OSHA ADM 11.2A Office of Human Resources and Organizational Management

Subject: Organizational Change Proposals

A. Purposes. This instruction sets forth the objectives, guidelines, responsibilities, and procedures for developing and processing organizational change proposals within OSHA.

B. Scope. This instruction applies OSHA-wide.

C. References:

1. OSHA Instruction ADM 11.3, OSHA Mission and Function Statements.

2. OSHA Instruction ADM 11-2.3A, Opening or Closing Area Offices, District Offices, and Field Stations, and Realigning Geographical Boundaries.

D. Cancellation. OSHA Instruction ADM 11.2, Organizational Change Proposals, is cancelled.

D. Action. OSHA managers proposing organizational changes (other than opening or closing field offices) will do so in accordance with this instruction.

E. Definition. "Organizational change" includes:

1. Establishing or abolishing an organizational unit. This includes establishing or abolishing any supervisory position.

2. Transferring any function from one organizational unit to another.

3. Establishing, abolishing or altering coverage of an Area Office, District Office, or Field Station. (See OSHA Instruction ADM 11-2.3A, Opening or Closing Area Offices, District Office, and Field Stations, and Realigning Geographical Boundaries for this.)

OSHA Instruction ADM 11.2A NOV 29, 1989 Office of Human Resources and Organizational Management

4. Changing the reporting relationship of any organizational unit.

5. Changing the name, mission or functions of an organizational unit.

6. Creation or discontinuance of deputy, assistant, assistant to or special assistant positions at any level of organization.

F. Objectives. The guidelines, responsibilities and procedures in this instruction are meant to support the following objectives:

1. To establish organization and position structures which best support the most efficient and effective functioning of the agency in support of its mission.

2. To describe OSHA mission and functions clearly and concisely.

3. To obtain participation in the development of organization and position structures and mission and function statements by appropriate staff specialists and managers.

G. Guidelines. A simple, effective organization is established through the clear and logical assignment of missions and functions. The following guidelines support this:

1. Assigning Functions. Each function essential to program accomplishment should be assigned to one and only one component of the organization.

2. Layering Functions. Functions described at a lower level should not be repeated at a higher level. For example, functions described at the Office level should not be repeated at the Directorate level.

3. Grouping Component functions. Functions should be grouped on the basis of their similarity and interdependence.

4. Describing Missions and Functions. The mission and functions of each organizational component should be clearly defined and described:

OSHA Instruction ADM 11.2A NOV 29, 1989 Office of Human Resources and Organizational Management

a. Mission Statements. These describe the purpose or "why" of an organizational component. They do not summarize the functions. For example, the mission of the Directorate of Health Standards Development is:

"To provide workplace standards and regulations to assure healthful working conditions for the Nation's workers."

b. Function Statements. These describe the major activities or "how" of an organizational component. For example, a major function of the Directorate of Health Standards Programs is:

"Develops recommendations for the promulgation, revision, and amendment of occupational health standards."

5. Placing Functions. Functions should be assigned to the lowest organizational level at which they can be effectively performed.

6. Relating Staffing Patterns. Staffing patterns should reflect the kinds and quantity of work described by the function statements.

7. Dividing Components. Organizational proposals should establish the fewest number of components practicable.

8. Supervisory: Professional Ratios. These should normally be at least 1:8 (i.e., eight professionals for each supervisor) but never less than 1:4.

9. Intermediate Lowest Component Ratios. These should normally be at least 1:5 (e.g., one Division with five Branches) but never less than 1:3.

10. Deputy positions. These will not be used at levels below the Directorate level.

11. Assistants, Special Assistants, and Assistants to. These positions will not be used below the Directorate level and will not be assigned supervisory duties.

H. Responsibilities.

1. Managers. Managers will have the following responsibilities:

OSHA Instruction ADM 11.2A NOV 29, 1989 Office of Human Resources and Organizational Management

a. Obtaining preliminary approval to develop organizational change proposals from the Assistant Secretary.

b. Notifying the Office of Human Resources and Organizational Management (OHROM) of the need for developing organizational change proposals.

c. Providing OHROM with information or draft documents for organizational change proposals.

d. Reviewing draft organizational change proposals.

e. Participating as needed in approval discussions with the Office of the Assistant Secretary for Administration and Management (OASAM)

2. Division of Organizational Management and Human Resources Planning. An analyst from the Division will be assigned the following responsibilities:

a. Providing advice and counsel to managers concerning organizational problems.

b. Coordinating the development of organizational change proposals in accordance with OSHA and OASAM requirements.

c. Coordinating the development of proposals with the Division of Position Clarification, the Office of Program Budgeting, Planning, and Financial Management, and the OSHA labor-management relations officer.

d. Clearing organizational change proposals with appropriate managers.

e. Representing, with a position classifier, OSHA in discussions with OASAM concerning the proposal.

f. Coordination with the OSHA labor-management relations officer prior to implementation of OASAM approved proposals.

g. Updating Appendix A to OSHA Instruction ADM 11.3, OSHA Mission and Function Statements (MFS)

OSHA Instruction ADM 11.2A NOV 29, 1989 Office of Human Resources and Organizational Management

3. Division of Position Classification. A specialist from this division will be assigned the following responsibilities:

a. Reviewing draft proposals as to support of position management objectives and to suggest any modifications needed for improved position management.

b. Participation in approval discussions with OASAM.

4. Labor-Management Relations Officer. Is responsible for consultation/negotiation with union(s) concerning organizational changes.

5. Office of Program Budgeting, Planning, and Financial Management. This Office will be responsible for reviewing draft proposals as to consistency of current and proposed staff ing levels with OSHA budget and program plans.

I. Procedures.

1. Responsible Manager. Normally, the manager responsible for the organizational component to be affected will initiate the change proposal process by contacting the Director, OHROM, to discuss the proposed changes.

2. Level of Approval. If the reorganization is at or below a 3rd level of OSHA (a Division within a Directorate or a Branch within an office not in a Directorate), then the organizational change may be approved by the Assistant Secretary for Occupational Safety and Health. Otherwise, the change must be approved by, the Assistant Secretary for Administration and Management.

3. Office of Human Resources and Organizational Management.

a. Proposal Package. The Director will assign a management analyst to obtain information and drafts, analyze problems, develop and coordinate a proposal package which will consist of the following:

(1) Transmittal Memorandum. This will describe the problem the proposed change is intended to resolve, the general nature of the proposed change, and the reasons for the recommended

OSHA Instruction ADM 11.2A NOV 29, 1989 Office of Human Resources and Organizational Management

change. If the reorganization is at or below the 3rd level, the memorandum will be to the Assistant Secretary for Occupational Safety and Health and will be signed by the Director of Administrative Programs with the concurrence of the originating program manager. Otherwise, the letter will be to the Assistant Secretary for Administration and Management and signed by the Assistant Secretary.

b. Approval Discussions. If the reorganization is above the 3rd level, the Director of the Office of Human Resources and Organizational Management, a management analyst and/or a position classification specialist, as appropriate, will represent OSHA in discussions with representatives of OASAM concerning the approval of change proposals. The representative will consult with the responsible manager and OHROM staff concerning any modifications to the change proposal.

c. Implementation. Approved organizational change proposals may not be implemented until there has been consultation/negotiation with the affected union(s).

David C. Zeigler Director Administrative Programs

Distribution: National and Regional Offices

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