temporary assignment to

417 Temporary Assignment to Nonbargaining Unit Positions (Career Employees)

417.1 definitions, 417.11 temporary assignment.

A temporary assignment is the placement of a career employee in another established position which is vacant, or from which the incumbent is absent from duty, to perform duties and responsibilities other than those specifically set forth in the employee’s position description, when the employee is not awarded the position on a regular basis.

417.12 Pay Schedule and Premiums

The salary of a career employee who is temporarily assigned to an EAS position is based on the career EAS schedule. However, employees continue to receive pay premiums applicable to their permanently assigned positions while temporarily assigned to EAS positions.

An FLSA-exempt employee who has been temporarily assigned to perform in an FLSA-nonexempt work position for more than 50 percent of the work hours for the week may be eligible for FLSA overtime for hours actually worked over 40 in that FLSA workweek. (See 417.2 to determine the FLSA status of an employee temporarily assigned to an EAS position.)

417.2 Assigning FLSA Status

It is the policy of the Postal Service that an employee performing work in a position with a different FLSA classification will be classified for FLSA pay purposes as follows:

• For an FLSA-exempt employee temporarily assigned to an FLSA-nonexempt position:
• For the first full pay period of the temporary assignment — the employee’s FLSA status remains exempt.
• For all pay periods beginning after the first full pay period — the employee’s FLSA status is changed to nonexempt and the employee is eligible for FLSA overtime compensation.

Note: PS Form 50, Notification of Personnel Action , must be issued when the employee’s FLSA status changes to and from FLSA nonexempt status.

• An employee whose position of record is nonexempt will not be re-classified as FLSA exempt when temporarily assigned to a position that is classified as FLSA exempt, regardless of the length of the temporary assignment.

417.3 Rates of Pay

417.31 lower grade.

Employees who are temporarily assigned to perform duties of a lower grade continue to receive their existing basic salaries (see 417.2 ).

417.32 Same or Equivalent Grade

Employees who are temporarily assigned to perform duties of the same grade or of an equivalent grade (see 418 ) continue to receive their existing basic salaries (see 417.2 ).

417.33 Higher Grade

417.331 general requirement.

A career employee who is temporarily assigned to a higher grade position must be assigned the primary or core duties and be directed to assume the major responsibilities of the higher grade position to be eligible for higher level pay under the conditions of this section.

417.332 Employee with Rate Retention

When an employee who has rate retention is assigned to a different position, it is not considered a higher level assignment unless that position is at a grade higher than the grade on which the rate retention was established.

417.333 Higher Level Pay Eligibility

An employee whose temporary assignment meets the conditions described in 417.334 is eligible for higher level pay when temporarily assigned to an authorized established EAS position in a higher grade than that of the position to which permanently assigned, except as follows:

• Employees temporarily assigned to PCES positions.
• Employees in developmental programs for which management instructions provide that participants do not receive higher level pay.

417.334 Higher Level Pay Conditions

Conditions for higher level pay are as follows:

• EAS Employees. Higher level pay is authorized — via approved PS Form 1723, Assignment Order — to eligible EAS employees during each temporary assignment to higher level EAS positions in Headquarters, Headquarters-related units, area offices, and field installations for all such service beginning after 5 consecutive workdays, excluding breaks for normal days off, and continuing for the duration of the assignment. In situations when an employee is assigned from one higher level assignment to another higher level assignment, a new 5-day waiting period is not required. Different employees are not to be assigned consecutively to the same vacancy solely to avoid the higher level pay requirements.
• Bargaining Unit Employees. Bargaining unit employees, both career and eligible noncareer, are authorized higher level pay — via approved PS Form 1723 — for all time worked on higher level assignments. They receive certain bargaining unit pay premiums according to their bargaining unit agreement when temporarily assigned to a nonbargaining position. However, they are not also eligible for supervisory differential adjustment (SDA) or the Pay for Performance Program.

417.335 Payment Amount

Higher level pay is calculated as follows:

• To or Within the EAS Schedule, Except Rural Carriers. The employee receives a salary increase equal to 5 percent of the employee’s actual salary or the minimum salary for the higher grade, whichever is greater. Total higher level compensation may not exceed the maximum salary rate of the higher level position in which such service is performed, or the employee’s existing salary if above the maximum of the range for the higher grade.
• From Rural Carrier to Nonbargaining Unit Schedule. A rural carrier is paid based on the assigned route’s evaluation for the first 30 days of a temporary higher level assignment. At the beginning of the pay period following this 30-day period, the carrier’s salary is converted to that of a 40–hour route, attained step. The salary is then adjusted in accordance with 417.335 a .

417.336 Payment Factors

Payment factors for nonbargaining employees include:

• Holiday Pay. An employee receives holiday leave pay for the holiday at the rate of the higher level position, provided the employee received the higher level pay for both the full workday preceding the holiday and the full workday following the holiday. If the employee works in the higher level position on a holiday, he or she is paid at the rate of the higher level position for work in the higher level position on a holiday.
• Annual, Sick, Holiday, or Other Paid Leave during Higher Level Service . The following applies:
• Except as provided in (2) below, when full-time employees are absent on approved annual, sick, or other paid leave falling within a period of temporary assignment to a higher level position, they receive leave pay at the rate for the higher level position provided they receive higher level pay for both the full workday immediately preceding and the full workday immediately following the period of absence.
• If a second person is assigned to replace the absent employee, the original temporary higher level assignment is canceled and the absent employee has no entitlement to higher level pay for the parts of the leave period during which he or she is replaced.
• Assigning FLSA Status. See 417.2 .

417.4 Officer in Charge

417.41 definition.

The assignment to be an officer in charge (OIC) is the temporary assignment of an employee to act as postmaster during which the accountability of postmaster is transferred to the employee.

417.42 Basis for Rate of Pay

The salary of a career employee temporarily assigned to a Post Office as OIC is based on the grade of the Post Office to which he or she is assigned and is determined in accordance with the provisions of 417.3 . The salary of a noncareer employee assigned to a Post Office as OIC is set in accordance with 419.2 .

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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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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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10 Tips for Successful Temporary Assignments

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Organizations use temporary assignments for a variety of reasons. These assignments are usually loosely controlled activities of convenience for the individual, the boss, the organization, the family, or all of the above. Sometimes temporary assignments are for a specific project, such as to serve on a transition or integration team during a merger or acquisition. Many of the most respected organizations use temporary assignments as a way to enhance the skills of an individual or to test the person in different ways prior to a promotion to a higher level. If a person is truly on a fast track and being seasoned by some temporary assignments, it is imperative that he or she be told this information. That will serve as a great source of motivation and fortitude to endure the hassles.

Temporary assignments can be delightful opportunities to pick up new knowledge and to shine in a different way that has more exposure than the status quo. As all businesses become more global, temporary assignments give rising executives a convenient way to become more sensitive to cultural differences. Not all temporary assignments involve relocation; they can be just a transient change in function.

In a merger or acquisition process, there are often numerous temporary assignments because, by definition, conditions are changing dramatically. It is important to have some people pulled out of the daily business decisions to focus on the integration effort. In the steady state, these design and policy-making positions will no longer exist, so during the transition there will be numerous people in temporary slots.

Note: I am not referring to “temporary” or “contract” jobs, which are often used by organizations to reduce costs due to lower benefit costs. I am focusing on permanently employed professionals who have a defined position but are given different duties for some short period of time, usually less than 2 years.

The science of making temporary assignments work well is rather eclectic, and the track record of success is spotty. This paper deals with some of the problems that can occur and several ideas that can help improve the probability of success.

• Poorly defined position – This often occurs when the reason for the temporary assignment is done for convenience. The person needs to be moved in order to eliminate some issue or to provide a slot for another individual. The assignment is drawn up hastily, often without much documentation of what this person will actually do. The focus is on getting the person moved quickly. The cure is to take the time to consider at least a partial list of duties that will be transferred with the individual. Make the assignment one that includes a real challenge, along with the authority to make professional decisions that help the organization.
• Inadequate facilities – Many temporary assignments require people to perform in ad hoc or formal project teams. Finding a central location with the proper facilities in which to do the work is a typical challenge. For some period of time, individuals will have to work out of hotel rooms or sparsely-equipped community gathering places. One obvious alternative is to rent fully equipped and furnished office space from a real estate vendor whose business is providing flexible and convenient housing for professionals on the move. Another potential source of facilities is the real estate listings. Often there are buildings that are being underutilized due to bankruptcies or other discontinuities. The owner may be happy to make some low cost office space available rather than have a location atrophy while waiting for a buyer.
• Inconvenient location – In most cases, people chose their domicile location to allow a reasonable balance of work function and lost time due to the daily commute. If a temporary assignment changes the pattern significantly, it can present a real hardship. Since, by definition, a temporary assignment has an end point, it is not likely the individual will go through a change of residence, and instead will choose to endure the hassle of a much longer commute. Often the need requires an individual to live in a different city and fly home on weekends for months on end. Sometimes it is possible to arrange temporary housing for the person in a convenient location to the job that allows the entire family to move in yet still maintain the original residence for the return path. This is a typical scenario for expatriates. The downside is that the vacant home needs to be made secure while unused, which can get expensive.
• Lack of Authority – Since the roles of a temporary assignment are transitory by definition, individuals often feel a lack of authority at a time when they are forced to assume greater responsibility. They can see all the work and the confusion of carving out a niche of credibility, but they have little formal purchasing power to make their decisions stick. If individuals do not like or are threatened by the changes represented by the person in a temporary assignment (which is often the case), then it is possible to make the assigned person miserable through any number of ploys. Some people will get cynical and drag their feet, others will take a passive aggressive attitude, still others will undermine the individual through rumor or other hostile means. All of these methods can be like a Chinese water torture for an executive who is already under immense pressure. The antidote here is to give decision rights to the individual on the assignment and back up this person’s decisions and actions publicly.
• Bad Personal Chemistry – An individual doing a temporary assignment is often entering a society with little knowledge of the people, customs, and culture. The reason for this person coming in may not have been well explained, and the individual is forced to establish new relationships from a position of distrust. That may get things off to a rocky start and require extra effort to achieve a good social balance. The antidote here is simple. The person arranging for a temporary assignment owes the person being moved a good introduction to the new group that includes an adequate rationale and an expectation of fair play.
• Sense of futility – A person in a temporary assignment can become depressed simply due to a lack of foundation. The work being performed is difficult and seemingly unappreciated. Not having daily interface with former peers at the central office gives one a lonely feeling of isolation. If the assignment is working on a merger transition team, there is the constant pressure of who will be the survivors on the ultimate team. Not being in close physical proximity to the top decision makers on a daily basis can lead to additional anxiety that the person might be overlooked. In this situation, top managers need to assure the individual that it is precisely due to this person’s worth to the organization that he or she was picked to help design the integration process. There will be a good job at the end of the ordeal. Actually, people on the integration team have a natural advantage because they help invent the structure and rules for the merged entity. It is the people left behind to run the ongoing business who have the greater jeopardy once the musical chairs game comes to an end.
• Burn out – When temporary assignments are for the purpose of designing details of a merger or acquisition, the technical detail and amount of work can be overwhelming. Transition teams are usually kept lean because, during the integration, both of the former businesses need to keep operating at top efficiency as well. There are just not enough resources to cover everything, so both the ongoing business resources and the integration team are forced to stretch to the limit. It is easier for the ongoing business to stretch because some people from lower levels can step up to temporary management positions to cover. For the transition team, life is more difficult. There are literally thousands of details to consider, and many mutual processes that need to be invented. The work is endless, critical, urgent, and highly emotional in nature. That, coupled with the individual living or working out of temporary housing, causes many people in these assignments to burn out, have health problems, or get fed up and leave. For this reason, senior managers need to provide some modicum of work-life balance or “R&R breaks.” One observation is that people on the edge of total burn out often do not realize their peril. One must consider the ongoing health and welfare of each person serving on a transition team.
• Guilt or sense of punishment – Some individuals will over-analyze the nature of a temporary move. They may feel a sense of failure; after all, other people were not moved out. They wonder if this is a signal from top management that there is a serious issue or some chemistry problem with the senior people. The individual may feel he or she is being punished for being too aggressive, outspoken, or some other interpersonal skill shortage. If there is a suspicion of this flavor in the body language, it will seriously undermine the motivation of the moved individual to do a good job. To prevent unwarranted worry, top managers need to be transparent and share the true reason for a temporary assignment. If there are issues, then the individual is due an explanation and a chance to mitigate the damage to his or her reputation before being moved out.
• Squishy Return Arrangements – It is common for a person on a temporary assignment to have no visibility to his or her return path. Will there be a good job at the end of the assignment? When will the assignment end? Was this little adventure good or bad for the person’s ultimate career? It can be a lonely and scary situation for a good performer to find him or herself in a remote site with little connection to the home office and no concrete way back home. A simple fix is to have frequent communications with the remote individual to assure him or her that the temporary service is appreciated and a return path is not going to be forgotten. It is easy for managers to get embroiled in the urgent matters of daily decisions and neglect individuals in remote areas who may be feeling insecure about their future.
• The pasture – Unfortunately, some groups use a series of temporary assignments to encourage an under-performing individual to leave the organization. The jobs have marginal value, yet keeping the person on organizational life support seems kinder than pulling the plug. People who are being led out to pasture are usually well aware of the intent. Many upper managers hope it will cause the person to quit and leave, unfortunately in a lot of cases it causes the person to quit and stay. Here again, the antidote is candor and transparency. Let the individual know the truth so he or she can make appropriate choices rather than guess.

These are just 10 of the common issues with temporary assignments and how upper management can reduce the stress and pain having to do with them. Properly managed, temporary assignments can be invigorating and helpful to both the individual and the organization. If done poorly or without care for the individual, they can be a real problem.

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Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is author of:  Trust in Transition: Navigating Organizational Change , The Trust Factor: Advanced Leadership for Professionals , Understanding E-Body Language: Building Trust Online , and Leading with Trust is Like Sailing Downwind . Bob had many years of experience as a senior executive with a Fortune 500 Company and with non-profit organizations. 

Bob Whipple is currently CEO of Leadergrow, Inc., an organization dedicated to growing leaders. For more information or to bring Bob in to speak at your next event, contact him by email, phone 585-392-7763, fill in the contact form on the Leadergrow Website, or BLOG.

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Finding the Right Compensation for Temporary Assignments

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• Determine the criticalness of the assignment. There are various instances where an organization will need to temporarily fill a role, and how they go about compensating the employee assigned to the temporary role should be preset and determined on how critical it is to the business.  
• Filling in for an employee on leave. In a scenario in which an employee goes on leave and a person is asked to take over their job responsibilities for a defined time, a compensation bump should be added as a premium in the form of a line item of pay with their typical paycheck. 
• Put a formal process in place. Having an established process makes good business sense because when an employee takes on a new role for a period of time, exercising the same responsibilities as the employee on leave, they should have the same pay opportunity. 
• Quick-fix scenarios. Some work scenarios are more difficult to formalize a compensation structure for temporary assignments, such as an employee in a call center not showing up for work for an extended period without notice. Employees who fill in when needed should receive other reward items such as free lunches or gift cards that say “thank you” for picking up the additional workload. 

Temporary assignments, or the assignment of duties to an employee outside their regular scope on a short-term basis, often come with an increase in direct compensation. 

But how should that amount be determined? 

It all depends on whether the assignment is for a new project or simply a fill-in for a missing employee, said Julian Pawlowski, senior principal at Mercer. 

“[Temporary assignments] are common practice in the context of a major project and typically involve an additional scope of responsibility,” he said. 

On the other hand, with constant organizational changes, such as a promotion or other employee transitions such as maternity/medical leave, organizations may need to assign an employee to a temporary role to both support that transition and any gaps in the workflow that a change creates. 

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“Some roles have less influence on results and pay should be commensurate with that,” he said. 

Therefore, leaders must first determine the criticalness of the assignment to the business, Pawlowski said.  

“What will be the impact if someone’s not in place?” he said. “There really has to be a discussion about the risk if the project isn’t completed on time. What’s the risk if no one is covering that person’s responsibilities? Risk must be determined up front.” 

With core strategic projects, for example, there typically are very defined project plans with dependencies and outcomes so that organizations understand the scope of work that’s occurring and the employee understands the part of the workflow and outcome they are responsible for. 

From an administrative perspective, this should include an assignment letter, a plan document explaining the terms and conditions of the program, the award amount, timing and any actions that occur if a person leaves.  

“All that should be in place before the project begins so they are clear about what they are eligible for, how they earn it and when they earn it.”  

But the extra compensation — paid out at the completion of preset milestones — should not just be based on an individual’s performance, Pawlowski said.  

“There’s the participant’s support and input that should be measured individually, but also the team’s outcome,” he said. “So a composite score should determine that temporary assignment’s compensation range.” 

In a scenario in which an employee goes on leave and a person is asked to take over their job responsibilities for a defined  time, however, the compensation bump should be added as a premium — a line item of pay with their typical paycheck. 

“That way the person is recognized immediately for the time and work done, and reinforces the idea that the person is getting the opportunity and extra money immediately,” Pawlowski said. “It really helps with both employee motivation and retention.” 

Formalizing the Process 

For McKesson Canada and its 4,500 employees, temporary assignments that last a minimum of three months occur often enough that the company has a formal process in place. 

Isabelle Brissette, a McKesson Canada compensation consultant, noted the company had 29 temporary assignments for the past fiscal year. “Some of our maternity/parental leaves can last up to 18 months,” she said. 

Having a formal process in place makes good business sense, Brisette said, because when an employee takes on a new temporary role, exercising the same responsibilities as the employee on leave, they should have the same pay opportunity.  

McKesson Canada employees on temporary assignments receive a compensation package that al teast matches the new career grade’s minimum salary range, Brisette said. 

For roles in which the employee will take on new responsibilities for three months or more — sometimes up to 18 months to cover maternity/parental leaves — the employee will be placed in the new job code, with the new grade level and get the new bonus target associated with that role. 

Base pay, however, will not be increased.  

“We will put in a temporary bi-weekly premium as a percentage of base,” she said. “This bi-weekly premium usually ranges from 5% to 15%.”  

However, in light of new pay transparency standards , as well as because the employee will have access to the new salary range, McKesson ensures that the bi-weekly premium added to the base pay comes to at least the minimum of the new range. 

Member-Only Webinar: Pay Rate Disclosures in Job Postings: New Laws, Best Practices & Tips  

Once the assignment is over, the employee goes back into their regular position and grade level, and the bi-weekly premium stops.  

McKesson has another process for a temporary assignment for extra responsibilities, Brisette said.  

“This is where an employee would remain in their current role but take on responsibilities from a colleague or a superior who is on leave for an unknown period of time (short-term leave, jury duty, etc.).” 

In these cases, she said, compensation is simply made by a lump-sum payment. 

Other Scenarios 

Some work scenarios, however, are more difficult to formalize a compensation structure for temporary assignments, Mercer’s Pawlowski noted.  

“Maybe there’s an employee in a call center who doesn’t show up or leaves unexpectedly and the remaining team picks up the workload,” he said. “That’s fairly common and there needs to be consideration in other areas beside direct compensation.”  

Employees who fill in when needed should receive other reward items such as free lunches or gift cards that say “thank you” for picking up the additional workload. 

“That’s a really important detail,” Pawlowski said. “There are many cases where it’s not formalized and there are gaps in the work and workers still need to pick up the slack.” 

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Temporary reassignments: Detail benefits to you, us, and them

Posted by Dr. Dana | Jul 24, 2017 | Career Advice , Staying sharp |

Temporary reassignments are known to most government employees as details. For the most part, details are seen as an opportunity to meet workforce needs of the agency and a developmental opportunity for employees for hands-on work experience. Unofficially, details are also seen as a way to manage poor performers out of an organization.

It’s that third intent that most government employees think of when they hear of someone being detailed. And it is for that reason, that many employees do not see details as a positive developmental opportunity. So, in this post, I cover the broad benefits of a detail or temporary reassignment. And why YOU should apply to one if you see an opportunity.

Myth of temporary reassignments and poor performers

In my experience in government, I often hear about detailing poor performers. The hope was that the receiving organization would take them on as permanent employees. But, in the short term, the agency sending them (i.e., loosing office) would have relief from performance management.

Despite this common myth, a quick google search of details, temporary reassignments, and poor performers yields no relevant results. With no search results, I have to wonder whether this myth is as widespread as my experience suggests. Given that 3 of 4 agencies I’ve worked in unofficially used these methods I have to believe that it’s just not something people openly discuss.

All that being said, I do want to offer one hole in this myth of using temporary reassignments to manage poor performers. In order to qualify for a detail, an employee must have a satisfactory performance rating during their prior rating cycle. Thus, if the employee truly is a poor performer, they will not be able to apply to a detail.

What is the true intent of details?

Let’s first be clear about what a detail is. Oddly enough, I couldn’t find much detail about the intent of details on OPM’s site . The best description I could find was instead through an Army’s page.

According to the Army, a detail is a temporary assignment to a different position for a specified period when the employee is expected to return to his or her regular duties at the end of the assignment. Details are intended for meeting temporary needs of the agency’s work, program or mission requirements when necessary services cannot be provided by other means. Details can be used in situations such as temporary shortage of military or civilian personnel or emergency work situations.

What I find most fascinating about this description is that it does not mention that details are used for, nor opportunities for, developing employees.

And yet, the benefits of details can reach beyond just meeting a temporary work requirement.

3 benefactors of details and temporary reassignments

Depending on your perspective, the benefit of temporary reassignments may be limited. When in fact, using details can have wide reaching benefits to not only you, us, and them – but to the government as a whole. Let me explain.

Benefit to the employee (i.e., you)

In a prior post, we talked about the limited benefits of classroom training . The benefits are limited because unused knowledge is quickly lost. Another limitation is that classroom training typically lacks real world context to perform in your own work environment. So what better opportunity to develop new skills than to learn them while doing the job?

Beyond that, temporary reassignments also offer you opportunities to broaden your professional network. In working in another office or agency, you gain stronger connections than you could in a setting like a classroom (assuming other agencies are represented) or a conference (if your agency allows you to go). These connections will prove especially valuable if you ever need them again for something like a job reference or access to materials/information.

Temporary reassignments also provide you an opportunity to gain new perspectives. Even if you detail into a position similar to your current permanent position, you will learn new ways of doing work. For better or worse. You may learn new processes that you can bring back with you. Or, identify processes you should definitely NOT bring back with you. Further, you may discover linkages between your current office and your temporary reassignment that could improve the functioning of both.

Benefit to the losing office (i.e., us)

It’s typically a tough sell to the losing office to allow a high performing employee to be detailed to another office. This is because the loss of the employee means that there will be work left undone or transferred to other employees that remain. When a manger is faced with impossible timelines and already short-handed, it’s hard to see the benefit of temporary reassignments.

I could tell you that the employee will come back with new skills and new connections. Because that is true. I could tell you that the employee will think more broadly in ways that will benefit you. Because that is also true. But, I understand those benefits are not top of mind when you have a hole in your team.

So here are some other benefits of temporary reassignments:

High performers often take up a lot of the job responsibilities of the team. In their departure, hidden gems of employees may surface when they take on those responsibilities. Underutilized employees can rise to the challenge and shine. In a sense, those who didn’t take a detail will benefit by taking on new responsibilities and develop new skills. Unexpectedly, the strengths of your team actually show greater than you previously realized. Further, the morale of your team may actually rise with their added opportunities to shine and stretch.

Hidden inefficiencies may surface, allowing you to improve existing processes.

Finally, by allowing your high performer to take a temporary reassignment, you may retain them. You may retain them by showing that you care in their development and growth. Retention may also come by giving them a break from work that had become boring to them. And, you may prevent a resignation by letting that employee see that the grass isn’t greener in the other office.

Benefit to the receiving office (i.e., them)

The benefits to the receiving office seem the most obvious. They have a work requirement, and they have an employee to meet the requirement. But, when used effectively, the benefits of temporary reassignments are huge.

First, if you are considering hiring the person who is temporarily reassigned, you get to test out whether they fit with low commitment. That is, if the person doesn’t fit well, they will return to their ‘losing office’ only a few months later.

Other benefits which were mentioned for the employee and losing office are also benefits to the receiving office. For example, the network connections and outsider’s perspective of the work being performed.

But most importantly, you are setting groundwork for future recruitment. If the temporarily reassigned employee has a positive experience, he/she will talk about it with their friends and colleagues. And, since people tend to spend time with people similar to themselves – those friends and colleagues are likely other high performers. So when you put out a job announcement in the future, your detailee is likely to recommend working for you or for your agency.

In close, whether you are considering a detail or your employee is asking for a temporary reassignment, I hope this article provides a bit of insight into why it would be beneficial for all involved.

About The Author

My mission is to help people think about things differently. With equal footing between research and actual government experience - I offer actionable career advice that works in the government environment. I received my doctorate in Industrial Organizational Psychology in 2009 from the University of Central Florida.

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• 6.334.1.2 Definitions and IRS Support for the IPA
• 6.334.1.3 Guidelines
• 6.334.1.4 Assignment Procedures
• 6.334.1.5 Functions and Responsibilities of Advisors
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Part 6. Human Resources Management

Chapter 334. 4 temporary assignments under the intergovernmental personnel act (ipa), section 1. temporary assignments under the intergovernmental personnel act (ipa), 6.334.1 temporary assignments under the intergovernmental personnel act (ipa), overview of temporary assignments under the intergovernmental personnel act (ipa).

This IRM provides guidance and requirements for temporary assignments under the Intergovernmental Personnel Act (IPA) in the IRS. The legal authority for assignments under the IPA is 5 USC § 3371 through 3376; the regulation is in 5 CFR Part 334. Additional information can be found on the Office of Personnel Management (OPM) website at: http://www.opm.gov/ .

One of many employment programs used by the IRS to achieve its mission within and outside the Service is the IPA Mobility Program assignment. The Intergovernmental Personnel Act of 1970 authorized this temporary assignment through the Federal system to strengthen the personnel resources of state and local governments and others and to enhance intergovernmental cooperation in the administration of programs of mutual interest.

The IRS provides technical advice and assistance in tax administration or areas of mutual concern and benefit to states, local governments, commonwealths, territories, U.S. possessions, institutions of higher education, and other organizations in accordance with the IPA of 1970, Title IV (Pub. L. No. 91-648, dated January 5, 1971), commonly referred to as IPA, and IRC § 7516 of 1954, as amended. Technical advice and assistance to IRS from the above entities may also be provided under IPA regulations. Assignments may vary from a few weeks to a period of two years.

The IPA provides for the temporary assignment of personnel between the Federal government and state and local governments for work of mutual concern and benefit. Delegation Order No. 122 outlines the approving officials ( IRM 1.2.45, Delegation of Authority for Human Resource Management Actions).

The IPA provides that cost-sharing arrangements for mobility assignments are negotiable between the participating governments or organizations. To ensure that Federal and non-Federal organizations share equitably in the costs associated with assignments, OPM guidelines state that cost-sharing arrangements should be based on the extent to which the participating organizations benefit from the assignment. Rare exceptions might occur when an organization’s resources do not permit costs to be shared on a relative benefit basis.

Definitions and IRS Support for the IPA

The phrase "state and local government" in this IRM will be treated as including commonwealths, territories, U.S. possessions, institutions of higher education and other organizations certified by OPM as eligible to participate in the mobility program.

The term "advisor" used herein refers to an IRS employee assigned to a state or local government under the IPA program.

The term "host agency" refers to the governmental or other organization that gains an employee for the duration of the IPA assignment.

IRS will cooperate with requesting organizations and will be responsive to requests for assistance under the Act to the extent feasible.

Except for Tax Practitioner Institute (TPI) and Historically Black Colleges and Universities (HBCU) assignments, the Directors, Embedded Human Resources, are responsible for determining that requests for IPA assistance are consistent with the intent of the Act and that the "mutual concern and benefit" test required by the Act is met.

The best qualified employee, whose assignment is otherwise consistent with ongoing Service program requirements, will be selected. Efforts will be made to minimize the impact on IRS operations through loss of personnel.

Following are the Servicewide guidelines for administering the provisions of the IPA. Questions on the applicability of the IPA relative to requests from state and local governments for technical assistance involving the assignment of IRS personnel should immediately be forwarded to:

Small Business/Self Employed (SB/SE) Area and Field Director’s for Tax Practitioner Institute IPA assignments

Chief, EEO and Diversity for HBCU IPA assignments

Directors, Embedded Human Resources for all other IPA assignments

To assure a Servicewide viewpoint on the mutual benefits to be derived from IPA assignments, all inquiries or requests for assistance not involving Tax Practitioner Institutes or HBCUs should be referred to the Human Capital Office (HCO), Employment, Talent and Security (ETS), Policy and Programs Office. Prior to referral, no action should be taken that could be interpreted as a tentative agreement or commitment.

The assignment should meet the "mutual concern and benefit " test of the Act. That is, the assignment should be of mutual concern and benefit to the IRS, and the State or local government in terms of improved tax administration. For example:

A request that an examination training course be organized and conducted by an IRS employee within a state or local tax agency for state or local employees;

Requests for on-site advice or special training courses in taxpayer assistance, receipts and processing, returns compliance, examinations, appeals, criminal investigations, delinquent accounts, master files; and/or

Automatic Data Processing (ADP) applications for tax administration.

Tax Practitioner Institute and HBCU IPA assignments have already been determined to be of mutual benefit to the IRS and the non-Federal organization.

Assignment Procedures

All assignments under the IPA are made pursuant to individual agreements between the IRS, the appropriate state or local government, and the employee. The specific content of the agreement may vary according to the assignment. The agreement should provide, at a minimum, the following information:

Name, last four digits of the 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 (e.g., release of taxpayer information and other disclosure regulations under IRC § 6103).

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.

Assignments are temporary in nature and may initially be made for a period of up to two years. Special arrangements may be made to extend the period of assignment for not more than two additional years. OPM places limitations on accepting successive IPA assignments (See 5 CFR § 334.104).

As a condition of accepting an IPA assignment, an IRS employee must agree in writing to serve with the Federal government on completion of the assignment for a period equal to the length of the assignment.

IRS advisors will be assigned to a state or local government either on a detail or leave without pay (LWOP) basis depending on various factors such as the position and duties assigned to the advisor and IRS decisions concerning payment and expenses.

Whether an employee is assigned on detail or LWOP, he/she remains an employee of IRS and retains the rights and benefits attached to that status. The IRS employing office is responsible for documenting the LWOP or detail in accordance with established procedures.

An advisor on leave without pay to a state or local government is given an appointment in accordance with the terms of the written agreement and the personnel policies of the state or local government. The advisor is paid by the state or local government and will be entitled to supplemental pay from IRS if, the state salary is less than the rate of basic pay the employee would have received in his or her IRS position. The advisor is entitled to annual and sick leave to the same extent as if he/she had continued in the regular IRS position. The advisor is also entitled to receive full service credit for retirement purposes while on LWOP and is entitled to continuation of life insurance and health benefits coverage for the duration of the assignment so long as he/she makes the required employee contributions to the appropriate funds.

The advisor will be accountable to the host agency for the working details of the assignment.

State and local employees may receive IPA assignments to IRS on either a detail or excepted appointment basis. An appointment to IRS may be made without regard to the provisions governing appointment in the competitive service; IRS temporary funds may be required for these assignments.

Chief Financial Officer (CFO) will provide guidance on the establishment of reimbursable projects, reporting reimbursable earnings, and billing procedures, as necessary.

Each servicing HCO, ETS, Employment Office (EO) is responsible for obtaining pertinent processing information and preparing IPA assignment packages before submitting them for approval by the Directors, Embedded Human Resources (5 CFR § 334.103(b)). IPA mobility assignments for HBCUs and the TPI will be approved by the Chief, EEO and Diversity and Area and Field Directors, respectively.

Servicing HCO, ETS, EOs are required to forward a copy of the assignment agreement to the HCO, ETS, Policy and Programs Office, after the agreement is signed by all parties.

Functions and Responsibilities of Advisors

The function of advisors assigned under IPA is to help the host agency improve its tax administration or, in the case of assignments to institutions of higher education, to help the institution improve its tax educational program. The responsibilities of each participating employee will be set forth in the Assignment Agreement. Generally, they will operate in an advisory role, similar to management consultants. However, there may be instances where the employee serves in a managerial capacity, organizing and directing a new program and training a local understudy, or in an instructor capacity.

The duties and responsibilities must be clearly defined in the Agreement between the IRS, the state or local government, and the advisor before they are undertaken. If at any time during the temporary assignment there are significant changes in the employee’s duties, responsibilities, salary, work assignment location or supervisory relationships, the appropriate official(s) should be notified by the advisor and the agreement modified before such duties and/or responsibilities are undertaken.

When two or more IRS advisors are assigned to work in closely related fields together, the appropriate official(s) will designate one advisor as team leader.

In addition to his/her role as an advisor, the responsibilities of the IRS team leader are to:

Plan and execute the tax administration improvement program in collaboration with host agency officials;

Supervise and assign projects to advisors and evaluate their performance;

Coordinate projects;

Provide monthly narrative reports to the Director; and

Upon completion of the assignment, prepare a completion of assignment report indicating the impact and accomplishments of the assignment.

IRS advisors on IPA assignments to state and local governments will be subject to IRS rules and policies, including security and disclosure rules and regulations, conflicts of interest, and employee conduct, as well as the rules and policies of the state or local agency to which they are assigned. Exceptions to the above should be covered in the Assignment Agreement.

IRS advisors should avoid personal publicity, referring the news media to the host tax agency, and should especially avoid becoming publicly identified with any policy or sensitive tax issues or cases of the host government.

IRS advisors should avoid direct involvement in the selection and recommendation of individuals for key positions in the host tax agency, even if they are specifically invited to offer recommendations.

Reporting Requirements

Federal agencies which assign an employee to a state, local, institution of higher education, or other eligible organization in accordance with this part must document all IPA assignments and report to OPM upon request.

OPM requires that all details under the authority of the IPA be documented on an SF-50, Notification of Personnel Action.

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Temporary assignments vs Fixed-term contracts when hiring Business Support staff

Permanent roles are straightforward to understand, but when it comes to temporary and contract recruitment , many find it difficult to distinguish the difference.

Temporary assignments.

A temporary assignment gives both employees and employers flexibility.

For instance, if an employer requires reception cover because their receptionist is out ill and they’re unsure as to how long they will be on leave for, a temp would be the best option.

Nobody is bound into a formal contract and both parties are aware of this, therefore the employer has the flexibility to keep the temp on for as long as needs be depending on their availability. This will be discussed ahead of the assignment.

Find out how we can help with your Business Support recruitment .

Why do professionals choose to temp over seeking permanent positions?

There are a number of reasons for this and we would be happy to talk through this with you ahead of confirming a candidate.

The main benefit of a temporary assignment is that there is no notice period for both the employer and employee up to 13 weeks of employment. One week's notice will be required by both parties thereafter

Fixed-term contracts (FTC).

Another great option with many benefits is a fixed-term contract (FTC) . 

FTCs give both the employer and employee more security. The reason for this is that they sign a contract and the employee feels like they are part of the company and team in comparison to just filling the gap for somebody who is off.

While some candidates love the idea of temping, as they have the ability to work around their schedule, others want a greater level of security. 

No candidate's situation is the same, so it’s important for us as recruitment consultants to find out exactly what each candidate is looking for and what their motivation is. 

FTCs provide employers with commitment from the employee, due to the contract, so if you are looking for a strong candidate to stay in a role for the required time I would highly recommend going with the option of offering a fixed-term contract. 

Working with Morgan McKinley will make both options extremely easy for the following reasons:

We meet and screen all of our candidates.

This includes talking through and reviewing their resume or CV , covering all aspects. For example; any lengthy career gaps, why they left previous employment, education, their current situation, why they are looking to temp, their personality and whether or not they would be a good fit for your company. 

For us to be able to fully gauge this, I would suggest organising a meeting with your recruitment consultant . This will allow us to get an idea of your company culture and would give you a chance to find out all you need to know about the process.

We would be more than happy to call out to your office at a time that is convenient to you to discuss possible roles, inform you of any stand-out market trends, talk in more depth about what positions we recruit for across the board and how we can help and provide the best service possible. 

We complete reference checks and all of the compliance required.

A majority of our temps and contractors have completed a number of assignments through Morgan McKinley, which means that we receive regular feedback from clients. This feedback allows us to confirm a candidate with confidence.

• Our temporary and contract roles vary in length from a day to 11 months, which means that we can get a temp into your company at short notice.
• If your colleague is out unexpectedly and you require cover or you need an extra bit of help, all you need to do is pick up the phone and we can confirm somebody with you.

When you hire Business Support contractors or temps through us , you benefit from our innovative Contractor Experience team. This takes a lot of work away from your teams , reduces your time to hire , and ultimately makes your life easier .

• Internal compliance
• Handling of pay
• Pre-employment screening
• Issue resolution
• Post-placement care

So whether you require a temp, are recruiting for a maternity leave contract, or just want to organise a meeting with a recruitment consultant so you can discuss future needs within your organisation, please feel free to get in touch with us today .

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An official website of the United States government

Senior Anti-Money Laundering Examiner, CG-0570-13/14 (Temporary Assignment NTE 1 year)

This position is located in the Division of Risk Management Supervision, of the Federal Deposit Insurance Corporation and is a specialty resource dedicated to an Atlanta Region Large bank team to review the areas of Anti-Money Laundering and Countering the Financing of Terrorism (AML/CFT) and Office of Foreign Assets Control (OFAC) examinations, training, enforcement matters, and policy implementation.

• Accepting applications

Open & closing dates

05/07/2024 to 05/21/2024

$113,750 - $252,500 per year

Pay scale & grade

1 vacancy in the following locations:

• Montgomery, AL
• Washington, DC
• Sunrise, FL
• Show more locations (13)
• Atlanta, GA
• Chicago, IL
• Louisville, KY
• Charlotte, NC
• Raleigh, NC
• Columbia, SC
• Nashville, TN
• Houston, TX
• Richmond, VA
• Scott Depot, WV

Telework eligible

Yes—The FDIC offers position-specific telework options. Please see the Additional Information section below for more information. Telework options are subject to change.

Travel Required

50% or less - This position requires frequent overnight travel.

Relocation expenses reimbursed

Yes—Relocation benefits may be provided in accordance with FDIC policy.

Appointment type

Temporary Promotion -

Work schedule

Full-time -

Competitive

Promotion potential

Job family (series).

0570 Financial Institution Examining

Supervisory status

Security clearance, position sensitivity and risk.

Moderate Risk (MR)

Trust determination process

Suitability/Fitness

Announcement number

2024-RMS-B384

Control number

This job is open to, internal to an agency.

Current federal employees of this agency.

Clarification from the agency

This position is open to current FDIC permanent employees with competitive status eligibility. Additional selections may be made from this vacancy announcement to fill identical vacancies that occur subsequent to this announcement.

At the full performance level, major duties include:

• Serves as a regional resource in the areas of Anti-Money Laundering and Countering the Financing of Terrorism (AML/CFT) and Office of Foreign Assets Control (OFAC) examinations, training, enforcement matters, and policy implementation.
• Evaluates the qualifications and effectiveness of the BSA officer and associated staff; determines the effectiveness of training programs, and assess AML/CFT management information systems.
• Provide expertise regarding assessment of institutions with international transactions, customers, or operations as well as those located in or conducting transactions in higher-risk domestic jurisdictions such as High Intensity Drug Trafficking Areas or High Intensity Financial Crimes Areas.
• Assess institutions' AML/CFT complexity profiles and evaluate the adequacy of the associated AML/CFT risk assessment processes and develop the AML/CFT examination scope, and document the examination plan.
• Assess manual transaction monitoring, automated account surveillance monitoring systems, screening programs, and software packages used to facilitate compliance with AML/CFT laws and regulations, suspicious activity reporting, and OFAC sanctions programs.
• Develop and deliver AML/CFT and OFAC training internally as well as at industry outreach events. Serve as a coach or mentor to less experienced AML/CFT subject matter experts or examination staff.

Requirements

Conditions of employment.

Must be a commissioned examiner.

Completion Of Financial Disclosure May Be Required.

Minimum Background Investigation (MBI) required.

THIS IS A TEMPORARY ASSIGNMENT NOT TO EXCEED ONE YEAR.   The selectee will be given a temporary promotion if eligible or be placed on a lateral detail if already serving at the advertised grade level on a permanent basis.  If temporarily promoted, the temporary assignment may be ended earlier or extended for up to five (5) years based on management’s needs.  It may also be made permanent without further competition. 

At the end of the temporary promotion (if temporarily promoted), the employee’s basic pay will be set at the rate received prior to being temporarily promoted, regardless of length of the temporary promotion. The pay rate shall be increased to reflect pay increases (if any) received while temporarily promoted, as long as the resulting rate does not exceed the new range maximum.

Qualifications

Qualifying experience may be obtained in the private or public sector. Experience refers to paid and unpaid experience, including volunteer work done through National Service programs (e.g., Peace Corps, AmeriCorps) and other organizations (e.g., professional; philanthropic, religious/spiritual; community; student, social). Volunteer work helps build critical competencies, knowledge, and skills and can provide valuable training and experience that translates directly to paid employment. You will receive credit for all qualifying experience, including volunteer experience. Additional qualifications information can be found here .

To qualify for the Grade 13 , applicants must have completed at least one year of specialized experience equivalent to at least the CG/GS  12  grade level or above in the Federal service.  Specialized experience is defined as experience leading or performing examinations of insured depository institutions in the areas of Bank Secrecy Act, Anti-Money Laundering, and Office of Foreign Assets Control examinations. 

To qualify for Grade 14 , applicants must have completed at least one year of specialized experience equivalent to at least the CG/GS  13  grade level or above in the Federal service.  Specialized experience is defined as experience leading or performing examinations of complex insured depository institutions in the areas of Bank Secrecy Act, Anti-Money Laundering, and Office of Foreign Assets Control examinations.

Applicants must be a Commissioned Risk Examiner.

Applicants must have met the qualification requirements (including selective placement factors – if any) for this position within 30 calendar days of the closing date of this announcement.

There is no substitution of education for the experience for this position.

Additional information

Selectees(s) for this position will be required to report in person to an FDIC office or financial institution at their supervisor’s direction.

The range of pay shown includes base pay plus supplemental locality adjustments. The locality rates for these duty locations range from a low of 16.82% to a high of 34.72%. Pay will vary by grade level and the locality rate for the geographic location where the position is located. For more on FDIC locality rates, click here.

You may select up to 3 locations as advertised in this vacancy announcement. You will be referred to the selecting official based on the locations selected, if among the best qualified. 

Salary reflects a pay cap for this position of $252,500.

Relocation benefits may be provided in accordance with FDIC policy if assignment exceeds 1 year or is made permanent.

If selected, you may be required to serve a probationary or trial period as a applicable to appointment type.

To read about your rights and responsibilities as an applicant for Federal employment, click here .

Financial Institution Examiners must maintain the highest personal ethical standards as provided in Part 336 of the FDIC's Rules and Regulations, (Employee Responsibilities and Conduct). Financial Institution Examiners must comply with Section 3201.102 of Supplemental Standards of Ethical Conduct for FDIC Employees (5 CFR Part 3201), which, in part, prohibits them and their immediate families from accepting certain credit from State nonmember banks. All Financial Institution Examiners are prohibited from the following: 1. Obtaining a loan or a line of credit from any insured state nonmember bank or its subsidiaries. Any extensions of credit held by the Examiner, the Examiner's spouse, or any dependent children are direct or indirect extensions of credit to the Examiner. Exceptions: a. Loans for a primary residence are permissible. The Examiner must not participate in any examination of that institution with which he holds the primary residence loan, and a "cooling off" period is required before negotiating a loan for a primary residence from any institution the Examiner has examined. b. No restrictions on obtaining credit cards issued under the same terms and conditions available to the public from an insured state nonmember bank either within or outside of their field office of assignment. 2. Participating in any examination, or other matter, involving an insured depository institution or any person with whom the Examiner has an outstanding loan or line of credit. 3. Performing any service for compensation with any bank, or for any officer, director, or employee thereof, or for any person connected therewith. 4. Disclosing any confidential information from a bank examination report except as authorized by law. 5. Soliciting or accepting any gift from a prohibited source or because of the Examiner's official position.

Corporate Manager (CM) Applicants: CMs selected for a CG-level temporary assignment will be required to sign a Memorandum of Understanding documenting acceptance of a 10% temporary reduction to their base salary or pay-setting at the salary range maximum for the CG-level position, whichever one is lower, for the duration of the temporary assignment.  After the temporary assignment, CM employees will return to their Positions of Record with salary restored to their CM base salary, including any CM pay adjustments applied during the temporary assignment.

A career with the U.S. government provides employees with a comprehensive benefits package. As a federal employee, you and your family will have access to a range of benefits that are designed to make your federal career very rewarding. Opens in a new window Learn more about federal benefits .

The FDIC offers some benefits to its temporary employees.

To find out more, click here .

Eligibility for benefits depends on the type of position you hold and whether your position is full-time, part-time or intermittent. Contact the hiring agency for more information on the specific benefits offered.

How You Will Be Evaluated

You will be evaluated for this job based on how well you meet the qualifications above.

Your resume and the online assessment questionnaire will be reviewed, to determine whether you meet the qualification requirements outlined in this announcement. Therefore, it is imperative that your resume contain sufficiently detailed information upon which to make the qualification determination. Please ensure that your resume contains specific information such as position titles, beginning and ending dates of employment for each position, average number of hours worked per week, and if the position is/was in the Federal government, you should provide the position series and grade level.

Your resume will also be evaluated to measure your responses to the assessment questions. If you rated yourself higher on the questionnaire than what is supported by your resume, your overall qualifications assessment may be adversely affected.

Top ranked candidates will be referred to the selecting official for further review and consideration.

The competencies/knowledge, skills, and abilities (KSAs) you will be assessed on are listed below.

• Knowledge of the BSA, implementing regulations, OFAC sanctions programs, corresponding guidance, and international AML standards.
• Ability to identify transactions that are suspicious and inconsistent with customer profile and the institution’s customer due diligence or enhanced due diligence records.
• Ability to plan, organize, and manage both individual and team assignments, and accomplish examination activities with limited guidance and oversight.
• Ability to understand and analyze banking transactions, underlying documentation, bank documents and reports, manual transaction monitoring systems, automated account surveillance monitoring systems, reports obtained from FinCEN, and PASS data provided by the Federal Reserve.
• Ability to communicate orally.
• Ability to communicate in writing.

You do not need to respond separately to these KSAs. Your answers to the online questionnaire and resume will serve as responses to the KSAs. 

As a new or existing federal employee, you and your family may have access to a range of benefits. Your benefits depend on the type of position you have - whether you're a permanent, part-time, temporary or an intermittent employee. You may be eligible for the following benefits, however, check with your agency to make sure you're eligible under their policies.

Failure to provide all of the required documentation as stated in this vacancy announcement, may result in an ineligible determination or may affect your consideration status.  Please review the following to determine your eligibility and which document(s) is required to complete your application:    FDIC EMPLOYEES: If you want to be considered non-competitively include a copy of your SF-50.  The SF-50 must show the highest grade level or full performance level applicant has attained competitively on a permanent basis, and grade must be equivalent or higher than the grade for which applying.

If you are relying on your education to meet qualification requirements:

Education must be accredited by an accrediting institution recognized by the U.S. Department of Education in order for it to be credited towards qualifications. Therefore, provide only the attendance and/or degrees from schools accredited by accrediting institutions recognized by the U.S. Department of Education .

Failure to provide all of the required information as stated in this vacancy announcement may result in an ineligible rating or may affect the overall rating.

To begin, click the “Apply” button and follow the prompts. If you haven’t already, register and establish a USAJOBS account. After you register online, click the “Apply” button to complete the online assessment questionnaire, and submit all required documents. Please be sure to click “Submit Application” to complete the application process. You must apply online.

Applicants requesting an exception from the online process must contact the Human Resources Specialist or point of contact listed in this announcement prior to 12:00 noon local time on the closing date.

To return to your saved application, log in to your USAJOBS account and click on “Applications” tab. Click on the “Position Title,” and then select “Update Application” or “Additional Application Information” to continue.

You have until 11:59 p.m. ET (Eastern Time) on the closing date of this announcement to complete the application process.

Please ensure you have completed the application process by verifying the status of your application on-line to reflect: “Received”. Failure to complete the application process will result in an incomplete application and you will not be considered for the position.

Agency contact information

Katherine filipe.

000-000-0000

1-800-925-4618

[email protected]

You may check the status of your application on-line 24 hours a day, 7 days a week through USAJOBS by signing in and selecting " Application Status. " Thank you for your interest in working for the Federal Deposit Insurance Corporation.

The Federal hiring process is set up to be fair and transparent. Please read the following guidance.

• Equal Employment Opportunity (EEO) Policy
• Reasonable accommodation policy
• Financial suitability
• Selective Service
• New employee probationary period
• Signature and false statements
• Privacy Act
• Social security number request

Required Documents

How to apply, fair & transparent.

This job originated on www.usajobs.gov . For the full announcement and to apply, visit www.usajobs.gov/job/790067400 . Only resumes submitted according to the instructions on the job announcement listed at www.usajobs.gov will be considered.

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How to Get a Tax Break for Temporary Work Assignments

The IRS often views business travel expense deductions with a healthy dose of skepticism. Consult with your professional tax advisor to ensure you’re on firm ground.

Ken Berry, JD

Sep. 12, 2023

If you travel away from your tax home on business in your vehicle, you can deduct your gas and related expenses. However, you generally can’t write off the regular expenses of getting back and forth from work, even if you travel a long distance each day. The IRS considers this daily commute to be a nondeductible personal expense.

Conversely, suppose you’re working on a project that takes you far away from home for several months. In that case, you may qualify for a special tax law exception if this temporary assignment lasts less than one year. As a result, you may be able to deduct your travel expenses between your home and the temporary job site.

However, if the assignment lasts indefinitely, you won’t qualify for deductions under this special tax law exception. It all has to do with the way the IRS defines your “tax home” and “temporary assignments” for tax purposes. Let’s take a closer look.

Basic rules : If your assignment or job away from your main place of work is temporary, your tax home doesn’t change. You’re considered to be away from home for the entire period while you’re away from your main place of work. Accordingly,  you can write off your travel expenses if they otherwise qualify for deductions.

Generally, a temporary assignment in a single location is one that is realistically expected to last (and does in fact last) for one year or less. However, if your assignment or job is indefinite, the location of the assignment or job becomes your new tax home. Thus, you can’t deduct your travel expenses while you’re there.

An assignment or job in a single location is considered indefinite if it is realistically expected to last for more than one year—whether or not it actually lasts for more than one year.

If your assignment is indefinite, you must include in your income any amounts received from your employer for living expenses, even if they are called travel allowances and you account to your employer for them.

Note : Previously, employees could personally deduct unreimbursed travel expenses as miscellaneous expenses, subject to a floor of 2% of adjusted gross income (AGI). But the Tax Cuts and Jobs Act (TCJA) suspends the miscellaneous expense deduction for 2018 through 2025. Thus, this is not currently an option, regardless of AGI.

Finally, remember to carefully observe the rules stated above and keep the requisite records to back up your claims. If you handle things the right way, you may even be able to deduct your travel expenses of coming home on the weekend after spending the workweek at a temporary job site. 

Caution : The IRS often views business travel expense deductions with a healthy dose of skepticism. Consult with your professional tax advisor to ensure you’re on firm ground.

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• Using Global Human Resources

How Line Managers Are Synchronized Using Position Hierarchy

You can enable position synchronization for the enterprise or legal entity, and synchronize the line manager value in the assignment with the position.

You can synchronize using either the position tree or the HCM position hierarchy. Let's look at how line managers are synchronized using the HCM position hierarchy.

Synchronize Line Manager for New Assignments

You create a new assignment and specify the position when you do any of these actions:

Add Assignment

Temporary Assignment

Create Work Relationship

Global Transfer

Global Temporary Assignment

Local and Global Transfer

The line manager for the new assignment is synchronized based on the position hierarchy. Direct reports are also assigned using synchronization, and displayed in the Add Direct Reports section. Here's how the synchronization happens:

The incumbent in the parent position is assigned as the line manager for the new assignment.

If there are any incumbents in the child positions, the incumbents are added as direct reports of the line manager. If there is already an existing manager in the child position, this value is ignored and replaced with the new manager.

If the new manager is hired for the same position as the existing manager, then the current manager will remain.

Synchronize Line Manager for Existing Assignments

When you change the position in an existing assignment, the line manager is synchronized based on the position hierarchy. Direct reports are reassigned based on the synchronization, and displayed in the Reassign Directs section. Here's how the synchronization happens:

Related Topics

• Position Synchronization
• Synchronize Person Assignment from Position Process

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Be Part of the Story

Senior Costume (Fabric) Buyer – Temporary Assignment (TA)/Project Hire (PH)

Job summary:.

Through innovative storytelling and a culture of collaboration, Disney Live Entertainment creates, produces, and delivers remarkable and engaging entertainment experiences. From the intimate to the spectacular, our work can be seen at Disney theme parks, resort hotels, cruise ships, and other locations the world over. This diverse team – representing a wide variety of disciplines and talents from technical directors, writers and lighting designers to choreographers, cosmetologists, and music producers – brings magical worlds to life through technical expertise, performance excellence, incomparable ingenuity, unparalleled spectacle… and a dash of pixie dust.

Senior Costume Buyers source and procure raw materials, supplies, and finished goods that support the Cast in the Disney theme parks, resorts, and beyond.  This individual would continually stay on top of apparel industry trends and is instrumental to the costume supply chain.

This position reports to the Area Manager of Costume Buying.

This is a temporary role with no guarantee of permanent placement. 

What You Will Do

Work closely with vendors to source, develop, and procure product that meets all organization requirements, and initiatives

Monitor warehouse inventory and complete withdrawal transactions as needed

Place orders for fabrics, trims, notions, and garments in SAP and Coupa, and monitor delivery dates for commodities/components being ordered

Develop and maintain relationships with vendors

Seek and onboard new vendors

Partner with Entertainment and Costuming Operations to maintain costume quality and design

Implement The Walt Disney Company (TWDC) procurement policies and guidelines

Meets customer service requirements for service, quality, and value at the lowest total cost

Maintain files of signed vendor contracts, proposal requests, and bid exception forms

Communicate all production status as well as product updates to Team, Issue, and Line of Business

Mentor and provide feedback to others to further develop the team

Provide feedback, mentor, and discipline hourly union employees

Research, analyze, and onboard international and domestic sources of supply

Lead projects with multiple styles and vendors with a highly complex sourcing strategy

Develop and lead sourcing initiatives

Develop bid strategies for large packages of products

Basic Qualifications & Skills

5+ years experience in apparel, raw materials, or hardline purchasing and/or sourcing

Experience in Textiles or the Apparel industry

Experience with garment construction and terminology

Experience in international shipping processes and global sourcing

Experience in planning, problem-solving, conflict resolution, influencing, and negotiating

Experience communicating (written & verbal) with all levels of partners (internal and external)

Experience leading a portfolio of orders

Experience vetting, onboarding, and leading international sources of supply

Experience evaluating factories to ensure compliance

Experience with international shipping and compliance

Experience performing complex cost analysis and comparisons on a range of commodities

Experience leading complex workflow and project budgets

Experience gaining consensus from various levels of collaborators up to and including Executives

Experience with continuous improvement process

Valid Drivers License

Ability to work around all types of fibers, fabrics, and furs

Ability to be flexible with work schedule, including weekends and holidays

Ability to travel both domestically and internationally up to 20% of the time

Preferred Qualifications

Experience using SharePoint and/or Smartsheet

Experience with SAP/Coupa purchasing module, Yunique PLM, and/or Access

Experience with garment specification or technical specification writing

High School diploma or equivalent is required

Advanced degree in Merchandising, Textiles, Costuming, Apparel, or related field is preferred

Additional Information

Benefits and Perks: Disney offers a rewards package to help you live your best life. This includes health and savings benefits, educational opportunities and special extras that only Disney can provide. Learn more about our benefits and perks at https://jobs.disneycareers.com/benefits .

#DLEJobs #LI-CD1 #DXMedia

About Walt Disney Imagineering:

Founded in 1952 as WED Enterprises to design and build the world’s first theme park — Disneyland — Walt Disney Imagineering (WDI) is where imagination and creativity combine with cutting-edge technology to create unforgettable experiences. WDI is the creative force that imagines, designs and builds all Disney theme parks, resorts, attractions and cruise ships worldwide. Imagineering’s unique strength comes from its diverse global team of creative and technical professionals, who build on Disney’s legacy of storytelling to pioneer new forms of entertainment. The Imagineers who practice this unique blend of art and science work in more than 100 disciplines to shepherd an idea all the way from “blue sky” concept phase to opening day.

About The Walt Disney Company:

The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise that includes three core business segments: Disney Entertainment, ESPN, and Disney Experiences. From humble beginnings as a cartoon studio in the 1920s to its preeminent name in the entertainment industry today, Disney proudly continues its legacy of creating world-class stories and experiences for every member of the family. Disney’s stories, characters and experiences reach consumers and guests from every corner of the globe. With operations in more than 40 countries, our employees and cast members work together to create entertainment experiences that are both universally and locally cherished.

This position is with Disney Entertainment Productions , which is part of a business we call Walt Disney Imagineering .

Disney Entertainment Productions is an equal opportunity employer. Applicants will receive consideration for employment without regard to race, color, religion, sex, age, national origin, sexual orientation, gender identity, disability, protected veteran status or any other basis prohibited by federal, state or local law. Disney fosters a business culture where ideas and decisions from all people help us grow, innovate, create the best stories and be relevant in a rapidly changing world.

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US continues to build temporary aid pier off coast of Gaza

Units assigned to carry out mission have continued constructing pier in vicinity of port of ashdod, pentagon says.

The US is continuing to move forward with plans to build a temporary floating pier for humanitarian aid delivery into Gaza after high seas forced it to pause construction, the Pentagon said Monday.

"All indications are that we're continuing to move forward with the construction and the implementation of JLOTS (Joint Logistics Over-the-Shore), understanding that variables like the weather and the security situation can always play a factor," Press Secretary Air Force Maj. Gen. Pat Ryder told reporters.

Last week, the United States Central Command (CENTCOM) announced that it had temporarily paused offshore assembly of the floating pier due to sea state considerations. It added that the partially built pier and military vessels involved in its construction have moved to the Port of Ashdod, one of Israel's three main cargo ports north of Gaza.

Ryder added that the units assigned to carry out the mission have continued constructing the pier in the vicinity of the port.

The US military is nearing the completion of a $320 million floating pier off Gaza to deliver humanitarian aid to the besieged enclave.

The Pentagon announced on March 8 that it would undertake an emergency mission to establish the pier off the Gazan coast to deliver up to 2 million humanitarian aid meals per day.

The mission includes a floating pier -- an 1,800-foot-long causeway -- that will be attached to the shore and a group of logistic support vessels.

Israel's war on Gaza, which began after a Oct. 7 incursion by the Palestinian group Hamas, has devastated the enclave and plunged its 2.3 million people into a humanitarian catastrophe.

Jerusalem: The Story of a City

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