of indefinite duration, are subject to the reirements, and entitled to the benefits, of either eCivil Service Retirement Act or Social curity.

The general rules for retirement are as lows:

1. An employee who has reached age 60, d who has at least 30 years of creditable rvice, may retire with full annuity, based on ngth of service.

2. An employee who has reached age 55, d has 30 years of creditable service, may tire with a slightly reduced annuity.

3. An employee who has reached age 62, d has at least 5 years of creditable service, ay retire with an annuity based on length of rvice.

4. Retirement is mandatory for employees no have reached age 70, and who have completed least 15 years of creditable service.

Disability retirement is possible for a person no has completed 5 years of civilian service, d who is totally disabled for useful and efficient rvice in his present position or job. In such ses, the annuity will not be less than (1) 40 rcent of average salary, or (2) increasing the tal service to age 60. In no case may it be less an the earned annuity.

Annuities are also granted in certain cases discontinued service and involuntary separan. Each such case must be handled in accordce with the instructions in NCPI #830.

ductions in Force

Whenever a curtailment of the working force required, the activity management should termine as quickly as possible the extent to ich this reduction must take place.

Reductions in force are made on a priority sis, and retention registers are established activity personnel offices. These registers it all employees by priority within the specific mpetitive area.

Relative retention preference is determined classifying all employees with performance tings Satisfactory or better into groups acrding to type of appointment and veteran pre

rence.

The groups are known as Group I, Group II, id Group III.

Group I comprises in general career emoyees who have completed probation and are t serving in obligated positions; Group II com

prises, in general, career-conditional employees and career employees in obligated positions; Group III comprises those serving temporary appointments or appointments pending establishment of register, those holding indefinite appointments, and nonstatus employees.

Within each of these groups, employees entitled to veteran preference are placed in subgroup A, and the others in subgroup B. For each competitive level, temporary employees and employees with official performance ratings of Unsatisfactory are entered at the bottom of the retention register, below the employees listed in retention groups.

It is necessary to know what area is included in the competitive area, since it may vary from case to case. In general, the competitive area as established in a reduction of force action is an activity, or especially designated part thereof, within which employees are assigned, promoted, or demoted by a single administrative authority. However, smaller competitive areas may be established by OIR and CSC; larger competitive areas may be established by the management bureau or office.

A competitive level is defined as all positions (within a competitive area) where the duties, responsibilities and working conditions are so similar that an exchange of personnel is feasible. In ungraded positions, each trade, occupation, or rating forms a competitive level; however, employees serving under "limited ratings" are in a different competitive level from journeymen. MAINTENANCE OF PERSONNEL RECORDS

The PWO should not detail any of his staff to the work of keeping any personnel records that are available from either the personnel department of the activity, or the Industrial Relations Office.

Within the Public Works Department, the Personnel Branch of the Administration Division is responsible for all matters pertaining to time keeping and personnel records, and for maintaining necessary liaison with the Industrial Relations Officer of the activity. As a result, one or two clerks are normally all that will be required for performing the work connected with the records required by the PWO. The latter should not step into the functions of the personnel branch; and the Head of the Personnel Branch should not duplicate any services which the IRO stands ready to provide.

The Public Works Officer who is assigned a billet at any Navy station or activity is certain to be called upon for services in connection with some type of preliminary planning.

The engineering responsibilities are similar, whether performed as part of the overall annual planning program of the Navy, or in the development of a special project at a particular activity. Therefore, all information generally applicable to these preliminary studies is presented in the first section of this chapter, Preliminary Planning. The second section, Special Projects, deals with projects that generally involve minor new construction or major nonrecurring repair.

Engineering responsibilities, however, are only one phase of the PWO's responsibility in the general area of preliminary engineering evaluations and the accomplishment of special projects; the second phase is his managerial responsibility. All functions connected with the first phase relate to his professional competence. In regard to managerial functions, on the other hand, the PWO may have to train himself in management principles and processes, and from time to time evaluate the adequacy of his performance.

As a manager, he must be able to correlate actual performance with the requests of the cognizant DPWO, with activity needs, and with instructions and directives from the management bureau. He must be able to evaluate the various sources of support, understand the applicable criteria, keep within the established cost limitations, and be competent to supply specific and accurate supporting data when it is requested.

At the risk of oversimplifying distinctions between these two phases of responsibility, we may say that the professional aspect relates to the immediate job, and that the management aspect relates to the wider task of properly fitting each job into overall Navy requirements, whether administrative, financial, logistic, and so forth.

PRELIMINARY PLANNING

The functional efficiency of an activity re quires in general that the various facilities b located in logical relation to each other, th they be adequate for the functions that the are designed to provide, and that they be planne so as to allow for some degree of future ex pansion.

Some facilities, by their very nature, requir definite site features. In these cases, detaile site information must be collected; it may in clude (1) topographical and hydrographical su veys, (2) photographs, (3) soil tests, (4) harb data, (5) information with reference to pre vailing winds, and (6) other types of data th at first glance may appear to be far remov from construction problems, but that actual are basic to them. All this information mu be available to the men who plan the actu construction.

When the site has been selected, layout structures must be planned so as to ensu efficient operation of the facility, and to pr vide for an orderly and efficient flow of mat rial, personnel, and services. Considerati must also be given to safety, to security, a to fire protection, as well as to the correlati of functions and services.

For example, an adminstrative facility shou have a fairly central location, so as to be co venient to all major facilities. At the same ti it should not be too far from the gate or entran to the activity, as too great a distance can impo a security risk when there is transaction business involving outside personnel coming the base.

Industrial facilities should normally placed adjacent to operational and storage are Utilities systems (roads, railroads, sewage sy tems, and distribution systems for heat, wat and electricity) are essential features in operation of an activity, and the utility exper should be brought in on the preliminary planni and engineering studies.

Tank farms and fuel depots should be located here they present the minimum risk to other tructures and to waterfront facilities, in the vent of fire.

Buildings and structures generally should not e too compactly located. Where frame conruction predominates, adequate separation is I major importance. The risk of fire damage an be held to a minimum by good planning; in etermining the optimum distribution of buildgs, consider the following factors:

1. Combustibility of materials.

2. Area, height, and occupancy of buildings. 3. Proximity and size of fire-fighting forces. 4. Adequacy of water supply.

5. Climate, including temperature extremes ad prevailing winds.

The ideas suggested in the several paraaphs above are general in nature, since to ake specific recommendations and to give ecific examples would require far more space an is allowable within the scope of this text. is expected, however, that these general ggestions will help to orient the PWO inlved in any basic engineering study.

DPWOS are responsible for practically all gineering studies, but each DPWO (or APWO, Director of a Field Division, as applicable) ay call upon the commanding officer of any tivity within the cognizant area, to provide cessary assistance.

Since personnel with the requisite profesonal and technical background will be found iefly in the Planning Division and in the Public orks Department of an activity, the activity VO is certain to be involved, at least in a ison capacity, in these engineering studies. It will help a PWO to better perform his own rt if he understands the role of the DPWO; and smaller engineering studies undertaken at the ivity, the PWO may find useful suggestions in instructions promulgated for the guidance of DPWO.

URPOSE OF ENGINEERING EVALUATION

Most engineering evaluations will be made connection with facilities to be constructed, proved, or converted as a part of the overall vy program known as the Shore Facilities nning System. Some studies, however, may done at an individual activity, when a minor special project seems immediately necessary

of accomplishment. The activity PWO can obtain guidance and assistance, in this preliminary planning, from the cognizant District Public Works Officer.

The PWO who has responsibility for a preliminary study should try to envisage the completed facility, fulfilling the required functions. He should also keep in mind possible future needs for, and uses of, the proposed facility. These are points of view that call for initiative and a certain degree of imagination. On the purely practical level, he must be able to estimate space needs, labor force required, probable costs, and materials and technical equipment needed. He should also be able to forecast the desired starting and completion dates.

In more elaborate construction projects, there will be additional evaluation factors involved. Questions of design-architectural, structural, mechanical, or electrical-may arise. There may be need of consultant advice in respect to sanitation, insect life, design of structures, soils, utilities, and other factors related to the facility and its functions.

ACTIVITY COLLABORATION

As mentioned before, the DPWO is primarily responsible for all engineering studies, but field activities will assist in the work of evaluating requirements against assets. Some requests for these studies may originate at the activity level, but in general they originate at the DPWO level. The DPWO sends his request to the commanding officer of the activity concerned, and probably will recommend the composition of the evaluation team to be set up. The commanding officer will instruct the activity Planning Division, and the activity Public Works Department, to provide liaison personnel to work with the evaluation team.

The team will consist of engineers from the DPWO staff; personnel from the Public Works Department of the activity will also be called upon to assist.

All personnel on the team are carefully briefed in respect to their duties. The team will find it imperative to know-or to have access toall established engineering evaluation criteria as set forth in the instructions, directives, or publications of their management bureau.

SUPPORT REQUIREMENTS

Preliminary engineering studies should be the first line of support to those who will eventually be called upon to accomplish the proposed work. This does not mean that any study, as first made, will be followed exactly. If the study is done by personnel of the public works department, it will be reviewed at higher levels of authority, and in most cases will undergo some modification or change. If actual construction work is done by NBy contract (discussed in the following chapter), the original study may have to be modified to meet contractor needs. The contractors' bids (based largely upon specifications and drawings provided them, and possible site examination) may necessitate some divergency from the preliminary planning.

In this connection, it is advisable to remember that if the low bid on any NBy contract is substantially higher than the preliminary estimate, it is probable that the preliminary engineering study was made on the basis of incomplete or incorrect information. It must be stressed that data should be collected by highly competent personnel; this data should be carefully studied in the light of the structure, function, or other facility that represents the end purpose; and the study as finally approved should be retained for future reference and guidance.

Suggestions as to what data is likely to be needed in a preliminary engineering study will be helpful; however, every individual study is a new problem, and may involve factors not encountered before. These suggestions that follow, therefore, are only general guidelines:

1. There should be a survey of the proposed site, where necessary.

2. Preliminary drawings must be prepared. 3. There must be a technical and professional review of such drawings.

4. All records, maps, and drawings relating to the preliminary study must be maintained. The latter suggestion is especially important, in terms of future reference.

SOURCES OF SUPPORT

The PWO should know where to look for engineering support to accomplish his task.

The Public Works Department of his activity is the first place that comes to mind. There will

be an Engineering Division (as discussed in chapter 2), and there may be an assistant to the PWO, for engineering.

The District Public Works Officer is charged with the responsibility for aiding activity personnel in engineering studies related to special projects at the activity. Since the DPWO is responsible for all engineering studies made within his cognizant district and related to the overall Navy planning system, he has the trained staff and the information that the activity PWO will need in accomplishing the activity tasks in preliminary planning.

Another means of accomplishing basic planning and engineering studies is to have them performed by architectural-engineering (A-E) or engineering-service (E-S) contracts. As you will see in reading the following chapter, Contracts, a PWO may make such contracts if they are within the scope of his contractual authority or he may request that the DPWO arrange for such contracts.

SPECIAL PROJECTS

The term "special projects" is used t differentiate major repair and improvemen projects from minor projects and maintenanc work that are part of a continuing workload.

TERMINOLOGY

Although there is a divergence between Nav bureaus and offices in the use of the term "spe cial projects," the terminology given in thi section is fairly consistent throughout the Navy These definitions of the major terms employe should help the PWO to understand the prevailin types of work that are comprised in specia projects.

ALTERATION: The work required to adjus interior arrangements, on-base location, other physical characteristics of an existin facility, so that it may be more effectivel adapted to or utilized for its designated purpos Additions, expansions, and extensions are n considered to be in the category of alteration

CONSTRUCTION: The erection, installa tion, or assembly of a new facility; the addition expansion, or extension of an existing facilit the conversion or replacement of an existin facility, which adds to the overall extern dimensions of the facility; the alteration o

pair of an existing facility in the course of tivating an inactive installation; the relocation a facility from one installation to another, ith related site preparation and land improveent, as necessary, and including equipment stalled and made a part of the facility. CONSTRUCTION, MAJOR: All construction ojects having a cost in excess of $25,000 each xcept for urgent projects, as described in the ection, Criteria, that have a funded cost not in cess of $200,000 and that are accomplished r the active forces under Minor Construction); ad all construction projects in excess of $10,000 tch for the Reserve Forces and National Guard xcept for urgent projects costing not in excess $50,000 accomplished under Minor Construcon).

CONSTRUCTION, MINOR: Any urgently reired construction projects having a funded st of $200,000 or less (but in excess of $25,000) the active forces; and urgently required conruction projects having a cost of $50,000 or ss (but in excess of $10,000) for the Reserve rces and National Guard.

CONVERSION: A major structural revision a real property facility which changes the pose for which the facility was originally signed or utilized. A conversion may be ssified as major or minor construction, deiding upon cost limitations.

FACILITY, COMMERCIAL: A commercial ility is a nonindustrial facility which furnished vices or items commonly available in the ilian economy, together with the land used in nection therewith. Examples are bakeries, ndries, dry cleaning plants, retail sales ilities, marine piers and terminals, wareses, POL storage, and utility plants and ated facilities. Exceptions are Navy exnges and other activities operating under appropriated funds.

FACILITY, INDUSTRIAL: An industrial faty and an industrial-type facility are synonyis terms, and apply to plants or installations ipped with production machinery, tools, ipment, and utilities for the production, ufacture, or modification of military mates and components; the land used in conjuncwith an industrial facility is included in the 1. Examples of such facilities are aircraft ts, ammunition loading plants, gun factories, struction and repair yards for ships, and bat vehicle plants.

FACILITY, REAL PROPERTY: A separate, individual building, structure, or other real property improvement, which is subject to separate reporting under DOD real property inventory.

IMPROVEMENT: A project of this type may include construction, alteration, and/or conversion.

MAINTENANCE: The recurrent, day-to-day, periodic, or scheduled work required to preserve or restore a real property facility to such condition that it may be effectively utilized for its designated purpose. This includes work undertaken to prevent damage to a facility which otherwise would be more costly to restore.

PROJECT, CONSTRUCTION: A single acquisition of land or real property, or a construction undertaking for purpose of programming, budgeting, and accounting. A project will include any separate physical structure or facility at a single installation, which upon completion will be utilized to serve a single functional purpose; or it will include a group of similar structures or facilities, as a group of barracks buildings or a group of warehouse structures; in either case, a project generally includes utility feeder lines, roadways, and other auxiliary facilities necessary to produce a useful increment of construction.

REPAIR: The restoration of a real property facility to such condition that it may be effectively utilized for its designated purpose, by overhaul, reprocessing, or replacement of constituent parts or materials which have deteriorated by action of the elements, or through wear and tear in use, and which have not been corrected through maintenance.

REPLACEMENT: A complete reconstruction of a real property facility destroyed or damaged beyond the point at which it may be economically repaired. (SEE CONSTRUCTION.)

COST LIMITATIONS

It is important that the PWO know the various cost limitations on types of projects, so that he may understand the level of authority at which different projects are approved.

Special projects are practically always financed from funds from either of two appropriations: Military Construction, Navy, or Operations and Maintenance, Navy.