hazardous Materials Safety
Administration (PHMSA)
Western Region
Alaska District Office
2. 1
his employee handbook establishes guidance on policies, procedures, benefits, and working
conditions that are followed by all PHMSA employees as a condition of their employment with
the US Department of Transportation. In addition, this employee handbook is not a contract of
employment nor is it intended to create contractual obligations for PHMSA of any kind.
The policies and procedures outlined in this handbook will be applied at the discretion of PHMSA.
PHMSA reserves the right to deviate from the policies, procedures, benefits, and working conditions
described in this handbook. Furthermore, PHMSA reserves the right to withdraw or change the
policies, procedures, benefits, and working conditions described in this handbook at any time, for
any reason, and without prior notice.
PHMSA will make every effort to notify employees when an official change in policy or procedure
has been made but employees are responsible for their own up-to-date knowledge about PHMSA’s
policies, procedures, benefits, and working conditions. All up-to-date information can be found on
PHMSA’s Sharepoint, located on the web at: http://tcapp.phmsa.dot.gov/Pages/Default.aspx
PHMSA strives to provide an employee-friendly environment in which goal-oriented individuals
thrive as they achieve ever more demanding challenges. PHMSA’s commitment to providing quality
service is unwavering and these policies, procedures and working conditions provide a work
environment in which both customer interests and employee-interests are served.
PHMSA values the talents and abilities of our employees and seeks to foster an open, cooperative,
and dynamic environment in which employees and the like can thrive. PHMSA employees are
encouraged to take problems to the next level of management if they are unable to resolve a
situation with their direct supervisor.
PHMSA is an equal opportunity employer. Religion, age, gender, national origin, sexual orientation,
race, or color does not affect hiring, promotion, development opportunities, pay, or benefits.
PHMSA provides for fair treatment of employees based on merit and complies with all applicable
federal, state, and local labor laws.
Please review the policies, procedures, working conditions, and benefits described in this handbook.
This handbook will act a guide for you throughout your employment with PHMSA.
Regards,
The United States Department of Transportation’s
Pipeline and Hazardous Materials Safety Administration
T
3. 2
ABOUT THIS HANDBOOK.........................................................................................................................................6
BUILDING INFORMATION .......................................................................................................................................7
Evacuation Procedures..................................................................................................................................................7
Controlled Evacuation..............................................................................................................................................8
When a Fire Happens…...........................................................................................................................................8
FEDERAL AND STATE AGENCY AFFILIATIONS..........................................................................................10
EMPLOYEE RIGHTS AND RESPONSIBILITIES IN THE WORKPLACE.................................................14
OFFICE OF PERSONNEL MANAGEMENT (OPM).....................................................................................14
U.S. GENERAL SERVICES ADMINISTRATION (GSA)...............................................................................15
Innovation.................................................................................................................................................................15
Customer Intimacy..................................................................................................................................................15
Operational Excellence...........................................................................................................................................15
CODE OF ETHICS ...................................................................................................................................................16
The Standards of Ethical Conduct........................................................................................................................16
EQUAL EMPLOYMENT OPPORTUNITY COMMISSION (EEOC).........................................................17
Title VII of the Civil Rights Act............................................................................................................................17
Equal Pay Act...........................................................................................................................................................18
Rehabilitation Act....................................................................................................................................................18
Americans with Disabilities Act (ADA)...............................................................................................................19
Age Discrimination in Employment Act (ADEA).............................................................................................19
VIOLENCE IN THE WORKPLACE....................................................................................................................20
DRUG-FREE WORKPLACE..................................................................................................................................21
Agency Drug Testing Programs............................................................................................................................21
Drug Testing Procedures........................................................................................................................................21
Agency Action Concerning Illegal Drug Use......................................................................................................21
PRIVACY AND FREEDOM OF INFORMATION..........................................................................................22
Privacy Act................................................................................................................................................................22
Access and Amendment.....................................................................................................................................22
Disclosure Prohibition .......................................................................................................................................22
Remedies...............................................................................................................................................................22
Freedom of Information Act.................................................................................................................................22
THE HATCH ACT.....................................................................................................................................................24
Penalties for Violating the Hatch Act...................................................................................................................26
Table of Contents
4. 3
Frequently Asked Questions and Answers..........................................................................................................26
FURLOUGHS..............................................................................................................................................................28
Furloughs in Emergencies......................................................................................................................................28
Emergency Government Shutdown.....................................................................................................................28
EMPLOYMENT POLICIES AND PRACTICES....................................................................................................29
Computer “P” Drive....................................................................................................................................................29
Internet and Intranet Sites ..........................................................................................................................................29
PHMSA Internet Home Page................................................................................................................................29
PHMSA Sharepoint.................................................................................................................................................29
Media Requests.............................................................................................................................................................30
Security Awareness Training ......................................................................................................................................31
Travel..............................................................................................................................................................................32
Travel Requirements, Planning & General Policies...........................................................................................33
Travel Authorizations .............................................................................................................................................34
Reimbursement of Travel Expenses.....................................................................................................................35
Frequently Asked Questions..................................................................................................................................35
LEAVE, BENEFITS, AND OTHER WORK POLICIES .....................................................................................39
Salary...............................................................................................................................................................................39
Deductions from Pay ..............................................................................................................................................39
Overtime and Comp Time.....................................................................................................................................39
2012 Alaska GS Salary Table .................................................................................................................................40
COLA and Locality Pay Rates (%) .......................................................................................................................41
Leave Policies................................................................................................................................................................42
Regular Day Off (RDO).........................................................................................................................................42
Compensatory Time Off ........................................................................................................................................42
Annual Leave............................................................................................................................................................43
Accrual Rates .......................................................................................................................................................43
Use It or Lose It!.................................................................................................................................................44
Lump Sum Payments for Annual Leave .........................................................................................................44
Sick Leave .................................................................................................................................................................44
Accrual Rates .......................................................................................................................................................44
Requesting Sick Leave........................................................................................................................................44
Granting Sick Leave............................................................................................................................................44
Advance Sick Leave............................................................................................................................................44
5. 4
Unused Sick Leave..............................................................................................................................................45
Leave Without Pay...................................................................................................................................................45
Court Leave ..............................................................................................................................................................45
Jury Duty ..............................................................................................................................................................45
Witnesses..............................................................................................................................................................45
Official Duty........................................................................................................................................................45
Fees/Expenses ....................................................................................................................................................46
Family and Medical Leave......................................................................................................................................46
Workers’ Compensation Benefits .........................................................................................................................46
Who Is Covered?.................................................................................................................................................46
Agency Obligations.............................................................................................................................................46
Employee Obligations........................................................................................................................................47
Holidays.....................................................................................................................................................................48
Weather Dismissal Policy .......................................................................................................................................48
Insurance........................................................................................................................................................................49
Enrollment Questions and Answers.....................................................................................................................49
General Q&A.......................................................................................................................................................49
Family Q&A.........................................................................................................................................................55
Dental Q&A.........................................................................................................................................................57
Prescription Q&A...............................................................................................................................................57
Dress Code....................................................................................................................................................................60
Staff Meetings ...............................................................................................................................................................61
Performance Appraisal Systems.................................................................................................................................62
ADMINISTRATIVE ASSISTANT DUTIES ............................................................................................................63
Primary Objectives ..................................................................................................................................................63
Phone Etiquette .......................................................................................................................................................64
Supplies......................................................................................................................................................................64
Time and Attendance (T&A).................................................................................................................................64
Users T&A Responsibilities...............................................................................................................................65
CASTLE Recertification....................................................................................................................................65
Finalizing Documents..................................................................................................................................................66
CPF File Management ............................................................................................................................................68
Unit Files...................................................................................................................................................................68
INSPECTOR DUTIES...................................................................................................................................................71
6. 5
Training and Qualifications (T&Q) ......................................................................................................................71
Example T&Q Schedule.........................................................................................................................................72
Telework....................................................................................................................................................................73
Standard Uniform Policy........................................................................................................................................74
Wearing the Uniform..........................................................................................................................................74
Personal Protective Equipment (PPE).................................................................................................................75
Pipeline Safety PPE ............................................................................................................................................75
Additional PPE for Alaska Duty ......................................................................................................................75
Safety Monitoring and Reporting Tool (SMART) .............................................................................................76
How to View an Activity in SMART...............................................................................................................76
How to Create an Activity in SMART.............................................................................................................76
How to Generate a Pre-Inspection Report in SMART ................................................................................77
Post Inspection Activity in SMART ................................................................................................................77
SMART Activity Type Definitions...................................................................................................................78
Preparation for Inspections....................................................................................................................................79
Assisting Others with Their Inspections .............................................................................................................79
Enforcement.............................................................................................................................................................80
Legal Guidance.........................................................................................................................................................81
Inspection Guidance....................................................................................................................................................82
Priorities During Inspections.................................................................................................................................82
Preparing Inspection Correspondence.................................................................................................................82
Pre-Inspection .....................................................................................................................................................83
Inspection.............................................................................................................................................................84
Post-Inspection....................................................................................................................................................85
Post Inspection Memorandum (PIM)..................................................................................................................86
PIM Sample..........................................................................................................................................................87
Weekly On-Call Personnel Telephonic Notification Guidelines..........................................................................88
IMPORTANT NUMBERS ............................................................................................................................................92
Information Technology (IT) Services .....................................................................................................................93
Anchorage Office Staff Roster...................................................................................................................................94
Western Region Staff Roster ......................................................................................................................................95
PHMSA Directory Staff Roster .................................................................................................................................96
TERMINOLOGY............................................................................................................................................................97
RESOURCES....................................................................................................................................................................98
7. 6
ABOUT THIS HANDBOOK
his handbook is designed as a general reference guide to help you with questions that are most
frequently asked. Obviously, every policy, procedure and benefit cannot be explained in detail in
this handbook. What we have provided are general summaries of PHMSA’s employee benefits, work
rules, and key policies. Other valuable sources of information are referred to within the handbook to
assist you and to provide the information that you will need.
NOTE: This employee handbook is not an employee contract and does not express or implied
contractual obligations or assurances on the part of the company. This handbook does not promise,
and is not to be interpreted as promising continued employment. In addition, this handbook and its
contents are subject to change and may be revoked or modified at the supervisor’s discretion,
without prior notice. The company retains the sole discretion to modify or delete any provisions
contained in this handbook at any time.
This handbook is for PHMSA employees located in Alaska. Certain information may vary
depending upon location. If you have any questions that are not answered here, please direct them
to your supervisor.
Any questions regarding the company’s policies, procedures, and benefits and their amendments
should be discussed with your supervisor. You may seek clarification on specific issues contained in
this handbook from the Human Resources Department and your supervisor.
T
8. 7
BUILDING INFORMATION
ur office location has onsite security, but please be cautious of leaving your personal items out.
This is a very large building and as more occupants move in it increases the potential for theft.
The front doors of the suite remain unlocked from 7 A.M to 4 P.M. during business hours.
Our mailing address is:
188 W. Northern Lights Blvd.
Suite 520
Anchorage, AK 99503
Should there ever be a problem that requires repair, please send an email to Mark Tittle and the PTP
front desk. They will determine who to send to the suite for the repairs. The main contact
information for this building is as follows:
PTP Front Desk
E-Mail:service@ptpinc.us
Tel: (907) 561-4010
Mark Tittle
E-Mail:MarkT@ptpinc.us
Security
188security@ak.net
Evacuation Procedures
Due to the nature of our building being a high rise building there is a required emergency operations
plan. It is important to know your part of the plan and be ready to act on it when the need arises. All
non-residential high rises have tenant volunteers trained in the building’s evacuation procedures. In
the event of an evacuation, the designated meeting location is in the Key Bank parking lot.
Smoke from a fire, or a change in lighting due to power outages can make evacuation routes look
different. Make sure you are familiar with the path of travel to the floor’s two exits. Also familiarize
yourself with the buildings pull stations and know how to activate them, as well as the sound of the
alarm so that once you hear it you can respond immediately. Also note that there is a fire
extinguisher located by the front office area.
Choosing Floor Wardens
The primary role of floor wardens is to facilitate the evacuation of occupants from the floor during a
fire alarm. Floor wardens are on the front lines of emergency response when a fire occurs. Their
quick actions, clear thinking and calm leadership are vital to ensuring the safety of building
occupants during a fire emergency. Floor wardens should be chosen with these considerations in
mind. It is recommended that each floor have at least two wardens and that they undergo training at
least once a year. Floor wardens should exhibit a concern for others, be able to handle pressure well,
and have an assertive “take control” sort or attitude. The PHMSA office’s floor warden is the on-
O
9. 8
site supervisor and/or the administrative assistant. Please consult with them for verification of who
the floor warden(s) is.
Controlled Evacuation
The fire alarm will only ring on a few floors in the direct vicinity of the fire. Those persons on the
floor where the alarm is sounding are to enter the exit stairwell and meet in the designated meeting
area. Do no reenter the building unless the alarm has stopped sounding and you have been given
clearance to do so by security and your floor warden.
The reasons for a controlled evacuation are:
Initial evacuation is limited to those people in the direct vicinity of the fire, as they are most at
risk and need to be able to quickly evacuate the area of danger. In the vast majority of situations,
only these floors need be evacuated.
Due to the number of building occupants, if evacuation is not controlled, backups are likely in
the stairwells and the opportunities for injury or panic increase. Additionally, large numbers of
people in the stairwells impede the progress of firefighters who are attempting to get up to
investigate and fight the fire.
The majority of high rise buildings have pressurized stairwell shafts to keep smoke out of the
stairwells. Closed stairwell doors are important for maintaining this high pressure. If stairwell
doors are opened all at once, pressure is lost and smoke may enter the stairwells.
Occupants of high rise buildings should always be instructed to evacuate downward, never up to
the roof. Although roof rescues may look dramatic in the movies, in reality it is a very dangerous
place to be during a serious fire.
When a Fire Happens…
Treat every alarm as though it is a real emergency, even if the initial source is unknown. If the alarm
sounds, floor wardens should immediately begin the evacuation of the floor. Remember to call 911
from a safe location. Be prepared to provide them with the nature of the problem, location, address,
nearest cross street, and any specifics known. Do not hang up until told to do so by the emergency
operator.
After calling the fire department, if you determine that there is no fire, but rather a malfunction of
your equipment or false alarm, call 911 and relay this information. Never wait to investigate the
situation before notifying the fire department. Any delay will allow a fire to grow and further
endanger the building occupants and property.
Elevators should never be used by building occupants during a fire emergency. The reason is three
fold:
1. Elevators often fail during a fire, trapping occupants;
2. Elevator shafts may fill with smoke; and
3. The elevator needs to be available for the use of arriving firefighters.
Occupants must exit by way of stairwells only.
Isolate the Area
Close off the area if possible. Closed doors help confine the smoke and limit the spread of fire, heat,
and toxic gases.
10. 9
Alert Others
If pull alarms are present, use one to notify other floor occupants of the need to evacuate to a safer
location.
Call for Help
Notify the fire department by calling 911 from a safe location, then immediately contact the building
manager and security.
Evacuate the Area
Stay low if smoke is present and go quickly to the nearest stairwell. Never attempt to use the
elevator during a fire emergency. Follow your predetermined plan, and listen for directions from
building personnel or the fire department.
If You Can’t Leave
Create and Area of Refuge
There are two main options for an area of refuge:
In the stairwell if there is only one individual seeking refuge and if they have two ambulatory
assistants to remain with them; or
On the floor in an enclosed room with a window and a telephone. Discuss your option with
your floor warden before an emergency situation arises.
If you choose the stairwell:
Wait near the exit stairwell until everyone has evacuated the floor and traffic in the stairwell has
cleared. Enter the stairwell with you two assistants and wait on the landing. Make sure that the
door is securely closed and the floor warden knows you are there.
Wait for further instructions. The fire department will send firefighters to assist you if
evacuation is necessary. If you are waiting in the stairwell and traffic builds from the evacuation
of upper floors, re-enter your floor to allow others to pass.
Assistants should not attempt to carry you down the stairs unless conditions in the stairwell
become threatening. If conditions do not deteriorate, the assistants can then carry you to a safer
area. If you do not have persons to wait with you, or if there are too many individuals to wait on
the landing, an area of refuge should be sought on the floor.
If you choose a room on the floor as your area of refuge:
Keep the door to the room closed. A closed door is a barrier to smoke.
Use towels or clothing to block openings around doors or vents where smoke might enter. Place
a signal in the window. The signal can be anything that will call attention to your location.
If smoke or fire enters the room, call 911 to report your location. Stay low to the floor to
breathe the best air and put a wet cloth over your mouth or nose.
It is advisable not to open or break windows. Often smoke from the outside of the building can
enter through open windows, and breaking windows will put you at great risk to smoke entering
from the outside, and will hamper rescue efforts below.
11. 10
FEDERAL AND STATE AGENCY AFFILIATIONS
his section will provide insight on the various agencies that PHMSA is affiliated with and their
connection to the pipeline industry.
The Hazardous Materials Safety Administration
The other half of PHMSA is our hazardous materials administration, which is located in Ontario,
California. All hazardous materials questions and information should be directed to their office.
They can be reached at (909) 937-3279 by phone and their mailing address is:
3401 Centerlake Drive
Suite 550B
Ontario, CA 91761
Transportation Security Administration (TSA)
Pipeline Security Division
TSA is a large impact within PHMSA for coordination and cooperation at a field level. TSA
coordinates with PHMSA on observations or recommends measures derived from the result of
critical and vulnerable assessments, including on pipelines, to evaluate whether they conflict with or
adversely affect current or planned safety requirements. TSA may develop, support, staff,
implement, or enforce transportation security regulations, orders, directives, plans, programs, or
other measures, or to conduct security reviews during a period of elevated security threat and TSA
may request assistance from PHMSA. The main goals of TSA in connection with PHMSA are:
Coordinating training for field inspectors;
Coordinating inspections and enforcement actions by their respective inspector to
Minimize disruption to entities being inspected,
Maximize the use of inspector resources, and
Ensure that both parties provide consistent information to the industry on security and
safety matters with security implications;
Emerging threats based on intelligence indicators.
Our local TSA contact is Tommy Stearns and he can be reached by e-mail at
tommy.stearns@dhs.gov.
Bureau of Land Management (BLM)
Joint Pipeline Office (JPO)
The JPO works proactively with Alaska’s oil and gas industry to safely operate, protect the
environment, and continue transporting oil and gas in compliance with legal requirements.
Office of Pipeline Monitoring (OPM)
The BLM partners with other federal and state agencies at the Joint Pipeline Office to work
proactively with Alaska’s oil and gas industry to safely operate the Trans-Alaska Pipeline System.
Alaska State Pipeline Coordinator’s Office (SPCO)
The State of Alaska’s policy is that development, use, and control of a pipeline’s transportation
system make the maximum contribution to the development of the human resources of this state,
T
12. 11
increase the standard of living for all its residents, advance existing and potential sectors of its
economy, strengthen free competition in its private enterprise system and carefully protect its
incomparable natural environment.
Alaska Petroleum Systems Integrity Office (PSIO)
The mission of the PISO is to maximize the safe and stable flow of oil and gas resources to market
by ensuring appropriate oversight and maintenance of oil and gas equipment, facilities, and
infrastructure.
Office of the Federal Coordinator for Alaska Natural Gas Transportation Projects (OFC)
The OFC was established by Congress in 2004 to expedite and coordinate federal permitting and
construction of a pipeline and enhance transparency and predictability of the federal regulatory
system to deliver natural gas from the Arctic to American markets. The OFC coordinates with over
20 federal agencies, the Canadian federal government, the State of Alaska (which leases all the
known natural gas reserves and owns portions of the right of way), tribal governments and other
stakeholders.
Alaska Department of Environmental Conservation
Division of Spill Prevention and Response (SPAR)
The SPAR prevents, responds and ensures the cleanup of unauthorized discharges of oil and
hazardous substances. SPAR is responsible for protecting Alaska’s land, waters, and air from oil and
hazardous substance spills. Alaskans have made a concerted effort to prevent and clean up spills.
Significant progress has been made in the safe handling, storage and transportation of oil and
chemicals and the cleanup of historic contamination.
Environmental Protection Agency (EPA)
Office of Environmental Cleanup-Emergency Response Unit
EPA seeks to prevent, prepare for, and respond to oil spills that occur in and around inland waters
of the United States. EPA is the lead federal response agency for oil spills occurring in inland waters,
and the U.S. Coast Guard is the lead response agency for spills in coastal waters and deepwater
ports.
Regulatory Commission of Alaska (RCA)
The RCA regulates public utilities by certifying qualified providers of public utility and pipeline
service and ensuring that they provide safe and adequate services and facilities at just and reasonable
rates, terms, and conditions.
Federal Energy Regulatory Commission (FERC)
Natural Gas
It is the Commission’s responsibility to do the following:
Regulation of pipeline, storage, and liquefied natural gas facility construction.
Regulation of natural gas transportation in interstate commerce.
Issuance of certificates of public convenience and necessity to prospective companies providing
energy services or constructing and operating interstate pipelines and storage facilities.
Regulation of facility abandonment.
Establishment of rates for services.
13. 12
Regulation of the transportation of natural gas as authorized by the NGPA (Natural Gas Policy
Act) and the OCSLA (Outer Continental Shelf Lands Act).
Oversight of the construction and operation of pipeline facilities at U.S. points of entry for the
import or export of natural gas.
Oil Pipelines
The Commission’s responsibility includes:
Regulation of rates and practices of oil pipeline companies engaged in interstate transportation;
Establishment of equal service conditions to provide shippers with equal access to pipeline
transportation; and
Establishment of reasonable rates for transporting petroleum and petroleum products by
pipeline.
Department of the Interior
Interagency Working Group on Coordination of Domestic Energy Development and Permitting in Alaska
The Deputy Secretary-level Working Group was established to coordinate the efforts of Federal
agencies responsible for overseeing the safe and responsible development of onshore and offshore
energy in Alaska. The goal of the group is to improve the efficiency of the Federal government,
ensuring that resource development projects in Alaska comply with health, safety, and
environmental protection standards while reducing our dependence on foreign oil.
Alaska Oil & Gas Conservation Commission
The Commission’s goals are protect the public interest in exploration and development of Alaska’s
valuable oil and gas resources through the application of conservation practices designed to ensure
greater ultimate recovery and the protection of health, safety, fresh ground waters and the rights of
all owners to recover their share of the resource.
Bureau of Safety and Environmental Enforcement (BSEE)
BSEE works to promote safety, protect the environment, and conserve resources offshore through
vigorous regulatory oversight and enforcement.
The Oil Spill Response division is responsible for developing standards and guidelines for offshore
operators’ Oil Spill Response Plans (OSRP) through internal and external reviews of industry
OSRPs to ensure compliance with regulatory requirements and coordination of oil spill drill
activities. It also plays a critical role in the review and creation of policy, guidance, direction and
oversight of activities related to the agency’s oil spill response. The division oversees the
Unannounced Oil Spill Drill program and works closely with sister agencies such as the U.S. Coast
Guard and Environmental Protection Agency to continually enhance response technologies and
capabilities.
Bureau of Ocean Energy Management (BOEM)
The BOEM manages the exploration and development of the nation's offshore resources. It seeks
to appropriately balance economic development, energy independence, and environmental
protection through oil and gas leases, renewable energy development and environmental reviews and
studies.
14. 13
Army Corps of Engineers
The Alaska District is a full service district with three major programs: military construction, civil
works development, and environmental cleanup/restoration activities.
United States Coast Guard (USCG)
The USCG serves and safeguards the public, protects the environment and its resources, and
defends the Nation’s interests in the Alaskan maritime region.
Arctic Council
A high level intergovernmental forum to provide a means for promoting cooperation, coordination
and interaction among the Arctic States, with the involvement of the Arctic Indigenous communities
and other Arctic inhabitants on common Arctic issues, in particular issues of sustainable
development and environmental protection in the Arctic.
United States Arctic Research Commission (USARC)
The USARCs principal duties are to develop and recommend an integrated national Arctic research
policy and to assist in establishing a national Arctic research program plan to implement the policy.
USARC Commissioners facilitate cooperation among the federal government, state and local
governments, and other nations with respect to basic and applied Arctic research.
North Slope Science Initiative (NSSI)
The NSSI is an intergovernmental effort to increase collaboration at the local, state, and federal
levels to address the research, inventory, and monitoring needs as they relate to development
activities on the North Slope of Alaska.
15. 14
EMPLOYEE RIGHTS AND RESPONSIBILITIES IN THE WORKPLACE
OFFICE OF PERSONNEL MANAGEMENT (OPM)
stablished by the Civil Service Reform Act of 1978, the Office of Personnel Management
(OPM) helps the president carry out responsibilities for management of the federal workforce.
It provides leadership and is the organization that makes the rules, regulations and policies affecting
the overall personnel administration system under which federal employees are managed. It is the
primary administrator of civil service laws and regulations. More specifically, OPM’s responsibilities
include:
Core personnel policies;
Oversight functions;
Central examining and employment operations;
Selection;
Hiring;
Pay;
Performance;
Personnel program evaluation;
Executive resources and development;
Personnel investigations; and
Training
OPM also administers the civilian retirement, insurance and health benefits programs for federal
employees and exercises management leadership in labor relations, affirmative action, and merit
system integrity.
As the central personnel agency, OPM develops policies governing civilian employment in executive
branch agencies and in certain agencies of the legislative and judicial branches, and helps agencies
carry out these policies. It also delegates certain personnel powers to agency heads.
E
16. 15
U.S. GENERAL SERVICES ADMINISTRATION (GSA)
he GSA uses expertise to provide innovative solutions for the government in support of their
missions, and by so doing, foster an effective, sustainable, and transparent government for the
American people. There are three strategic goals that GSA uses to set direction and link its planning.
Innovation
The GSA models and promotes the future workplace, incorporates space use, technology, practices,
and a GSA-goes-first culture. They are a green proving ground that demonstrates the full value and
viability of new green technology and practices. GSA generates new ideas through innovative and
collaborative technologies. GSA tests innovative solutions in its own operations and offers those
solutions to other agencies through its government-wide contracting and policymaking authorities.
Customer Intimacy
GSA aggressively integrates with customers. They communicate better with customers through
evolving social technologies; employ enterprise-wide, creative, and data-based solutions to meet their
increasingly difficult resource constraints, and lead with their expertise to drive the market for high-
performance green products, services, and solutions that support the government agencies’ missions
and their sustainability goals. GSA develops strategic partnerships with industries and with other
federal agencies to develop new and innovative tools for more effective government.
Operational Excellence
GSA delivers support to the government agencies ever more efficiently. They particularly draw upon
their commitment to a zero environmental footprint in order to pull forward services and solutions
that eliminate waste. GSA uses data, evidence, and analysis to support decisions that wring out
inefficiencies in operations.
For further information on official government programs, products and services offered through
GRA, visit their website at www.gsa.gov.
T
17. 16
CODE OF ETHICS
he “Standards of Ethical Conduct for Employees of the Executive Branch” issued by the Office
of Government Ethics (OGE) establish uniform standards of conduct for all employees and
officers of the Executive Branch.
The Standards of Ethical Conduct
The following general principles contains in the standards apply to all officers and employees of the
Executive Branch, and many form the basis for specific provisions set forth in the regulation:
Public service is a public trust, requiring employees to place loyalty to the Constitution, the law
and ethical principles above private gain;
Employees shall not hold financial interests that conflict with the conscientious performance of
duty;
Employees shall not engage in financial transactions using nonpublic government information,
or allow the improper use of such to further any private interest;
An employee shall not solicit or accept any gift or other item of monetary value from an person
or entity seeking official action from, doing business with, or conducting activities regulated by
an employee’s agency, or whose interests may be substantially affected by the performance or
nonperformance of the employee’s duties;
Employees shall put forth honest effort in the performance of their duties;
Employees shall not knowingly make unauthorized commitments or promises of any kind
purporting to bind the government;
Employees shall not use public office for private gain;
Employees shall act impartially and not give preferential treatment to any private organization or
individual;
Employees shall protect and conserve federal property, and shall not use it for other than
authorized activities;
Employees shall not engage in outside employment or activities, including seeking or negotiating
for employment, that conflict with official government duties and responsibilities;
Employees shall disclose waste, fraud, abuse and corruption to appropriate authorities;
Employees shall satisfy in good faith their obligations as citizens, including all just financial
obligations, especially those such as federal, state and local taxes that are imposed by law;
Employees shall adhere to all laws and regulations that provide equal opportunity for all
Americans regardless of race, color, religion, sex, national origin, age or handicap; and
Employees shall endeavor to avoid any actions creating even the appearance that they are
violating the law or these Standards of Ethical Conduct.
T
18. 17
EQUAL EMPLOYMENT OPPORTUNITY COMMISSION (EEOC)
he EEOC was established by Title VII of the Civil Rights Act of 1964, the civil rights statute
prohibiting employment discrimination based on race, color, religion, gender, or national origin.
EEOC enforces the principal federal statutes prohibiting employment discrimination, and through
its Office of Federal Operations (OFO) provides oversight for the federal government's EEO
complain adjudication and affirmative employment functions. It also is responsible for the federal
government's EEO appellate function.
EEOC headquarters can be contacted at:
131 M St. N.E.,
Washington, DC 20507
(202) 663-4900
www.eeoc.gov
The objective of the EEO Program is to promote equal opportunity in employment and to identify
and eliminate discriminatory policies and practices.
Legal Authorities
Title VII of the Civil Rights Act of 1964, as amended by:
The Equal Pay Act of 1963;
The Age Discrimination in Employment Act of 1967;
The EEO Act of 1972;
The Rehabilitation Act of 1973; and,
The Civil Rights Act of 1991.
The Americans with Disabilities Act of 1990
29 Code of Federal Regulations Part 1614
Executive Order 11246: Equal Employment Opportunity
Title VII of the Civil Rights Act
Title VII of the Civil Rights Act of 1964 prohibits discrimination in employment, including
recruitment, hiring, promotion, wages, benefits, work assignments, performance evaluations,
training, transfer, leave, discipline, layoffs, discharge, and any other term, condition, or privilege of
employment. Title VII prohibits not only intentional discrimination, but also practices that appear to
be neutral, but that limit employment opportunities and are not based on business need.
Race/Color Discrimination
Title VII makes it unlawful to discriminate against any employee or applicant for employment
because of his or her race or color in regard to hiring, termination, promotion, compensation, job
training, or any other term, condition, or privilege of employment. Race discrimination includes
discrimination on the basis of ancestry or physical or cultural characteristics associated with a certain
race, such as skin color, hair texture or styles, or certain facial features.
Racial Harassment
Harassment on the basis of race and/or color also violates Title VII. Ethnic slurs, racial jokes,
offensive or derogatory comments, or other verbal or physical conduct based on an individual's
T
19. 18
race/color constitutes unlawful harassment if the conduct creates an intimidating, hostile, or
offensive working environment, or interferes with the individual's work performance.
National Origin Discrimination
Under Title VII it is unlawful to discriminate against an employee or applicant because of the
individual's national origin. No on cant be denied equal employment opportunity because of
birthplace, ancestry, culture, or linguistic characteristics common to a specific ethnic group.
Religious Discrimination
The Civil Rights Act prohibits agencies from discriminating against individuals in hiring, firing, and
other terms and conditions of employment because of their religion. The Act also requires agencies
to reasonably accommodate the religious practices of an employee or prospective employee, unless
to do so would create an undue hardship upon the agency.
Sex-Based Discrimination
Under the Civil Rights Act, it is illegal to classify a job as "male" or "female" or to maintain separate
lines of progression or seniority lists based on sex where this would adversely affect any employee
unless sex is a bona fide occupational qualification for that job.
Sexual Harassment
Sexual harassment is a violation of Sec. 703 of Title VII of the Civil Rights Act. Unwelcome sexual
advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature
constitute sexual harassment when:
Submission to such conduct is made either explicitly or implicitly a term or condition of an
individual's employment;
Submission to or rejection of such conduct by an individual is used as the basis for employment
decisions affecting such individual; or
Such conduct has the purpose or effect of unreasonably interfering with an individual's work
performance or creating an intimidating, hostile, or offensive working environment.
Equal Pay Act
The 1963 Equal Pay Act prohibits sex discrimination in any form of salaries or wages paid to men or
women who are employed in the same establishment and perform jobs requiring equal skill, effort,
and responsibility under similar working conditions, except where the payment is made under a
seniority system, a merit system, a system that measures earning by quantity or quality of production,
or a differential based on any factor other than sex.
It is unlawful for employers to reduce the wages of either sex to equalize pay between men and
women.
Rehabilitation Act
The Rehabilitation Act of 1973 requires agencies to develop and carry out plans for the hiring,
placement, promotion and retention of persons with disabilities. The Rehabilitation Act protects
persons who have a physical or mental impairment that substantially limits one or more of such
person's major life activities, who has a record of such an impairment, or is regarded as having such
an impairment.
Physical or mental impairment means: certain defined physiological disorders or conditions,
cosmetic disfigurement, or anatomical loss or a mental or psychological disorder, such as mental
20. 19
retardation, organic brain syndrome, emotion or mental illness, and specific learning disabilities.
Major life activities are functions such as caring for oneself, performing manual tasks, walking,
seeing, hearing, speaking, breathing, learning and working. Reasonable accommodation must be
made to those with physical or mental limitations.
Americans with Disabilities Act (ADA)
The ADA prohibits discrimination against individuals with disabilities. Under the ADA, the
determination of whether an individual has a disability is made on a case-by-case basis.
Examples of some disabilities that fall under ADA are:
Epilepsy
Cancer
Hearing or vision impairment
Mental retardation
Age Discrimination in Employment Act (ADEA)
Pursuant to 1974 and 1978 amendments to the Age Discrimination in Employment Act of 1967,
discrimination in federal employment because of age is prohibited and agencies are required to
assure that all personnel actions are free from age discrimination (discrimination against persons age
40 or older).
21. 20
VIOLENCE IN THE WORKPLACE
n response to Federal agency requests for assistance in dealing with issues relating to workplace
violence, PHMSA formed an Interagency Working Group on Violence in the Workplace.
Membership includes Federal Government law enforcement officers, security specialists, criminal
investigators, attorneys, human resources specialists, Employee Assistance Program counselors,
forensic psychologists, and union officials.
Resources
Responding to Domestic Violence: Where Federal Employees Can Find Help is a new document
addressing the issue of domestic violence and its impact on the workplace. This guide provides
concise, up-to-date information on domestic violence, with concrete advice for the employee who
are victims, for friends and co-workers, and for their supervisors. It also guides the supervisor
through an array of resources and management tools that can be brought to bear in a workplace
violence situation. It complements earlier OPM publications, including Dealing with Workplace
Violence: A Guide for Agency Planners, and Handling Traumatic Events: A Managers Guide. This document
can be purchased by Federal agencies through the OPM Rider system and is also available for
purchase by the public at U.S. Government Printing Office Book Stores.
The available resources available to you can be found at the following places:
Violence in the Workplace Risk Factors and Prevention Strategies
U.S. Department of Health and Human Services, National Institute on Occupational Safety and
Health (NIOSH) Current Intelligence Bulletin No. 57 (Publication Number 96-100), June 1996.
To obtain a copy, call 1-800-35 NIOSH or visit: www.cdc.gov/niosh/violcont.html
Guidelines for Preventing Workplace Violence for Health Care and Social Service Workers
U.S. Department of Labor, Occupational Safety and Health Administration, (OSHA 3148),
1996.
Copies can be obtained from GPO by calling 202-512-1800 or visit: www.osha-
slc.gov/OshDoc/Additional.html.
The cost is $3.25 and the order # is 029-016-00172-7.
Violence and Theft in the Workplace; The Cycle of Violence; Psychoactive Substances and Violence; Crime
Prevention Through Environmental Design in Parking Facilities; PAVNET Online User's Guide; Threat
Assessment: An Approach To Prevent Targeted Violence
These publications, issued by the U.S. Department of Justice, can be obtained by calling the
National Criminal Justice Reference Service at 1-800-851-3420. A publications catalog which
lists all of the materials in the National Criminal Justice Reference Service can also be obtained
by calling the above number, or visit: www.ncjrs.org
Partnership Against Violence Network (PAVNET)
A database of programs dealing with violence, although not specifically workplace violence,
developed by the PAVNET coalition made up of the Departments of Justice, Agriculture,
Education, Housing and Urban Development, Justice, and Labor. Visit www.pavnet.org for
more information.
Federal Protective Service
The Federal Protective Service has developed the following guidance: What You Should Know
About Coping with Threats and Violence in the Federal Workplace and can be found at:
http://www.gsa.gov/pbs/fps/
I
22. 21
DRUG-FREE WORKPLACE
he possession, use, or distribution of drugs by federal employees – whether on- or off-duty – is
considered an extremely serious offense. All federal agencies are required to have a
comprehensive drug prevention program that is humane, responsible and effective. These agency
drug prevention programs must include drug education and training, employee counseling and
assistance; voluntary drug testing and, in addition and where appropriate, mandatory drug testing
and disciplinary action.
Agency Drug Testing Programs
Agencies conduct drug testing in such situations as:
Random testing for employees in sensitive or security positions or those involving law
enforcement; national security; protection of life, property, or public health and safety; or
presidential appointees requiring Senate confirmation, generally as determined by the agency
head;
Voluntary testing that allows employees to volunteer to participate in the drug testing program;
Reasonable-suspicion testing, where employees may be tested when there is reasonable suspicion
of either on-duty or off-duty drug use;
Other testing as seen fit by agencies that conduct drug testing see fit.
Agency heads may exempt certain positions from drug testing on the basis of such conditions as
hardship, remote location, or unavailability of on-site testing personnel or site for tests.
Drug Testing Procedures
Agencies are required to give 60 days’ general notice to all employees before the initiation of testing
under drug-free workplace programs and 30 days’ special notice to employees who occupy TDPs.
Employees who refuse to be tested may be disciplined.
Agency Action Concerning Illegal Drug Use
Determination that an employee has used illegal drugs may be on the basis of direct observation,
criminal conviction, verified positive results of drug testing, or the employee’s own admission.
Initiation of discipline for an employee who has thus used drugs is required, and after a second
determination the agency must initiate removal.
T
23. 22
PRIVACY AND FREEDOM OF INFORMATION
he Privacy Act and the Freedom of Information Act grant certain rights with respect to agency
records.
Privacy Act
The Privacy Act of 1974 applies to agency records that are retrieved by name or by some other
unique personal identifier (such as an employee number) and that are maintained within a system of
records.
Access and Amendment
A person who is the subject of a record in a system of records may request access to that record.
The agency must furnish copies of the record to that person, unless the record is covered by agency
regulations implementing the Privacy Act’s exemptions.
Disclosure Prohibition
The Privacy Act protects personal privacy by limiting the disclosure of the records it covers.
Generally, the Privacy Act prohibits disclosure of a record in a system of records without the prior
written consent of the subject of the record. The act provides criminal penalties for the knowing and
willful disclosures of records to those not entitled to receive them.
Remedies
A person whose access or amendment request is denied may appeal the denial administratively. The
denial letter will inform the requester to whom an appeal is to be submitted. If the appeal is denied,
the person may sue the agency in a U.S. District Court. A person may also sue the agency for its
noncompliance with other provisions of the Privacy Act.
Freedom of Information Act
The Freedom of Information Act (FOIA) grants you the right to access many government records.
Under FOIA, any person has a right to obtain copies of certain records possessed by the executive
office, agencies, corporations, administrations, commissions, boards, and services. However, some
records are protected from disclosure, such as sensitive personal, commercial, and governmental
information. The requested records are released unless the record falls into one of the nine
exemptions set forth under the Act (i.e., personal privacy, confidential business information, law
enforcement documents, etc).
What is the Privacy Act?
Under the Privacy Act, if an agency files information about you by your name, or any other means
that identifies you (such as social security number), you have certain rights:
To see the information;
To keep other people from seeing it; and
To correct it if it is wrong.
FOIA Procedures:
A FOIA request must be made in writing in accordance with Title 49 Code of Federal Regulations.
A copy of Title 49 CFR Parts 1-99 can be obtained from the Government Printing Office nearest
you. Direct all OPS FOIA requests to:
T
24. 23
Freedom of Information Act
Research and Special Programs Administration
DPS-22
U.S. Department of Transportation
Room 7128
400 Seventh Street, SW
Washington, DC 20590
Once a FOIA request is received, you will receive in the mail within 2-3 business days an
acknowledgment letter. This letter will contain a FOIA case number that has been assigned to your
request. Your FOIA request will be processed by OPS within 20 business days unless the
information is voluminous in size or if the information is being obtained from regional offices and
requires more time. If this occurs you will be contacted by OPS and informed that an extension of
time is needed to fill your request.
OPS is allowed to charge fees to the requestor in order to recover the direct costs of search,
duplication, and review of requested records. If the total cost of the requested information is less
than $10, the fees are waived. Within your FOIA request you must obligate that you will pay the
processing fee associated with your request. OPS charges $.10 per page for duplication, an hourly
rate for manual search time (this rate is based on the hourly specified pay range of the employee
performing the function), $35.00 an hour for computer time (downloading information from
databases), $1.00 per diskette, $5.00 per video, and $4.00 to certify documents. In some cases, fee
waivers or reductions of fees are granted in the public interest, but must be requested and justified
by supporting documentation. You will be billed when the requested records are sent to you and you
have 30 days to remit payment. If the cost exceeds $250, prepayment may be required. Any
documents that are denied in whole or part will be indexed including the exemption(s) claimed for
the denial. Under FOIA, you have the right to an administrative appeal for a denial of records and
no records response from the Agency. The appeal information will be included in your response
from the Agency. Any question concerning these procedures may be directed to the OPS Freedom
of Information Act Coordinator at (202)366-4577.
A Citizen's Guide to the Freedom of Information Act and the Privacy Act, 230K
A Citizen's guide to using the Freedom of Information Act and the Privacy Act of 1974 to request
Government records is the government's guide to rights under these two Acts. It provides extensive
detail on both Acts, discusses the privacy implications of government records, and provides a
section explaining which Act provides the appropriate remedy in different situations. Information
on FOIA includes the scope of the Act, exceptions to its disclosure requirements, what can be
requested, how to request a document, fees, and agency requirements. The guide explains bases for
agency denial of requests. Also included are sample documents, and a bibliography of congressional
publications on FOIA.
25. 24
THE HATCH ACT
he Hatch Act restricts the political activity of executive branch employees of the federal
government, District of Columbia government and some state and local employees who work
in connection with federally funded programs. In 1993, Congress passed legislation that significantly
amended the Hatch Act as it applies to federal and D.C. employees. Under the amendments most
federal and D.C. employees are now permitted to take an active part in political management and
political campaigns. A small group of federal employees are subject to greater restrictions and
continue to be prohibited from engaging in partisan political management and partisan political
campaigns.
OSC has developed a number of booklets, posters and fact sheets that explain the application of the
Hatch Act. Copies of the booklets and posters can be ordered from the Government Printing
Office. The fact sheet may be downloaded or emailed directly from the OSC website. Additionally,
OSC has created a PowerPoint presentation - "Political Activity and the Federal Employee" - which
covers the rules and regulations of the Hatch Act.
Permitted/Prohibited Activities for Employees Who May Participate in Partisan Political Activity
Federal and D.C. employees may:
Be candidates for public office in nonpartisan elections
Register and vote as they choose
Assist in voter registration drives
Express opinions about candidates and issues
Contribute money to political organizations
Attend political fundraising functions
Attend and be active at political rallies and meetings
Join and be an active member of a political party or club
Sign nominating petitions
Campaign for or against referendum questions, constitutional amendments, municipal
ordinances
Campaign for or against candidates in partisan elections
Make campaign speeches for candidates in partisan elections
Distribute campaign literature in partisan elections
Hold office in political clubs or parties
Federal and D.C. employees may not:
Use official authority or influence to interfere with an election
Solicit or discourage political activity of anyone with business before their agency
Solicit or receive political contributions (may be done in certain limited situations by federal
labor or other employee organizations)
Be candidates for public office in partisan elections
Engage in political activity while:
On duty
In a government office
Wearing an official uniform
T
26. 25
Using a government vehicle
Wear partisan political buttons on duty
Agencies/Employees Prohibited From Engaging in Partisan Political ActivityEmployees of the following agencies (or
agency components), or in the following categories, are subject to more extensive restrictions on their political activities
than employees in other Departments and agencies:
Administrative Law Judges
Central Imagery Office
Central Intelligence Agency
Contract Appeals Boards
Criminal Division (Department of Justice)
Defense Intelligence Agency
Federal Bureau of Investigation
Federal Elections Commission
Merit Systems Protection Board
National Security Agency
National Security Council
Office of Criminal Investigation (Internal Revenue Service)
Office of Investigative Programs (Customs Service)
Office of Law Enforcement (Bureau of Alcohol, Tobacco and Firearms)
Office of Special Counsel
Secret Service
Senior Executive Service
Permitted/Prohibited Activities for Employees Who May Not Participate in Partisan Political Activity
Federal employees may:
Register and vote as they choose
Assist in voter registration drives
Express opinions about candidates and issues
Participate in campaigns where none of the candidates represent a political party
Contribute money to political organizations or attend political fund raising functions
Attend political rallies and meetings
Join political clubs or parties
Sign nominating petitions
Campaign for or against referendum questions, constitutional amendments, municipal
ordinances
Federal employees may not:
Be candidates for public office in partisan elections
Campaign for or against a candidate or slate of candidates in partisan elections
Make campaign speeches
Collect contributions or sell tickets to political fund raising functions
Distribute campaign material in partisan elections
27. 26
Organize or manage political rallies or meetings
Hold office in political clubs or parties
Circulate nominating petitions
Work to register voters for one party only
Wear political buttons at work
Penalties for Violating the Hatch Act
An employee who violates the Hatch Act shall be removed from their position, and funds
appropriated for the position from which removed thereafter may not be used to pay the
employee or individual. However, if the Merit Systems Protection Board finds by unanimous
vote that the violation does not warrant removal, a penalty of not less than 30 days' suspension
without pay shall be imposed by direction of the Board.
Frequently Asked Questions and Answers for Employees Who May Engage in Partisan
Political Activity
Listed below are answers to some of the most frequently asked questions received by OSC about
political activity by federal employees.
Can I make a contribution to the campaign of a partisan candidate, or to a political party or organization?
Yes. A federal employee may contribute to the campaign of a partisan candidate, or to a political
party or organization.
If I have a bumper sticker on my personal car, am I allowed to park the car in a government lot or garage, or in a
private lot/garage if the government subsidizes my parking fees?
Yes. An employee is allowed to park his or her privately owned vehicle with bumper sticker in a
government lot or garage. An employee may also park the car with a bumper sticker in a private
lot or garage for which the employee receives a subsidy from his or her agency.
Can I help organize a political fundraiser?
An employee is allowed to organize a fundraiser, including supplying names for the invitation
list, as long as he or she does not personally solicit, accept, or receive contributions.
Can my name appear on invitations to a political fundraiser as a sponsor or point of contact?
No. An employee's name may not be shown on an invitation to such a fundraiser as a sponsor
or point of contact.
Can I speak at a political fundraiser?
An employee is allowed to give a speech or keynote address at a political fundraiser, as long as
he or she is not on duty, and does not solicit political contributions.
If I'm going to speak at a political fundraiser, what information about me can be printed on the invitations?
An employee's name can be shown as a guest speaker. However, the reference should not in any
way suggest that the employee solicits or encourages contributions. Invitations to the fundraiser
may not include the employee's official title; although an employee who is ordinarily addressed
with a general term of address such as "The Honorable" may use, or permit the use of, that term
of address on the invitation.
28. 27
Can I attend a state or national party convention? If so, in what capacity?
Yes. A federal employee may serve as a delegate, alternate, or proxy to a state or national party
convention.
If I run as a candidate for public office in a nonpartisan election, does the Hatch Act allow me to ask for and
accept political contributions?
An employee who is a candidate for public office in a nonpartisan election is not barred by the
Hatch Act from soliciting, accepting, or receiving political contributions for his or her own
campaign.
May I distribute brochures for a political party to people arriving at a polling place on Election Day?
Yes. An employee may stand outside a polling place on Election Day and hand out brochures on
behalf of a partisan political candidate or political party.
Answers to other questions about allowable political activity by federal employees can also be found
in Hatch Act regulations in title 5 of the Code of Federal Regulations. Questions not answered
above, or in the regulations, can be submitted to OSC for an advisory opinion.
29. 28
FURLOUGHS
furlough is “the placing of an employee in a temporary, non-duty, non-pay status because of
lack of work or funds, or other non-disciplinary reasons. Traditionally, furloughs have been
resorted to in the federal government for many of the same reasons as, and often in conjunction
with, reductions in force.
Furloughs in Emergencies
Disagreements on budgets and spending between the executive and legislative branches have
threatened – and rarely even brought about – the temporary “closing down” of the government,
with the necessity of furloughing employees when the authority to pay them temporarily ceases to
exist. In fact, this happened to nearly 2,000 Transportation employees, who were furloughed for two
days in March 2010 after funding got tied up in a Senate stalemate. The Senate ultimately passed the
funding as well as provisions to ensure the workers were paid.
Because of these political developments, the existing government regulations concerning furloughs
have not always reflected the actual situation. An emergency “closing down” of the government
does not allow, for example, the 30 days’ notice employees are supposed to receive for an adverse
action furlough, nor does it allow the 60 days’ notice they are supposed to get for a reduction-in-
force furlough, which is to run longer than 30 calendar days. The regulations do allow for
unforeseeable circumstances, such as breakdowns or sudden emergencies, when the advance notice
and other normal furlough requirements may be waived. However, there remains a gap between
what the current regulations concerning furloughs specify and what they really may be.
Emergency Government Shutdown
When an emergency government shutdown and consequent employee furlough result from failure
to agree on appropriations between the executive and legislative branches, management, beginning
with the president, must direct the appropriate procedures on which employees are expected to go
on working. The maximum length of a furlough does not extend more than one year.
A
30. 29
EMPLOYMENT POLICIES AND PRACTICES
Computer “P” Drive
nspectors are provided with a computer and access to a local server for a variety of information,
including email services and software programs. It is important that you familiarize yourself with
the various folders and information on the “P” drive and refer to the orientation packet. Some of
the useful “P” drive resources include:
Office Policies;
Compliance Guidelines and Documents;
FOIA logs and sample entries over past years;
Safety-related condition reports (SRCRs) from operators;
Accident log and operator accident reports;
Interrogational agreements (IRAs);
Training requirements and training records for local personnel;
Various technical articles and presentations;
Access to all CPF cases;
Electronic files of all units regulated by PHMSA.
Internet and Intranet Sites
PHMSA Internet Home Page
This home page is the public’s website found at the following link:
http://www.phmsa.dot.gov/pipeline. This website provides a wealth of information not only to you
but to the general public as well. From this site, you can learn more about our Public Outreach
programs, Special Permits issues by the agency, Enforcement actions, Research and Development
activities, Online Data Entry used primarily by Operators and many other useful pieces of
information.
PHMSA Sharepoint
This is PHMSA’s new intranet home page found at the following link:
http://tcapp.phmsa.dot.gov/PHP/default.aspx.
The first page is a Table of Contents and it provides many useful links to all of the Departments and
Regional Offices within PHMSA along with link to other websites. The Western Region website
can be found under the PHP-500 Western link at the bottom of the Table of Contents page. Please
visit our local page and at some point you will be asked for your photograph and biography to be
included at this location.
I
31. 30
Media Requests
ll media and congressional communications are coordinated by designated PHMSA staff in the
Office of Government, International and Public Affairs (PHG). PHMSA pipeline events and
issues often receive media and/or congressional attention. It is common for media outlets to report
on pipeline incidents, especially those which impact the public, the environment or energy supplies.
Sometimes PHMSA is cast in the shadow of a controversial or high profile issue. For a variety of
reasons, media and congressional representatives will occasionally want to communicate with
PHMSA staff. Sometimes they are just looking for facts: Sometimes they are looking for inside or
internal information. We have a good story to tell and when bad things have occurred, we want to
inform the public and congress what actions we are taking to address the situation. We ALWAYS
fully cooperate with congressional representatives.
Our colleagues in PHG focus on providing the best available information to media and
congressional representatives. They maintain a broad awareness of PHMSA programs and
initiatives as well as policy. They are aware of Departmental and Agency policy issues that most of
us do not know about. They are experienced in communicating our safety message, while also
responding to sometimes vague inquiries.
Our PHG personnel are PHMSA’s experts in media and congressional communications and they
sometimes will need to call upon us for technical or program specific assistance. PHG may set up a
media interview with pipeline staff, but they will set ground rules with the reporter to protect both
the agency and the interviewee from misquotes and mischaracterization of information.
It is PHMSA and Office of Pipeline Safety (OPS) policy that staff does not directly communicate
with either media or congressional representatives without the acknowledgement and involvement
of PHG. This means if someone calls, sends you an email message or otherwise contacts you, you
should professionally and politely refer them to PHG staff. In the same way that many of us are
trained to investigate and gather information from operators, media representatives are trained to
prod and provoke answers to their questions. Some of the OPS staff have undergone media training
so that if PHMSA or OPS asks them to communicate with the media they are trained to do so.
It is sometimes a more difficult situation when you are approached by media representatives at a
field location, public meeting or accident site. If you are approached at an accident site, be polite
and advise them that your focus is on gathering facts and investigating the event. Do not speculate
on the cause of the accident, who was at fault or any other preliminary information. At most major
events, where media may gather, the local emergency responders or incident command will have
established a public information officer. If possible, direct the media to the public information
officer and provide them with PHG contact information.
Please immediately report any media or congressional contact to PHG and your supervisor. Our
primary PHG contacts are Julia Piscitelli, Patricia Klinger, and Damon Hill. They can be reached at
(202) 366-4831.
A
32. 31
Security Awareness Training
art of the IT services involves security training that provides guidance on what to protect
confidential files and information. The training is offered online
(https://one.dot.gov/ost/s80/cyber-training/pages/main.aspx) to allow employees to take the
training at their convenience prior to July 25 each year. The ISSM or Information Assurance Team
must collect the monthly completion number from the FAA ISSCP website. If the website is not
accessible, Hailu Hailu (a PHMSA employee) can assist.
Security Awareness Training (SAT) must be completed annually by all employees. PHMSA standard
is 95% compliance or higher.
Role-Based Training must be completed by employees with significant responsibility. PHMSA
standard is 100% compliance.
P
33. 32
Travel
rocedures for U.S. Federal Government travel are different from those for industry travel.
Government employees are responsible for making their own travel plans using GovTrip, a
commercial web site used exclusively for authorized Federal travelers
(http://www.govtrip.com/govtrip/site/index.jsp). GovTrip is used to:
Create and Submit Travel Vouchers Associated with Required Travel – GovTrip allows
employees to make reservations for air travel, car rentals, and hotel accommodations.
Airline reservations should be made using government contract providers unless assignment
requirements conflict with schedules offered.
Car rentals should be for Economy cars only, unless traveling with other employees at which
time a larger vehicle may be allowed.
Hotel reservations should be for rooms at or below government per diem cost allowance.
(Employees will not necessarily be reimbursed for hotel costs above per diem rate limits,
which can be found at
http://www.policyworks.gov/org/main/mt/homepage/mtt/perdiem/perd05d.html)
Travel Reimbursement – “Vouchers” must be created from existing “Travel Authorizations” in
order to obtain prompt reimbursement for travel related expenses. Employees are required to
submit receipts of all approved expenses within five calendar days after returning from official
travel. All lodging receipts, airline receipts, and all other receipts over $50 should be retained for
submission with the completed travel voucher. Reimbursements are made after travel vouchers
are completed, submitted, and approved. Reimbursements are generally provided electronically
to designated checking or savings accounts. Employees are also responsible for the timely
payment of all credit card bills received associated with assigned travel cards.
New employees must complete an application for a “government travel charge card” for use with all
necessary and appropriate expenses while on official government travel. This includes common
carrier transportation tickets, lodging, meals, vehicle rental, gasoline, and other expenses incidental
to official government travel. New employees should receive the government credit card within 10
days from the time the application is submitted. The travel card should be used only for authorized
official travel expenses at any MasterCard of VISA merchant, and is coded for specific purchases
and may be rejected if an item does not meet the coded criteria (see
http://fss.gsa.gov/webtraining/trainingdocs/traveltraining/index.cfm). Employees with a
government credit card should retain the credit card number and the customer service number in a
safe place in the event of loss or theft. A recommended way to make a purchase on the road is to
take out an ATM cash advance using the travel card and paying cash for items associated with
approved travel.
All travel plans should be approved prior to the actual travel dates. Travel without approval may not
be reimbursed. All trips require approval before tickets can be purchased through GovTrip.
“Travel Authorization for Temporary Duty” forms will be made available to you for general travel
covering training courses, inspection trips, seminars, etc., during the fiscal year. These forms
contain the authorization number necessary to purchase tickets on GovTrip. If travel is required
before the annual budget approval, a separate authorization form is required for each trip before the
trip is taken, signed by the Director. Preliminary itineraries must be submitted as early as possible to
be placed on the office calendar, and final itineraries must be submitted the week before the trip.
P
34. 33
Travel Requirements, Planning & General Policies
Our Agency’s mission requires that we visit facilities in order to conduct pipeline inspections; meet
with other Federal, state, and local agencies to coordinate pipeline safety oversight; and meet with
the public to address community concerns. Extensive travel is an essential part of completing this
mission. The following guidelines are provided to ensure that government travelers conduct their
travel in a safe, efficient, and legal manner.
Travel Planning: A list of planned standard inspections for each calendar year must be submitted
to the IOCS coordinator the first two weeks of January. The list is risk ranked and divided by the
PIPP Program operating in DC with additional input from the regional director. The inspections
assignments will be determined during the first staff meeting of each calendar year.
Preplanning: All trip arrangements, including hotel, airfare and rental car accommodations, should
be done prior to departure. All attempts should be made to obtain hotels at or below the
government per diem rate. Exceedance of hotel per diem rates must be justified by the traveler and
be approved by the RD on the travel voucher.
Rental cars shall be of compact size or smaller, unless site/inspection conditions or large travel
groups warrant a larger vehicle. No rental vehicles originating out of the Denver area will be
approved if a GSA vehicle is available (see GSA Vehicle Policy).
Per diem rates can be found at the following web site: www.policyworks.gov.
Reservations: We are required to use GovTrip to make reservations. Under no circumstances are
reservations to be made through a private party.
Travel credit cards are issued by RSPA/OPS Headquarters soon after starting employment. They
are to be used for all travel-related expenses, e.g. airfare, rental car, hotels, etc. The government-
issued card may be used for meals as well. It may not be used for personal non-travel related
expenses.
Travel vouchers are submitted by the traveler for reimbursement of travel expenses. When
submitting a travel voucher, you must submit an IOCS Activity Report documenting at minimum
traveler name, away-from-office days (AFODs), type of inspection and unit inspected. Claims for
reimbursement for travel pertaining to relocation are also submitted on the same form as regular
travel vouchers.
Itineraries: In order to ensure everyone knows where you are on duty, place a hard copy of your
itinerary including air carrier used, flight number, hotel phone number, and contact phone number
during duty hours, on the Administrative Assistants desk.
35. 34
Other Guidance
All multi-day inspection trips associated with airline costs should typically be at least 4 or 5 days
long in order to be cost effective. If necessary, combine short inspections with other inspection
activities in the area to get a full week of inspection time.
Each inspector should get to the inspection site by 1 p.m. on the first day of travel of a multi-day
inspection that you must fly to. The latter half of the first day should be productive inspection
time.
On multi-day inspections that you can drive to, try to limit yourself to 5 hours driving on the
first and last days. Otherwise consider flying as the primary mode of transportation.
On-site time (not associated with a travel day) should not be less than 8 to 9 hours. Any field
time spent beyond this is considered to be your own choice and will not be reimbursed unless
pre-approved by the RD.
Make all attempts to get home on the last day of a multi-day inspection by your normal quitting
time.
If you are going to drive to an operator site each day for a multi-day inspection, there should be
at least 6 to 7 hours of productive face-to-face inspection time with the operator each day. This
means that no one should be driving more than 1.5 to 2 hours each way to meet with the
operator. Any more than 3 to 4 hours of daily driving is very dangerous, unproductive, and not
cost beneficial to the government. The government will pay the cost of your hotel.
Also, inspectors shall apply the 12-hour rule regarding late returns to your home following
travel. For example, if you get back to Ted Stevens International Airport in Anchorage at
11:00 p.m. and your home at 11:30 p.m., you do not need to be back to the office until 11:30
a.m. the next day.
All travel should be initiated after 7 a.m. Monday and return flights started no later than 7 p.m.
Friday. Again, the 12-hour rule applies to reporting back into the office the next day.
Do not work weekends. Weekend travel for training is not considered comp time or overtime.
Carry a charged cell phone. Laptop computers must be taken, and email accessed daily.
Travel Authorizations
Must I have authorization to travel?
Yes, generally you must have written or electronic authorization prior to incurring any travel
expense. If it is not practicable or possible to obtain such authorization prior to travel, your agency
may approve a specific authorization for reimbursement of travel expenses after travel is completed.
What travel arrangements require specific authorization or prior approval?
You must have a specific authorization or prior approval for:
Use of premium-class service on common carrier transportation;
Use of a foreign air carrier;
Use of reduced fares for group or charter arrangements;
Use of cash to pay for common carrier transportation;
Use of extra-fare train service;
Travel by ship;
Use of a rental car;
Use of a Government aircraft;
36. 35
Payment of a reduced per diem rate;
Payment of actual expense;
Travel expenses related to emergency travel;
Transportation expenses related to threatened law enforcement/investigative employees and
members of their families;
Travel expenses related to travel to a foreign area;
Acceptance of payment from a non-Federal source for travel expenses, see chapter 304 of this
subtitle; and
Travel expenses related to attendance at a conference
Reimbursement of Travel Expenses
Reimbursement is by direct deposit, usually within 2 weeks.
It is possible to check ivoucher on the net, https://ivoucher.jccbi.gov, on payment of your travel
vouchers.
Frequently Asked Questions
What travel expenses may my agency pay?
Your agency may pay only those expenses essential to the transaction of official business, which
include:
Transportation expenses;
Per diem expenses;
Miscellaneous expenses; and
Travel expenses of an employee with special needs as
For what travel expenses am I responsible?
You are responsible for expenses over the reimbursement limits. Your agency will not pay for excess
costs resulting from circuitous routes, delays, or luxury accommodations or services unnecessary or
unjustified in the performance of official business.
What information must I provide in my claim?
You must provide the following:
An itemized list of expenses and other information (specified in the listing of required standard
data elements contained in Appendix C of this chapter, and any additional information your
agency may specifically require), except:
You may aggregate expenses for local telephone calls, local metropolitan transportation
fares, and parking meter fees, except any individual expenses costing over $75 must be listed
separately;
When you are authorized lodgings-plus per diem, you must state the M&IE allowance on a
daily basis;
When you are authorized a reduced per diem, you must state the reduced rate your agency
authorizes on a daily basis; and
When your agency limits M&IE reimbursement to the prescribed maximum M&IE for the
locality concerned, you must state the reduced rate on a daily basis.
Your agency may or may not require itemization of M&IE when reimbursement is limited to
either the maximum M&IE locality rate or a reduced M&IE rate is authorized.
37. 36
The type of leave and the number of hours of leave for each day;
The date of arrival and departure from the Training or Temporary Duty (TDY) station and any
non-duty points visited when you by an indirect route other than a stopover to change planes or
embark/disembark passengers;
A signed statement, ``I hereby assign to the United States any rights I may have against other
parties in connection with any reimbursable carrier transportation charges described herein,''
when you use cash to pay for common carrier transportation.
Am I required to file a claim in a specific format and must the claim be signed?
Yes, in a format prescribed by your agency. If the prescribed claim is hardcopy, the claim must be
signed in ink; if your agency has electronic processing, use your electronic signature. Any alterations
or erasures to your claim must be initialed. You must provide:
Evidence of your necessary authorizations including any necessary special authorizations;
Receipts for:
Any lodging expense, except when you are authorized a fixed reduced per diem allowance;
and
Any other expense costing over $75.
If it is impracticable to furnish receipts in any instance as required by this subtitle, the failure to do
so must be fully explained on the voucher. Mere inconvenience in the matter of taking receipts will
not be considered.
Is there any instance where I am exempt from the receipt requirement?
Yes, your agency may exempt expenditure from the receipt requirement because the expenditure is
confidential.
How do I submit a claim?
You must submit your claim in accordance with administrative procedures prescribed by your
agency.
When must I submit my claim?
Unless your agency administratively requires you to submit your claim within a shorter timeframe,
you must submit your claim as follows:
Within 5 working days after you complete your trip or period of; or
Every 30 days if you are on continuous status.
May my agency disallow payment of a claimed item?
Yes, if you do not:
Provide proper itemization of an expense;
Provide receipt or other documentation required to support your claim; and
Claim an expense which is not authorized.
What will my agency do when it disallows an expense?
Your agency will disallow your claim for that expense, issue you a notice of disallowance, and pay
your claim for those items which are not disallowed.
38. 37
May I challenge my agency's disallowance of my claim?
Yes, you may request reconsideration of your claim if you have additional facts or documentation to
support your request for reconsideration.
What must I do to challenge a disallowed claim?
You must:
File a new claim.
Provide full itemization for all disallowed items reclaimed.
Provide receipts for all disallowed items reclaimed that require receipts, except that you do not
have to provide a receipt if your agency already has the receipt.
Provide a copy of the notice of disallowance.
State the proper authority for your claim if you are challenging your agency's application of the
law or statute.
Follow your agency's procedures for challenging disallowed claims.
If after reconsideration by your agency your claim is still denied, you may submit your claim for
adjudication to the GSA Board of Contract Appeals in accordance with 48 CFR part 6104.
What happens if I attempt to defraud the Government
You forfeit reimbursement pursuant to 28 U.S.C. 2514; and
You may be subject under 18 U.S.C. 287 and 1001 to one, or both, of the following:
A fine of not more than $10,000, or
Imprisonment for not more than 5 years. Sec. 301-52.13 Should I keep itemized records of
my expenses while on? Yes. You will find it helpful to keep a record of your expenses by
date of the expense to aid you in preparing your claim or for tax purposes.
What must I do with any advance outstanding at the time I submit my claim?
You must account for the advance in accordance with your agency's procedures.
What must I do with any unused tickets, coupons, or other evidence of refund?
You must submit any unused tickets, coupons, or other evidence of refund to your agency in
accordance with your agency's procedures. If credit is due because a trip is cancelled:
The traveler should either print out the GovTrip page canceling the trip or ask GovTrip for a
copy of the credit or other documentation so there is paperwork to submit to Citibank.
Call Citibank Customer Service at 1-800-790-7206 (located on the back of your travel credit
card) and advise them the charge is in dispute. Citibank will send you a Government Cardholder
Dispute Form to complete and send in.
The dispute will keep the charge out of your amount due for 30 days. You should receive a
letter from Citibank referencing the disputed transaction and verifying that they will allow a
minimum of 30-days to investigate your claim.
Inform your supervisor that you have a charge in dispute.
Pay the undisputed portion of your Citibank bill by the due date. The disputed charge will hold
the delinquency off the record so that your account remains current.
39. 38
Within how many calendar days after I submit a proper claim must my agency reimburse
my allowable expenses?
Your agency must reimburse you within 30 calendar days after you submit a proper claim to your
agency's designated approving office. Your agency must ensure that it uses a satisfactory
recordkeeping system to track submission of claims. For example, claims submitted by mail, in
accordance with your agency's policy, could be annotated with the time and date of receipt by your
agency. Your agency could consider claims electronically submitted to the designated approving
office as submitted on the date indicated on an e-mail log, or on the next business day if submitted
after normal working hours. However, claims for the following relocation allowances are exempt
from this provision:
Transportation and storage of household goods and professional books, papers and equipment;
Transportation of mobile home;
Transportation of a privately owned vehicle;
Temporary quarters subsistence expense, when not paid as lump sum;
Residence transaction expenses;
Relocation income tax allowance;
Use of a relocation services company;
Home marketing incentive payments; and
Allowance for property management services.
