Author: Donna Day

Student Debt Forgiven for Federal Employees  

Posted on by Donna Day

With the increasing cost of education and the challenges for recent graduates and parents, opportunities to reduce or eliminate college debt can be life changing. According to the National Center for Education Statistics, the average student may borrow up to $22,000 before graduation; approximately 280,000 of these individual borrowers default on their payments between years 3 and 5.

The newly established Loan Forgiveness Program set forth by the Department of Education enables public service employees, federal government, and military employees to reduce their federal student loans and/or apply for debt forgiveness after making only 120 payments. Called the PSLF, employees that owe more than then their annual salary can have thousands of dollars forgiven, and/or payments lowered. Being free of student debt loan is a life changing opportunity for many; the program is pretty simple to understand.

First, to qualify for loan forgiveness, you must owe more on your federal loans that you make in one year (income vs. debt requirement). Next, the loans must be ‘qualifying’, meaning that they must be federal to include: Stafford, FFEL, Perkins, etc. 120 payments through an income-based repayment plan must be made on time. Employers must be a qualified government organization to include military, state, local, tribal; some non-profits are also accepted. Employees must be full time workers (at least 30 hours per week) with said qualified employers. Finally, annual certification of personal information must be completed as part of the program requirements. The following link: Forgiveness Cancellation provides details on qualified employment, payment criteria, forms, application, and more to include answers to many common questions surrounding this program.

Congress members, however, are not eligible for this student loan repayment program as they are ineligible for public service loan forgiveness. However, Congressional staff are eligible with a $60,000 cap on loan forgiveness in the U.S. House of Representatives ($10,000 per year), as well as a $40,000 cap in the U.S. Senate at $6,000 per year.

There is also another student loan repayment program that federal employees can apply for today; $10,000 per year for up to six years can be obtained. For more details about this opportunity, please see the following link: Student Loan Payoff

References:

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Defense Bill Signed

Posted on by Donna Day

Despite a request to boost buyout amounts (government-wide) to $40,000, President Trump signed a new bill into law recently that will ensure non-defense agency amounts are maintained at $25,000. This will be the third year that Congress has consistently rejected such a request; the $25,000 threshold was established early in the Clinton Administration. Additionally, the bill will offer a 2.6% raise in January for military personnel, exceeding federal employee pay; discussions are still ongoing for a federal employee pay raise percentage. This pay increase represents the largest for military in almost nine years, resulting in approximately $670 more per year for junior enlisted troops and about $1300 additional for senior enlisted and junior officers.

The bill also encompasses authority for DoD (Dept. of Defense) to direct hire for competitive service positions. It also amends Chapter 99 of Title 5 of the United States Code provisioning for the Secretary of Defense to expedite hiring. This impacts personnel in civilian positions to include: cyber security, maintenance, acquisition, science, engineering and technology and has an expiration date of 30 September 2025. As part of this bill, a new section for recruitment is included that impacts graduates; special hiring authorities for occupations in high demand and flexibility to hire college students and graduates are among the components of this new measure. Agencies would be required to continue to follow the merit system principles. The new opportunities could make up no more than 15% of similar jobs filled in the previous year. Temporary appointments would also be available although full time, permanent hiring can be offered after graduation. In order to address security clearances for positions that are mission-critical, timelines for security reviews will be identified at 15 days for Secret positions and 45 days for Top Secret positions.

The Office of Personnel Management (OPM) is the responsible authority for developing and managing regulations surrounding laws and policies; annual reports would be required by agencies. OPM would no longer be required to approve Pentagon Senior Executive Service appointments; the Defense secretary would have this authority although it would be regulated at 50 appointments per year with a sunset date of two years.

Finally, this bill repeals a reduction in per diem expenses for DoD federal employees which will cause them to look to subsidizing costs for long-term temporary duty assignments. As part of this authority, the hiring process will then be expedited, making the Department of Defense a more competitive employer. DoD will then obtain more flexibility and timeliness when it comes to job offers for qualified applicants. For pay, the overtime rate, for example for those Department of Navy employees working dockside on a forward deployed aircraft carrier in Japan will be extended.

References:

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

The Federal Government Workforce is Shrinking

Posted on by Donna Day

If you are a current employee looking for a change, or perhaps interested in federal employment, don’t let politics impact your decision. Even though total federal employment is expected to decrease in the near future, many opportunities still exist as agencies must recruit highly skilled workers to replace those who retire or move on to other jobs. Look for the facts; research what interests you, and what is best for you in that career field.  There are many opportunities in both contracting work and federal employment.  By doing a little bit of research, keeping up with the federal news, as well as networking with peers and colleagues, discovering opportunities can be easy.

Reductions in hiring are taking place across the federal workforce, and much of it is due to a requirement to reduce government spending. From December 2016 through March of 2018, federal employment has decreased minimally from 2,093,868 to 2,075,006. specifically, there are just 18,862 fewer workers today than what was on board in December of 2016.

“The Department of State is down 9.28 percent, Education is down 12.94 percent, Labor is down 8.25 percent, and Housing and Urban Development is down 5.97 percent.  Homeland Security up 3.72 percent (mostly disaster recovery workers in the Federal Emergency Management Agency) and Veterans Affairs is up 1.73 percent. The Small Business Administration is up by 54 percent, also due to temporary employees required for disaster recovery work​” (Neal, 2018).  The agencies that are hiring made up for most of the losses in other agencies. Congress can do very little since they do not make the rules when it comes to hiring and spending in the executive branch.

There have also been modest staffing decreases in: Labor, Energy, Justice, Education, Housing, Transportation, and the Treasury.  There have also been modest increases in Commerce, Agriculture, Interior, and the VA according to the Office of Personnel Management (OPM). Seek out opportunities at all agencies regardless of which ones have had staffing cuts over the past two year.  Agencies must fill critical vacancies and competed for the limited applicants available. The tight job market and low unemployment rate may prove to be an opportunity for those seeking federal jobs.  Agencies may have to offer hiring incentives such as reimbursement for college tuition, relocation allowances and higher starting pay.

Many politicians look at the federal workforce as an overall drag on the budget, making it burdensome for taxpayers.  Prior presidents struggled with just how to balance the federal workforce with attrition, hiring freezes, and more.  President Trump recently focused on efficiencies, and he made promises to reduce the federal workforce through hiring freezes and attrition as well, but he looked to spare the military, public safety officials, and employees in the health industry.

The military and federal civil service combined equals a total workforce of approximately 4 million. Additional challenges are introduced since many are in ‘required’ positions, are deployed, and located at sensitive operations posts. Also,  The overall federal workforce as it stands under President Trump has decreased minimally.

Trump’s plan for attrition may also lead to outsourcing, which is a critical factor surrounding federal employment.  Contractors actually exceed the number of official federal employees. With 1/3rd of federal workers in their mid-50’s, 13% are 60+, and only 6.5% are under 30; we can see how the millennials aren’t fans of federal employment. There are several websites that provide data, statistics, job vacancy listings, and recommendations on federal employment. Visit USA Jobs. This federal jobs website serves as a great one stop source for information and federal employment data. Also visit Federal Jobs Network. This site consolidates information from many federal sites including USA Jobs to streamline your job search.

References:

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages

New Bills for Federal Employees

Posted on by Donna Day

Federal employees will be able to see new changes surrounding the appeals process pertaining to the Merit Systems Protection Board (MSPB). The MSPB is an agency that is an independent part of the Executive Branch who governs the Federal merit system. It was established by the Reorganization Plan No. 2 of 1978 and codified by the Civil Service Reform Act of 1978 (CSRA), Public Law No. 95-454. The CSRA, effective in 1979, was a replacement for the Civil Service Commission. Three agencies surfaced as well as a result: Office of Personnel Management (OPM), Federal Labor Relations Authority (FLRA), and the MSPB. OPM focuses on the federal work force and the FLRA oversees federal labor-management relations. The MSPB took on the employee appeals process and acquired new responsibility when it came to merit systems studies and OPM action reviews. The Office of Special Counsel (OSC) was a part of the MSPB but now works in the Executive Branch as an independent prosecutor for cases that are presented to the MSPB.

Two new bills that are surfacing focus on labor management relationships and removal of employees. Signed in May by the President, the appeals process would now be shorter for federal employees.  Agency leadership are able to bring an adverse action against a particular employee and they can respond within 7-21 days with an appeal for firing, required within the first 7 days.  Additionally, decisions on appeals must be rendered within 30 days, otherwise the original decision is valid. This MERIT Act, as it is called, also offers a probationary period extension for new hires of the federal government. Additionally, a 2 year extension would be applicable to any new senior executive. The reason behind the extension is to ensure proficiency in roles are demonstrated to supervisors who are making decisions on whether employees can become permanent or not. Also, the legislation will have the following effects: 1) Reduction in Force (RIF) and Disciplinary Action appeals would not include the negotiated grievance process; 2) Notification procedures for furlough appeals would be changed; 3) Annuity reduction for a federal employee felony convictions or civil service firing, and 4) Recoupment of bonuses and awards from said employees and executives.

A Re-authorization act was also approved that would impact appeals heading to the MSPB. Fees would be approved for collection for those appealing but not exceeding 50% of the fee required for filing a civil U.S. district court action. Fees can be waived and/or adjusted based on hardship at the board’s discretion. MSPB’s adjudication structure would also impact the burden of proof required to be shown in a disciplinary appeal; mitigation of actions will also be limited for the MSPB. The VA Accountability and Whistleblower Protection Act are housed in this bill, allowing those in Title 38 to appeal to the board directly, instead of a judge.

Hurdles for federal employees may be raised with these bills, and both bills would have a difficult time in the Senate. You can read more about both the MSPB and the Merit Act at the following links:

Reference:

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Civil Servant Firing Policy Changes

Posted on by Donna Day

President Trump recently signed an Executive Order that involves the process of firing “poor performing” civil servants. Additionally, the order limits funding power from the federal unions that were protections. Specifically three taskings associated with the orders are in place; these include: timing on poor performing civil servants and how long they have to correct behavior before being fired; the order also makes it hard for fired workers to move to another agency. Next, a Labor Relations Working group was created that will scrutinize government contracts with unions and omit any wasteful expenditures in the language. Finally, the third tasking restricts federal employee time limits on work for the union; it charges federal unions for space rented in buildings and stops their ability to utilize government travel reimbursements; this task also stops payments to unions related to Congress lobbying time.

 

 

During his Presidential campaign, Trump asked for a leaner, more efficient federal government “Tonight, I call on the Congress to empower every cabinet secretary with the authority to reward good workers and to remove federal employees who undermine the public trust or fail the American people,” he said. This effort is in line with this new charge and is part of a broader effort to modernize the government, innovate, and eliminate bureaucracy. The finished product, therefore, would be a more mobile, lean, technically-savvy, workforce.

The focus of these changes promote efficiencies by increasing taxpayer dollar usage while supporting consistent, performing civil servants. Additionally the order makes it easier to remove poor performing employees and enables agencies to ensure taxpayer dollars are utilized more efficiently. Although there is pushback from many on this development, it is estimated that there will be a savings of at least $100 million a year for taxpayers. The President is also focusing on hiring the best and most ambitious employees with the largest overhaul of the civil service system in over 40 years. Modeled after the VA Accountability Act, this effort will offer greater authority to fire and/or discipline employees; for example, the VA dismissed 1470 employees, suspended 443 and demoted 83 with the use of this new authority.

Overall, changes were needed due to accountability; many public reports show that it takes close to 370 days on average to actually dismiss an employee in a federal government position. Between all of the discussions, performance observations, counseling, monitoring, preparation and follow up – yes, it can take that long. Additionally, employees have the right to appeal which adds even more time to the process.

Some federal employees (managers) also feel that this reform is long overdue; as they have chosen to ‘opt’ out of such opportunities that include these responsibilities given the lack of accountability. This new order will initiate actions and perimeters that can be set in place and mandated as policy. Managers and employees will have a greater set of expectations and understanding with these new directives; organizations can work to increase communication, information sharing and also utilize coaching and mentoring. Some private sector employees have routinely voiced their opinions in comparing private sector (firing) with that of the federal government; these changes make for a more balanced approach with one another….at least for now.

References:

https://www.usatoday.com/story/news/politics/2018/02/09/hire-best-and-fire-worst-trump-proposes-biggest-civil-service-change-40-years/315981002/

https://www.bizjournals.com/washington/blog/fedbiz_daily/2015/03/heres-why-federal-employees-rarely-get-fired.html

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Understanding Federal Pay Systems

Posted on by Donna Day

Pay plans help to organize and identify information about employee’s pay and the authorizations surrounding the dissemination according to position. They help determine positions, agency relation, or occupational groupings; statistical data is then reported and provided to a myriad of entities such as the OPM, as well as payroll and HR systems in a variety of agencies.

Within the Federal Government, there are a myriad of pay systems that are governed by the Office of Personnel Management (OPM). OPM is the mastermind behind the development, implementation and management of how pay is administered; they set the pay, determine locality along with any special salary requirements and rates, determine bonuses, cost of living and more. Each of the agencies, however, are able to determine their own administration of such policies when it comes to their employees.

Within the Department of Transportation (DOT) for example, they have five levels of pay: Executive, Senior Service, General Schedule, Wage Grade and Pay Banding. Most employees fall under the General Schedule and within that, there are 15 grade levels and steps within each that are aligned with pay compensation.

Within the Federal Aviation Administration (FAA) for example, Pay Banding is utilized to determine the appropriate range of pay for a particular position; locality is not included in the calculation. With a minimum, midpoint and maximum, pay is offered at the lowest base pay rate, median and highest pay rate for that position within the band. Additional information about the FAA’s specific pay banding system can be found here: http://jobs.faa.gov/FAACoreCompensation.htm.

The National Security Agency (NSA) utilizes the OPM pay tables with a 15 grade system and it is based on education, experience and job titles. With the ability for employees to work across the U.S. and beyond, salaries at the NSA are adjusted accordingly to ensure specific cost of living is in accordance with location.

Additionally, some federal employees may receive a specialty pay. Entitled “Law Enforcement Availability Pay (LEAP)”, this example includes Federal Law Enforcement Officers that are poised in criminal investigation work roles. IT management, Cybersecurity and Computer Professionals may also fall under specialty umbrellas. These incentives are put in place by OPM to foster competition and to attract those in demanding skill sets.

The Department of Homeland Security (DHS) has recently implemented measures to recruit, hire and pay its employees off of the traditional General Schedule. With a flexible benefits package, incentives are provided at various stages within the employee’s professional career. In order to recruit top talent effectively, specifically in the areas of Border Patrol and Cyber, DHS has sought and utilized new and improved pay, recruitment and hiring tactics.

The Department of Justice (DoJ) offers the Administratively Determined (AD) Pay Plan that enables Assistant United States Attorneys, Supervisory Assistant United States Attorneys, Senior Litigation Counsel, Special Assistant United States Attorneys and United States Attorneys to take part in this pay for performance based plan.

There are many pay systems that are centered around the traditional General Schedule Pay System. When applying for federal positions the pay system designation is provided on the job announcement along with the position’s pay range. Read the job announcement thoroughly and provide all of the required information to ensure your application is accepted for consideration. There are certain conditions that warrant the applicant to request a higher pay rate than initially offered. You must negotiate a pay increase before signing an acceptance agreement.

References:

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

New Performance Pay Plan for Federal Employees

Posted on by Donna Day

The Office of Management and Budget is focusing on a new way to reward and retain high performers. These government employees will likely benefit from this new structure as it seeks to replace older, more inefficient processes and focus on new initiatives. Essential skills, high performance and targeted pay incentives are the baseline for this new and improved pay plan; funding is being proposed for the 2018-2019 plans for implementation. Additionally, each Agency can work to create innovative and exciting rating systems to reward and retain employees with critical skills, knowledge and abilities. Further, monies will be provided to support robust training and education programs that focus on enhancing performance; opportunities to pilot new efficiencies, processes and procedures are being provided and encouraged across the federal government and beyond.

Specifically, the plan will enhance rewards and incentives so that organizations can retain high performers and most importantly, those with the best skill mix. In order to accomplish this, agencies will have flexibility with any number of innovations. Some may choose to elect pay banding which is accomplished by consolidating the GS system’s 15 grades into a limited number of pay bands, usually four or five Pay Bands or perhaps change ratings to a pass/fail system. The Federal Aviation Administration has used a core compensation alternative pay system incorporating pay bands since the late 1990s. Additionally, others may opt for the ability to offer cash awards for critical skills…and the list goes on and on. Developmental programs are being refined in each of these areas to determine which system works best for each particular agency based on the skills, knowledge and abilities required for those missions.

Recognizing employees for their performance is a critical piece to a successful mission; these new opportunities to alter the plans to the most appropriate solution are a good one. New forward leaning ideas will arise, and communication, collaboration and information sharing increased. Measures will be implemented so as to ensure compliance and accountability with the new system and to ensure it is working properly.

In conjunction with the new pay system, many companies are opting to revisit their education and training programs. Skill mix and development are critical to many of these mission sets and therefore, hiring and performance assessments are key to their success. By revisiting many of these education and training plans, agencies can provide additional opportunities and coursework that will in turn, enhance performance. The link to the new pay system and education and training is critical and one that should go hand in hand with the implementation of new performance requirements. This system will encourage employees to develop creative Individual Development Plans (IDPs) to improve their skill sets and be rewarded with higher pay and awards as they accomplish their targeted goals.

Many organizations are providing additional funding for coursework, on the job training, college programs and skill enhancement initiatives that foster increased performance. These opportunities, particularly in the area of information systems, cybersecurity, science, technology, engineering and math, for many of the agencies, are increasing performance and providing a more holistic way forward for the organization in meeting their goals and objectives.

Although each approach may vary, agencies will have the ability to implement what makes the most sense to them; they will now have the flexibility to  appropriately reward employees for performance and meet the needs of their mission. Each will need to ensure they work to establish a mechanism as well, to measure success; feedback on these new processes and procedures are critical and must be captured so that that they can make adjustments, as necessary.

References:

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

OPM Working To Assist Agencies With Updated Skill Development

Posted on by Donna Day

Federal Agencies are seeking ways to become more streamlined, efficient and effective in our new era of cyber-security. Given this, jobs are being reconstructed to satisfy the need for technology, innovation, automation and security, just to name a few key areas. The Office of Personnel Management (OPM) is offering assistance as part of this preparation with training, education and skill enhancement opportunities. Other sources such as the Federal Employee’s Career Development Center  assists management and their employees to develop viable Individual development Plans (IDPs).  This service offers individual career development assessments and guides federal employees and management through the process using their interactive Career Planning Checklist.

OPM has also crafted a new strategic plan that provides specific information on this endeavor that includes a focus on ‘soft’ skills as part of the holistic approach for employees. With numerous challenges, to include knowledge management and transfer, this assistance is critical for all agencies and particularly those facing cybersecurity objectives. OPM will work with these agencies to enhance their internal processes, procedures and policies, supplement training and provide expertise and coaching so that they can better equip themselves with the tools they need to shape a skilled and prepared workforce.

Becoming “cyber-security compliant” is a critical task moving forward for these agencies and OPM promises to do everything in their power so that their current challenges can become opportunities for growth, protection and hardened security postures.

Agencies aren’t typically experienced with looking ‘inside’ their organizations to strengthen, streamline and enhance processes, procedures and policies, particularly when it comes to employee skill development and the strategic needs of the business. That’s where the Federal Employee’s Career Development Center can help.

OPM recommends perhaps looking at work roles and billet structures as a first step; along with a strategic vision, clear goals and objectives, these work roles and billets can become the foundation for a successful mission. Pay for performance is another area where organizations can work to capitalize on knowledge, skills and abilities throughout the organization; employees are then able to be rewarded for their increased responsibilities, heightened work activities or acquisition of additional skills, training and knowledge through coursework, for example. The Federal Aviation Administration initiated a core compensation pay plan in the 1990’s that rewards employees for outstanding performance.

A sound education and training program is another element for successful skill development. Organizations must ensure they leverage flexible telework options, training courses, academic partnerships and more that foster a holistic learning environment. A variety of opportunities that include online learning, self-paced courses, briefings, and more not only bring employees together, but foster collaboration and information sharing among colleagues that will in turn, enhance organizational missions. Finally, senior leadership buy in and support are paramount when implementing a new ‘skill development’ program; employees will look to them as the pillar for the change. Mentorship, coaching and professional development programs are a must in any organization. By looking internally to determine what the key objectives for the business are, how billets and work roles are aligned and arming employees with the right tools and resources to fulfil them are a productive mix. OPM will continue to work with agencies as they are interested, to map soft skills with technical opportunities and more for a robust and solid approach to enhanced employee skill development throughout the federal community and beyond.

Reference:

Ogrysko, N. (2018, Mar 6). Retrieved from https://federalnewsradio.com/your-job/2018/03/opm-says-itll-help-agencies-re-skill-federal-employees-for-jobs-of-the-future/

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

(Another) Government Shutdown??

Posted on by Donna Day

When Congress can’t agree on a budget, government shutdowns are likely to occur. So what does a shutdown mean for many of us – social security checks (thankfully) are not impacted and our military folks and troops will remain at their posts. Additionally, the medical industry – doctors, nurses and hospitals will continue to receive Medicaid and Medicare payments and other ‘essential’ workers like our Federal Bureau of Investigation (FBI), Transportation Security Administration and Border Patrol Agents will stay on the job. However, hundreds of thousands of federal workers will not be going to work; so what about the museums, parks, zoos, and the like that the public enjoy? If Congress can’t reach an agreement we will ‘all’ feel the impact in one form or fashion in our personal or professional lives, or both.

For those federal workers that are furloughed, back pay is provided for as long as the government is closed; however, this is not a guarantee. Although lawmakers pass legislation to ensure compensation for federal workers during a lapse in appropriations, there is always ‘chatter’ of its uncertainty, particularly given a new administration. For those essential employees (performing emergency work involving the safety of human life or protection of property), they will be ‘excepted’ from such a shutdown furlough and expected to work. Political appointees are part of the Title 5 leave system, and therefore, not subject to furloughs so they will work during a shutdown as well. Each agency decides how to notify their employees as well as determine their status – whether excepted or not.

Health benefits continue to be provided to federal employees during a shutdown, per OPM. Federal Employees enrolled in a Group Life Insurance program (FEGLI) will receive coverage for 12 months without any additional costs to the employee or agency. Likewise, the Long Term Care Insurance Program that some federal workers have will continue with covered premiums, but automatic payroll deductions will cease during a furlough for participating employees. Federal Employees Retirement (FERS) and Civil Service Retirement (CSRS) individuals will continue to receive annuity payments and the Thrift Savings Plan (TSP) will operate normally given a shutdown; however, furloughed employees that are TSP enrollees will be unable to make contributions but they can still request a financial hardship withdrawal.

So, there is the good, the bad and the ugly in all of this, but how much does a shutdown really cost? In 2013, for example, a 16 day shutdown cost the government over $2.5 billion in lost productivity. Also, the numerous financial impacts surrounding those losses associated with National Park and Museum fees are extensive. Finally, contracts, stop work orders and temporary layoffs throughout the federal community are plentiful during a furlough since these operations are usually suspended.

For more information on Furloughs, their impact, and the current status of the latest Continuing Resolutions, read Federal News radio’s article titled “Here is How a Shutdown Affects Your Pay and Benefits.”

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Telework Opportunities – Work From Home Options

Posted on by Donna Day

Would you like the opportunity to avoid traffic, decrease your commuting costs and work from home? Then perhaps telework is for you!  Telework enables employees, like yourself, to work from home, or at a remote center one or more days per week. You will utilize phones, fax, computers, modems, teleconferencing, emails and more, in order to complete your  normal duties at your home or remote location. With a flexible arrangement and supervisory approval, an agreement can be formulated between you and your supervisor outlining tasks, meeting attendance, goals and objectives and more.

The beauty of telework is that with its flexibility, you can tailor it to you/your organization’s needs to ensure it is a win-win for both parties. Performance can be measured through completed assignments, milestones, meeting participation, and goals and objectives, etc. Telework can reduce stress, increase productivity and foster a more rewarding work-life balance; try it…you’ll be glad you did!

According to telework.gov, “Telework is a work arrangement that allows an employee to perform work, during any part of regular, paid hours, at an approved alternative worksite (e.g., home, telework center).  At its core, telework is people doing their work at locations different from where they would normally be doing it.”

Review available telework options and resources for both employers and employees who are currently engaged in, or interested in pursuing telework as a flexible opportunity. In order to balance individual and mission needs and requirements, OPM provides a wealth of telework information on https://www.telework.gov/ that is searchable, current, and detailed. Individuals can obtain a variety of data; specifically, there are updated reports, like the 2017 Status of Telework in the Federal Government Report, which offers an overview of Federal telework programs and provides updates on the continued telework progress within the Federal Government. Also, organizations like OPM, GSA, GAO and others provide reporting and analysis as part of a comprehensive telework portfolio.

There is an external link for teleworking and dependent care guidance provided by Human Resource Directors with a focus on the ability to telework as a flexible opportunity for those caring for others, such as children or adult dependents. Telework can provide these individuals with the ability for them to respond to critical health, well-being and/or daily living activities for their loved ones, while meeting mission requirements and individual work needs. The Telework Enhancement Act link on the site provides information specific to employees with disabilities who wish to telework; both from an employer and employee perspective.

OPM’s site even provides a sample “request” for telework for those employees seeking this opportunity with their employers. Since managerial approval is a requirement, a brief, written proposal can provide a business case for telework if done correctly. The proposal should include an explanation of why you want to telework, the benefits to the organization and yourself, and specific job responsibilities that will be performed while on telework. Additionally, skills, knowledge and abilities should be discussed that will support independence, good communication, as well as organization and planning. Along with an explanation of the home office or environment describing where and how the work will be performed, equipment should also be addressed. A clear, flexible schedule with milestones and deadlines will round out the request and show initiative; perhaps offering a trial period (one day a pay period) to start will offer an opportunity for your employer to “evaluate” the arrangement before agreeing to a commitment.

Best practices for agencies along with a myriad of success stories throughout the federal government and private sectors offer insight into impact, cost savings, retention and more. A variety of guidance and legislation involving telework is also provided on OPM’s telework site  to include: pay and leave, performance management, security and IT, agency roles and more.

Finally, federal resources such as announcements, training courses, samples, newsletters and articles serve as reference tools and working aids for those interested in participating in telework, and for those who want to expand upon their original success with this option. Recommendations on work schedules, performance management documentation as well as communication options are discussed on the site as part of a holistic and successful telework program. Training programs, coursework, webcasts and more round out the network of resources provided in this one location.

References

Career Planning Tools 

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