OEEMA compleced policies and procedures to implement 

 the Small and Disadvantaged Business Utilization (SDBU) 

 Program, which seeks to ensure that small, minority-, and 

 women-owned businesses receive equal opportunity in Si's 

 procurement of goods and services. 



Secretary Robert McC. Adams and OEEMA co-hosted a re- 

 ception on October 20, 1993, to acquaint over 400 small, mi- 

 nority-, and women-owned business representatives with Si's 

 new SDBU Program and to provide them with networking 

 opportunities with the Institution's management and staff. 



OEEMA developed and implemented a database of small, 

 minority-, and women-owned businesses capable of fulfilling 

 Smithsonian contractual requirements. 



OEEMA formed a partnership with the Office of Human 

 Resources to provide EEO information on the new employee 

 orientation program. 



OEEMA increased its participation in EO Advocacy Groups 

 by working closely to advance their agendas while ensuring that 

 Institutional EO policies were promoted and implemented. 



Office of Environmental Management and 

 Safety 



F. William Billingsley, Director 



The Office of Environmental Management and Safery contin- 

 ued its responsibility for ensuring that safety, fire protection 

 and prevention, industrial hygiene, and environmental princi- 

 ples are integrated into all aspects of the Smithsonian. 



Office of Facilities Services 



Richard L. Siegle, Director 



The Office of Facilities Services, with other organizations in the Fa- 

 cilities Services Group, initiated collaborative efforts to improve 

 service to the Institution. Among these efforts were a team to im- 

 prove the development of the repair and restoration program, ini- 

 tial implementation of a computer-aided facilities management 

 system, an organizational development project focusing on the 

 treatment of people within the Facilities Services Group, and cre- 

 ation of a Smithsonian-wide leased space management program. 



Office of Human Resources 



Susan G. Roehmer, Acting Director 



In 1994, the Office of Human Resources (OHR) initiated and 

 continued efforts to improve the quality of personnel services 



provided to Smithsonian management and employees. Among 

 the initiatives undertaken or completed by OHR in 1994 were: 



Continued a comprehensive effort to install and upgrade 

 computer technology to support OHR's customer service ini- 

 tiatives. All OHR staff were connected to a local area network 

 (LAN), with access to the Smithsonian's mainframe computer, 

 enabling staff to access, transfer and share a wide range of in- 

 formation internal to OHR and external to bureaus and offices 

 of the Smithsonian. Installed PERSONNET, PD Writer, and 

 desk top publishing software to enhance OHR's ability to 

 quickly access and disseminate information. 



Began beta testing the Electronic System for Personnel (ESP). 

 The ESP system is designed to permit Smithsonian managers to 

 initiate requests for personnel actions electronically and to track 

 their status. Major goals of the ESP system are to enable 

 Smithsonian managers to reduce paperwork and to enable OHR 

 staff to reduce processing time for personnel actions. 



As a member of the Small Agency Council, actively partici- 

 pated in the development and testing of the Employee Ex- 

 press system. This system will allow Smithsonian employees, 

 and eventually employees throughout the Federal Govern- 

 ment, to update their address and Federal, state, and local in- 

 come tax withholding information; to change or update direct 

 deposit accounts and allotments; to verify and correct their 

 Race and National Origin (RNO) code; and to have a read ac- 

 cess to certain employee information using computer and 

 touch-tone telephone technology. 



Coordinated the Smithsonian's early out retirement and vol- 

 untary separation incentive programs. The purpose of the pro- 

 grams was to encourage employees to voluntarily retire or 

 separate from the Smithsonian in order to meet mandated 

 staff reductions. A voluntary separation incentive payment 

 was made available to both Smithsonian Federal and Trust em- 

 ployees. A total of 208 Federal and 23 Trust employees took 

 advantage of the voluntary separation program. The success of 

 the separation incentive effort has enabled the Smithsonian to 

 avoid most involuntary staff reductions. 



Implemented rwo new employee recognition programs. 

 The programs, On-The-Spot Awards (PRIDE Award) and 

 "Time Off Awards, offer Smithsonian managers additional 

 means to recognize and encourage employee performance and 

 incentive. The On-The-Spot Award provides supervisors with 

 an expedited and relatively easy means of rewarding employ- 

 ees for going the extra mile in getting the job done. Awards 

 can be made in amounts of $50, $100, or $150. The Time Off 

 Award permits managers to award up to 80 hours of time off 

 during the calendar year in recognition of an exceptional ac- 

 complishment or other personal effort. 



Negotiated a new group health plan and a group dental 

 plan for Trust employees. The new group plans became avail- 

 able to Trust employees effective January 1, 1994. 



As an important part of implementing Vice President 

 Gore's National Performance Review (NPR) recommenda- 

 tions, initiated the concept and received training in "interest 

 based bargaining" techniques. The training was in prepara- 



96 



