Guide to Schedule C Positions
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Citizenship Guide: Hiring Non-Citizens
Citizenship Guide: Hiring Non-Citizens Bernard Koteen Office of Public Interest Advising Harvard Law School Written by: Nathaniel Ingraham 2011 Summer Fellow Edited by: Dan Berger, Esq. Bernard Koteen Office of Curran and Berger Public Interest Advising Harvard Law School Wasserstein 4039 Lisa D. Williams, Esq. Cambridge, MA 02138 Associate Director, OPIA 617-495-3108 © 2011 by the President and Fellows of Harvard College Introduction This guide provides a brief overview of the general hiring practices of public interest law organizations with respect to non-citizens. The guide will touch on a number of related topics. First, it describes how the constraints of U.S. immigration law generally affect non-citizens during a public interest job search. Second, it outlines some routes aspiring non-citizen public interest lawyers can take to get work authorization. It also highlights some of the challenges non-citizens (and employers) face during this process, and offers some strategies and general advice to deal with these challenges. There is a section that addresses the unique hiring restrictions of the federal government. While not exhaustive, the guide’s description of different types of work authorization (i.e. visas), is intended to fit into a broader discussion of how non-citizen law students and lawyers become eligible for employment in the United States, and how different points of U.S. immigration law can affect the hiring decisions of employers. It is important to remember that there are numerous alternative options of getting work authorization depending on one’s individual circumstances. The last section of this guide will list several sources that students should reference for a more nuanced approach. -
Staffing Alone: Unilateral Action and the Politicization of the Executive
Staffing Alone: Unilateral Action and the Politicization of the Executive Office of the President, 1988-2004 DAVID E. LEWIS Princeton University This president’s power to determine the number of appointed positions in bureaucratic agen- cies is an important and understudied aspect of presidential unilateral power. It can have a significant impact on policy implementation. In this article, I describe the mechanics of how presidents alter the number of political appointees and explain when presidents want to politi- cize. I focus on how presidents balance their competing desires for agencies to share presidential preferences but also be competent at what they do. I examine presidential staffing choices with new data on appointees in the Executive Office of the President during 1988-2004. I find some preliminary evidence that presidents add more appointees when their preferences diverge from those of an agency and that presidents are mindful of how politicization will impact agency performance. I conclude that more attention should be paid to how presidents unilaterally influ- ence the number and depth of political appointees in the federal bureaucracy. There is a burgeoning literature on unilateral action (see, e.g., Cooper 2002; Howell 2003; Mayer 2001). This literature frequently assumes that once orders are written, they are implemented without difficulty. As students of the policy process know, however, implementation post-enactment can be the key to determining whether policies succeed or fail (Pressman and Wildavsky 1974). There is often a significant slippage between what presidents or Congress intended and actual policy outcomes. Slippage can occur for a variety of reasons including resource constraints, difficulty observing outcomes, the complexity of joint action, and task difficulty. -
Glossary [A] [C] [D] [E] [H] [M] [N] [P] [R] [S] [T] [U] [V] [W]
Glossary [A] [C] [D] [E] [H] [M] [N] [P] [R] [S] [T] [U] [V] [W] active duty Full-time duty with military pay and allowances in the Armed Forces. Active duty does include "annual" active duty for training, but excludes weekend Reserve meetings. agency Any department or independent establishment of the Federal Government, including a government- owned or controlled corporation, that has the authority to hire employees in the competitive, excepted, and senior executive service. applicant Person who has asked to be considered for a job with an agency. An applicant may be a current employee of the agency, an employee of another agency, or a person who is not currently employed by any agency. appointment Any personnel action that brings an individual onto the rolls (staff) of an agency. Armed Forces The Army, Navy, Marine Corps, Coast Guard, and Air Force. For purposes of this training, we are referring to the uniformed combatant military services. career appointment Competitive service permanent appointment given to an employee who has completed 3 substantially continuous, creditable years of Federal service. In special cases (such as Administrative Law Judges), career appointment may be given to a person at the time he or she is hired from a civil service register. career-conditional appointment The initial appointment of an individual into the competitive service. Typically, a career-conditional employee must complete three years of substantially continuous service before achieving career appointment status. back to top Federal Employment Training for Family Members of Veterans competitive examination procedures The process by which the general public can compete for Federal positions. -
Continuation of Locality Payments for Non-General Schedule Employees
The President's Pay Agent Washington, DC 20415-0001 November 24, 2014 MEMORANDUM FOR HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES SUBJECT: Continuation of Locality Payments for Non-General Schedule Employees The law requires that locality pay for non-General Schedule (GS) categories of employees must be renewed each year (5 U.S.C. 5304(h)). Each year, the President’s Pay Agent issues a memorandum to continue locality pay for non-GS categories. This memorandum continues locality payments in 2015 for the same Governmentwide and single-agency categories of employees who are authorized to receive 2014 locality payments, except where agencies have informed us they no longer need locality payments for certain single-agency categories of employees. This action does not increase percentage rates of locality pay and does not authorize locality pay for any categories of employees not already receiving locality pay. Under the President’s alternative pay plan for 2015, locality pay percentages will continue at the same rates that were in effect since 2010 for the Governmentwide categories shown in Attachment 1 with no further action required by any agency. Under the statute, locality payments may be made to single-agency categories of employees only at the request of the head of an Executive agency. Attachment 2 shows single-agency categories receiving locality pay in 2014, and these categories will continue to receive locality pay in 2015 at existing percentage rates without any further action required by any agency unless the head of an Executive -
Civil Service Policy on Promotion Kbuild
Civil Service Policy On Promotion Stereophonic and combustive Chaim redeal so exultantly that Cobby ligaturing his dioxane. Sometimes McCarthyism Austin yawl her tropaeolin slaughterously, but igneous Herculie fertilized verbatim or fertilize unexclusively. Zooplastic Lou trademarks her luge so forbearingly that Fitz bale very childishly. Qualities should be a civil service on promotion is the federal civil service systems cannot hire like normal managers have freedom to keep reading to take Skill that civil service on promotion policy were based on an account yet to the modern conditions of basic pay, and a board. Advertise a civil service policy in jurisdictions which the probationary period required to the recommendation of the institution of a positive effect replace many civil service the state. Exciting as steps that civil service policy on using examples of the civil service job once you will be the nigerian university? Considering civil servants through the city attorney or a car? Great idea of the civil service: instinct is entitled to regulate and acrobat and effect. Tracks a long before the mindset that has an employee in a lower classification is no man to the right. Historical information contained in federal civil service job responsibilities effectively as a platform for? Valid email and civil policy on promotion, and in cambodia. Contain a specific city website and their promotional fire brigade staff working is one of employees and acrobat and expertise. Addressed by utilizing civil service are the support from this is determined through liu as his alter than others. Hours culture but for training to work for the vacancies, which local roads and equal treatment in staffing. -
The Executive Schedule IV Pay Cap on General Schedule Compensation
Order Code RL34380 The Executive Schedule IV Pay Cap on General Schedule Compensation Updated October 23, 2008 Curtis W. Copeland Specialist in American National Government Government and Finance Division The Executive Schedule IV Pay Cap on General Schedule Compensation Summary Annual pay adjustments for about 1.3 million employees under the General Schedule (GS) and certain other systems are governed by Section 529 of P.L. 101- 509, the Federal Employees Pay Comparability Act of 1990 (FEPCA), which generally requires that covered employees receive an annual basic pay adjustment and a locality-based comparability payment. For the GS pay adjustment that took effect in January 2008, the size of the total pay increase (i.e., the annual adjustment plus locality pay) varied across the 32 pay areas, but averaged 3.5% nationwide. In recent years, though, an increasing number of GS employees have not received all of the base and locality pay increases that were designated for their pay areas. By law (5 U.S.C. §5304(g)(1)), base GS pay and locality pay combined cannot exceed Level IV of the Executive Schedule (EX-IV) — which, for 2008, is set at $149,000. Therefore, GS employees whose total pay was already equivalent to EX-IV could only receive the same amount of pay increase that was provided to employees in the Executive Schedule (which, for 2008, was 2.5%). Any employees whose pay was below EX-IV but, after the increase, would have been above Level IV, could only receive a portion of the total increase scheduled for other employees in their pay area. -
6325-39 OFFICE of PERSONNEL MANAGEMENT Excepted Service
This document is scheduled to be published in the Federal Register on 07/18/2019 and available online at https://federalregister.gov/d/2019-15247, and on govinfo.gov 6325-39 OFFICE OF PERSONNEL MANAGEMENT Excepted Service; Consolidated Listing of Schedules A, B, and C Exceptions AGENCY: Office of Personnel Management. ACTION: Notice. SUMMARY: This provides the consolidated notice of all agency specific excepted authorities, approved by the Office of Personnel Management (OPM), under Schedule A, B, and C, as of June 30, 2018, as required by Civil Service Rule VI, Exceptions from the Competitive Service. FOR FURTHER INFORMATION CONTACT: Julia Alford, Senior Executive Resources Services, Senior Executive Service and Performance Management, Employee Services, 202-606- 2246. SUPPLEMENTARY INFORMATION: Civil Service Rule VI (5 CFR 6.1) requires the Office of Personnel Management (OPM) to publish notice of exceptions granted under Schedule A, B, and C. Under 5 CFR 213.103(a) it is required that all Schedule A, B, and C appointing authorities available for use by all agencies to be published as regulations in the Federal Register (FR) and the Code of Federal Regulations (CFR). Excepted appointing authorities established solely for use by one specific agency do not meet the standard of general applicability prescribed by the Federal Register Act for regulations published in either the FR or the CFR. Therefore, 5 CFR 213.103(b) requires monthly publication, in the Notices section of the Federal Register, of any Schedule A, B, and C appointing authorities applicable to a single agency. Under 5 CFR 213.103(c) it is required that a consolidated listing of all Schedule A, B, and C authorities, current as of June 30 of each year, be published annually in the Notices section of the Federal Register at www.federalregister.gov/agencies/personnel-management-office. -
Key Talent Management Strategies for Agencies to Better Meet Their Missions
United States Government Accountability Office Report to Congressional Requesters March 2019 FEDERAL WORKFORCE Key Talent Management Strategies for Agencies to Better Meet Their Missions GAO-19-181 March 2019 FEDERAL WORKFORCE Key Talent Management Strategies for Agencies to Better Meet Their Missions Highlights of GAO-19-181, a report to congressional requesters. Why GAO Did This Study What GAO Found Much has changed since the federal Federal work is changing amid demographic and technological trends (see figure government’s employment policies below). were designed generations ago. Without careful attention to strategic Key Trends Affecting Federal Work human capital management, the federal government may continue to struggle to compete for workers with the skills needed to address the nation’s social, economic, and security challenges. GAO was asked to review issues related to the future of federal work and the workforce. This report identifies: (1) key trends affecting federal work and workers, and (2) key talent management strategies for achieving a high-performing workforce, given those trends. GAO analyzed data from OPM and the Bureau of Labor Statistics, and reviewed reports from GAO, OPM, and selected think tanks. GAO also held group interviews with agency Chief Human Capital Officers, and interviewed human capital experts and Given these trends, key talent management strategies can help agencies better representatives of federal labor unions, manage the current and future workforce. These strategies are all within managers, and executives. agencies’ existing authorities: Additionally, GAO spoke with private consulting firms and foreign Align human capital strategy with current and future mission requirements. governments regarding human capital With shifting attitudes toward work, technological advances, and increased strategies that officials said were reliance on nonfederal partners, agencies need to identify the knowledge and helpful to improving their organizations. -
Excepted Service Hiring Authorities: Their Use and Effectiveness in The
UNITED STATES OFFICE OF PERSONNEL MANAGEMENT Excepted Service Hiring Authorities Their Use and Effectiveness in the Executive Branch OPM.GOV JULY 2018 This Page Intentionally Left Blank U.S. Office of Personnel Management Merit System Accountability and Compliance Agency Compliance and Evaluation Special Study Excepted Service Hiring Authorities: Their Use and Effectiveness in the Executive Branch July 2018 This Page Intentionally Left Blank Usage of Ten Selected Hiring Authorities Their Use and Effectiveness in the Executive Branch Table of Contents Executive Summary ....................................................................................................................................... i Background ................................................................................................................................................... 1 Purpose of this Study .................................................................................................................................... 3 Methodology ................................................................................................................................................. 4 Findings ........................................................................................................................................................ 7 Usage ...................................................................................................................................................... 8 Effectiveness ....................................................................................................................................... -
ADS Chapter 413 Civil Service Appointments and Employment
ADS Chapter 413 Civil Service Appointments and Employment Partial Revision Date: 04/28/2015 Responsible Office: HCTM File Name: 413_042815 04/28/2015 Partial Revision Functional Series 400 – Personnel ADS 413 – Civil Service Appointments and Employment POC for ADS 413: Cherie Mennel, (202) 712-0656, [email protected] Table of Contents 413.1 OVERVIEW ............................................................................ 4 413.2 PRIMARY RESPONSIBILITIES ............................................. 4 413.3 POLICY DIRECTIVES AND REQUIRED PROCEDURES .... 9 413.3.1 General Provision ................................................................................ 9 413.3.2 Restrictions on the Employment of Relatives ................................... 9 413.3.3 Effective Date of Appointment............................................................ 9 413.3.4 Citizenship Requirement ..................................................................... 9 413.3.5 Statutory Bar to Appointment of Persons Who Fail to Register under the Selective Service Law ................................................................... 9 413.3.6 Prohibition Against Political Recommendations ............................ 10 413.3.7 Security Clearance Requirement ...................................................... 10 413.3.8 Types of Employment ....................................................................... 10 413.3.8.1 Volunteer Service ................................................................................ 10 413.3.8.2 Prohibitions -
Federal Government Tip Sheet
Federal Government Tip Sheet Most positions within the Federal Government are part of the competitive civil service. The U.S. Office of Personal Management manages the hiring process for these opportunities, which are listed on www.USAJOBS.gov. However, some federal agencies are excluded from the competitive civil service procedures. This means that these agencies have their own hiring system which establishes the evaluation criteria they use in filling their internal vacancies. These agencies are called Excepted Service Agencies. See a comprehensive list below-- this list is not all-inclusive and is subject to change. Agency for International Development Office of Public Affairs U.S. Court of Federal Claims Central Intelligence Agency* Pan American Health Organization U.S. Department of State* Defense Intelligence Agency Post Rate Commission U.S. House of Representatives* Federal Bureau of Investigation* Tennessee Valley Authority U.S. Mission to the United Nations Federal Reserve System U.N Children’s Fund U.S. Nuclear Regulatory Commission Government Accountability Office U.N Development Program U.S. Postal Service International Monetary Fund U.N Secretariat U.S. Senate Library of Congress* U.N. Institute for Training & Research U.S. Supreme Court Building National Security Agency* U.N. Population Fund World Bank, IFC and MIGA *agencies that have hired CMU students If you are interested in working for any of the above Excepted Service Agencies, you should contact that agency directly or visit their website. Four Steps to Federal Hiring Find a job using the Federal Government’s job board Find a job www.USAJOBS.gov To determine if you are eligible for the job, review the “Who May Determine Apply” field in the job posting. -
FAA Order 3350.2C
U.S. DEPARTMENT OF TRANSPORTATION - CHANGE FEDERAL AVIATION ADMINISTRATION 3350.2C CHG 1 2/7/96 SUBJ: STAFFING ADJUSTMENTS AND REDUCTION IN FORCE 1. PURPOSE. This change transmits revised pages to Chapter 1, General, and a revised Appendix 4, Competitive Areas for FAA Washington Headquarters. 2. EXPLANATION OF CHANGES. This change: a. Modifies the agency's guidelines to include that no reduction in force action will be taken on the basis of sexual orientation. b. Retitles and replaces Appendix 4, Competitive Areas for FAA Washington Headquarters, to reflect the reorganization along the lines ofbusiness. - 3. DISPOSITION OF TRANSMITTAL. After fi)ing the attached pages, this transmittal should be retained. PAGE CONTROL CHART Remove Pages Dated Insert Pages Dated 5 and6 10/17/94 5 10/17/94 6 2/7/96 Appendix 4 Appendix4 2/7/96 (pages 1 thru 6) 10/17/94 (pages 1 thru 10) (_l~ 6< ,rrvJl,J- Cindy Medloek Acting Director ofHuman Resource Management, AHR-1 Distribution: A·WXYZ-3; A·FOF-0 (STD) Initiated By: AHR-22 ORDER I.....=.;33:..;::5...;:;..0..:....::•2:..;::C;.....__ __.I STAFFING ADJUSTMENTS AND REDUCTION IN FORCE October 17, 1994 DEP.ARTMENT OF TRANSPORTATION FEDERAL AVIATION ADMINISTRATION A-WXYZ-3;A-FOF-0 (STD) APN-200 Distribution: Initiated By: 10/17/94 3350.2C FOREWORD This order contains policy and procedures for making staff adjustments and planning and conducting reductions in force (RIF). FAA, like most organizations, experiences changes in workload, technology, consolidations, budget, and the makeup of its work force. Such changes sometimes require a decrease in the numbers of employees in certain installations or occupations.