temporary acting assignment

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Policy VII-9.50-GC

Umgc policy on temporary assignments and acting appointments, explore more of umgc.

• Human Resources Policies and Procedures

(Approved by USM BOR on April 21, 2017; UMGC President on July 1, 2017) 

Purpose and Applicability

This policy establishes the authority of the University of Maryland Global Campus (UMGC) President or designee to temporarily assign duties to existing positions and/or to temporarily reassign Staff employees to those positions. This policy applies to Nonexempt, Exempt and Overseas Staff employees on Regular Status. Nonexempt Staff employees who are included in the representation of the collective bargaining unit are subject to the Memorandum of Understanding (MOU) and applicable UMGC HR Policies; where there is a conflict between the two, the MOU will prevail.

Definitions

Temporary Assignment: The action of adding or replacing job duties to an employee's existing position on a temporary basis.

Acting Appointment: The action of appointing an employee to a different position on a temporary basis, where there is a vacancy and/or operational need that is anticipated to exceed 30 consecutive calendar days.

Temporary Assignments and Acting Appointments

Based upon operational need or organizational necessity and consistent with the knowledge, skills, and abilities of the employee, the Chief Human Resources Officer (CHRO) or designee may authorize a Temporary Assignment or an Acting Appointment of an employee who meets the position's minimum qualifications. The CHRO or designee may make exceptions to the position's minimum qualifications.

Temporary Assignments

With the CHRO or designee's approval, an employee's supervisor may make Temporary Assignments to an employee's current position.

Temporary Assignments may not result in a change in title or compensation.

Acting Appointments

The CHRO or designee may appoint an employee to an Acting Appointment.

An employee in a Nonexempt position may only be given an Acting Appointment in another Nonexempt position.

Employees appointed to an Acting Appointment for more than 30 days shall receive a temporary title change and a compensation adjustment consistent with the policy on promotional reclassification.

If and when practical, the employee shall be provided with written notice of the Temporary Assignment or Acting Appointment at least five (5) working days prior to the effective date of such change.

Duration of Temporary Assignments and Acting Appointments

Temporary Assignments and Acting Appointments should normally not exceed 12 months. Additional extensions may be considered based on operational need of UMGC and exceptions may be granted only by the CHRO or designee.

Position Classification Reviews may be conducted for Temporary Assignments and Acting Appointments that last or are expected to last more than 30 consecutive calendar days.

At the end of a Temporary Assignment or Acting Appointment, an employee shall be returned to the employee's former position with the same salary and status as he/she would have had if he/she had not been temporarily reassigned with the addition of any intervening salary adjustments, which may have occurred, including any increase that would have been made to the employee's regular salary during the Temporary Assignment or Acting Appointment period.

Determination of Salary for Acting Appointments Determination of salary for Acting Appointments shall be made in accordance with VII-9.11-GC – UMGC Policy on the Pay Program and Administration for Exempt and Overseas Staff Positions and VII-9.20-GC – UMGC Policy on Pay Administration for Nonexempt Staff Employees .

Benefits During a Temporary Assignment or Acting Appointment

Benefits shall not be adjusted during Temporary Assignments or Acting Appointments.

Layoff During A Temporary Assignment Or Acting Appointment

An employee on a Temporary Assignment or Acting Appointment shall not be subject to layoff based on the employee's Temporary Assignment or Acting Appointment status.

Implementation Procedures

The UMGC President has designated the Chief Human Resources Officer (CHRO) to administer this policy; to develop procedures as necessary to implement this policy; to communicate this policy to the UMGC community; and to post the policy and any applicable procedures on the UMGC website.

Replacement for:

USM BOR VII-9.50: Policy on Temporary Assignments and Acting/Interim Appointments for Regular Status Nonexempt and Exempt Staff Employees

UMGC OS 33.00: Policy on Temporary Assignments and Acting Appointments

See all Human Resources Policies and Procedures

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• Johns Hopkins University Human Resources
• Special Pay

Acting Pay Guidelines

Acting pay may be awarded to a non-bargaining unit staff member who has temporarily assumed significant responsibilities of a higher level job. These responsibilities are usually performed in addition to a staff member’s primary duties.

• A department must consult with human resources when considering using acting pay.
• Acting pay may be awarded for assuming significant responsibilities for a higher level job for a period longer than one month  from the date a staff member is placed on acting status . Otherwise, monetary recognition of the additional effort should be made at the time of the staff member’s annual performance and salary review or through a one-time discretionary bonus / pay supplement.
• Acting pay must have a specified begin and end date, and ceases at the end of the temporary assignment.
• Nature, scope, significance and impact of responsibilities to be performed
• Length of acting assignment
• Job classification (role, level and salary range) of the higher level job
• Impact on the staff member’s primary responsibilities in the current job
• Impact on the number of hours required to complete all work assignments (does it require work beyond the standard work schedule, e.g., 37.5- or 40-hour schedule?)
• Eligibility to receive overtime payment (e.g., is the job non-exempt?)
• Acting pay related to work performed in a higher salary range will typically be based on the midpoint of the higher salary range. Internal equity with employees in the higher range job title will need to be considered.
• Acting pay will generally be awarded as a bonus/supplemental pay. The department must submit a bonus/supplemental pay ISR on a pay period basis or it can be submitted as a recurring bonus/supplemental pay for a specified time period.
• For situations where an employee is in an ‘acting’ capacity which will last one year or longer, consult with the divisional human resources office.
• For non-exempt staff, acting pay must be included in the calculation of overtime pay for the respective time period, (i.e., the base hourly rate must include the regular hourly rate plus the hourly rate for the acting pay). The overtime hourly rate is one and one-half times the adjusted base hourly rate.
• While a working job title may be used, the staff member’s classified job title and position assignment in SAP will remain unchanged.

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Secondments and Acting Assignments: The Benefits and Challenges of Temporary Placements

• Post author: Sky, Jarvis
• Post published: June 2, 2022
• Post category: Recruitment and Retention
• Post comments: 0 Comments

by Sky Jarvis

Sky Jarvis  is part of a team of CPCIL Research and Knowledge Gatherers producing content and compiling resources on themes such as inclusion, ecosocial justice, partnerships, conservation, organizational sustainability, climate change and biodiversity, connection to nature, conservation financing, and ecotourism, to support effective and equitable leadership and inclusion in parks and protected areas across Canada.

As a youth knowledge gatherer with CPCIL, I have had the pleasure of getting to interview several park Leaders from across Canada. One of the common questions I would ask these leaders is what they enjoy most about working in their positions within in a federal, provincial, or territorial park agency and what sort of advice they would give to younger people. All five of them talked about how much they like the diversity in tasks throughout their careers. I heard how it was always important to let your boss know about the areas you would like to develop and what interested you so that when opportunities became available, they would keep you in mind. Secondly, most of the park leaders said that the advice they would most want to share was an encouraging message to youth and young professionals to not be afraid of trying new things . To not be afraid of failure or feeling like you are “falling behind” when you take new and unexpected opportunities; these side experiences can be amazing opportunities for personal and professional growth. 

Secondment (noun): the detachment of a person from their regular organization for a temporary assignment elsewhere. 

Acting Assignment (noun): a situation where an employee is required to temporarily perform the duties of a higher classification level for a specified period of time .  

Value of Collaboration for Individuals, Teams, and Agencies

Temporary positions such as acting assignments and secondments, allow individuals to gain new experiences. By leaving a familiar role to join a new team, participants are exposed to a whole new set of experiences, tasks, and responsibilities, allowing for the development of new skills. These opportunities can stimulate personal growth and facilitate professional development at the individual level. Professional growth can be observed through enhanced confidence, empowerment, and an improved sense of capability, understanding, and effectiveness. These benefits not only stay with the individual(s) who participate in these opportunities but also have the ability to influence the team and agency through the permeation of new skills and perspectives once they return to their substantive role.  

“It’s very much top of mind for me to think about how people can take these opportunities and then bring back what they’ve gained to their actual jobs, to influence things and create spaces to collaborate” – Jared, 2022 

Temporary positions can build capacity by making space for knowledge acquisition and translation amongst team members and departments through two-way learning experiences. Secondments can be applied to a team setting  to develop knowledge and skills through the inclusion of an expert from a separate agency (Gerrish and Piercy 2014). The Chartered Institute of Professional Development (2021) highlights the role of secondments as a tool for talent development in organizations with flatter management structures by expanding the capabilities, skills, and knowledge of team members within an organization. 

“From a management perspective, it’s good for your team because it encourages them to try new things and explore their strengths.” – Jared, 2022 

Temporary positions can also be employed to assist with the creation of bridging relationships between agencies and organizations that may otherwise be disconnected. This approach is common to several sectors, such as healthcare (Hamilton and Wilkie 2001; Bullock et al. 2013) and education (Loads and Campbell 2015). O’Donoughue Jenkins and Anstey (2017) emphasize the importance of building these inter-agency relationships in meaningful ways that enable them to last into the future. They recommend regular communication and collaboration through annual secondments as one such tool for driving changes in the long run. By developing a reciprocal form of collaboration, such as secondments, both organizations will benefit at the individual and team levels (Hamilton and Wilkie 2001; Bullock et al. 2013; Gerrish and Piercy 2014). 

“For example, I have a colleague who works for Parks Canada, they took a year and a half s econdment with Health Canada. These organizations are not related by any means, but she left for a year and a half to gain this new experience. During that time, her role in Parks Canada still exists, and eventually, she’ll come back and can share her expe riences with a different organization.” – Jared, 2022  

PROS of temp positions 

In a paper written by Dryden and Rice (2008) they highlight a range of advantages that secondees are perceived to receive from participating in temporary positions with a host organization. These advantages ranged from improved sense of motivation and education to increased job security and career development, to experiential therapy associated with getting to “try new things” and “taking a break from the day-to-day tasks”. Furthermore, personal participation in temporary placements can help agencies with succession planning by enabling members to gain the skills and knowledge that will benefit their career position in the long run even when promotional opportunities in the short run may be limited. 

CONS of temp positions 

Interviews are a great way of getting and documenting individual perspectives on a temporary position including challenges that they faced. Debriefing interviews create an opportunity for managers to understand how  to better support their staff on this  pathway to personal and professional development by better understanding the personal experiences of their team members.  Some interviewed secondees have identified the need to balance two workloads, most commonly associated with part-time positions, as a major issue that leads to increased stress and burnout (Gerrish and Piercy 2014; O’Donoughue Jenkins and Anstey 2017). Other potential barriers to the successful implementation of secondments as an effective learning tool can include a lack of planning, limited consensus on defining desirable outcomes amongst stakeholders, and limited metrics for evaluating whether the placement was actually successful in achieving its intended outcomes (O’Donoughue Jenkins and Anstey 2017).  Based on the literature review I’ve done it seems like the barriers that have been identified could be mitigated through increased planning before the process, in order to provide structure and points of contact for people who may be participating in a temporary placement like an acting assignment or secondment.   

“It’s [like] moving water; sometimes it’s moving laterally and sometimes it moves vertically.” – Jared, 2022  

Recommendations to Support Temporary Staff 

1. Managerial involvement and support throughout temporary placements are beneficial. Management can support staff and help negotiate workload adjustments while the new worker(s) adjust to their new role (Gerrish and Piercy 2014). Training should be made available to managers so that they can identify and better support staff who may be showing signs of stress and/or burnout.   

2. Mentorships from experienced project leads and/or persons who previously held this position within the host organization or unit can assist with the acceptance and integration of temporary workers into existing teams (Gerrish and Piercy 2014). Persons in the host organization who are strong leaders or those who have held the position or a similar position should be identified prior to the temporary position starting in order to provide support and advice to the new worker. Diversity and inclusion training could be offered to department staff prior to the arrival of the temporary worker to build empathy around the feelings and stresses of starting a new role in a new job with a new team.   

3. Clear pre-defined metrics informed by participants, involved agencies, and stakeholders can be used to evaluate the success of temporary placements in achieving the intended results. This process of monitoring and evaluation allows for organizational reflection on the values, benefits, and challenges of such opportunities in a way that they can be adapted and improved using collected data and suggestions. This could greatly improve the uptake of secondments and acting assignments in agencies and businesses that may be skeptical of the ability of these approaches to create tangible and verifiable benefits.   

4. A well-planned de-briefing session , including an interview that involves management, team members, and individual participants, may be helpful in gaining insights, assisting with knowledge transfer, and providing closure to the participant(s) after the experience ends. This could help maximize any potential benefits associated with these types of opportunities.   

Evaluating Success

Gerrish and Piercy (2014) held focus groups and interviews with 19 individuals involved in secondment opportunities which consisted of secondees and managers from the participating agencies. This resulted in the identification of five criteria that were proposed for the eval uation of success at the individual, team, and organization levels ( Table 1 ). Originally there were six metrics proposed, based on a secondment consisting of clinical and academic participants. Their impacts have been shortened and coupled under the “enhan ced service delivery” instead of “healthcare service delivery” and “education service delivery” so that it could be more easily adapted and applied to a parks and protected areas agency context. Secondments taking place across agencies will likely reflect the aforementioned swap of persons from drastically different government agencies or departments and are intended to generate benefits and improvements for all individuals, teams, and agencies involved.  

Table 1- Six metrics for evaluating the success of a temporary positio n from Gerrish and Piercy (2014), described and critically assessed to determine potential ways in which these outcomes can be applied to similar positions within the context of a parks or protected areas agency in Canada.   

Description:

Participants have the opportunity to develop skills (negotiation, facilitation, evidence appraisal, research, evaluation) and evaluate KT (what data is needed, how to apply it, how to drive and evaluate change).  

Application to tem porary positions in a parks or protected areas agency:

Learning opportunities should continue to be made available to participants who can develop new skill sets and knowledge that can be taken back to their agency/position to inform change and drive adaptation.

Some positions are part-time and require the balancing of two workloads.   

Support should be given to participants with an understanding that each person has a different background and skillset, and therefore have different abilities to balance workloads, changes, and stress associated with taking on new roles and tas ks.  

Integration of participants into teams is essential and influences their experience and contribution.   

Training should be made available to agency departments and teams who will be hosting a temp worker so that a welcoming and inclusive en vironment is available to the worker in order to help with their integration and contribution to their new team.  

Participants are selected on the basis of contributing expertise or achieving/ evaluating specific objectives. This allows them to engage others and provide realistic (sometimes innovative) solutions.  

Participant selection should consider not only the skil ls and education of the worker but also their unique perspective as an individual. This could help with bringing new ideas and perspectives to the host team and inspire innovation.  

Placements should ensure gains in service delive ry. Enabling personnel to work within/across an organization helps them learn more about associated structures and processes.  

Having an “outsider” perspective can provide important insights into the structures and processes within/ across agencies- this cr eates chances to notice inefficiencies, bring new ideas, and invoke change on both sides.  

In most of the literature assessed it has been common to use interviews as a form of individual and organization reflection (Dryden and Rice 2008; Gerrish and Piercy 2014; O’Donoughue Jenkins and Anstey 2017). Such opportunities open up space for discussions and cording of personal experiences, highlighting benefits, skills, and insights gained from the experience and a chance to learn more about the challenges faced from both sides- to better support the individuals who participate in temporary placements. If not already doing so it would be beneficial to have persons who participated in a temporary position undergo a short interview consisting of a mix of open- and close-ended questions in order to learn more about the challenges and benefits of these experiences and what has been gained. 

Furthermore, interviews are beneficial in collecting qualitative data on whether the placement was successful in achieving its intended outcomes, and if it wasn’t how the participant(s) and their team(s) could be supported in achieving these goals and translating their newly-gained knowledge back into their original roles. It would be interesting and potentially beneficial to see agency-to-agency relationships being formed between park agencies, indigenous agencies, and academic institutions in a way that is respectful. This could help with relationship- and capacity-building, but also allow for the dissemination of knowledge between agencies that have seemingly limited avenues for communication and collaboration. 

I encourage anyone who has read this post and wondered about how they could do a secondment or what that may be like- to try this experience and let it be known that you would be open to trying something new and sharing your experiences perspectives with a new team. I think you will find it to be a rewarding experience!  

If you have participated in a secondment or temporary assignment, we invite you to share your advice in the comments below. 

References:  

Bullock, A., Z.S. Morris, and C. Atwell. 2013. Exchanging knowledge through healthcare manager placements in research teams. The Service Industries Journal 33 (13-14): 1363-1380. https://www.tandfonline.com/doi/abs/10.1080/02642069.2013.815739?casa_token=qlXyT2dOz2YAAAAA:nVk_pwnKHT_I58mgETZWPEEcp4iNzzHHS3cwC22ylPKCsNH5NisH13cwbS88tDEMmxV6IC9z7BO5ivA  

Chartered Institute of Professional Development. 2021. Talent Management Factsheet. https://www.cipd.co.uk/Export/ToPdf?path=%252fknowledge%252fstrategy%252fresourcing%252ftalent-factsheet  

Dryden, H., and A.M. Rice. 2008. Using guidelines to support secondment: A personal experience. Journal of Nursing Management 16 (1): 65-71. https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1365-2934.2007.00794.x?casa_token=95HUh92SQskAAAAA:IEeZVBiBPNU-drYJTpQK5Qgh1r97FYFsnAwWY3Hjz55G8-i4Z0kZcHsEVw8A6r9E3vDrtiM-1juEgzTp  

Gerrish, K., and H. Piercy. 2014. Capacity development for knowledge translation: evaluation of an experiential approach through secondment opportunities. Worldviews on Evidence‐Based Nursing 11 (3): 209-216. https://sigmapubs.onlinelibrary.wiley.com/doi/abs/10.1111/wvn.12038?casa_token=fnUWDfBwbMsAAAAA:LH4AczEOKTaMy4FfQF_PTo4Si27AcEhwH2VvRvpQg91iQUdRSaisDxTL3ThZrc2mtfMCPsZy8gfPU6wZ  

Hamilton, J., and C. Wilkie. 2001. An appraisal of the use of secondment within a large teaching hospital. Journal of Nursing Management 9 (6): 315-320. https://onlinelibrary.wiley.com/doi/abs/10.1046/j.0966-0429.2001.00257.x?casa_token=P2vzXBYNS5sAAAAA:dxRNeuElUHzjBJKEuIhM0AFBT9QcRhuqsa5QEQUqqwz7R3i8wviO1_4zIx8nblj9ItvLN_RudIgHNdbG  

Loads, D., and F. Campbell. 2015. Fresh thinking about academic development: Authentic, transformative, disruptive? International Journal for Academic Development 20 (4): 355-369. https://www.tandfonline.com/doi/abs/10.1080/1360144X.2015.1083866?casa_token=PwYpGVzPjUEAAAAA%3AJf_2ZeOGu2Ohsh5yWIGSIbbKb8AsUTZ7Jis47P_YUx045i3KeYLg5npW3rs_A4XZ2_vT3jDQdhY_UMQ&journalCode=rija20    

O’Donoughue Jenkins, L., and K. Anstey. 2017. The use of secondments as a tool to increase knowledge translation. https://openresearch-repository.anu.edu.au/bitstream/1885/250482/1/01_O%2527Donoughue%2BJenkins_The_use_of_secondments_as_a_2017.pdf  

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Instruction 300-3: Detail and Intergovernmental Personnel Act (IPA) Assignments

Material transmitted:.

Department of Health and Human Services (HHS) Instruction 300-3, Details and Intergovernmental Personnel Act (IPA) Assignments, dated 01/18/2023.

HHS-69, Intergovernmental Personnel Act (IPA) Agreement, dated 01/2023

Material Superseded:

HHS Instruction 300-3, Details and Intergovernmental Personnel Act (IPA) Assignments, dated 07/22/2022

Background:

This policy updates HHS OpDiv/StaffDiv ethics responsibilities for details and IPA assignments and establishes a requirement to use form HHS-69, IPA Agreement (2023 or later), for all IPA assignments, extensions, or modifications to ensure IPA assignments meet federal laws and regulations, including the ethics and conflict of interest statutes and regulations.

This policy is effective immediately and must be carried out by OpDiv/StaffDiv HR Centers in accordance with applicable laws, regulations, collective bargaining agreements, and Departmental policy.

Dr. Kimberly A. Steide

W. Robert Leavitt Deputy Assistant Secretary for Human Resources Chief Human Capital Officer

300-3-00 SECTIONS

300-3-10 Purpose 300-3-20 Coverage and Exclusions 300-3-30 References 300-3-40 Definitions 300-3-50 Responsibilities 300-3-60  Employee Details 300-3-70 Intergovernmental Personnel Act (IPA) Assignments 300-3-80 Reimbursable and Non-reimbursable Agreements 300-3-90 Documentation and Accountability

300-3-10 Purpose

This Instruction implements the Department of Health and Human Services (Department or HHS) policy on employee details and Intergovernmental Personnel Act (IPA) assignments.

When provisions of this policy differ from changes in applicable law or regulation, the changes in law or regulation apply.

300-3-20 Coverage and Exclusions

• Coverage . This Instruction covers employees defined under 5 U.S.C. §2105, except for those excluded below or otherwise excluded by the rules governing details and IPAs.
• Officers in the uniformed service of the U.S. Public Health Service Commissioned Corp (42 U.S.C. §204, et seq. )
• Political appointees are ineligible to serve on IPAs (i.e., Presidential Appointees with Senate confirmation (PAS), Presidential Appointees without Senate confirmation (PA), Non-career Senior Executive Service (NCSES), and Schedule C).
• PAS and PA appointees are ineligible to serve on details. (NCSES and Schedule C details are covered under Section 300-3-60 .)
• Employees of non-federal organizations who are assigned to HHS under contractual agreements, i.e., contractors.
• The provisions of this Instruction pertaining to conditions of employment of bargaining unit employees are fully negotiable in accordance with 5 U.S.C. Chapter 71, and such actions require notification to labor organizations when impacted employees are bargaining unit employees. When the provisions of this Instruction differ from the requirements contained in applicable collective bargaining agreement(s), the collective bargaining agreement takes precedence for bargaining unit employees.

300-3-30 References

• 2 United States Code (U.S.C.) §4301(i), Committee Staffs
• 3 U.S.C. §112, Details of Employees of Executive Departments
• 5 U.S.C. §7106, Management Rights
• 5 U.S.C. §2105, Employee
• 5 U.S.C. §3341, Details within Executive or Military Departments
• 5 U.S.C. §3343, Details to International Organizations
• 5 U.S.C. §3344, Details, Administrative Law Judges
• 5 U.S.C. §§3371-3376, Assignments To and From States (IPA)
• 31 U.S.C. §1301, Application (of appropriations) (i.e., the Purpose Statute)
• 31 U.S.C. §1535, Agency Agreements (i.e., the Economy Act)
• 31 U.S.C. §1536, Crediting Payments Between Executive Agencies (i.e., the Economy Act)
• 42 U.S.C. §215, Detail of Public Health Service Personnel
• 5 Code of Federal Regulations (CFR) §6.5, Assignment of Excepted Service Employees
• 5 CFR Part 300, Subpart C, Detail of Employees
• 5 CFR §317.903, Senior Executive Service (SES) Details
• 5 CFR Part 334, Intergovernmental Personnel Act
• 5 CFR §335.103, Agency Promotion Programs
• 5 CFR §§352.301-306 and 314, Detail of Employees to International Organizations
• Detail of Law Enforcement Agents to Congressional Committees , 12 Op. Office of Legal Counsel (O.L.C.) 184, 1988 WL 391014 (Sept. 13, 1988) (employee details to the Legislative Branch)
• Reimbursement of the Internal Revenue Service for Investigative Services Provided to the Independent Counsel , 12 Op. O.L.C. 233, 1988 WL 391018 (Sept. 30 , 1988 ); see also Reimbursement for Detail of JAG Corps Personnel to US Attorney’s Office, 13 Op. O.L.C. 188, 1989 WL 595823 (June 27, 1989) (reimbursement for details)
• OPM SES Desk Guide (details)
• HHS Financial Management Directives and Guidance (interagency agreements)
• HHS Travel Policy (payment of travel and transportation expenses)
• Memo from HHS Deputy Assistant Secretary for Human Resources, Delegation of Human Resources Authorities , dated May 9, 2022.

300-3-40 Definitions

• Agency . An Executive Department or Agency, as defined in 5 U.S.C. §§101 and 105 (i.e., HHS).
• Days . Calendar days.
• Detail . A temporary assignment to a different position for a specified period. A federal employee who is on detail continues to occupy their official position of record while on detail and continues to receive pay and federal benefits associated with their permanent position. At the expiration of a detail, federal employees return to their official position of record. See Section 300-3-60.
• IPA . The Intergovernmental Personnel Act (IPA) allows for the temporary assignment via a detail or temporary appointment of personnel between the federal government and state and local governments, colleges and universities, Indian tribal governments, federally funded research and development centers, and other eligible organizations defined in 5 U.S.C. §3371 and 5 CFR Part 334. At the end of an IPA assignment, federal employees return to their official position of record or are reassigned to a position of like pay and grade (5 CFR §334.107(b)). See Section 300-3-70.
• Administration for Strategic Preparedness and Response (ASPR);
• Office of Global Affairs (OGA);
• Agency for Healthcare Research and Quality (AHRQ);
• Agency for Toxic Substances and Disease Registry (ATSDR);
• Centers for Disease Control and Prevention (CDC);
• Food and Drug Administration (FDA);
• Health Resources and Services Administration (HRSA);
• Indian Health Service (IHS);
• National Institutes of Health (NIH); and
• Substance Abuse and Mental Health Services Administration (SAMHSA).

300-3-50 Responsibilities

• Immediate Office of the Secretary (IOS). HHS’ White House Liaison initiates details of Non- career SES and Schedule C political employees with OpDiv/StaffDiv HR Centers, adhering to the detail rules covered in this policy ( Section 300-3-60 ).
• Establishes Department-wide HR policy and guidance consistent with HHS and OPM policy and guidance, and all applicable federal laws and regulations.
• Submits for OPM approval requests to detail an excepted service employee to a competitive service position.
• Submits for OPM approval requests for SES details exceeding 240 days if the detail is for either: a) A non-SES employee to an SES position that supervises other SES positions; or b) An SES employee to a position at the GS-15 or equivalent level or below.
• Approves requests for details and extension of details to the White House and Congressional Committees, with the concurrence by the Assistant Secretary for Legislation, prior to the start date.
• Submits for OPM approval a request of a federal employee to participate in the IPA program more than a total of six (6) years during their federal career.
• Periodically reviews OpDiv/StaffDiv details and IPA assignments to assure conformance with HHS and OPM policy and guidance, and all applicable federal laws and regulations.
• Reviews and gives concurrence/non-concurrence on detail and extension requests to Congressional Committees.
• Notifies the Congressional Committee Chairman by letter of detail approvals.
• Reviews and gives concurrence/non-concurrence on detail requests from an OpDiv/StaffDiv Head or written designee to international organizations.
• Obtains concurrence by the HHS Secretary to request Secretary of State approval to extend a detail to an international organization beyond five (5) years, in cases where the extension is in the national interest. If the HHS Secretary concurs, submits request to the Department of State for approval.
• Obtains Dept. of State approval for international organizations not currently on the Dept. of State’s approved organization list, at the request of the OpDiv/StaffDiv Human Resources Center.
• Comply with this Instruction, any HHS and OPM policy and guidance, and all applicable federal laws and regulations.
• Ensure internal guidance or standard operating procedures on details and IPA assignments adhere to this policy.
• Work with their servicing organizations to ensure funds for details and IPA assignments are only used for purposes authorized by appropriation (i.e., appropriations of the loaning OpDiv/StaffDiv can only be used to support programs/activities that have been authorized thru appropriation by Congress). See Section 300-3-80.
• Ensure signed agreements are in place prior to the effective date of details and IPAs in accordance with the requirements under Sections 300-3-60 and 300-3-70.
• Work with their servicing ethics office(s) to ensure: a) detailees and IPA participants complete a financial disclosure report, as required; b) detailees and IPA participants are counseled prior to the effective date of the detail or IPA assignment on applicable ethics statutes and regulations, including the criminal conflict of interest statutes and Standards of Ethical Conduct for Employees of the Executive Branch; and for IPA assignments, c) the Deputy Ethics Counselor (DEC) or Ethics Coordinator (EC) of the servicing ethics office has certified, as required, that IPA participants have been so counseled and that there are no conflicts of interest with the duties and responsibilities of the proposed IPA assignment. See Sections 300-3-60 and 300-3-70.
• Submit requests to [email protected] for OPM approval of details of certain excepted service employees to competitive service positions prior to the effective date. See Section 300-3-60.
• Submit requests to [email protected] for OPM approval of SES details exceeding 240 days if the detail is for either: a) A non-SES employee to an SES position that supervises other SES positions; or b) An SES employee to a position at the GS-15 or equivalent level or below.
• Submit detail and extension requests to the White House and Congressional Committees to [email protected] prior to the start date.
• Submit requests to [email protected] for OPM approval of a federal employee to participate in the IPA program more than a total of (6) years during their federal career.

300-3-60 Employee Details

• Management may utilize details to address emergency or temporary workforce needs; to offset temporary staffing or workload imbalances; or to address short-term special projects or studies, unless the law or regulation authorizing the detail specifies a different purpose (e.g., 42 U.S.C. §215). The decision to detail an HHS employee is discretionary and based on the ability of the employing OpDiv/StaffDiv to spare the employee’s services without detriment to the office’s work and without requiring it to hire additional staff. Details are not used to circumvent the competitive selection or classification process. For the Indian Health Service: Details are also not used to circumvent Indian Preference laws or regulations (25 U.S.C. §§5116, 5117 and 5129, and 42 CFR §§136.41-43). Input from the HHS employee should be considered before implementing a detail.
• An employee may be detailed to a position with duties that are classified at a higher grade, a lower grade, or at the same grade level as the employee’s official position.
• An employee is not required to meet time-in-grade or minimum qualification requirements of the position to which the employee is detailed, but must meet the education, licensure and certification requirements for the position to which detailed.
• A detail may be to a position with unclassified duties, i.e., the duties to be performed on detail may or may not be duties described in an officially established position description (PD). A statement of duties must be prepared, prior to the detail, by the gaining office.
• Employees remain in their official position of record while on detail including for the purposes of the computation of basic pay, promotion, retirement, benefits, bargaining unit status, compensation for injury or death, and military benefits. Service while on detail is credited for time-in-grade purposes at the grade of the position the employee officially holds.
• An employee’s Fair Labor Standards Act (FLSA) exemption status may be affected when a detail exceeds 30 consecutive days and the temporary duties meet the criteria described in 5 CFR §551.211.
• The employee’s permanent organization is responsible for ensuring the employee on detail receives appropriate consideration for promotions in their official position of record (5 CFR §335.103(b)(2)) and is kept informed of training opportunities.
• Performance management and appraisal requirements must comply with HHS Instruction 430-1, Performance Management Appraisal Program, or HHS Instruction 430-6, SES Performance Management Program, as applicable.
• All employees must meet the applicable personnel security requirements of the detail assignment prior to commencement of a detail.
• Employees remain subject to applicable ethics statutes and regulations while on detail including: 18 U.S.C. §§ 201-227 – Criminal Conflicts of Interest; 5 U.S.C. app. – Ethics in Government Act of 1978; 5 U.S.C. §§ 7321-7326 and 5 C.F.R. Part 734 – Hatch Act and implementing Political Activities Regulation; 5 U.S.C. § 7342 – Foreign Gifts and Decorations Act; 5 U.S.C. § 7353 – Gifts to Federal Employees; 41 U.S.C. §§ 2101-2107 – Ethics provisions of the Procurement Integrity Act; 5 C.F.R. Part 735 – Employee Responsibilities and Conduct; 5 C.F.R. Part 2634 – Executive Branch Financial Disclosure and Related Requirements; 5 C.F.R. Part 2635 – Standards of Ethical Conduct for Employees of the Executive Branch; 5 C.F.R. Part 5501 – HHS Supplemental Standards of Ethical Conduct; and 5 C.F.R. Part 5502 – HHS Supplemental Financial Disclosure Reporting Requirements. The servicing ethics office of the employing OpDiv/StaffDiv is responsible for communicating these requirements to their employee. Questions should be directed to the servicing Deputy Ethics Counselor and/or Ethics Coordinator, a list of whom can be found at https://www.hhs.gov/about/agencies/ogc/contact-ogc/agency-deputy-ethics-counselors- and-ethics-coordinators/index.html.
• Employees on detail remain subject to the provisions of 5 U.S.C. Chapter 73, which regulates employee suitability, security, and conduct, including restrictions on political activity, and agency standards of conduct regulations.
• A detail ends upon the Not-To-Exceed (NTE) date documented on the Standard Form (SF) 50 or SF-52 unless an extension is approved. Requests for extending details must be made prior to the NTE date of the detail. See also Section 300-3-90, Documentation.
• A detail may be terminated, at the discretion of the loaning or gaining organization, prior to the documented NTE date.
• Employees return to their official position of record upon the detail’s NTE date or early termination of the detail.
• Details within HHS must be reimbursable with few exceptions. For additional information, see Section 300-3-80, Reimbursable and Non-reimbursable Agreements.
• Work Restriction. 5 U.S.C. §3341(a) does not allow an agency to detail employees who are required by law to be exclusively engaged in specific work. Accordingly, an HHS employee who is appointed by an authority that specifies the type of work to be performed cannot be detailed. This legal prohibition applies to all HHS employees, including politicals and employees appointed via a non-Title 5 hiring authority.
• Details to a position at the same or lower grade level may be made without competition for up to 120 days and can be extended in no more than 120-day increments to meet the organizational needs of both the gaining and lending offices/divisions (5 U.S.C. §3341).
• Details to a higher-graded position, or to a position with higher promotion potential , may be made without competition for up to 120 days. When computing the total time served on a detail, noncompetitive details to higher graded positions and noncompetitive time-limited promotions within the prior 12-month period count toward the 120-day total (5 CFR §335.103(c)(1)(ii)).
• A detail more than 30 days but less than 120 days to a higher-graded supervisor or manager position should be rotated among eligible staff. Consideration should also be given to a time-limited promotion under 5 CFR §335.102(f).
• Competitive service employees may be detailed to competitive service or excepted service positions.
• Excepted service employees may be detailed to a position in the excepted service.
• An excepted service employee hired via a Schedule A authority (i.e., a government-wide Schedule A authority under 5 CFR §213.3102 or an OpDiv/StaffDiv-specific Schedule A authority);
• A Schedule B authority (under 5 CFR §213.3202);
• A Schedule D authority (Pathways Programs under 5 CFR §213.3402(a-c)); or
• A Veterans Recruitment Appointment (P.L. 107-288) may be detailed to a competitive service position without prior OPM approval.
• Information on the excepted service position (appointment authority and employee’s position of record, including title, series, grade level, and organization);
• Information on the competitive service position that will be filled (title, series, grade, and organization);
• Purpose of the detail or the duties to be performed during the detail;
• Reason why a competitive service employee cannot serve in the detail (e.g., special skills/competencies the excepted service employee will bring to the competitive service position); and
• OpDiv/StaffDiv HR Director approval.
• Details of an SES employee to a position classified at the SES-level may be made for up to 120 days and can be extended in no more than 120-day increments to meet the organizational needs of both the gaining and lending offices/divisions.
• Details of an SES employee to unclassified duties may be made in no more than 120-day increments and cannot exceed 240 days. For details exceeding 240 days, the HR Center is required to determine if the unclassified duties are at the SES level. If at SES level, the HR Center must request an SES allocation at [email protected] to establish a SES position to continue the detail. If below the SES level, OPM approval is required for a detail extension to a position at the GS-15 or equivalent level or below (see (a)(v) immediately below for instructions).
• An SES employee may not be detailed to a series of positions with unclassified duties, or a series of positions at the GS-15 or equivalent level, to ‘restart’ the 240-day clock.
• Details of a non-SES employee to a SES position must be made in no more than 120-day increments and cannot exceed 240 days. Competitive procedures must be followed when the detail exceeds 240 days unless the employee is eligible for a noncompetitive career SES appointment (i.e., a SES Candidate Development Program graduate or a former SES Career employee with noncompetitive reinstatement eligibility). OpDiv/StaffDivs cannot intentionally create a break before 240 consecutive days to ‘restart’ the 240-day clock. Competition is not required to detail a different employee to the SES position.
• OPM must approve details more than 240 days if the detail is either : a) A non-SES employee to an SES position that supervises other SES positions; or b) An SES employee to a position at the GS-15 or equivalent level or below. HR Centers must send such requests with the following information to [email protected]: a) A memorandum from the OpDiv/StaffDiv Head or written designee requesting extension and approval of the detail; b) A detailed written justification outlining the circumstances requiring the extension, including proposed number of days up to a maximum of 120 days; c) A written description of how the position’s duties have been performed since vacant and alternatives the OpDiv/StaffDiv considered before making the extension request; and d) The OpDiv/StaffDiv organization chart, and name and appointment type of the official who supervises the employee on detail.
• Details of SES employees cannot be used to circumvent the advance notice requirements for SES reassignments, or the 120-day moratorium on involuntary reassignments following the appointment of a new HHS Secretary or non-career supervisor (PAS, PA, NCSES).
• Any SES employee or non-SES employee may be detailed to a SES General position.
• Only a Career SES employee or a career-type non-SES employee (i.e., a Competitive or Excepted Service employee in Tenure Group 1 or 2, see OPM.gov/Data Standards/Tenure for definitions) may be detailed to an SES Career Reserved position.
• A Non-career SES (NCSES) employee cannot be detailed to a competitive service position.
• An SES Limited Term employee can be detailed to a different SES General position if the duties of the SES General position will expire at the end of three (3) years or less;
• An SES Limited Emergency employee may be detailed to a different SES General position to meet an urgent, unanticipated bona-fide need; and
• SES Limited employees cannot be detailed to a position that does not meet the same conditions that supported OPM’s approval of the SES Limited Term or SES Limited Emergency allocation. This does not prevent temporary ‘acting’ assignments, i.e., the short-term absence of another executive. (OPM SES Desk Guide)
• Administrative Law Judges may be detailed in accordance with the rules described under 5 U.S.C. §3344 and 5 CFR §930.207.
• Details to other agencies must be reimbursable with few exceptions. For additional information, see Section 300-3-80, Reimbursable and Non-reimbursable Agreements.
• OpDiv/StaffDiv Head or written designee may detail an employee to another federal agency with the agreement of the Secretary or organization head of the other agency when the detail supports the U.S. Government and appropriated funds are available.
• Competitive and excepted service employees : a) Details to the same or lower grade may be made for up to 180 days and can be extended for periods that meet the organizational needs of both the gaining and lending agencies. b) Details to a higher-graded position, or to a position with higher promotion potential, can be made without competition for up to 120 days. When computing the total time served on a detail, all noncompetitive details to higher-graded positions and noncompetitive time-limited promotions within the prior 12-month period count toward the 120-day total (5 CFR §335.103(c)(1)(ii)). c) PHS employees detailed to other federal agencies via 42 U.S.C. §215 follow the rules in this Section under (C)(4) below.
• SES employees : Details to a position classified at the SES-level may be made in no more than 120-day increments and can be extended for periods that meet the organizational needs of both the gaining and lending agencies. SES details are also limited by the rules described in this Section under (B)(4) above.
• An OpDiv/StaffDiv Head or written designee may authorize the detail of eligible employees (defined in (2)(c)) only to international organizations approved by the Department of State, with the concurrence of the Office of Global Affairs (OGA) prior to the effective date of the detail. Requests are submitted to OGA by the servicing HR Center at os-oga-hhs- [email protected].
• Eligible international organizations approved by Dept. of State for details under 5 CFR Part 352, Subpart C, are at: https://iocareers.state.gov/Main/Content/Page/approved- international-organizations. Requests to obtain Dept. of State approval for organizations not on approved list, must be submitted to OGA at [email protected].
• Eligible Employees . All employees are eligible for international details except the employees listed under 5 CFR §352.305, i.e., a person serving on a temporary appointment; an SES employee on a non-career, limited emergency, or limited term appointment; a Presidential appointment; or a Schedule C appointment.
• Employees may serve on details to international organizations for up to five (5) consecutive years. The Secretary of State, upon the recommendation of the HHS Secretary, may approve an extension up to three (3) additional years if the detail extension is in the national interest. Extension requests are submitted by the HR Center to OGA at [email protected] no later than three (3) months before the expiration of the current detail, and must include a justification why the extension request is needed; the extension request from the international organization; and the finance agreement between the OpDiv/StaffDiv and the international organization, see Section 300-3-80.
• Employees cannot serve longer than a total of eight (8) years on international details (or combination of details and transfers) during their entire federal career. (Transfers to international organizations are covered by 5 CFR §§352.307-314 and HHS Instruction 301-1, Overseas Employment.)
• Details to international organizations via 5 CFR Part 352, Subpart C, may be reimbursable or non-reimbursable, in accordance with 5 U.S.C. §3343(d-e) and Section 300-3-80.
• The Dept. of State foreign country clearance requirements apply to all U.S. government employees working overseas. See HHS Instruction 301-1, Overseas Employment, for requirements or consult OGA at [email protected].
• An OpDiv/StaffDiv Head or written designee may occasionally recommend one of their employees be detailed to an office listed in (3)(a) immediately above.
• Details after the first 180 days must be reimbursable to the Department, except when the requirements described in Section 300-3-80(B)(5) are met.
• When the employee is performing work that would otherwise by performed by WH staff, reimbursement for the salary of the HHS employee/detailee is required for any period occurring after the first 180 days after the employee is detailed during any fiscal year.
• A detail to a WH office not listed in (3)(a) above who asserts it is not covered by 3 U.S.C. §112 and therefore not required to reimburse the employing OpDiv/StaffDiv is only permissible if the requirements described in Section 300-3-80(B)(5) are met.
• Must be initiated by the Senate or House of Representatives, via the HHS Assistant Secretary for Legislation, by written invitation.
• Require the written consent of the Committee on Rules and Administration of the Senate or the Committee on House Oversight of the House of Representatives prior to the effective date.
• Must be carried out on a reimbursable basis ( Detail of Law Enforcement Agents to Congressional Committees , 12 Op. O.L.C. 184, 1988 WL 391014 (Sept. 13, 1988)).
• Competitive and excepted service employees : a) Details to the same or lower grade may be made for up to 180 days and can be extended for periods that meet the organizational needs of both the WH or Congress and the employing HHS OpDiv/StaffDiv. b) Details to a higher-graded position, or to a position with higher promotion potential, can be made without competition for up to 120 days. When computing the total time served on a detail, all noncompetitive details to higher-graded positions and noncompetitive time-limited promotions within the prior 12-month period count toward the 120-day total (5 CFR §335.103(c)(1)(ii)). c) PHS employees detailed to Congressional committees via 42 U.S.C. §215 follow the rules in this Section under (C)(4) immediately below.
• SES employees : Details to a position classified at the SES-level may be made in no more than 120-day increments and can be extended for periods that meet the organizational needs of both the WH or Congress and the employing HHS OpDiv/StaffDiv. SES details are additionally limited by the rules described in this Section under (B)(4) above.
• Employee’s full name;
• The WH or Congressional Committee Office;
• Description of the duties that support HHS’ or the employing OpDiv/StaffDiv’s mission;
• The proposed start date and duration of the detail;
• A completed interagency agreement or MOU, as applicable (see Section 300-3-80 );
• For Details to Congress (unless the detail is via 42 U.S.C. §215 explained in (C)(4) immediately below): A copy of the Congressional Committee’s written request for the employee’s services; and
• For WH Offices who are not covered by 3 U.S.C. §112 : The statutory authority that explicitly authorizes the detail and explicitly says the WH office does not reimburse loaning agencies for details; or a description of the functions of the detail demonstrating the duties are directly related to the OpDiv/StaffDiv’s appropriations and the detail will assist the OpDiv/StaffDiv in accomplishing programs/activities authorized by appropriation.
• Due to the substantial ethical concerns such details raise, recommendation and/or approval may be given only after a careful examination of the duties to be performed and consideration of any Departmental conflicts of interest that may arise from the detail assignment.
• Another Executive Department, upon the request of that Department Head, to cooperate in or conduct work related to, the functions of the requesting Department or the PHS. See Section 300-3-40 , Definitions, or 5 U.S.C. §101.
• State health or mental health authorities, upon the request of the State health authority, to assist the State, or a political subdivision of the State, in work related to the public health functions of the PHS. These details may only be made by the HHS Secretary or the Secretary’s designee, per 42 U.S.C. §§ 202, note and 215(b).
• Congressional committees and non-profit educational, research, or other institutions engaged in health activities, for special studies of scientific problems and for the dissemination of information relating to public health. These details may only be made by the HHS Secretary or the Secretary’s designee, per 42 U.S.C. §§ 202, note and 215(c).
• Approval . Details of PHS employees to the external organizations for the purposes described in (a) immediately above can be approved by the OpDiv/StaffDiv Head or written designee consistent with the Memo from HHS Deputy Assistant Secretary for Human Resources, Delegation of Human Resources Authorities , dated May 9, 2022. Due to the substantial ethical concerns such details raise, recommendation and/or approval may be given only after a careful examination of the public health duties to be performed and consideration of any Departmental conflicts of interest that may arise from the detail assignment. Approvals must be in writing and include the purpose of the detail, consistent with the requirements in this subsection (C)(4).
• Competitive and excepted service employee details to a higher-graded federal position, or to a position with higher promotion potential, can be made without competition for up to 120 days. (This restriction applies to the Executive Department and Congressional committee details described in (a)(i) and (iii) above.) When computing the total time served on a detail, all noncompetitive details to higher-graded positions and noncompetitive time-limited promotions within the prior 12-month period count toward the 120-day total (5 CFR §335.103(c)(1)(ii)).
• SES details are additionally limited by the rules described in this Section under (B)(4) above.
• Details to an overseas location (see (g) below).
• An OpDiv/StaffDiv Head or written designee may condition a detail to either (a)(ii) or (iii) above as reimbursable by the State, subdivision, or institution (42 U.S.C. §215(d)).
• Salary and allowances of a PHS employee detailed to another Executive Department described in (a)(i) above are paid in accordance with 42 U.S.C. §215(a).
• A PHS employee on a detail to either (a)(ii) or (iii) above is paid by PHS appropriations except when the employee is placed on leave without pay (LWOP), with the employee’s consent, and paid by the State, subdivision, or institution to which they are detailed (42 U.S.C. §215(d)). For Special Consultant employees appointed via 42 U.S.C. §209(f) , a LWOP arrangement may only be for a period NTE two (2) years but can be extended for additional periods NTE two (2) years each (42 CFR §22.5).
• PHS employee details within HHS . 42 U.S.C §215 does not authorize details within HHS; therefore, details within HHS must follow the rules (including time limits, restrictions, and applicable OPM approvals to a competitive service position) in this Section under (B) above.
• PHS employee details to the White House . Details to the WH are not authorized via 42 U.S.C. §215; therefore, WH details are made via 3 U.S.C. §112 and the rules described in this Section under (C)(3) above.
• PHS employee details to International Organizations are made via 5 CFR Part 352, Subpart C, and the rules described in this Section under (C)(2) above. Overseas Location: Details to an overseas location of an Executive Department, state health authority, or institution described in (a) above can be made via 42 U.S.C. §215 and do not require Dept. of State organization approval. However, the Dept. of State foreign country clearance requirements apply to all U.S. government employees working overseas. Details to overseas locations additionally must adhere the other requirements in HHS Instruction 301-1, Overseas Employment, including tour of duty limits.
• The general requirements for details in this Section (300-3-60(A)) and the rules for reimbursable and non-reimbursable agreements in Section 300-3-80 must be followed.
• Pathways participants (with the exception of Intern NTE) may be detailed for one (1) to six (6) months in duration within their employing OpDiv/StaffDiv, or anywhere within HHS. Details do not need to be in same occupation in which the participant will likely convert; however, must be for the purposes of providing the participant with valuable knowledge, skills, and experiences; to broaden their perspective of the OpDiv/StaffDiv and/or HHS mission; and to aid in their retention. Such details may be used to give the participant knowledge, skills, or abilities in another area of the functional discipline of the participant’s occupation, or in another OpDiv/StaffDiv with similar occupations, for example.
• Presidential Management Fellows (PMFs) may also be detailed to external organizations as part of their development, in accordance with 5 CFR §362.405(b)(4-5) and the rules described in HHS Instruction, 362-1, Pathways Programs.
• All other employee rotational assignments (i.e., details) as part of a formal training or development program must follow the rules in this policy, unless the program is authorized by a law or regulation that specifies separate rules for such rotational assignments.

300-3-70 Intergovernmental Personnel Act (IPA) Assignments

• The Intergovernmental Personnel Act (IPA) authorizes temporary assignments via detail or temporary appointment of permanent employees between the federal government and state and local governments, colleges and universities, Indian tribal governments, federally funded research and development centers and other eligible organizations (5 U.S.C. Chapter 33, Subchapter VI, and 5 CFR Part 334). The IPA program allows agencies to access expertise from outside the federal government and provide eligible federal employees with developmental opportunities.
• IPA assignments are initiated by management and must be mutually beneficial to both the employing OpDiv/StaffDiv and the non-federal organization. Assignments are voluntary and must be agreed to by the employee. Each IPA assignment must be examined to ensure it supports the participating organizations’ mission. Cost sharing arrangements are negotiated between the two participating organizations adhering to the requirements in this Section and Section 300-3-80. The OpDiv/StaffDiv may agree to reimburse the non-federal organization for all, some, or none of the costs of the assignment. (Questions on miscellaneous expenses not covered in this policy should be directed to the HR Center’s servicing finance staff. See Section 300-3-80(G). )
• Competitive Service Employees in Tenure Group 1 or 2;
• Excepted Service Employees in Tenure Group 1 or 2 (including equivalent tenured non-Title 5 employees, and excluding Indefinite, time-limited, PA/PAS, and Schedule C excepted service appointments);
• Career SES Employees (excludes Non-career, Limited Term or Limited Emergency SES); and
• Individuals employed for at least 90 days in a career position with a State, local, or Indian tribal government, institution of higher education, or other eligible organization.
• Eligible Organizations are State or local governments, colleges or universities, Indian tribal governments, or other organizations defined by 5 U.S.C. §3371 and described under 5 CFR §334.102. Organizations must be certified to participate in an IPA prior to assignment. HR Centers are responsible for verifying an organization’s eligibility and certifying the organization, if necessary, prior to the IPA assignment. Information listed under 5 CFR §334.103 is required from organizations requesting IPA certification. If an organization has previously been certified by a federal agency (or another OpDiv/StaffDiv), the certification is permanent. HR Centers may accept a copy of the federal agency’s or OpDiv/StaffDiv’s certification as proof of eligibility or require the organization to resubmit information to verify the organization still meets the criteria. The list of the National Science Foundation’s designated Federally Funded Research and Development Centers eligible for IPA participation can be found at NSF.gov.
• Federal Employees : Detail. With the consent of the employee, IPA assignments may also be made by placing the employee on leave without pay.
• Non-federal Employees : Detail or a temporary excepted service appointment.
• Work schedule : IPA assignments may be intermittent, part-time, or full-time.
• IPA assignments may be made for up to two (2) years and may be extended by the OpDiv/StaffDiv Head or written designee for an additional two (2) years when the extension benefits both organizations.
• IPA assignments of federal employees to Indian tribes or tribal organizations (defined at 5 U.S.C. §3371(2)(C)) may be made for up to two (2) years and may be extended for any length of time by the OpDiv/StaffDiv Head or written designee when the continuation of the assignment will benefit both the OpDiv/StaffDiv and the Indian tribe or tribal organization. If the assigned employee fails to complete the period of assignment and there is another employee willing and available to do so, the OpDiv/StaffDiv Head or written designee may assign the employee to complete the period of assignment and execute an agreement with the tribal organization with respect to the replacement employee. The new agreement may provide for a different period of assignment as agreed to by both the OpDiv/StaffDiv and the tribal organization. (5 U.S.C. §3372(a))
• OpDivs/StaffDivs cannot send or receive an individual on an IPA assignment if the individual has served four (4) continuous years on a single IPA assignment without at least a 12-month return to duty with his/her official employer. Consecutive IPA assignments without a break of at least 60 days is regarded as continuous service under IPA. (Assignments to Indian tribes or tribal organizations excluded.)
• Federal employees are prohibited from participating on IPA assignment(s) for more than a total of six (6) years during their federal career. HR Center requests to waive this provision must be submitted to [email protected] for OPM approval, consistent with 5 CFR §334.104. (Assignments to Indian tribes or tribal organizations excluded.)
• Federal employees on IPA assignments remain employees of HHS (i.e., their employing OpDiv/StaffDiv), occupying their official position of record, including for the purposes of the computation of basic pay, promotion, retirement, benefits, bargaining unit status, compensation for injury or death, and military benefits. Service while on an IPA assignment is credited for time-in-grade purposes at the grade of the position the employee officially holds. Employees are required to fulfill any mandatory training requirements while on assignment, and supervisors must consider employees for promotion (5 CFR §335.103(b)(2)). Employees return to their official position of record upon completion of assignment or are reassigned to a position of like pay and grade (5 CFR §334.107(b)).
• The rate of pay for a federal employee assigned to a federally funded research and development center may not exceed the rate of pay the employee would be paid for continued service in his/her HHS official position of record (5 U.S.C. §3372(e)(1)).
• Entitled to receive supplemental pay from their employing OpDiv/StaffDiv, if the state or local government rate of pay is less than the rate of pay the employee would have received had he/she not agreed to the IPA assignment. Supplemental pay is in amount equal to the difference between their official rate of pay and the state or local government rate (5 U.S.C. §3373(c)(1)); and
• Entitled to the continuation of federal health and life insurance as long as the employee continues to make employee contributions; and are entitled to credit for the period of the IPA assignment toward federal retirement and unemployment compensation as specified under 5 U.S.C. §3373(c)(3), except as limited therein.
• Rules on the election and receipt of benefits due to compensable injury or death are described under 5 U.S.C. §3373(d).
• See also OPM Fact Sheet: Effect of Extended LWOP on Federal Benefits and Programs.
• Non-federal employees may be detailed to competitive, excepted, or SES General positions.
• Non-federal employees detailed to a classified position earn the basic rate of pay, including locality, equal to the salary of the classified position. If the detailee’s non- federal salary is less than the minimum rate of pay of the classified position, the OpDiv/StaffDiv must supplement their non-federal salary to make up the difference. Supplemental pay cannot be paid in advance or in a lump sum and is not conditional on completion of the assignment. Supplemental pay may be paid directly to the detailee or reimbursed to the non-federal organization.
• Non-federal employees detailed to unclassified duties continue to be paid directly by their non-federal organization at a rate of pay based on the individual’s non-federal job.
• Non-federal employees detailed under IPA may supervise a project and perform certain team lead duties (e.g., set due dates, identify resources, track progress and the completion of work, etc.,); however, they cannot perform supervisory or team lead functions that impact an employee (e.g., assign roles, participate in performance reviews, recommend awards, take disciplinary action, approve/disapprove leave requests or personnel actions, etc.). In addition, non-federal employees cannot perform the inherently governmental functions as discussed in Public Law 105-270, Section 5, and Office of Federal Procurement Policy Letter 11-01, Performance and Management of Inherently Governmental and Critical Functions , (76 FR 56227-01) (Sept. 12, 2011), including but not limited to serving as a manager or supervisor; implementing or administering grants, contracts, policies; directly exerting control over appropriated funds; or signing personnel actions.
• Detailees generally have the same workweek and hours of duty as federal employees in the OpDiv/StaffDiv to which they are assigned unless the workweek of the permanent employees is shorter than the federal workweek by law or local ordinance. Detailees are eligible to telework and participate in alternate work schedule arrangements of the OpDiv/StaffDiv, consistent with HHS Instruction 990-1, Workplace Flexibilities.
• Non-federal employees detailed to HHS can receive recognition through letters of appreciation or commendation but are not eligible for incentive awards (5 U.S.C. Chapter 45) or Quality Step Increases (QSI).
• Non-federal employees who are placed on a temporary excepted appointment are considered temporary federal employees for the duration of the appointment and must meet the OPM qualification requirements for the series and grade of the position they are appointed to.
• Typically, a non-federal employee is appointed at the minimum rate of the grade being filled; however, if an OpDiv/StaffDiv wants to pay an advanced step rate for a position at GS-11 through GS-15 based on superior qualifications, it may do so in accordance with HHS Instruction 531-1, Setting Pay Based on Superior Qualifications or Special Needs.
• Non-federal employees who are placed on temporary appointments are entitled to cost- of-living allowances and other pay differentials (5 CFR Part 550); are eligible for incentive awards (5 U.S.C. Chapter 45); and earn leave in the same manner as other federal employees.
• Eligibility for within-grade increases (WGI) is dependent on the length of appointment; however, employees appointed to successive temporary appointments of one (1) year or less are not eligible for a WGI, even if the time under successive temporary appointments exceeds one (1) year.
• Non-federal employees appointed to a temporary appointment are not eligible to enroll in the Federal Employees Health Benefits program unless their federal appointment results in the loss of coverage under the non-federal health benefits system (5 U.S.C. §3374).
• Non-federal employees placed on temporary appointments under IPA are not covered by any retirement system for federal employees, or by the Federal Employee Group Life Insurance Program.
• A non-federal employee placed on a temporary excepted service appointment under IPA may supervise HHS employees.
• Consult 5 U.S.C. §3374 for information on compensation for personal injury while on duty; death benefits; and for instances where a state or local government fails to continue employer contributions to retirement or benefit plans.
• Citizenship Requirement. The Consolidated Appropriations Act (i.e., the annual federal budget) prohibits federal agencies from compensating individuals who are not U.S. citizens or nationals for any federal position within the U.S., unless the agency has a statutory exemption to the ban. HHS does not have an exemption to compensate non-U.S. citizens in temporary appointments under IPA. OpDivs/StaffDivs who are considering appointing a non-U.S. citizen without pay to a temporary excepted service appointment under IPA or detailing a non-U.S. citizen to a federal position under IPA should consult the Office of the General Counsel prior to the effective date of the IPA assignment to ensure the action and any related payments are legally supportable with the Appropriations Act.
• Prior to the effective date of an IPA assignment, the assigned employee and the employing OpDiv/StaffDiv, the State or local government, Indian tribal government, institution of higher education, or other eligible organization must sign an IPA agreement listing the conditions and obligations of both parties (5 CFR §334.106).
• If the IPA assignment is reimbursable, a finance agreement must also be completed following the requirements in Section 300-3-80 of this policy.
• Form HHS-69, IPA Agreement (2023 or later), must be completed for all HHS IPA assignments, extensions, or modifications. The form contains the information required by OPM for IPA assignments and by the HHS Designated Agency Ethics Official to ensure proposed assignments will not violate conflict of interest statutes. HHS-69 can be found on HHS Intranet Forms and must be completed and signed by all parties listed on the form prior to the effective date of the IPA assignment.
• IPA agreements must be modified if there are significant changes to the agreement during the assignment (e.g., changes to employee's duties, responsibilities, salary, work assignment location, supervisory relationships, etc.). The servicing Deputy Ethics Counselor (DEC) or Ethics Coordinator (EC) must be consulted prior to implementing changes to the duties and responsibilities of an IPA assignment to ensure there are no conflicts of interest. A list of DECs and ECs can be found at https://www.hhs.gov/about/agencies/ogc/contact-ogc/agency-deputy- ethics-counselors-and-ethics-coordinators/index.html.
• Federal employees participating on an IPA assignment must agree to serve at HHS upon completion of the assignment for a period equal to the length of the IPA assignment. Employees are required to reimburse their employing OpDiv/StaffDiv for the cost of the assignment (not including salary and benefits) if the employee does not fulfill this agreement. The OpDiv/StaffDiv Head or written designee may waive this reimbursement requirement and reason(s) must be documented. (5 U.S.C. §3372 and 5 CFR §334.105)
• All individuals on an IPA assignment, whether assigned to HHS or to a non-federal organization, are subject to applicable ethics statutes and regulations including: 18 U.S.C. §§ 201-227 – Criminal Conflicts of Interest; 5 U.S.C. app. – Ethics in Government Act of 1978; 5 U.S.C. §§ 7321-7326 and 5 C.F.R. Part 734 – Hatch Act and implementing Political Activities Regulation; 5 U.S.C. § 7342 – Foreign Gifts and Decorations Act; 5 U.S.C. § 7353 – Gifts to Federal Employees; 41 U.S.C. §§ 2101-2107 – Ethics provisions of the Procurement Integrity Act; 5 C.F.R. Part 735 – Employee Responsibilities and Conduct; 5 C.F.R. Part 2634 – Executive Branch Financial Disclosure and Related Requirements; 5 C.F.R. Part 2635 – Standards of Ethical Conduct for Employees of the Executive Branch; 5 C.F.R. Part   5501 – HHS Supplemental Standards of Ethical Conduct; and 5 C.F.R. Part 5502 – HHS Supplemental Financial Disclosure Reporting Requirements. IPA assignees are responsible for notifying their employing OpDiv/StaffDiv of any additional Government work they are engaged in or become engaged in during the assignment (e.g., detail with another federal agency, service on a federal advisory committee (FACA), volunteer work at another federal agency, etc.), and for obtaining any requisite approvals or waivers before engaging in such additional work. The servicing ethics office of the employing OpDiv/StaffDiv is responsible for communicating these requirements to the IPA assignee. (This information is covered on form HHS-69, IPA Agreement. )
• Non-federal employees on assignment to the federal government are subject to the provisions of 5 U.S.C. Chapter 73, which regulates employee suitability, security, and conduct, including restrictions on political activity, and agency standards of conduct regulations.
• HR Centers must consult/work with their finance, personnel security, ethics and labor and employee relations staff, and the Office of the General Counsel to implement an IPA agreement, including ensuring the servicing ethics office provides counseling on applicable ethics statutes and regulations and assigns a financial disclosure report for completion by an assignee to HHS, as required.
• An IPA assignment may be terminated at any time at the request of HHS or the non-federal organization. Where possible, the party requesting termination should provide a 30-day advance written notice to the other parties of the agreement.

300-3-80 Reimbursable and Non-reimbursable Agreements

• Funds for details and IPA assignments can only be used for purposes authorized by appropriation, i.e., the appropriations of the loaning OpDiv/StaffDiv can only be used to support programs/activities that have been authorized thru appropriation by Congress (31 U.S.C. §1301(a)).
• Details within HHS must be reimbursable. Exceptions to this rule are (5)(a) or (b) immediately below.
• Details to another agency must be reimbursable. Exceptions to this rule are (5)(a) and (b) immediately below. See Section 300-1-40 for agency definition.
• Details to Congressional committees under 2 U.S.C. §4301(f) must be reimbursable ( Detail of Law Enforcement Agents to Congressional Committees , 12 Op. O.L.C. 184, 1988 WL 391014 (Sept. 13, 1988)), see Section 300-3-60(C)(3). No exceptions.
• Details after the first 180 days must be reimbursable to the Department, except when the requirements in (5)(b) immediately below are met.
• A detail to a WH office not listed in (4) immediately above who asserts it is not covered by 3 U.S.C. §112 and therefore not required to reimburse the employing OpDiv/StaffDiv is only permissible if the requirements described in (5)(b) immediately below are met.
• Details to international organizations via 5 CFR Part 352, Subpart C, may be reimbursable or non-reimbursable (5 U.S.C. §3343(d-e)).
• PHS employee details to the external organizations listed in Section 300-3-60(C)(4) may be reimbursable or non-reimbursable (42 U.S.C. §215). For additional Title 42 reimbursement requirements, see Section 300-3-60(C)(4)(d). OR
• The functions of the detail are related to the loaning agency’s/division’s appropriations and the detail will assist the loaning agency/division in accomplishing programs/activities authorized by appropriation. ( Reimbursement of the Internal Revenue Service for Investigative Services Provided to the Independent Counsel , 12 Op. O.L.C. 233, 1988 WL 391018 (Sept. 30 , 1988 ); see also Reimbursement for Detail of JAG Corps Personnel to US Attorney’s Office, 13 Op. O.L.C. 188, 1989 WL 595823 (June 27, 1989))
• Cost sharing arrangements are negotiated between the two participating organizations following the requirements in this Section and Section 300-3-70. The OpDiv/StaffDiv may agree to reimburse the non-federal organization for all, some, or none of the costs of the assignment. (Questions on miscellaneous expenses not covered in this policy should be directed to the HR Center’s servicing finance staff. See (G) below.)
• Pay, travel and transportation expenses for federal employees on an IPA assignment to state or local governments may be reimbursable or non-reimbursable (5 U.S.C. §3373(b)).
• Travel and transportation expenses for individuals on an IPA assignment from federal, state, or local governments may be reimbursable or non-reimbursable (5 U.S.C. §3375).
• Payment of travel and transportation expenses is made consistent with the HHS Travel Policy.
• A federal employee may not receive pay in addition to the pay of their official position of record for performing the duties of another position (5 U.S.C. §5535(b)).
• Required Finance Agreement for Reimbursable Details and IPA Assignments . Inter or Intra Agency Agreements (IAA) are either between two federal agencies (inter-agency) or two HHS OpDiv/StaffDivs (intra-agency). IAAs describe the services to be performed; identify the legal authority to transfer funds from one appropriation to another; and must be executed and recorded prior to the start of the detail or IPA assignment in accordance with HHS Financial Management   Directives and Guidance (FMD&G), Chapter 2 Interagency Agreement, using the Department of Treasury forms required by the FMD&G.
• OpDiv/StaffDiv HR Centers should consult their division’s servicing finance staff on executing IAAs; how to document financial agreements with non-federal organizations ; and any questions on payment of expenses not covered in this policy. The legal and regulatory requirements covered in this policy regarding reimbursable and non-reimbursable expenses take precedence when there is a conflict with ASFR policy decisions. Per the FMD&G, HR Centers should notify their servicing finance officer of any such policy conflicts.
• Non-reimbursable Agreements . Participating organizations should execute a MOU for non- reimbursable details to document the terms of the detail. MOU examples can be found on OPM.gov. Non-reimbursable IPAs are documented via the IPA agreement, see Section 300-3-70.
• IPA Assignment : The service requirement is included on the IPA agreement, see Section 300-3-70, Required IPA Agreement.
• Non-Reimbursable Detail (outside of IPA) : A service requirement, if applicable, is documented on a Memorandum of Understanding (MOU), see H. immediately above.
• Reimbursable Details (outside of IPA) : HR Centers should consult their servicing finance office on how to document a service requirement, e.g., whether to include the requirement on the IAA, attach the service agreement to the IAA, etc.

300-3-90 Documentation and Accountability

• Chapter 11, Excepted Service Appointments . Temporary appointment of non-federal employees under IPA (5 U.S.C. §3374).
• Chapter 14, Details . A SF-50 or SF-52 is used, depending on type of action, and retained on the permanent side of the employee’s official personnel folder. In cases where the GPPA says no documentation is required, a SF-52 is used consistent with 5 U.S.C. §3341 which requires details to be documented in writing and approved by an agency official. 42 U.S.C. §215 is cited as the legal authority for details of PHS personnel to external organizations listed in Section 300-3-60(C)(4).
• Chapter 15, Placement on Non-Pay or Non-Duty Status . LWOP actions.
• Special Government Employees .   Remark code E21 should be used for individuals who are designated special government employees (SGE) as defined under 18 U.S.C. §202. Questions regarding the SGE ethics designation should be directed to an OpDiv/StaffDiv’s servicing ethics office. A list of servicing Deputy Ethics Counselors and Ethics Coordinators can be found at https://www.hhs.gov/about/agencies/ogc/contact-ogc/agency-deputy-ethics-counselors-and-   ethics-coordinators/index.html.
• Records, including IPA agreements (and any modifications), proof of IPA organization eligibility, financial agreements, and all documentation sufficient for third party reconstruction purposes, must be retained for a total of three (3) full years after completion of the detail or IPA assignment in accordance with this Instruction and 5 CFR §334.106(b). Records involved in litigation and grievance processes may be destroyed only after official notification is received from OPM, Department of Justice, courts, the Office of the General Counsel, etc. that the matter has been fully litigated, or resolved, and closed.
• ASA/OHR Policy and Accountability Division (PAD) or OPM may conduct accountability reviews to ensure compliance with this Instruction, HHS and OPM policy and guidance, and all applicable federal laws and regulations.

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Intergovernment Personnel Act

The Intergovernmental Personnel Act Mobility Program provides for the temporary assignment of personnel between the Federal Government and state and local governments, colleges and universities, Indian tribal governments, federally funded research and development centers, and other eligible organizations.

Recruitment and Hiring Policy "Myth Busters."

The Office of Personnel Management (OPM) encourages agencies to re-think the following myths and mis-perceptions:

Myth: IPAs are a popular and a widely used flexibility.

Truth: Agencies do not take full advantage of the IPA program which, if used strategically, can help agencies meet their needs for "hard-to-fill" positions such as Information Technology and Nurses.

Myth: IPAs are cumbersome to use and require OPM approval.

Truth: Agencies do not need OPM approval to make assignments under the IPA authority. Federal agencies interested in using the authority simply enter into a written agreement.

Myth: IPAs are expensive to use.

Truth: Agencies may enter into IPA assignments on a reimbursable or non-reimbursable basis. This means they may be cost-neutral to Federal agencies. Whether an IPA assignment is reimbursable is determined by the agency and non-Federal entity involved in the assignment.

Myth: An agency may only enter into an IPA agreement with a State Government entity.

Truth: An agency may enter into an IPA agreement with State and local governments, institutions of higher education, and Indian tribal governments.

Myth: Agencies receive no recruitment benefit from sending employees on IPA assignments.

Truth: Federal employees serving in IPA assignments can serve as both recruiters and ambassadors for positions in your agency. For example, Federal nurses sent to colleges and universities as teachers/instructors can inspire students about Federal employment and encourage them to consider employment with your agency via the Pathways Program. This results in a win-win for the academic institution as well as your agency.

Myth: An agency may document IPA assignments for full-time employment only.

Truth: An agency may document IPA assignments for intermittent, part-time, and full-time employment.

Contact Information

IPA Mobility Program U.S. Office of Personnel Management Room 7463 1900 E St., N.W. Washington, DC 20415

Email:  [email protected]

Related Information

Report to Congress on Nursing Faculty and the Intergovernmental Personnel Act Mobility Program: The Forum, Findings, and Recommendations

Revised Intergovernmental Personnel Act

Revised Intergovernmental Personnel Act (IPA) mobility program regulations (5 CFR part 334), effective May 29, 1997, allow federal agencies to operate in a more efficient and productive manner. These new regulations contain two major changes.

Agencies are now responsible for certifying the eligibility of "other organizations" for participation in the mobility program. Previously, this certification was done by the Office of Personnel Management.

Agencies need no longer submit assignment agreements to the Office of Personnel Management. The information in this publication will assist agencies in their day-to-day management of the mobility program. questions or comments about these procedures.

• Purpose of Program

Assignments to or from state and local governments, institutions of higher education, Indian tribal governments and other eligible organizations are intended to facilitate cooperation between the Federal Government and the non-Federal entity through the temporary assignment of skilled personnel. These assignments allow civilian employees of Federal agencies to serve with eligible non-Federal organizations for a limited period without loss of employee rights and benefits. Employees of State and local governments, Indian tribal governments, institutions of higher education and other eligible organizations may serve in Federal agencies for similar periods. The legal authority for assignments under the Intergovernmental Personnel Act is 5 USC sections 3371 through 3375. The regulations can be found in Code of Federal Regulations (CFR), part 5, chapter 334.

Each assignment should be made for purposes which the Federal agency head, or his or her designee, determines are of mutual concern and benefit to the Federal agency and to the non-Federal organization. Each proposed assignment should be carefully examined to ensure that it is for sound public purposes and furthers the goals and objectives of the participating organizations. Assignments arranged to meet the personal interests of employees, to circumvent personnel ceilings, or to avoid unpleasant personnel decisions are contrary to the spirit and intent of the mobility assignment program.

The goal of the Intergovernmental Personnel Act mobility program is to facilitate the movement of employees, for short periods of time, when this movement serves a sound public purpose. Mobility assignments may be used to achieve objectives such as:

• strengthening the management capabilities of Federal agencies, State, local and Indian tribal governments, and other eligible organizations;
• assisting the transfer and use of new technologies and approaches to solving governmental problems;
• facilitating an effective means of involving state and local officials in developing and implementing Federal policies and programs; and,
• providing program and developmental experience which will enhance the assignee's performance in his or her regular job.
• Federal, State or local government employees serving under time-limited, temporary or term appointment, non-career or limited SES appointments, or Schedule C appointments;
• Elected Federal, State or local government officials;
• Members of the uniformed military services and the Commissioned Corps of the Public Health Service and the National Oceanic and Atmospheric Administration; and
• Students employed in research, graduate, or teaching assistant and similar temporary positions.

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Certification of "Other Organizations"

The Intergovernmental Personnel Act regulations specify that "other organizations" are eligible to participate and define what an "other organization" is. They also require that entities interested in participating in the mobility program as an "other organization" have eligibility certified by the Federal agency with which they are entering into an agreement. If an organization has already been certified by an agency, this certification is permanent and may apply throughout the Federal Government. Another agency can accept this certification or require an organization to submit the appropriate paperwork for review. Requests for certification should include a copy of:

• the organization's articles of incorporation;
• Internal Revenue Service (IRS) letter of nonprofit status; and
• any other information describing the organization's activities as they relate to the public management concerns of governments or universities.

List of organizations with IPA agreements with Federal agencies includes information submitted by agencies in the FY 2010 data call.

The U.S. Office of Personnel Management does not certify organizations for participation in an IPA agreement. Each Federal Government agency certifies an organization for an IPA agreement.

• Length of Assignment

Assignment agreements can be made for up to two years, and may be intermittent, part-time, or full-time. The agency head, or his or her designee, may extend an assignment for an additional two years when the extension will be to the benefit of both organizations.

5 CFR part 334 states that an employee who has served for four continuous years on a single assignment may not be sent on another assignment without at least a 12-month return to duty with his or her regular employer. Successive assignments without a break of at least 60 calendar days will be regarded as continuous service under the mobility authority.

The regulations prohibit a Federal agency from sending on assignment an employee who has served on mobility assignments for more than a total of six years. The Office of Personnel Management may waive this provision upon the written request of the agency head.

In the case of assignments made to Indian tribes or tribal organizations, the agency head (or designee), may extend the period of assignment to any length of time where it is determined that the assignment will continue to benefit both the Federal agency and the Indian tribe or tribal organization.

• Reimbursement for Assignment

Cost-sharing arrangements for mobility assignments are negotiated between the participating organizations. The Federal agency may agree to pay all, some, or none of the costs associated with an assignment. Costs may include basic pay, supplemental pay, fringe benefits, and travel and relocation expenses.

Agencies may consider the income from certain private consulting work as part of the academic pay of university employees. Specifically, when the regular tour of duty for a university employee includes an allotment of time for consulting, or when the employee is performing any job-related consulting that cannot be continued during the assignment, the income received from the consulting may be regarded as part of the employee's academic pay.

Cost-sharing arrangements should be based on the extent to which the participating organizations benefit from the assignment. The larger share of the costs should be absorbed by the organization which benefits most from the assignment. Exceptions might occur when an organization's resources do not permit costs to be shared on a relative benefit basis.

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• Travel, Relocation, and Per Diem

A Federal agency may pay the travel expenses authorized under the Federal Travel Regulation (FTR) (41 CFR chapters 301-304) chapter 301 of a Federal employee or non-Federal employee on an Intergovernmental Personnel Act assignment. An agency may pay a per diem allowance at the assignment location in accordance with FTR part 301-7, or the following limited relocation expenses:

• travel and transportation expenses of the employee to and from the assignment location under FTR part 302-2;
• travel and transportation expenses of the employee's immediate family to and from the assignment location under FTR part 302-2;
• transportation and temporary storage expenses of the employee's household goods and personal effects under FTR part 302-8;
• temporary quarters subsistence expenses under FTR part 302-5 at the time the assignment commences and at the time the assignment is completed;
• a miscellaneous expense allowance under FTR part 302-3; and
• the expenses of non-temporary storage of the employee's household goods and personal effects under FTR part 302-9, when the employee is assigned to an isolated location.

An agency may select between payment of a per diem allowance at the assignment location or the limited relocation expenses, but may not pay both. However, an agency may pay per diem for travel away from the assignment location, even if it pays the limited relocation allowances, so long as the employee does not travel to his/her official station. An agency should consider the cost to the Federal Government to be a major factor when determining whether to pay a per diem allowance at the assignment location or limited relocation allowances. An agency should also consider the duration of the assignment. A per diem allowance is meant for shorter assignments. The payment of per diem for an indeterminate period or a period of more than one year is taxable to an employee, so an agency should not pay a per diem allowance for an assignment expected to last more than one year, or for an indefinite period.

If an agency pays a per diem allowance at the assignment location, the per diem allowance may be paid only for the individual on the mobility assignment. If an agency pays relocation, the agency may pay transportation expenses for the immediate family of the employee. An agency, however, cannot pay the expenses of selling or purchasing a residence, nor the expenses of property management services while the employee is on the assignment. An agency may not authorize a temporary change of station under subparts C and D of FTR part 302-1 to transfer an employee to the assignment location.

The employee must sign a service agreement for one year or the length of the assignment, whichever is shorter, to be eligible for payment of per diem at the assignment location or limited relocation expenses. The employee will be responsible for repaying any expenses if he or she fails to complete the service agreement, unless the reasons for failing to complete the agreement are beyond his or her control. In addition, Federal agency officials may waive the requirement to pay back expenses if they feel the waiver is justified. The service agreement does not cover travel expenses paid when the employee travels away from the assignment location.

• Standards of Conduct and Conflict-of-interest Provisions

A non-Federal employee on assignment to a Federal agency, whether by appointment or on detail, is subject to a number of provisions of law governing the ethical and other conduct of Federal employees. Title 18, United States Code, prohibits certain kinds of activity:

• receiving compensation from outside sources for matters affecting the Government (section 203),
• acting as agent or attorney for anyone in matters affecting the Government (section 205),
• acting or participating in any matter in which he or she, the immediate family, partner; or, the organization with which he or she is connected has a financial interest (section 208),
• receiving salaries or contributions from other than Government sources for his or her Government services (section 209),
• soliciting political contributions (sections 602 and 603),
• intimidating to secure political contributions (section 606),
• failing to account for public money (section 643),
• converting property of another (section 654),
• disclosing confidential information (section 1905); and,
• lobbying with appropriated funds (section 1913).

Non-Federal employees are also subject to the Ethics in Government Act of 1978; 5 CFR part 735 which regulates employee responsibilities and conduct; as well as agency standards of conduct regulations. The Intergovernmental Personnel Act does not exempt a Federal employee, whether on detail or on leave without pay, from Federal conflict-of-interest statutes when assigned to a non-Federal organization. The Federal employee may not act as an agent or attorney on behalf of the non-Federal entity before a Federal agency or a court in connection with any proceeding, application, or other matter in which the Federal Government is a party or has a direct and substantial interest. The Federal agency should be particularly alert to any possible conflict-of-interest, or the appearance thereof, which may be inherent in the assignment of one of its employees. Conflict-of-interest rules should be reviewed with the employee to assure that potential conflict-of-interest situations do not inadvertently arise during an assignment.

Under the terms of the Indian Self-Determination and Educational Assistance Act , Federal employees on assignment to an Indian tribal government are exempt from conflict-of-interest provisions concerning representational activities, provided the employee meets notification requirements. Federal employees may act as agents or attorneys for, or appear on behalf of, such tribes in connection with any matter pending before any department, agency, court, or commission, including any matter in which the United States is a party or has a direct and substantial interest. The Federal assignee must advise, in writing, the head of the department, agency, court, or commission with which he or she is dealing or appearing on behalf of the tribal government, of any personal and substantial involvement he or she may have had as an officer or employee of the United States in connection with the matter involved.

Non-Federal employees on assignment to the Federal Government are subject to the provisions of 5 USC chapter 73, United States Code (Suitability, Security, and Conduct, including restrictions on political activity), and any applicable non-Federal prohibitions.

• Arranging an Assignment

Assignments under the Intergovernmental Personnel Act are management-initiated. Development of the proposed assignment should be controlled by management. The benefits to the Federal agency and the non-Federal organization are the primary considerations in initiating assignments; not the desires or personal needs of an individual employee. The assignment is voluntary and must be agreed to by the employee. Regulations require that an assignment must be implemented by a written agreement.

When developing an assignment which involves the movement of a non-Federal employee to a Federal agency, the agreement should specify that the employee can return to the non-Federal position occupied prior to the assignment or to one of comparable pay, duties and seniority and that the employee's rights and benefits will be fully protected.

Federal agencies should use their own form for recording the agreement. The specific content of the agreement may vary according to the assignment. Agency forms should provide, at a minimum, the following information:

• name, social security number, current job title, salary, classification, and address of the employee,
• parties to the agreement (both Federal and non-Federal organizations),
• position information, including organizational location of both the original position and the position entered into under the agreement,
• type of assignment (e.g., detail or leave without pay; non-Federal to Federal; Federal to non-Federal), and period covered by the assignment agreement,
• goals of the assignment and a brief statement of how the goals are to be achieved,
• relative benefits accruing to each organization and the cost-sharing arrangement based on these benefits,
• how increased knowledge, skills and abilities gained by the employee during the assignment will be utilized at the completion of the assignment,
• applicability of Federal conflict-of interest laws,
• decisions of the Federal agency and the non-Federal organization concerning the employee's salary, supervision, payment of travel and transportation expenses, supplemental pay, entitlement to leave and holidays, provisions for reimbursement and the method of reimbursement,
• arrangements for maintaining leave records,
• employee benefits that will be retained; and,
• Privacy Act Statement.

The agreement should also make clear that if an employee is paid allowable travel, relocation, and per diem expenses, he or she must complete the entire period of the assignment or one year, whichever is shorter, or reimburse the Government for those expenses.

For Federal employees the agreement should assure that the assignee knows of his or her obligation to return to the Federal service for a time equal to the length of the assignment, or be liable for all expenses (exclusive of salary and benefits) associated with the assignment.

The cost-sharing arrangements involved in a mobility assignment are worked out between the participating organizations. The Federal agency may agree to pay all, some, or none of the costs of an assignment. Such costs may include employee pay, fringe benefits, relocation costs, and travel and per diem expenses.

• Termination of an Assignment

An assignment may be terminated at any time at the option of the Federal or non-Federal organization. Where possible, the party terminating the agreement before the original completion date should give a 30-day notice to all parties involved. This notification should be in writing and should include the reasons for the termination. The Office of Personnel Management may terminate an assignment or take other corrective actions when an assignment is found to violate the Intergovernmental Personnel Act regulations. A mobility assignment must be terminated immediately whenever the assignee is no longer employed by his or her original employer, regardless of whether the assignment is a detail or an appointment.

• Changes to the Assignment Agreement

Any significant changes in an employee's duties, responsibilities, salary, work assignment location or supervisory relationships should be duly recorded as a modification to the original agreement. The assignment agreement for each employee must always be accurate, complete, and current. Minor changes such as salary increases due to annual pay adjustments, changes in benefits due to revised coverage, and very short-term changes in duties do not require a modification to the original agreement.

The Office of Personnel Management will maintain oversight over agencies' use of the Intergovernmental Personnel Act program. It is imperative that agencies maintain accurate records of all Intergovernmental Personnel Act assignments (see Arranging an Assignment) as well as eligibility certifications of "other organizations." In addition, the Office of Personnel Management's Office of Merit Systems Oversight and Effectiveness may conduct, as appropriate, reviews of agencies' administration of the Intergovernmental Personnel Act program.

On this page

• Revised IPA
• Other Organizations
• Status of Employee

An employee of a non-Federal organization must be employed by that organization for at least 90 days in a career position before entering into an Intergovernmental Personnel Act agreement. This individual may be given a temporary appointment or be assigned by detail to a Federal agency. It is the Federal agency's responsibility to inform the employee of the applicable Federal employee laws. Federal conflict-of-interest laws and the Federal tort claims statutes also apply.

A non-Federal employee who is assigned to a Federal position, either by detail or appointment, may serve as a project lead and perform project management leadership activities such as assigning work, establishing project milestones, completion dates, etc. A non-Federal employee who is assigned to a Federal position, either by detail or appointment, cannot perform other aspects of the Federal supervisory function, such as conducting an employee’s annual performance rating, engaging in performance based or adverse action procedures, rewarding employees, etc.

Agencies should not offer permanent appointments to non-Federal employees assigned to them. The Intergovernmental Personnel Act mobility program is not to be used as a mechanism to facilitate career changes.

Non-Federal employees on assignment to a Federal agency by appointment are Federal employees for the duration of that appointment and have all the rights, benefits, and privileges associated with that appointment. This includes eligibility for awards given under the authority of 5 USC chapter 45.

Non-Federal employees on assignment to a Federal agency by detail can receive recognition through letters of appreciation or commendation but are not eligible for awards granted under the incentive awards programs governed by 5 USC chapter 45. A Quality Step Increase (QSI) cannot be approved for non-Federal employees.

• Status of a Non-federal Employee on Detail

Non-Federal employees on detail to Federal agencies remain employees of their permanent organizations for most purposes. Detailees are not eligible to enroll in Federal health benefits programs, group life insurance, or the Civil Service Retirement System (CSRS). An employee assigned by detail to a Federal agency may be assigned to an established, classified position in the Federal agency, or may be given a set of ad hoc, unclassified duties, relevant only to the specific assignment project.

An employee assigned by detail to a classified position in a Federal agency is entitled to earn the basic rate of pay, including any locality payment, which the duties of the assignment position would warrant under the applicable classification and pay provisions of the Federal agency. If the assignee's non-Federal salary is less than the minimum rate of pay for the Federal position, the agency must supplement the salary to make up the difference. Supplemental pay may vary because of changes in the rate of pay of the Federal position. It cannot be paid in advance or in a lump sum and is not conditional on the completion of the full period of the assignment. Supplemental pay may be paid directly to the employee or reimbursed to the non-Federal organization.

If the assignee is detailed to a set of unclassified duties, the assignee continues to be paid directly by the non-Federal organization at a rate of pay based on the assignee's non-Federal job. The Federal agency may agree to reimburse the non-Federal organization for all, some, or none of the costs of the assignment.

Detailees will usually have the same workweek and hours of duty as Federal employees in the agency to which they are assigned. However, if the workweek of the permanent employer is, by law or local ordinance, shorter than the Federal workweek, the employee's workweek should be adjusted as needed. Detailees are eligible to participate in alternative work schedule arrangements of the Federal agency to which they are assigned.

Detailees are covered under their permanent employer's leave system. The assignment agreement will specify how the permanent employer will be notified of leave taken and how the use of leave will be approved. The agreement will also spell out what holidays will be observed by the assignee.

• Status of a Non-federal Employee Receiving a Federal Appointment

By statute, a non-Federal employee may be given an excepted appointment for two years without regard to the provisions governing appointment in the competitive service. This appointment may be extended for not more than an additional two years. Agencies should establish qualification requirements for assignment positions in accordance with 5 CFR part 302, which governs employment in the excepted service.

The Intergovernmental Personnel Act noncompetitive appointment authority provisions of 5 USC section 3372 apply only to positions in the competitive service. In order to appoint a non-Federal Intergovernmental Personnel Act assignee to an SES position, an agency must first obtain an SES limited term appointment authority from the Office of Personnel Management. However, only SES General positions may be filled by limited appointment, i.e., a non-Federal employee cannot be given a limited term appointment to an SES Career Reserved position. Requests for allocation of an SES limited term appointment authority for non-Federal Intergovernmental Personnel Act assignees should be directed to the Deputy Associate Director, Employee Relations and Executive Development, Room 7412, 1900 E Street NW, Washington, DC 20415-0001.

Normally, a non-Federal employee is appointed at the minimum rate of the grade. However, if an agency wants to pay an advanced step rate for a position at GS-11 through GS-15 based upon superior qualifications of the applicant, it may do so.

Intergovernmental Personnel Act assignees appointed for more than one year are eligible for within-grade increases. They are entitled to cost-of-living allowances and other pay differentials, and are allowed to accumulate and use leave to the same extent as other Federal employees. However, employees appointed to successive temporary appointments of one year or less may not earn a within-grade increase, even if the time under the successive temporary appointments exceeds one year.

A non-Federal employee is not eligible to enroll in the Federal Employees Health Benefits program unless his or her Federal appointment results in the loss of coverage under the non-Federal health benefits system. In such a case, the appointee may enroll in the Federal Employees Health Benefits Program.

Non-Federal employees given appointments are not covered by any retirement system for Federal employees or by the Federal Employees Group Life Insurance Program

Questions or comments regarding this program may be submitted to: [email protected]

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Temporary promotion rules

Q: Can management temporarily promote (non-competitively) an employee to the lower grade of a six/seven-graded position for 120 days? Are temporary promotions limited to the full-performance level only of a given position? What specific rules support or prevent such actions?

A: Temporary promotions are intended to meet the temporary needs of the agency’s work program when those services can’t be provided by other means.To be temporarily promoted, an employee has to meet the same qualification requirements that are needed for the permanent promotion. He or she receives the higher-graded salary for the period assigned and gains quality experience and time-in-grade at the higher grade level. The first 120 days can be made noncompetitively. In other words, the employee doesn’t have to compete with other employees for the temporary assignment. If the temporary promotion is extended beyond 120 days, competition is required. The maximum time period for a temporary promotion is five years, unless OPM authorizes the agency to make and/or extend it for a longer period. If the temporary promotion that was originally made under competitive procedures, it can be extended up to five years without further competition.

About Author

Reg Jones was head of retirement and insurance policy at the Office of Personnel Management. Email your retirement-related questions to [email protected] .

Related Posts

Returning to work, looking for a higher grade, 190 comments.

How many times can someone be temporarily promoted? For example, if someone was temporarily promoted for 120 days (non-competitively), do they have to wait a year before receiving another temporary promotion?

Yes. If the temporary promotion is extended beyond 120 days, competition is required.

What if they were returned to their lower grade after the 120? Can management temp promo them again say 90 days after the Change to Lower Grade, or would they have to wait a year?

No, they couldn’t be promoted again. They’d have to wait a year.

Does the ‘wait a year’ mean from the start date or end date of the previous temp promo? For example if someone went into a temp promo on August 1, 2016 and ended on November 29, 2016 (120 days later) can they get another temp promo starting after August 1, 2017 or is it not until the end of November 2017?

The Department of Commerce has developed guidance that best answers your question. http://www.hr.commerce.gov/s/groups/public/@doc/@cfoasa/@ohrm/documents/content/prod01_010275.pdf

I looked on the page you referenced in your lastest email on this thread and it does not tell you how long you have to wait per the question Christine asked. Does it go by the time you start the temp promotion, the time you end the temp promotion or is it just by calendar year or fiscal year. That’s the only think I need to know if you could help please.

Despite my best efforts, I haven’t been able to find an official answer to your question. Based solely on my own experience as a federal employee, the year began on the date the first temporary appointment ended. I hope other readers with will chime in with their experience.

What if it’s to a different position entirely?

No problem, as long as it’s a position for which you are qualified at the same grade and pay and in the same commuting area.

Do you have a specific reference for this? Where I can find that the employee has to wait a year.

You’ll find the answer to your question in 5 CFR § 335.103 – Agency promotion programs. Just scroll to subsection (c). As for your request, there is no mention in those regulations of having to wait a year.

In my situation, I was temporarily promoted to a position and had a remainder of 44 days out of the 120 days non competitively. I’m being temporarily promoted again to a different position. The HR didn’t know it was a different position number (it’s the same job title and job series). Management wants to fill the vacancy for 120 days. Since it’s a different job, do you see issues with not being able to fill it for 120 days?

No, I don’t.

Can a temporary promotion be denied?

You’ll have to explain what you mean when you say “denied”.

Yes. If you are going from a technical series to a professional series your time in the tech series counts at a whopping 25% toward a year TIG

How long can a person be temporarily promoted to a higher grade and position before they are entitled to be paid for serving in the higher position?

If a person is temporarily promoted to a higher grade, he is automatically entitled to the pay of that position. You ma be thinking of a temporary detail, which doesn’t require a change in pay.

Where is the regulation for that.

5 CFR § 335.103

If 3 people are temporarily being paid higher position rate until the position is filled. 2 people turn down the offer (senority) and third person accepts. Should first 2 who turned down offer, lose temporary higher wage?

I am new to the federal government and am only at month 9, there is a detail promotion to gs11 which I am qualified and I have been volunteeringly doing similar activities in my current role. I am currently gs9 , can I apply for this detail or must I wait until my 1 year mark.

Unless there is something in the detail promotion announcement that would bar it, you can apply.

Can management hire a term employee under a temporary promotion NTE 120, if the employee doesn’t have a career or career conditional appointment.

Yes, a term employee can be promoted, changed to lower grade, detailed or reassigned to other positions within the time limits of their term appointments to other positions which the management has determined appropriate for filling by term appointment.

Can you weigh in on this scenario?

In January, I applied for a promotion from a GS-12 to a GS-13 and made the certificate, then the federal hiring freeze hit. In March, I received a non-competitive temporary promotion NTE 120 days from a GS-12 to a GS-13 for the position that I had applied for in January. Now that the hiring freeze has lifted and a permanent, competitive selection can be made, on April 30, while serving in the non-competitive temporary promotion, I received a permanent competitive promotion to that exact same position.

My question is that my HR is telling me that since I was serving in the promotion in a non-competitive capacity, that I have to be demoted back to a 12 before I can be competitively promoted back to the 13, thus losing any time in grade that I have earned. But everything I can find online, including OPM, seems to indicate that I should not be demoted. Though the OPM guidance makes no mention of competitive and non-competitive.

What are your thoughts?

According to OPM, you do not have to be returned to your lower graded position when you’ve been competitively selected for the higher graded position. Therefore, your time-in-grade would be continuous.

Do you have a specific reference for this situation ? All I find generically refers to a temp promotion later made permanent. It does Not seem to address the non-competitive aspect of the temp promotion.

Here are two sites that may be of help: https://www.opm.gov/policy-data-oversight/pay-leave/pay-administration/fact-sheets/promotions and https://www.opm.gov/FAQs/topic/payleave/?cid=7af052ed-d514-4af1-a6d4-a3837176b6c9

As a GS8 with one agency, would I be qualified for a GS11 with a different agency? As I’ve been told that if its with a different agency you could jump 3 grades if your experience level qualifies you for it.

If you met the eligibility requirements for a higher grade, an agency could hire you at that level

To qualify for a temporary promotion do you have to have a year at the next lower grade or can you just qualify based on the job you do. Like if I want to temp promote a GS 9 with only 9 month at that level can they still be qualified to be temp promoted at the 11 level.

Yes, you can.

Are you saying that if you are a GS13 you can get a temporary promotion to the next higher grade without having the 52 weeks – if you have taken on the role/duties? Can you share with me where that is located? I have asked this question and I was told no, I did my own research on the OPM website and don’t see it.

Yes, you can if you meet any of the exception criteria: § 300.603Coverage. (a) Coverage. This subpart applies to advancement to a General Schedule position in the competitive service by any individual who within the previous 52 weeks held a General Schedule position under nontemporary appointment in the competitive or excepted service in the executive branch, unless excluded by paragraph (b) of this section. (b) Exclusions. The following actions may be taken without regard to this subpart but must be consistent with all other applicable requirements, such as qualification standards: (1) Appointment based on selection from a competitive examination register of eligibles or under a direct hire authority. (2) Noncompetitive appointment based on a special authority in law or Executive order (but not including transfer and reinstatement) made in accordance with all requirements applicable to new appointments under that authority. (3) Advancement in accordance with part 335 of this chapter up to any General Schedule grade the employee previously held under nontemporary appointment in the competitive or excepted service. (4) Advancement of an employee from a non-General Schedule position to a General Schedule position unless the employee held a General Schedule position under nontemporary appointment in the executive branch within the previous 52 weeks. (5) Advancement of an individual whose General Schedule service during the previous 52 weeks has been totally under temporary appointment. (6) Advancement of an employee under a training agreement established in accordance with OPM’s operating manuals. However, an employee may not receive more than two promotions in any 52-week period solely on the basis of one or more training agreements. Also, only OPM may approve a training agreement that provides for consecutive promotions at rates that exceed those permitted by § 300.604 of this part. (7) Advancement to avoid hardship to an agency or inequity to an employee in an individual meritorious case but only with the prior approval of the agency head or his or her designee. However, an employee may not be promoted more than three grades during any 52-week period on the basis of this paragraph. (8) Advancement when OPM authorizes it to avoid hardship to an agency or inequity to an employee in individual meritorious situations not defined, but consistent with the definitions, in § 300.602 of this part.

The agency that I work for has been only opening permanent promotions to the higher leadership and tell everyone who is GS-13 and below that they can’t open any permanent slots for promotion because of sequestration. Only temporary promotions have been filled for the last three years. However, other directorates within the same command are filling permanent promotions on a regular basis. Is there any truth to not being able to permanently promote based on the sequestration or continuing resolution?

Agencies can control their spending in a variety of ways. Using temporary promotions rather than permanent is one of their options.

Does time in grade requirements apply to temporary promotions for less than 120 days? And if not, where can I find the regulation?

Yes,as long as you are converted to a permanent position without returning to the lower grade. In addition, the time spent on a temporary promotion would be considered creditable service in the calculation of your next WGI. Processing a permanent promotion without moving you back to the lower graded position doesn’t change the date of the “equivalent increase.” Therefore, the waiting period starts on the date of the temporary promotion.

Can my temporary promotion be extended beyond 120 days if the position has been announced and currently pending permanent fill action?

Only if it is announced competitively and you are selected.

The position was announced competitively as a GS12, but I would not qualify as my temporary promotion is only GS9. Can my promotion be extended until the position is filled?

Only if its done competitively.

Can a supervisor deny an employee the opportunity to apply for a competitive temporary appointment (either detail or temp promotion)?

Understand that the act of applying can not be denied. If selected for a competitive temporary promotion can a supervisor deny the promotion opportunity to a full successful employee? Is the answer (either way) documented where that I can find it to share with an applicant?

Regulations tell you what you can do, not what you can’t. If an employee has applied for a temporary promotion and is selected, no one can block that action.

Our agency post temporary promotion opportunities on the intranet site and they require supervisory concurrence. If I’m selected, can the supervisor deny me the opportunity to work a non-competitive temporary promotion NTE 120 days? Where/what regulations explain this?

Yes, your supervisor can deny you that opportunity if your absence would adversely affect the work your unit needs to accomplish.

If it’s proven that my absence does not adversely affect the work the unit needs to accomplish, is the supervisor concurrence required? Or does the supervisor have unbridled authority to deny me this opportunity?

You don’t have the unilateral right to decide when you’ll take annual leave. If you want to take annual leave, check with your supervisor. If you are only talking about a couple of hours, approval would usually be automatic. However, if several days or more are involved, the supervisor will be in a better position to determine whether your absence will pose a problem. For example if he or she has already approved leave for others on the staff and one or more assignments may have to be reassigned to you.

Am I automatically entitled to the pay of that position under 5 CFR § 335.103 if I was selected by the receiving office’s supervisor but the home office supervisor refused to give supervisory concurrence for the non-competitive temporary promotions NTE 120 days?

But didn’t the home officer supervisor take a personnel action against the employee when not providing supervisory concurrence to the non-competitive temporary promotion even though a selection was made?

I have just recently learned about this and am trying to get more information.

Currently I am a GS5 working in an office that has only 1 of 3 GS9 spots filled. I have for over a year now actively been responsible for a majority of the responsibilities that would normally fall under one of the 9 roles. This has been acknowledged by leadership and I have received multiple praises for my performance. One reason the 9 spots have remained empty is they are in the process of downgrading 2 of the positions to GS7’s. My question is can I and if so how do I go about getting it documented that I have been performing at a 9 level in the absence of one being assigned and receive the pay of such.

Additionally, is there an avenue to fight for a promotion to the 7 or 9 level based on my performance over the past year or more?

How you’ve been performing your job isn’t the issue. It’s the assigned duties assigned in your job description. The only way to find out if those duties are at the GS-7 or GS-9 level is for your personnel office to conduct an audit of your position.

I have a question. I was unofficially temporarily promoted to a higher graded position for over 2 years. I had to take the matter to arbitration for having it documented officially and to get back pay.

If the arbitrator’s decision is in my favor and they make it official, does the 2 years count towards time-in-grade?

If it does, does that mean it counts towards my retirement as well?

Yes to both questions.

Can a person be forced to work in a higher grade position without being temporarily promoted? For example, can management make a GS4 work in a GS7 position without temporarily the GS4 to GS7?

Yes, as long as the assignment is short-term.

Can you provide a reference, if someone has been forced to work at a higher grade for 2 years without pay or documentation? Commander (military) wrote a letter to the employee stating he will have to continue to perform the 13 as well as his 11 job, for no additional pay. There is no local HR to challenge this, and despite a request, no SF-50 issued to document it. I would like to be able to point the employee to a law/regulation on this issue.

Hello Reg, I have a scenario similar to some of the above situations. I am a permanent GS-13 step 7, due for my WGI to step 8 on 18NOV2017. OPM rules state that increase is effective the following pay period, which would be 26NOV2017. However, on 20AUG2017 I was detailed and temporarily promoted to GS-14 step 4 (2 step rule), and continue to serve in that position – likely until 25NOV2017. I have now been competitively selected for a permanent GS-14 position in the same geographic area, and my report date is being discussed as 26NOV2017. Based on ‘time served,’ I expect to start at GS-14 step 5. I am concerned I may lose out on a step increase. Should I be? Thank you!

You may find the answer you’re looking for at the following website: https://www2.usgs.gov/humancapital/hr/documents/withingradeincreasesfs.pdf

Hello Mr. Jones,

I was working in an temp promotion position (TCS), then was temporary promoted to the next higher grade NTE 120 days. Upon the end of my temp promotion NTE 120 days, I was told I couldn’t return to the grade I was prior to the temp promotion NTE, I would have to return to my permanent grade prior to my TCS. I never left the location I’m in, however my SF 50 supports I went back to my home station was changed to a lower grade. Is this the proper procedure? If not, what reg should I reference? Thank you

Yes, it was the proper procedure.

I am in the second year of a NTE 3-5 years promotion. I went from GS12 to GS13 for the NTE. Since I have comepleted one year at the GS13, can I now apply and be considered non-competitively for a permanent GS13 position?

You’ll have to check with your personnel office.

Can a lower grade be promoted if they are performing the next higher grade duties on a routine basis? Scenario: My supervisor has been away on and off for ongoing medical treatments for the past year. There are many work weeks where he only works 2 days or takes a week or two off a month for treatment. The result is that the burden of work and duties default to me when the incumbent is away. He is scheduled to retire in 5 to 6 months but the reality is that until then, I will be performing both mine and his duties (30 to 50% of the time) until then. I would appreciate any guidance or references to this type of situation.

I am a Gs-4. For the last year and a few months, I’ve taken on half of our secretaries duties, to include supply and contract management. Our secretary has decided to retire next yr. in Feb which is less than 4 months away. The store administrator has asked that she trained ME to take over. It doesn’t bother me, but I feel I should be paid adequately.. please advise

I’m not aware of any way your pay could be increased.

Hi – What is the effect of the Hiring Freeze on a temporary promotion? Would an incumbent in a temporary promotion at the start of a hiring freeze simply be left in their position without the mandatory competition? See https://www.defense.gov/Portals/1/Documents/pubs/OSD000999-17-RES-Final.pdf at p. 5, Section B, part 3.

Also, it is well-settled that the while the initial temporary promotion can be management’s mandate, what happens if the second 120-day temporary promotion is not competed and simply goes the management’s designee? Sounds like a Prohibited Personnel Practice to me.

The answer to your question and your surmise are best answered by DoD, not this site.

I am an 1811 SSA/GS-13. My ASAC (GS-14 position) retired and I was filling the position for just under 120 days. No SF-50, no additional pay provided. Is this a temp promotion or a temp detail? Am I entitled to GS-14 pay? If so, does the agency have to pay me, or is it optional? Thank you!

Only your agency can answer that question.

I was temporarily promoted to a 13 and now a reassignment opportunity has come up for a 13. Is that something I am eligible for since technically I am a 13 at the moment?

Check with your HR office.

Hi, I am a GS 13 step 4 eligible for a within-grade increase in 4 months to step 5. I’ve now received a temp NTE one year promotion to grade 14 step 1. My questions are 1) Will I still get a step increase in 4 months to GS 13 step 5, which means I would then also be temporarily promoted to GS 14 step 2? 2) Also when I return in a year to a GS 13, will my one year of GS 14 count for anything, for example if I subsequently get a permanent promotion to GS 14 will my one year prior service as a GS 14 step 1 allow me to go to GS 14 step 2 any faster? Thanks

No, you wouldn’t be temporarily promoted to GS-14 step 2. Yes, the time would count toward future step increases.

If a there is a temporary promotion to a GS14, how would it be handled to go permanent if the individual is 30% eligible veteran? Would the Veteran still have to compete?

what if you are a GS8 and take a non competitive detail of a position that is a GS6, what are the guidelines for that? There is no promotion or pay increase. How long could your detail be?

The detail of an employee from one position to another with no change in pay is an option available to each agency. As a rule, such details are for a maximum of 120 days.

Can I do details followed by NTE 120 days Temp Promotion?

Maybe or maybe not. Your agency is in the best position to answer that question.

Hello Reg. My colleague left the agency after getting a GS-15 offer. His position was a GS-14. My supervisor with through great effort over a year ago to rewrite the PD’s so it would be plan to see the differences in duties and responsibilities between the 13’s and the 14’s. My Colleague left about 6 months ago and I was asked to take over his duties and responsibilities and have done so for the past 6 mounts as a 13. My question is based on fairness. When I inquire about the 14 position. I am told that grade and promotions are frozen through this fiscal year. Do I have any recourse to try to get the promotion? Thanks.

Unfortunately, no.

Hello Reg, Currently I’m a gs 8 non supervisor preforming all my required duties in addition to all the duties of a vacant gs 11supervisor and a gs11 non supervisor position for over a year with out a temporary appointment. On avarage working 24 to 48 hrs of overtime a pay period,no end in sight. How can I be compensated for filling these positions?

While your agency could recommend you for a quality step increase or a cash award for your exceptional performance, there’s no other way that you could be compensated.

Can the 2 step rule apply when going from one temporary promotion NTE 1 year up to 5 years to another higher grade temporary promotion NTE 1 year up to 5 years?

Our GS13 supervisor is out on FMLA and expected to return in six months. Instead of temp promoting the one and only GS12 in our office, the agency has decided to announce a temp promotion at the GS12 level to broaden the applicant pool. So, if the GS12 applies it would only be a detail. Does the agency have any responsibility to also announce a temp promotion at the GS13 level?

No, it doesn’t.

If I accept a term or temporary appointment (at a higher grade) will that count towards my high-3 or is there some exclusion for those types of appointments when it comes to high 3?

Yes, it will count. That’s because your high-3 will be based on the Basic pay you received during your highest 78 consecutive pay periods.

I’m currently on a Temporary Promotion for 120, which ends next week. From what I’ve read, I’m only allowed one TP per year unless they advertise for it to be extended. My questions is can they give me a promotion and or reassign me to this position without competing for it. Is there an alternative, so as not to go back to my previous level? What implications will there be for going back to a lower grade?

No, they can’t give you a promotion nor is there an alternative to your going back to your previous level.

If my office posts a vacancy for a temporary promotion (lets say at the GS-13 level) not to exceed 1 year. Can applicants that are currently GS-13’s apply and be considered and/or referred? If so how and based on what rule?

You’ll have to check with you personnel office to find out if their are any limits to who can apply.

I applied for and successfully competed for temporary promotion / detail opportunity. I received SF-50 showing temporary grade increase from a GS-09 to a GS-11 with an NTE date 120 days from start date. Can I be extended another 120 days without competition? What is the maximum amount of time for extension?

For an answer to your question, go to http://retirement.federaltimes.com/2011/06/28/temporary-promotion-rules

I am a permanent GS-9 and there is a NTE 1 year Temporary promotion or reassignment to a GS-11. If I was to compete for this and get it, what happens when my year is up? Would my old position still be there or would I have to find another permanent job before the year is up?

Your agency must return you to your old position or one for which you are qualified that is equivalent.

How is “one for which you are qualified that is equivalent” defined? I’ve not been able to find any regulation defining this. Can you please provide a reference? I’ve been told that it’s dependent upon what is vacant and available in the table of organization at the time I resume my original position of record at my duty station. Thank you.

An equivalent position means a position that is virtually identical to the original position in terms of pay, benefits, and other employment terms and conditions (including shift and location).

I am a GS 13. I was competed for and was temporarily promoted to a GS 14 position NTE to 1 year. My year ends Sept 30th, 2018. I would like to go back to my old position or equivalent. But my agency wants me to stay in GS 14 position for another 120 days, as a temp detail. May I decline? I lose the pay bump, and there’s NO promise to compete this position as a permanent one.

Yes, you are free to decline the extension. However, the fact that “there’s NO promise to compete the position as a permanent one” ought not to be your sole reason for declining it.

I have been temporarily promoted three times from a GS11 to the same GS12 position. The first time I was promoted was from March 2015 until June 2015. The second time was from November 2017 until March 2018 (Non Competitive 120 days) and the current one from June 2018 to November 2018 (Competitive). Adding all the weeks I will have more than 52 weeks as a GS12. Do I have any retention rights?

But, having completed the 52 accumulative weeks, am I able to apply for GS-13 even within my agency? If yes, how should I demonstrate that on my resume? I have the SF50 to as evidence.

You can apply for any position for which you qualified and that is not restricted, for example, to candidates outside the agency. You don’t have to demonstrate anything. Your personnel file will contain all the information that’s needed.

I have been in a temporary promotion assignment since September 2018. My 120 days will expire in January 2019. Since the 120 days crosses over to the new calendar year does that mean my detail couldn’t be extended to another 120 days without competition? The reason why I am asking is because my Agency has been trying to fill this job for a year now and is currently considering applicants that applied for the position on a permanent basis.

Temporary promotions aren’t limited by calendar years. They end after 120 days.

I’m currently a GS-07 non-supervisor, who has been tasked w/ taking on all of the duties of a vacant GS-11 non-supervisor pos in the office. I was advised that I could not be put into a temporary out of class pay for the 11’s job, bc it’s too high of a jump. Is that true? Also, can you pls let me know if it is it legal (or within regs) for me to have to do all of the GS-11’s duties, in addition to my normal GS-07 duties, without compensation?

Yes, it is legal for them to ask you to fill in. No, you can’t be expected to do all the duties of that position, only the ones for which you are qualified.

Thank you for the reply, I very much appreciate it. I’ve been doing everything for the past four mos, all on my own. They have now provided me w/ some temporary help. In essence, I could file a grievance, correct?

Yes, you could file a grievance. Whether that is in your best interest is something you’ll have to decide. If you feel that your agency is doing the best they can with available resources, that might not be a good idea. On the other hand, if you feel that they are taking advantage of you, then filling a grievance might be worth considering. However, before doing that, you should talk with your supervisor, explain your concerns, and find out both how long this assignment is expected to last and why.

I have been in a temporary promotion position (NTE 1 year) since October 1, 2018. I am electing to return to my previous lower-graded position at my old office. They are doing 120 day rotations for a supervisory position at my old office. Will I be eligible for a 120 day rotation there after having been in a temporary position previously?

Nothing that I’ve been able to find says that you wouldn’t be eligible for a 120-day rotation.

I’m currently a GS11/6 and was offered a Temp Promotion which is for 2 years @ GS12 /4. After the 2 years is up will my pay revert back to gs11/6?

Yes, it will.

I applied for, interviewed for and successfully got an NTE 120-day temporary promotion from a GS 12 to a 13. I am interested in applying for another temporary promotion to a different job series within the same 12-month period. However, I am unclear if the first temporary promotion was competitive or not, which would determine if I can apply for another temporary promotion in the same 12 months. How do you know if you “competed” for a temporary promotion? Is there anything in writing I can reference?

You’ll have to check with your personnel office. They’ll have a record of the announcement and and the selection process.

Hi. If I obtained a competitive temporary promotion which was over a year, then returned to my permanent position one grade lower, does my pay when returned undergo the application of the two step rule? I understand temporary promotion definition but 5 CFR531.403 also states a temporary promotion past a year is considered a permanent position.

I have completed 3 non consecutive temporary promotions at the GS-13 level. Am I now eligible to apply for GS-14 positions as a GS-12?

That’s a question that would be best answered by your agency’s personnel office.

Good Afternoon, I am a permanent GS-12 at my home station but competed for and accepted a deployed TCS GS-13 assignment NTE 13 Months on 19 August 2018. Am I eligible for a non-competitive 120 day temporary promotion on 1 June 2019? If so, how does that effect time in grade? Will I have 9 months time in grade for my GS-13 time and 4 months for my GS-14 time, or will all my time in grade be determined by my competitive placement (13 months as a GS-13)?

Thank you for your information.

“What if” questions like the ones you’ve asked are best answered by your servicing personnel office.

I am a GS 13 and was temporarily appointed to a position non-competitively which recently ended after 120 days. There is a different GS-14 position within the organization that they are looking to fill non-competitively and I am wondering if I can be considered for it or if I have to wait a full year. If you can please let me know, that would be great! Thanks!

No, you can’t be considered for it.

If someone is in a NTE 1 year promotional detail can they be moved back to the original lower grade position because the did not hire behind it and are down needing help?

If you serve a temporary promotion for over a year, and have the supporting SF-50, are you eligible to apply none competitively to that grade? Such as an individual is a GS-13, but temporary promoted to GS-14 for one year. That person doesn’t get the promotion and goes back to the Gs-13 position. Are they able to apply as a lateral to a GS-14 as they have 1 year time in grade?

I was given a Temporary Promotion (with pay) that started on 20 July 2019 and is going to end the last part of October 2019. My supervisor wants to place me in a Temporary Detail (without pay) as soon as the Temporary Promotion ends. I want to do it to continue to gain experience.

Can my supervisor do this?

What do you mean when you say “without pay”?”

When I say without pay, I mean I will go back to being paid at my actual pay level. The temporary promotion was to a GS-14 and I am currently being paid at the GS-14 level. My question is: Can I be placed in a Temporary detail at the GS-14 level immediately after my Temporary Promotion ends? What is the difference between a Temporary Promotion and a Temporary Detail or are they the same thing?

A temporary promotion is intended to meet the temporary needs of an agency’s work needs when those services can’t be met by other means. To be temporarily promoted, an employee has to meet the same qualification requirements that are needed for the permanent promotion. He or she receives the higher graded salary for the period assigned and gains quality experience and time-in-grade at the higher grade level. The 120 days can be made noncompetitively. In other words, the employee doesn’t have to compete with other employees for the temporary assignment.

A detail is the temporary assignment of an employee to a different position or set of duties for a specified period when the employee is expected to return to his/her regular duties at the end of the assignment. An employee who is on detail is considered for pay and FTE purposes to be permanently occupying his or her regular position. Therefore, there is no change to the employee’s grade or salary while serving on the detail (even though the duties associated with the detail opportunity may be classified at a higher or lower grade level than the employee’s current position).

So once I finish my Temporary Promotion where I’m being paid at the GS-14 level, I can then serve in a detail in that same job immediately after the temporary promotion ends, I would just be paid at my regular grade level correct?

If that is the case, how long can the detail last?

How long? That’s up to your agency to decide.

Thank you for the information on Temporary Promotions and Temporary Detail

Can an individual who was recently promoted (4 months ago) from a GS 12 position to a NTE for 1 yr at the GS 13 level, compete for a permanent GS 14 vacancy announcement through merit promotion procedures?

You’ll have to check the vacancy announcement to find out if there are any restrictions on who may apply for the position, e.g., “must have served at the GS-13 level for at least 1 year.”

Does 120 days temp promotion get included into you average high three for retirement?

Yes, as long as it falls within your highest three consecutive years of average pay.

I worked for a DoD unit in Germany as a GS-12. My boss resigned leaving the position vacant. I was given a temp promotion to GS-13 for 120-days. At the end of the 120 days, our organization was under a hiring freeze and I was required to continue working in the GS-13 position, even though I was reduced back to the rate of a GS-12. Once the hiring freeze was finished at seven month mark, it was determined that the civilian positions in our part of the organization would go away once I was transferred back to the states. I continued to work in the capacity of the GS-13 position for a total of 15 months, 11 of those only being paid and recognized only as a GS-12. Is there any recourse I can take to get back paid for the level of work I was required to do, and get recognition for the more than 12 months of GS-13 experience that would make me eligible for higher promotions?

No recourse that I know of.

I am a permanent WG-8 and have been selected for a WS-7 supervisor Not to exceed 5 years. I am not happy with the new job. Can i just tell my supervisor and be converted back to the permanent WG-8 in the same department i was in before i accepted the WS-7 position?

You can ask you supervisor and hope that he will be able to do that.

Under the following scenario, am I eligible for a Career Ladder Promotion?

I applied to a Competitive Announcement. I was selected and I was Temporarily Promoted from a GS 9 to a GS 11 . My Temporary Promotion has now been extended an additional year. The position is GS 11 with a Full Potential of GS 12. Since I have now served a year at the GS 11 in this Temporary Promotion, am I eligible for a Career Ladder Promotion to the GS 12? I cannot find any guidance on this, if you have any I can share with my supervisory, it would be very helpful.

I’ll have to defer to one of our readers who may be better qualified than I am to answer your question.

I have worked in a GS 13/14 equivalent pay band position for 2-1/2 years; if I am offered a (competitive or non competitive) temporary promotion to a GS 15 equivalent pay band supervisor position, can I receive a permanent promotion to this position under direct hire authority (schedule A)?

There are too many variables. You’ll have to present those scenarios to your local personnel office and find out what they have to say.

I have a colleague who competitively competed for a GS-13 temporary position NTE 5 years. The reason for that position was a specific project and money being sent from another organization to pay for that GS-13 position. However, the project ended early thus no more money and the organization ended the temporary position. He was told he goes back to his old GS-12 position and pay by the local HR department. Is this correct? He feels he should get to keep his pay since he served in that position for longer than 52 weeks (approximately 60 weeks). Thanks!

It all depends. You may find your answer at https://www.opm.gov/policy-data-oversight/data-analysis-documentation/personnel-documentation/processing-personnel-actions/gppa14.pdf .

Apologies if you have answered this question already. I was temporarily promoted to a positon in our office and completed the 120 days, 3 months ago. We’ve had another employee depart, same series and grade as the previous temp promotion. Can I be temporarily promoted to the new vacancy?

I couldn’t find anything saying that you can’t. If anyone else has better information, please share it with us.

I am currently a GS-11, but have been in an acting capacity at the Gs-12 level several times over the past few years totaling more than 12 months time performing GS-12 duties and gaining experience. There is a GS-13 being announced that fits my experience outside the VA that’s only open internally, so I’d need to mee the 1-yr time in grade at the GS-12. Is there a way for me to use the 12 months + acting in a GS-12 in order to meet the time in grade? How is this best documented when applying in order to be considered qualified?

You’ll need to pull out the Standard Form 52s documenting the beginning and ending dates of your time as an acting GS-12. However, if, as you wrote, the job is outside your own agency and open solely to internal competition, you wouldn’t be eligible to apply for that position.

In the original posted answer in this thread, you wrote that, “The maximum time period for a temporary promotion is five years, unless OPM authorizes the agency to make and/or extend it for a longer period.” I located this reference in § 335.102, Agency authority to promote, demote, or reassign. Thank you for that.

My question relates to how one can reasonably and factually find out if a given, specific agency has been given this extension authority by OPM and for how long? My servicing HR office (a regional office) is so overwhelmed that even basic inquiries go unanswered for long periods of time. So posing this arcane question to them seems difficult, at best. Do you know of another resource to answer this agency-specific question, or even how to approach this quandary? Thank you.

Hi, I am a GS9 step 5 and was due for a step increase in pay period 26 in 2019. However, I did serve in a temporary promotion for 120 days as a GS11 step 1 within the last 2 years. When that was done i moved back to GS9 step 5. Should I receive the step increase after an additional 120 days beyond pp 26?

The time you were temporarily promoted counts toward the time needed for a step increase.

Hi, I’m a GS-12 that applied for a temporary detail that was competitively advertised as a GS13. The detail is advertised as temporary NTE 1 year but extendable up to total of 4 yrs. The position announcement states that “SELECTEE(S) MAY BE CONVERTED WITHOUT FURTHER COMPETITION, IF THE POSITION BECOMES PERMANENT. SELECTEES WHO ARE NOT CONVERTED TO PERMANENT POSITIONS WILL RETURN TO THEIR FORMER POSITION OF RECORD OR LIKE POSITION (SAME GRADE, FULL PERFORMANCE LEVEL AND LOCATION), AFTER COMPLETION OF THE TEMPORARY ASSIGNMENT”. If selected and accepted, what documentation should I seek to show that I am working at a GS13 level before, during and after the detail?

You’ll need a copy of the position announcement and any Standard Form 50s that are generated before, during, and after the event.

I’m a GS-12 that was in an “Acting” GS-13 Supervisory position for 180 days when our supervisor left the agency. I was told I could not go past 180 days or I would have to paid as a GS13. I inquired about a SF52s being generated and was told it was being looked into. I’m not sure I’m getting the correct info from my agency. What should I receive for 180 days in a GS-13 slot?

It appears that your were temporarily assigned for a period of time not to exceed 180 days. During that time you continued to receive the salary of the position from which you were detailed. At the end of that detail, you were returned to your official position of record. That personnel action will be included in your OPF.

I was told I would not be receiving SF52s or any notes in my 0PF as that had to of been done while I was in that position. Since I’m no longer in the position they will not generate anything?

If you occupied that position and carried out its duties, your agency is required to document that fact on an SF52. If it wasn’t done at the time, it should be done after you return to your former position.

Can a probationary employee be Temporarily Promoted (NTE 120 days)?

I can’t find anything in writing saying that it can be done, nor can I find anything in writing that says it can’t.

If a person who is a GS-8 receives a 120 day temp promotion as a GS-9 and then returns to the GS-8 position upon reaching the NTE date, does that 120 days count toward a WGI at the GS-8 level they are permanently in?

I was a permanent GS-13 employee and was competively temporarily promoted to a GS-14 not to exceed 5 years. My question is, does my time as a temp promoted GS-14 count as time in grade? So I would qualify for a permanent GS-15 position after at least 1 year as a temporary promoted GS-14? What about if the GS-15 was a temporary promotion position as well, can you be temporary promoted from your temporary promotion position?

Also does the salary in a temporary promotion count towards your high-3 in regards to retirement pension?

Yes, the time you spent in the higher level position counts toward your time-in-grade in your permanent position. It will also be included when your high-3 is determined. While I doubt that you could be promoted from one temporary promotion to a higher temporary position, I haven’t found anything in writing that would prevent it.

If you do three 120 day details in a temp promotion, does that qualify you as having time in grade at that GS level (even though it’s 360 days and not 365) or do you need to do some combination of details that the total is over 365 days to be considered having time in grade?

Time spent on details is calculated no differently than time spent in you original job.

I have been on a temporary appointment at GS-14 step 2 for two years which ends in two months. The agency can’t extend the assignment and they are telling me I’d go back to GS-13 Step 4 which was my last position. I would like to retain my current pay. Could the agency place me back as GS-13 but at a higher step that matches my current salary? If yes, or no – could you reference the regulation please?

I can find nothing in law or regulation that would allow your agency to set your step at a level higher than you are currently entitled to.

Do i keep my pay after 1 NTE when returning to my old position?

I have been an acting 14 for 17 months and counting. I was temporarily promoted competitively during that period for NTE 9 months. That has ended and now I am back to my previous grade but still in an acting capacity. I have applied and have been told I will be selected permanently. If that happens, will I be able say my TIG is over a year at the 14 level when it comes to calculating my step level, ie. 14-4 since my TPRO was at 14-3.

Any period during which you were temporarily promoted would count toward your time-in-grade at that level. Time served in an acting capacity would not.

Reg, thank you very much for this message board- it is a helpful resource.

I am a GS06 Step 6 Admin Asst. currently in a detail as a GS06 St. 6 Secretary’s Assistant. My detail ends in three weeks. The highest grade level I’ve ever held was as a GS07 0025 Park Ranger for six months.

If a detail (not a promotion) comes open for a GS09 Park Ranger, do I qualify for this detail? Does it make a difference if it’s competitive (longer than 120 days- i.e. will the fact that I don’t have 52 weeks as a GS07 count against me)? My understanding is that I should qualify, as you can take multiple details in a year, and there is no time-in-grade requirement for a detail, even if it is competitive. If you have time, please let me know what you think. Thank you

I took a lot of time mulling over your question and conclude that there’s no impediment to your applying for that detail.

I have a colleague that received a temp promotion for 70 days. Now they want to apply for another temp promotion in the same calendar year. This person was told by HR that they can only apply for one temp promotion in a calendar year, regardless of duration. I believe this is incorrect and that they are able to receive another temp promotion in the same calendar year NTE 50 days. Can you please help clarify who is correct?

I’m not aware of any government-wide limit to the number of temporary promotions an employee can have during a year.

I have a past employee that was detailed out of an arduous gov position (fire) and into a lower grade to accommodate her pregnancy. She has returned to work over the last two months and an opportunity to detail into a promotional position has come up. Her supervisor was in support. In short she was offered the detail and now her supervisor has had a change of heart and is denying the temporary promotion due to staffing shortages. And also states that she will need to wait a year because she just finished a detail in a lower positions. Ive always been told a supervisor can not deny a temporary promotion detail in the federal government. It’s this true or false

Since the detail to a position with a promotion is a different one from the one she was detailed to earlier, the one year rule doesn’t apply. Failure to let her take that position could be considered an adverse action and would be appealable.

Finally was promoted permanently after almost 2 years in an acting capacity, with nearly a year being a paid TPRO. I originally had questions regarding the effect on my TIG and WGI. I received credit for TIG but unfortunately, it had no impact on the step I was promoted at or the date of my next WGI.

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The Military Wallet

Temporary Duty Assignments – Understanding Your Pay & Benefits While on TDY Orders

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TDY is the three-letter acronym that often leaves servicemembers and families confused. Get to know the various types of Temporary Duty Assignment (TDY) or Temporary Assignment Duty (TAD) to keep your finances and sanity from teetering into the red when you are on TDY orders.

Fully  understanding your military assignments and benefits is the benchmark of a seasoned servicemember. Pay increases or decreases, what per diem covers, and whether or not family members could or should accompany are all factors to fully grasp before going TDY.

Three Types of Military Orders

There are three primary types of military orders:

• Permanent Change of Station (PCS)
• Temporary Duty Assignment (TDY)

Of the three, TDY orders are likely the most complex, as they can be issued as an add-on to additional orders like a PCS. In addition to complexity, TDY orders also offer the most flexibility for servicemembers and their dependents to determine how they will handle assignments, placing them in a location anywhere from just a few days to six months.

There are likely dozens of situations where TDY may be issued. Some examples include additional schooling, career specialties that require frequent travel, or completing special assignments for the military. In nature, the assignments are meant to be short in duration and non-permanent.

Financial Considerations of TDY Orders

The financial characteristics of TDY are perhaps the most important piece to understand. Consider TDY orders to be similar to travel for professional civilian jobs (like conferences). The organization, in this case, the military, will authorize a certain dollar amount per day called “per diem” for everyday expenses such as food, lodging, and transportation. Essentially, additional TDY pay on top of your regular pay is an additional fixed budget given to you per day. It is the servicemember’s responsibility to budget adequately.

You may be eligible for per diem even if you are temporarily assigned in the same state as your current duty station depending on the situation.

While on assignment, it is critical to keep the following receipts so you can have them validated for reimbursement upon return.

• Meal receipts
• Taxi/Uber/shuttle expenses
• Any travel costs like flights, subway, etc.
• Daily mileage totals (if you are traveling in your own vehicle)
• Incidental expenses or any unexpected costs directly related to daily operations

According to the Department of Defense , “A Service member ordered to a U.S. installation must use adequate and available Government quarters.” This means that if lodging is available, you will likely be required to stay in military housing, such as the barracks, or in installation hotels or accommodations. While exceptions to policy (ETP) do happen, it is largely dependent on a host of factors.

Exceptions to Policy (ETP)

Let’s say, for example, that following his commission , a soldier receives TDY orders to Basic Officer Leaders Course (BOLC) which requires a six-month stay. The soldier has a family and would prefer they accompany him to the training and he requests to stay in off-installation accommodations for the duration of the training course.

While it is not guaranteed, this is a strong case for ETP to be considered. Off installation accommodations would offer greater flexibility to find budget-friendly options within per diem that also include benefits such as on-site laundry and kitchenettes.

When overages or excessive fees are incurred or circumstances constitute an exception to policy, the Authorizing Official (AO) will need to pre-approve the charges before they will be reimbursed. You may not be reimbursed if you are not given pre-authorization, so it is essential to communicate prior to making decisions that will incur costs.

Per Diem – What is Covered on TDY Orders?

Knowing what is not covered in per diem is just as important as knowing what is.

The military will not cover alcohol purchases in stores or in restaurant establishments. If a servicemember chooses to consume alcohol with their meal, a separate receipt would likely be the best choice, additionally, any charges will be the full responsibility of the individual. Additionally, when deciding to consume alcohol, a full understanding of what hours are considered on and off duty is the responsibility of the servicemember.

Family Separation Allowance (FSA) is an additional benefit offered to servicemembers when they are on assignment away from their family greater than 30 days. It is important to note that if a servicemember’s family accompanies the active duty member for the entire duration of the TDY, FSA would not be considered. However, FSA benefits do apply when dependents visit the servicemember for less than 30 consecutive days.

The eligibility for FSA may be extended to National Guard and wounded warriors, depending on the type, length, and restrictions of the TDY assignment.

Meal rates are based upon location, just like in the civilian world. Speaking with the Authorizing Official (AO) before going TDY to get a precise dollar amount for per diem is highly recommended. A portion, but not always the full amount of gratuity is also included in travel-related expenses.

An often-forgotten component of TDY rates includes factoring in “included” meals provided by the conference or government in your stay. If two out of three meals will be provided, rates may be reduced per day as well as any additional meals. Religious or dietary requirements are an exception to the policy if the traveler meets all requirements. All servicemembers should speak with their local Authorizing Official, command, and financial office to ensure they are fully up to speed.

Going TDY can provide an interesting change of pace and has the potential to put some extra cash in your pocket depending on your budget and personal preferences. If you are someone who likes to cook for yourself in a kitchenette you can save some money. But if you are expected to attend formal functions, eating out often, TDY can get expensive. With a little planning, your TDY experience can be a good one.

About Post Author

Samantha Peterson

Samantha Peterson is a regular contributor for military publications such as The Military Wallet, Military Families Magazine, We Are The Mighty and more. She feels passionately about telling compelling stories and crafting captivating narratives. Living life one PCS at a time, she’s travel schooling her children while tackling careers in the nonprofit and environmental sector all as military life allows.

Featured In: Samantha’s writing has been featured in We Are The Mighty, Military Families Magazine, InDependent, Reserve + National Guard Magazine, and other publications.

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