open for several reasons: how are you going to close an agency without your people there to wrap up the
work, close up the work that’s already been done, secure the assets or dispose of things? We had a
number of research laboratories across the country: how are you going to get rid of those? I put
together a plan for doing that andconvincing case to the Secretary and to the Hill that made a
we needed to be exempted from the closure. As you might recall, critical people were allowed to come
into work but they weren’t going to get paid. I made a proposal that we do come in and they do
work and that we do get paid were going to the people who were going to lose – in part because these
their jobs. They needed to have an opportunity to find another job. Of course that was complicated
because the government was shut down was home. So even if they wanted to try and find – nobody
Federal jobs somewhere else, there was nobody there. It was very complicated. And on top of that,
I worked out arrangements to transfer some functions to other agencies. I had to do all the
homework for thatpersonnel issues, the result of which was I was sued. It had some very sensitive
- how I conducted the closure. And all of them were had 64 Merit protection lawsuits against me for
from Veterans who thought they were entitled to a job and they should have been transferred with these
functions even though they didn’t work on those functions. I had taken the positions that people had
worked 30 years on those functions and that’s what they should be entitled to go with those functions.
((The Veterans said reduction-in-force) first. I said that wasn’t right. I I) should conduct a RIF
was upheld in all but 5 cases. That was a case again of going back to doing what you think is right
despite how people feel. That was a fair thing to do,
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Very sensitive
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Fairness
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“it was very complicated”
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EIPRESSURE
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EIPRESSURE
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(^) EIVALUE
(^) EIVALUE