IN3396~1.DOC

THE 2004 OPEN ASSIGNMENT CYCLE Instructions on Bidding and Assignments Hyperlinks in the glossary lead to pages in the instructions Hyperlinks elsewhere lead to associated material on the DOS Intranet These Intranet links work only if the document is read on a computer connected to the DOS Intranet This site is for State Department employees only If you are a tenured career Foreign Service employee eligible for transfer in 2004, 2005, or 2006, please read these Instructions on Bidding and Assignments carefully They include all the information needed to prepare your bid list, plus background on open assignment policy and procedures HR/CDA/EL will provide separate bidding instructions for untenured employees See separate instructions for bidding on Long-term Training Opportunities and Assignment Opportunities Outside the Department of State There are also separate “Instructions on Using eBid to Search for Jobs, Print Vacancy Lists, and Bid on Jobs,” available by clicking on the “HR Online” link at Bidding Research Tools (http://hrweb.hr.state.gov/cda/bidding_research.html) Career Development Officers (CDOs) in HR/CDA stand ready to clarify procedures, answer questions, and otherwise assist you as you navigate the 2004 Open Assignment Cycle TABLE OF CONTENTS SECTION ONE: BIDDING A GOAL OF THE ASSIGNMENT PROCESS …… B ASSIGNMENT AUTHORITY… …… C THE IMPORTANCE OF NETWORKING D THE 2004 ASSIGNMENT CYCLE …… E YOUR ROLE IN THE ASSIGNMENT PROCESS…………….5 DEVELOPING A BID LIST a Core Bids b Non-Core Bids c Narrative Statement d Out-Year World Language Assignments e Extending f Curtailing g Bid Deletion h Out-Year Bidders i eBid and Vacancy Information j Bidding Aids k Bidding Research Tools FAILING TO BID or REFUSING TO ACCEPT AN ASSIGNMENT SECTION TWO: ASSIGNMENTS A HR/CDA ORGANIZATION… …… 12 B ASSIGNMENT CRITERIA… … 12 C ASSIGNMENT PANELS… …… Assignment Seasons a Early Season b Regular Season c Designation Season d Stretch Season Hard-To-Fill Positions Shoot-Outs Holds Identifications Designations 12 D AFTER THE ASSIGNMENT IS MADE 15 SECTION THREE: SPECIAL BIDDING REQUIREMENTS AND GUIDANCE A FAIR SHARE ASSIGNMENTS …… 17 B TOURS OF DUTY… .… 18 C SIX/EIGHT YEAR RULE .… 18 D STRETCH ASSIGNMENTS … 19 E URGENT VACANCIES ….19 F TRAINING …… Leadership and Management Training Continuum Long-term Training Language Training 20 G LANGUAGE-DEFICIENT FS-01 GENERALIST BIDDERS 21 H TANDEM BIDDERS .….… 21 I WINTER CYCLE BIDDERS … 22 J UNTENURED JUNIOR OFFICERS 22 K UNTENURED SPECIALISTS……………………………….… 22 L OPPORTUNITIES OUTSIDE THE DEPARTMENT 23 M LEAVE WITHOUT PAY … 23 N LIMITED NON-CAREER APPOINTMENTS 23 O CAREER MOBILITY …… 23 P DCM AND PO BIDDING ………………… 24 Q FAMILY MEMBER EMPLOYMENT … 24 R FS TO CS ASSIGNMENTS .… 25 S ALTERNATIVE WORK SCHEDULES 25 SECTION FOUR: ANNEXES ANNEX A BIDDERS’ TIMELINE … 27 ANNEX B: GLOSSARY OF TERMS 28 ANNEX C: HISTORICALLY DIFFICULT TO STAFF (HDS) POSTS 30 ANNEX D: SERVICE NEED DIFFERENTIAL (SND) POSTS 32 ANNEX E: MEDICAL CLEARANCES 33 ANNEX F: KEY POSITIONS 36 SECTION FIVE: APPENDICES Appendix 1: CAREER COUNSELING 37 Appendix 2: DIFFERENTIAL BIDDERS 38 Appendix 3: FAIR SHARE 41 Appendix 4: DCM/PO SELECTION PROCESS 42 Appendix 5: OUT-YEAR WORLD LANGUAGE PROGRAM 46 Appendix 6: ASSIGNMENT OFFICERS AND TECHNICIANS 49 Appendix 7: TMTWOS AND TIMING QUESTIONS 51 Appendix 8: SOP A-23 – IMPASSE PANELS Appendix 9: SUBMITTING THE TM2 PROPOSED ITINERARY 54 52 Appendix 10: POST ASSIGNMENT TRAVEL ORDERS 60 Appendix 11: HISTORICALLY DIFFICULT TO STAFF POSTS 61 Appendix 12: TOUR OF DUTY 63 Appendix 13: RESCINDING THE FOUR-YEAR TOUR OF DUTY 64 Appendix 14: SERVICE NEED DIFFERENTIAL PAYMENTS 65 Appendix 15: SND PROGRAM EXPANDS 68 Appendix 16: SERVICE NEED DIFFERENTIAL Q&A 72 Appendix 17: SIX & EIGHT YEAR DOMESTIC TOUR LIMITS 76 Appendix 18: TIC EXTENSIONS FOR LONG-TERM TRAINING 84 Appendix 19: BIDDING AND ANTI-NEPOTISM RULES 87 Appendix 20: NEPOTISM CONSIDERATIONS IN POST HIRING 89 Appendix 21: NEPOTISM – FREQUENTLY ASKED QUESTIONS 92 Appendix 22: LEAVE WITHOUT PAY 97 Appendix 23: SOP A-12 – LEAVE WITHOUT PAY 102 Appendix 24: CS TO FS HARD TO FILL PROGRAM 104 Appendix 25: MUSTANG PROGRAM 111 Appendix 26: PROFESSIONAL ASSOCIATES PROGRAM 115 Appendix 27: FS to CS CONVERSION PROGRAM 118 Appendix 28: CLASS MEDICAL AND SPECIAL ED CONCERNS 120 Appendix 29: HOME SERVICE TRANSFER ALLOWANCE 122 Appendix 30: REPORT ON HARDSHIP INCENTIVES 126 SECTION ONE: BIDDING A GOAL OF THE ASSIGNMENT PROCESS The Open Assignment System governs the placement of Department of State Foreign Service employees The objective is to assign qualified employees to appropriate positions in reasonable anticipation of vacancies and in a manner as responsive as possible to service and career development needs The process provides information on all Foreign Service vacancies and affords you the opportunity to compete openly for them Every effort is made to provide opportunities for professional development and to take individual preferences and special circumstances into account in making assignments Should a mutually agreeable assignment not be possible, the Department will determine where your skills and qualifications are most needed You should be proactive in securing an onward assignment B ASSIGNMENT AUTHORITY The Open Assignment Agreement is negotiated each year between the Department and the American Foreign Service Association for application to positions (bargaining unit positions) represented by AFSA The Department, for the purpose of transparency and efficiency, also applies the Agreement to certain positions (DCMs, for example) outside the bargaining unit Section 502 of the Foreign Service Act of 1980, as amended, authorizes the Secretary to assign a member of the Foreign Service to any Foreign Service position in which that member is eligible to serve and to reassign a member from one position to another as the needs of the Service require Subject to certain exceptions, positions designated as Foreign Service shall normally be filled by Foreign Service employees The Director of HR/CDA, with guidance from the Director General and the Principal Deputy Assistant Secretary for Human Resources, is responsible for maintaining the integrity of the assignment process and the responsiveness of HR/CDA employees to their clients and constituencies If you feel unfairly disadvantaged by any Career Development Officer (CDO), you should inform the Director of HR/CDA of the circumstances The Office of the Continuity Counselor in HR/CDA coordinates HR/CDA efforts to carry out the Department's equal opportunity objectives and shares with CDOs the career counseling responsibilities for minority and female employees, as well as for other employees (particularly those at risk of non-tenure or termination) who may seek Long-term career advice For more information, please see Appendix Posts should note that correspondence between employees and their CDOs is privileged communication For example, handling and distribution of assignment-related telegrams should be limited to American employees with a need to know C THE IMPORTANCE OF NETWORKING Bureaus and posts play a significant role in selecting candidates for Mid-level and senior vacancies You should make yourself known to prospective supervisors when pursuing an onward assignment While there are no rules about whom to approach, at a minimum you should contact the incumbent, the direct supervisor, and the bureau The initial point of contact in a bureau can be one of the staffing officers in the executive office However, Deputy Office Directors generally coordinate the assignment process for the office and for posts under their supervision Your CDO may provide additional suggestions Although networking can begin early, well before bids are due, posts and bureaus must not make commitments to bidders until the deadline for submitting bids has passed You should keep in mind that, although posts and bureaus may have candidates in mind or express interest in candidates, no assignments are final until approved by the HR/CDA assignment panel D THE 2004 ASSIGNMENT CYCLE You are a summer cycle bidder if your transfer eligibility date (TED) falls between May and October 31 You are a winter cycle bidder if your TED falls between November and April 30 However, you are eligible to bid in the summer cycle if your TED falls in either April or November Curtailments and extensions are often approved on the grounds of moving an employee from the winter to the summer cycle E YOUR ROLE IN THE ASSIGNMENT PROCESS The Department is committed to making the open assignment system work as smoothly as possible, consistent with the requirements of fairness and discipline Locked in this commitment is the goal of providing the highest level of customer service You can help by taking part in the customer service survey available on the HR website at http://hrweb.hr.state.gov/cf/CSsurvey/survey.cfm on the State Department OpenNet An effective open assignment system requires you to take an active role in the process Follow these instructions and make the required contacts in order to obtain an assignment that will advance your professional and personal goals At the same time, pay attention to the need to have current medical and security clearances Medical Clearance: Every employee or eligible family member (EFM) who will reside overseas needs a medical clearance valid for the post of assignment The Department will make every effort to assign an employee to a post where all eligible family members can accompany However, service need and the obligation for worldwide eligibility may require an employee to take an unaccompanied assignment when this is not possible See Annex E Security Clearance: Your security clearance is updated every five years, and more often if necessary The first step is for you to complete the updated form for the background check If you fail to this promptly, you risk delaying the update or the issuance of other security clearances on which certain assignments depend In conformance with the bidding guidelines described below, employees with Summer 2004 TEDs can bid on any advertised position These bids – up to a maximum of 15 – must be marked as "High," "Medium," or "Low" preference You should use the bidding narrative to articulate your priorities and concerns, particularly among the six core bids The narrative and your preference rankings are usually seen only by your CDO You can be paneled and assigned to any position on your bid list without further consultation, though your CDO will try to give you prompt notice of any proposed assignment Direct all assignment-related correspondence to the CDO, Assignment Officer (AO), or Assignment Technician by name as well as office (HR/CDA/EL, ML, SL, or AD) Include your name, social security number, personal grade, primary skill code, current post, and onward post of assignment (if pertinent) If you are not on the Department's unclassified e-mail system, provide a private e-mail address, as well as work telephone and fax numbers If you are in a distant time zone, please provide a home telephone number to enable your CDO to reach you DEVELOPING A BID LIST Developing and maintaining a bid list requires close attention to basic bidding rules, procedures, and available tools Your entire bid list will be invalidated by your CDO if it does not comply with the core bid and Fair Share requirements Untenured Junior Officers and Foreign Service Specialists will receive separate instructions from the Entry Level Division (HR/CDA/EL) With Watch Officer positions (S/S-O, INR, NRRC, etc.) and those on the Board of Examiners (HR/REE/EXAM/BEX), one position is considered the same as another so long as the grade and the skill code are the same In other words, a bid on one is a bid on all, and only one bid can be counted toward the core requirement All submitted bids will be accepted and considered, provided that the bid list satisfies core bid and Fair Share criteria CDOs may suggest other positions in line with skills, grade, qualifications, and expressed preferences a Core Bids If you are due for reassignment in 2004, you must submit a bid list that includes six "core" bids that are in your cone and at your grade For bids to count as “core,” you must already have the required language proficiency or – in the case of certain out-year world language or hard language vacancies – have sufficient time to develop the required language proficiency If you have less than the required language proficiency for a given position, a bid on that position counts as a core bid only if there is sufficient time between your Estimated Time of Departure (ETD) and the departure of the incumbent to reach the designated level, based on estimates by the Foreign Service Institute A bid on your own position does not constitute a core bid You are considered at-grade for a one-grade stretch and can include one-grade, in-cone stretch positions among your core bids if you are an “MSI bidder” or a “differential bidder.” You are an MSI bidder if you receive an MSI from the 2003 Selection Boards Awards granted by posts, bureaus or in previous years not qualify you as an MSI bidder An FS-01 MSI bidder does not need a senior cede granted by HR/CDA/SL in order to be assigned to a senior-level (FEOC or FE/MC) job, so a senior bid does count as a core bid in this situation You qualify as a differential bidder if you are serving at a post with a differential of 15 percent or greater on the day your initial bid list is due: October 15, 2003 You also qualify as a “differential bidder” if the sum of the differential and danger pay at your post is at least 15 percent An FS-01 differential bidder cannot be assigned to a senior-level position without a senior cede, so a seniorlevel bid by an FS-01 differential bidder does not count as a core bid in this case Bids on one grade stretch positions at posts with a differential of at least 15 percent also count as core bids Long-term training (other than assignment-linked language training) and details not count as core bids No more than three core bids can be in one bureau – or its overseas posts – or in the same geographic area (For example, an IO Bureau job in Geneva counts as an EUR and as an IO bid) If all bids are on domestic positions, no more than three may be in any one bureau There are further requirements for Fair Share bidders Untenured Junior Officers and Foreign Service Specialists bidding on second assignments are exempt from these core requirements but should follow the bidding principles outlined in instructions issued by HR/CDA/EL Generalist Core Bids: Positions formally designated as “IROG” (International Relations Officer Generalist) qualify as in-cone for all generalists Note that not all positions advertised as interfunctional are also IROG For example, a Pol/Econ job may be advertised as “interfunctional,” but is considered in-cone and a core bid only for political and economic officers, but not for management, consular, or public diplomacy officers Bids on DCM and PO positions are due September in a separate process, so they not count as core or Fair Share bids FE-OC employees must include four bids at the OC level All junior officer positions are considered atgrade and in-cone for untenured Junior Officers FS-03 positions are considered at-grade for tenured FS-04 generalists MSI bidders can count one-grade stretch bids on in-cone positions as core bids Differential bidders can also count one-grade stretch bids on in-cone positions as core bids, except that, unlike FS-01 MSI bidders, FS-01 differential bidders cannot count bids on senior-level positions as core Specialist Core Bids: Positions at-grade and in the bidder's primary skill code qualify as core bids (FS-03 positions are considered at-grade for tenured FS-04 GSOs, HROs and DS employees.) Core bidding requirements will be relaxed for specialist bidders in skill groups with limited numbers of positions For bidders in skill groups where there are 10 or fewer at-grade, in-cone positions on the open assignments list, the 50 percent core bidding requirement applies For example, if there are 10 atgrade, in-cone positions, you will be required to bid on half of the at-grade positions advertised – in other words, five – to meet core bid requirements, rather than the usual six Eight positions would require you to bid on four, and so on If you are a Fair Share bidder and there are fewer than four at-grade in-cone positions available at differential posts, you would need to bid on 50 percent of the at-grade, in-cone positions as core bids For example, if there are positions at four differential posts, you would need to bid on two of them rather than the three bids normally required If there is only one differential post, you must bid on that post The same rules apply when replenishing bids b Non-Core Bids Your remaining bids (7-15) can be on any other positions, including training, details, and positions that are out-of-cone and/or not at-grade You may submit supplemental bids at any time, but the total number of active bids cannot exceed 15 Entry-level positions are controlled by HR/CDA/EL and are reserved for untenured employees Dual Citizenship: If you hold dual or multiple citizenship, you should bid on positions located in territory governed by the country of your other nationality only after the relevant geographic bureau confirms that there would be no barrier to your being accorded diplomatic immunity and hence accreditation If you are bidding on such a post after consulting with the appropriate bureau(s), please note these circumstances in your narrative statement c Narrative Statement You should submit a narrative statement to highlight any special qualifications, especially those that are not apparent from your Employee Profile Your narrative should outline why you are seeking particular positions and explain any career development concerns A self-assessment of current language proficiency for language-designated positions (LDPs) or language-preferred positions (LPPs) would be useful, as would any medical or schooling issues that affect employee and/or eligible family members (EFMs) The statement should include information on any EFM in the Family Member Appointment (FMA) program, enabling the CDO to alert the Family Liaison Office (FLO) and interested bureaus Bid list narrative statements are generally seen only by your CDO The narrative statement in eBid is limited to 1,000 characters Additional information for your CDO can be sent by e-mail d Out-Year World Language Assignments (OYWL) HR/CDA will advertise in this cycle a limited number of Summer 2005 world language (French, Spanish, and Portuguese) positions selected on the basis of service need in harder-to-fill positions or differential posts Bids on these out-year world language assignments count as core bids for incone, at-grade bidders Employees will either be extended to the Winter Cycle or be assigned to a six-month Washington assignment in order to create a "bridge" to language training beginning in early 2005 CDOs will also consider bids from clients who may have some existing language proficiency and who may only need two or three months to obtain the S-3/R-3 level, as well as 10 Appendix 26 2003 Mid-level Professional Associates Program (03 State 100007) SUMMARY HR/CDA is pleased to offer opportunities for U.S citizen eligible family members (EFMs) to bid on and fill vacant Foreign Service (FS) positions through the Professional Associates (PA) Program The PA Program allows EFMs to bid on FS hard-to-fill positions that remain underbid in the posts to which their sponsoring employee is assigned The size of the PA program, currently at 11 filled positions, is expected to remain about the same this year so opportunities will be limited At present, we anticipate approximately five PA positions will be filled in the current exercise An updated list of Hard-To-Fill (HTF) positions was sent in Reftel The deadline for applications is April 30, 2003 EFMs selected to fill these FS positions must serve in them for a minimum of one year BACKGROUND Because of a shortage of FS personnel, the assignments process invariably leaves some overseas positions without sufficient qualified Foreign Service bidders These positions are designated HardTo-Fill, and some of them are opened to Civil Service and U.S Citizen EFMs interested in filling positions at the post where their sponsoring employee is assigned An updated list of HTF positions in available in Reftel EFMs should review this cable to identify positions for which they might be qualified PROFESSIONAL ASSOCIATES PROGRAM SELECTION PROCESS U.S citizen EFMs may only bid on positions at the post where their sponsoring employee is assigned for summer 2003, and must serve for a minimum of one year in the position Once a bid package is submitted, a Professional Associates Panel will review applications for relevant experience and basic skills (including foreign language proficiency if the position so requires) The Panel will also review the position’s supervisory responsibilities and nepotism considerations to determine whether alternate supervisory arrangements can/should be worked out If the review panel approves the candidate for the position, candidate’s references will be verified as will the sponsoring employee’s tour of duty As soon as EFMs are certified as eligible, the PA Coordinator will give their names to the bureaus for consideration for vacancies on which they have bid Qualified EFMs will be given preference over equally qualified civil servants for the positions at the EFM’s sponsoring employee’s post An EFM assignment is less costly than filling the position with a civil servant because the EFM will not be entitled to shipment of household effects, housing and other allowances IMPORTANT DATES 114 In mid-February, CDA sent a cable announcing the list of HTF positions available for mid-level Professional Associate candidates Professional Associate application packages due in HR/CDA on April 30, 2003 GUIDELINES FOR U.S CITIZEN EFM APPLICANTS Candidates who are interested: • Must be the EFM of a career government employee (from any agency under Chief Of Mission authority)working full time overseas at post Dependents of contractors are not eligible • Must be a U.S citizen at the time of application • Must be a high school graduate and at least 18 years old • Must meet all the requirements of a family member appointment • U.S veterans shall be given preference in the selection process If selected, EFMs will be required to have the appropriate security clearances for the posts of assignment prior to appointment Selectees will receive the necessary forms from the Executive Office for the Bureau that controls the position Appropriate training will be provided at NFATC and at post, if necessary and available If training at NFATC is required, HR/CDA will provide travel orders for the EFM to travel from post to Washington DC and return Per diem will be limited to the maximum of ninety days APPLICATION PACKAGE All application packages should include: (1) an SF-171, OF-612, or equivalent federal style resume, (2) proof of functional training for the position, or indication of availability for training, and (3) a cover memorandum addressed to HR/CDA, David F Wiemels, listing the position(s) being bid), an acknowledgment that this is a Professional Program and that all leave must be approved by the section supervisor, and a statement regarding month/year that the sponsoring employee’s tour of duty at the post will end (4) In addition, applicants should send evaluation reports from previous federal employment as part of their application package The application package can be delivered to David F Wiemels in HR/CDA/ML, M.S Room 2820, or be sent via email (WiemelsDF@state.gov) or FAX (202-736-7434) 115 Bidding details: Each bid should include information from the list in the following required format: Grade/Post/Position/Incumbent/Org Code/Position Number (For example: FS02/Seoul/GSO/Greene/331001/31243000) Cautionary Note: There is no mechanism for the conversion of a Professional Associate to Foreign Service direct hire EFMs selected for a PA position should therefore not assume they will be able to convert to the Foreign Service at the end of a tour FAMILY MEMBER APPOINTMENTS Professional Associates are appointed using the Family Member Appointment mechanism The regulations for FMAs are contained in FAM 8200 EFMs may obtain these regulations from the post or bureau Human Resources Officer, or via the State Department Intranet PAs assigned to mid-level generalist or admin specialist positions (CONS, POL, ECON, PD, ADMIN, GSO, HR, FMO) will be appointed at the FP-06 level with eligibility for administrative promotion to the FP05 level after one year of satisfactory performance PAs selected for other specialist positions at grades 4, 5,or will be hired at one grade level below the level of a new-hire specialist in the same skill code category (FP-07 for IRM positions, FP-08 for OMS positions) Special consideration may be given to prior service as a Professional Associate Applicants should note that generalist and specialist positions at the FS-4 level and below are reserved for entry level Foreign Service personnel With an increase in the junior officer and specialist intake, it is unlikely that many of these positions listed on the hard to fill list will be made available through the Professional Associate’s program this year FURTHER INFORMATION For further information, please contact David F Wiemels (HR/CDA/ML, Main State room 2820, phone 202-736-7431, FAX 202-736-7434, unclassified email WiemelsDF@state.gov) or FLO Employment Program Specialist Jenneke Fijn van Draat, M/DGHR/FLO, Main State room 1239, phone 202-647-1076, (FijnVanDraatJE@state.gov) 10 Minimize Considered POWELL 116 Appendix 27 Information for Current and Former Foreign Service Employees Who are Considering Transferring or Applying to the Civil Service (02 State 059215) Occasionally current Foreign Service employees find themselves in situations in which they can no longer be worldwide available Many would like to continue their involvement in foreign affairs by finding employment within the Department in the Civil Service Former Foreign Service employees may also be interested in returning as Civil Service employees This message is designed to provide some basic information about how the process works It has also been posted to the web site of the Department’s Office of Civil Service Personnel Management, http://hrweb.hr.state.gov/csp/Index.html Whereas the Foreign Service system is based on rank in person, the Civil Service is based on “rank in position.” This means that individuals interested in joining the Civil Service must compete for a specific position Eligibility of Foreign Service Employees to Compete for Civil Service Positions: Current and former State Department Foreign Service employees who wish to become Civil Service employees of the Department on a permanent appointment must compete for appointment pursuant to a published CS vacancy announcement (CS vacancies are posted on the HR web site at http://hrweb.hr.state.gov/csp/vac_cur.html and on the Internet at www.usajobs.opm.gov) Since the CS and FS personnel systems are very different, FS employees may wish to review the following information on the HR/CSP web site about the Civil Service: http://hrweb.hr.state.gov/csp/about_the_civil_service.html It is also important to understand the Merit System Principles (http://hrweb.hr.state.gov/csp/Merit_system_slide_show2a.pdf) that govern the CS hiring and promotion system To be eligible for a permanent Civil Service appointment in the Department, current and former tenured Foreign Service employees must: • • • • • have served in the Foreign Service under an unlimited, career-type appointment; have served in that appointment continuously for at least one year immediately before separation from that FS appointment; apply through a merit promotion announcement; meet the qualification requirements for the position they are applying to; and be selected Current FS employees with tenure have status and may compete for CS vacancies anywhere in the US Government that are open to status candidates Within the Departments Merit Promotion program, they may apply to positions open to Department of State Employees Only, Status and Non-Competitive Eligibles as well as those open to All Qualified Candidates or All Sources 117 Individuals who have already retired from the FS or who would be retired from the FS before starting in a CS position may not be selected from a Civil Service merit promotion announcement open only to Department of State employees They must be selected from an announcement open to all sources, or that includes status, noncompetitive, reinstatement, displaced Federal employees (ICTAP Eligibles) and eligible veterans OPM regulations require that any positions lasting more than 120 days, filled from outside the agency workforce, be announced publicly to allow displaced Federal employees in the area of consideration to apply This rule applies to full-time, part-time or intermittent work schedules Untenured Foreign Service employees may only apply for positions open to All Qualified Candidates or All Sources, unless they qualify for a non-competitive appointing authority based upon prior military or federal service Further information on non-competitive authorities is available on the About CS and Frequently Asked Questions sections of the Employment page on HR/CSP/Ss web site or from www.usajobs.opm.gov on the Internet Retirement Issues: The Civil Service retirement systems are less generous than the Foreign Service retirement systems; different types of Civil Service appointments affect Foreign Service annuities differently Therefore, current and former Foreign Service employees considering CS employment are strongly encouraged to discuss their specific situations and options with the Office of Retirement, HR/RET WAEs: 10 Individuals who retire from the FS and wish to be re-hired on a temporary intermittent basis can work under what is commonly referred to as a WAE (“While Actually Employed”) appointment These temporary appointments are made by State Department regional and functional bureaus in one-year increments and must be renewed each year If you are interested in working on a temporary WAE appointment, you should contact the bureau in which you wish to work directly to discuss potential employment You should also speak with a Retirement Counselor in HR/RET to discuss the effect that this type of appointment may have on your annuity and future earnings and benefits 11 MINIMIZE CONSIDERED POWELL 118 Appendix 28 ASSIGNMENTS PROCESS FOR EMPLOYEES WITH CLASS MEDICAL CLEARANCE AND DEPENDENT SPECIAL ED CONCERNS (03 State 20617) A The Office of Medical Clearances approves assignments for all those holding a Class clearance Approval takes place during the bidding process The following is guidance for employees and family members with Class medical clearances who are seeking onward overseas assignments Obtain a current letter from the physician who manages the medical condition for which the Class was given The letter should include: a medical condition for which a Class clearance has been given b current treatment including medications c summary of current status d Type and frequency of follow up required over the next two years (e.g must have follow up with a cardiologist every six months and lipid profile quarterly) This is the most important element of the letter FAX the letter to Office of Medical Clearances 202-663-1851 Please note on cover sheet that this information is being faxed for the UPCOMING BID SEASON Discuss bid preferences with the CDO CDO will forward bid preferences to Medical Clearances and work with the clearance staff on post approval Medical Clearances will notify CDO of posts on the bid list that have appropriate resources to provide follow up and grant approval for those posts Special Education Concerns: Family members may have limited clearances because of special educational needs that can be accommodated only at a limited number of posts Officers will wish to discuss such needs early in the bid cycle with staff from MED/Employee Consultation Services The post approval is ultimately granted by ECS B The Class clearance indicates a medical condition which requires follow up and cannot be managed worldwide Employees and family members with such conditions are responsible for obtaining follow up and providing Medical Clearances with updated information described above Those who are not in contact with a doctor on a regular basis should contact the RMO or Foreign 119 Services Health Practitioner at post to write an updated letter The Office of Medical Services is unable to provide funds to obtain letters or see health care providers for routine follow up C Starting the process now and working closely with the CDO affords employees and family members an opportunity to take a pro-active approach to the 2004 bidding process and ensure that their medical needs can be met overseas D Questions regarding this process can be addressed by contacting Med Clearances, Washington on e-mail at MEDClearances@state.gov Subject line: Class Clearance Bids E Minimize considered POWELL 120 Appendix 29 Guidelines for the Home Service Transfer Allowance The Home Service Transfer Allowance (HSTA) is an allowance granted for necessary and reasonable expenses incurred by an employee upon returning from a post in a foreign area to the United States for a domestic assignment The HSTA is composed of four elements: Miscellaneous Expense Wardrobe Expense Portion Actual Subsistence Portion (AKA TQSE) Lease Penalty Expense Portion MISCELLANEOUS EXPENSE PORTION This expense is designed to compensate the employee for certain expenses incurred in connection with a transfer to a new duty station, such as nonrefundable utility fees or contract deposits, motor vehicle/driver’s license fees, converting or reconnecting appliances, etc An employee can be paid the miscellaneous expense portion of the HSTA upon entrance on duty to new post of assignment within the United States If the employee enters arrives at the new duty station in the United States or non-foreign location before his/her family, the employee will be paid the portion of the HSTA provided for an employee without family When the family member(s) arrive at post, the employee will be paid the difference between the amount already granted and the amount previously authorized for an employee with family The miscellaneous expense portion can be claimed in one of two ways: Without Receipts The following amounts may be granted without receipts or itemizing required: • • Employee without family -$ 500 or the equivalent of one week’s pay (whichever is less) Employee with family -$1,000 or two week’s pay (whichever is less) Itemization Receipts are required for reimbursement of actual expenses should the total be more than the fixed amounts above Limits are based on one week’s salary for an employee without family and two weeks’ salary for an employee with family (maximum of GS-13, step 10) For additional guidance on which expenses are covered by this portion, please refer to section 251.2a of the Standardized Regulations WARDROBE EXPENSE PORTION The wardrobe expense portion of the HSTA is paid only for moves across two transfer zones (Zone to Zone or vice versa, as designated in Section 920 of the Standardized Regulations) The wardrobe expense portion may be paid between foreign locations and certain non-foreign areas outside the conterminous United States This expense is paid as a flat rate depending on family 121 size Also note that receipts are not required Employees transferring to the continental United States from an overseas assignment are ineligible for the wardrobe expense portion For additional information on eligibility for wardrobe expense portion, see section 252.2 of the Standardized Regulations SUBSISTENCE EXPENSE PORTION The subsistence expense portion of the HSTA covers periods during which the employee or a family member incurs expenses for meals, laundry/dry cleaning and lodging at the new duty station in the U.S The subsistence expense portion of the HSTA may commence as soon as the employee’s transfer has been authorized and the written agreement required on the HSTA worksheet has been signed The days need not run consecutively and may be broken by periods of annual leave, home leave or temporary duty, and may begin prior to the employee’s reporting for duty date The time period shall run concurrently for the employee and all eligible family members Should the employee’s spouse precede the employee to the U.S duty station, the sixty (60) days may begin with the spouse considered the initial occupant until the employee’s arrival The subsistence expense portion of the HSTA is paid only when transferring from foreign posts to the United States For employees of the Department of State, this expense is reimbursed by the actual subsistence method Please note that the HSTA can be claimed while at U.S post of assignment and while also on leave as long as cost are incurred at the post of assignment Actual Expense Reimbursement Method The employee is paid up to 60 days with up to an additional 60 days allowed on a case-by-case basis due to compelling reasons beyond the control of the employee (see attached request form memo) If more than 60 days are approved, the additional days are reimbursed at the rate applicable to the second 30 days Receipts are required for lodging only Receipts for commercial laundry and dry cleaning are not required The employee need only provide a statement for daily meals, laundry and dry cleaning expenses Lodging taxes may be claimed separately from the daily rate limitation The rates shown below apply to all duty stations in the continental U.S (CONUS) effective October 1, 2003 Note the rate for non-CONUS locations (such as Hawaii) is based on the total locality per diem for that duty station First thirty (30) days • • • Initial occupant (100% of CONUS) Each add’l occupant age 12 or over (75% of CONUS) Each add’l occupant under age 12 (50% of CONUS) $86.00 $64.50 $43.00 Second thirty (30) days • Initial occupant (75% of CONUS) $64.50 122 • • Each add’l occupant age 12 or over (50% of CONUS) Each add’l occupant under age 12 (40% of CONUS) $43.00 $34.40 LEASE PENALTY EXPENSE PORTION The lease penalty expense portion is to help offset the expense of unavoidable lease penalties for the early termination of a lease due to curtailment and transfer to the U.S., and is only available to employees receiving the living quarters allowance The losing post must certify in block G of the HSTA worksheet to the five statements in Section 252.4 of the Standardized Regulations The amount of the lease penalty expense portion is limited to the amount required by the terms of the lease or three-month’s rent, whichever is less Filing Home Service Transfer Allowance Voucher (SF-1190) The employee must file a voucher for subsistence expenses within five days following the completion of the first thirty days of temporary lodging or at the end of the temporary lodging period (whichever comes first) The miscellaneous expense portion, wardrobe expense portion (if applicable) and lease penalty expense portion may be claimed at the time the claim for temporary lodging is filed The SF-1190 and the HSTA Worksheet should both be completed The employee’s date of arrival at the new duty station in block of the SF-1190 must be entered and initialed by HR/CDA/AD If the employee is claiming a lease penalty expense, block of the HSTA Worksheet must be signed by the administrative officer at the losing post Advances An advance of funds for the HSTA can be obtained through the authorized disbursing officer Employees who not receive an advance at post who are travelling to or through the Department can obtain an advance of funds for the HSTA from the Travel Services Center in Room 1258, Main State Employees who receive any portion of the HSTA at an overseas post must file the SF1190 in order to satisfy that advance The amount of the advance for the subsistence expense portion is 80% of the first thirty–day period An advance of funds will not be authorized for extensions of temporary quarters subsistence 123 DATE: MEMORANDUM TO: RM/F/DFS/FO - ROOM 1258, MS THROUGH: HR/EX – Executive Director HR/CDA/AD – Patricia C Berzins FROM: SUBJECT: REQUEST FOR EXTENSION OF HOME SERVICE TRANSFER ALLOWANCE - TEMPORARY QUARTERS SUBSISTENCE EXPENSE I arrived in Washington, DC on _ and began my TQSE on _ (If there is a break in TQSE, please explain.) My household effects are being shipped from and have/have not (circle one) yet arrived Date HHE shipped: Expected Arrival Date: _ My initial 60 days of TQSE will terminate on _, and I request a TQSE extension of _ days through _ A copy of my Travel Authorization is attached Current Address and Telephone Number(s): _ _ _ _ Reason for requesting an extension (use additional paper if needed): 124 Appendix 30 HARDSHIP INCENTIVES WORKING GROUP REPORT (03 State 036475) Summary: Under Secretary for Management Grant Green appointed Ralph Frank, Director of HR/CDA, and Jay Anania, Director of Management Policy, to chair a Working Group to examine incentives to encourage bidding on hardship posts The Working Group evaluated over 80 suggestions and ideas It recommended 25 for immediate action Another 19 recommendations and ideas were recommended for further review The Working Group also recommended that the Department continue to seek overseas comparability pay, because in its absence the impact of implementing these recommendations would be weakened This cable describes the composition of the Working Group, explains its process, and provides a summary list of recommended actions The full report is available at http://hrweb.hr.state.gov Although the Working Group focused on suggestions that could be immediately implemented for the benefit of hardship posts, many ideas were recommended as deserving further review A number of valuable suggestions were not pursued because they were unrealistic in the current budget climate, too difficult to operationalize, or the scope and the effect of the suggestion was not in alignment with the purposes of the study Department appreciates all the thoughtful suggestions provided from the field and within the Department End Summary U/S Green convened a meeting on October 18, 2002 of representatives from all the offices within the M bureau, regional and functional bureaus, and AFSA to launch a review of incentives and hardship posts The Working Group emerging from that meeting gathered suggestions and comments from individuals in the field and the Department, from AFSA reports, and from the private sector The suggestions were divided into three baskets of issues corresponding to: • Quality of Life This group considered what could be done to make hardship posts less of a hardship Issues were spouse employment, education, health, housing and isolation • Allowances and Benefits This group examined the financial compensations for taking up a hardship post as well as the rules we have on travel and household shipments • Promotion and Assignments This group reviewed issues related to career development and sought to answer the question of how careers could be advanced by being assigned to hardship posts, or conversely how to address concerns that careers are harmed by going to small hardship posts The three subgroups then separately added other suggestions and ideas, generally brain-stormed them and refined the recommendations to be placed into one of four categories: • Ready to Implement - These were ideas that could be implemented as early as the next bidding cycle and that did not have significant adverse fiscal impact or complicated questions on policy, law or procedure 125 • The second category included ideas recommended for action but that had further cost, policy or legal issues for consideration • The third category included recommended ideas with substantial costs or difficult policy/legal issues • The fourth category included ideas considered but not recommended because they were unrealistic in the current budget climate, lacked consensus as to their merit, were too difficult to operationalize, or that were worthy ideas that were not within the parameters of the study The three "baskets" of recommendations were screened further by the co-chairs and consolidated into a single list submitted to Under Secretary Green for his decision Following is the list of recommendations categorized as "Ready to Implement." Note that these summary titles not necessarily indicate the complexities of the issues involved Please refer to the report on the State Department OpenNet for further details Ready to Implement: (1) Designate a limited group of Historically Difficult to Staff Posts and allow for early bidding (2) Require service at differential post for promotion to Senior Level (3) Allow shorter, negotiated tours at selected posts (4) Permit up-grade bid for employees from hardship posts (5) Allow waiver of time restriction on consideration for promotion for certain positions (6) Revise procedural precepts for promotion to positively weigh hardship posting (7) Urge Bureaus to give preferential considerations for onward assignments to employees coming from hardship posts (8) Allow R&R to all US States and DC (9) Review the consistency and transparency of differentials, TODs and R&Rs (10) Encourage and support posts hiring EFMs in FSN positions at US wages (11) Maintain CA Consular Associate program (12) Adapt FLO SNAP program to hardship posts (13) Consider EFMs equally when filling jobs regardless of spouse's agency affiliation (14) Improve, develop and disseminate information on educational resources 126 (15) Increase support for requests for specific educational funding (16) Make Internet easily available to family members (17) Support Employee Associations at small posts (18) Compile/Disseminate information on medical hotlines and such resources (19) Explain best practices in using technology and equipment to control health risks (20) Update list of household furnishings and equipment (21) Make AFN satellite decoders available for purchase by employees Recommended for study: (22) Examine allowances to support supplemental education needs (23) Examine ways to increase EFM employment at overseas schools (24) Examine exemption to TIC/TIS for selected upper-level positions (25) Examine feasibility of providing security clearances for EFMS before they go overseas The recommendations categorized as "Recommended but Has Some Costs" and "Deserves Further Study but Has Substantial Cost or Policy/Legal Implications" are included in the final report and may be viewed via the State Department OpenNet The Working Group also recommended that the Department continue to seek overseas comparability pay, because in its absence the impact of implementing these recommendations would be weakened Over forty other ideas and suggestions, grouped under a separate category, were submitted and considered While they were all good ideas, the Working Group did not pursue them because they were unrealistic in the current budget climate, lacked consensus on their merit, or were deemed too difficult to operationalize This list also contained ideas that affected all posts but that did not contribute specifically to enhancing the staffing of hardship posts within the mandate of the Working Group Nevertheless, the suggestions are worth noting because they could benefit all employees regardless of their hardship or non- hardship posting See the website cited above to see the list The Department wishes to thank those who contributed thoughtful suggestions or active participation on this important project In particular, we commend those employees who served on working groups and AFSA for garnering a large list of suggestions for consideration and for its active involvement via the working groups 127 POWELL 128