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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. -
Latest Version of Thesis 123456
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Osuva UNIVERSITY OF VAASA FACULTY OF PUBLIC ADMINISTRATION . Caleb Imuetinyan Ogbegie THE NEED FOR A CIVIL SERVICE REFORM IN NIGERIA Master’s Thesis in Public Administration VAASA 2008 1 TABLE OF CONTENTS Page LIST OF TABLES 3 ABSTRACT 5 1. INTRODUCTION 7 1.1. Historical Background 7 1.2. Background of the Study 11 1.3. Main Questions and Objectives of the Research 12 1.4. Methodology 13 2. NEW PUBLIC MANAGEMENT AS AN ANALYTIC FRAMEWORK 14 2.1. Ideas of NPM 14 2.2. Civil Service Reform as an aspect of NPM 22 2.3. Challenges Facing Civil Service Reforms Implementation 24 3. CIVIL SERVICE IN NIGERIA 27 3.1. Historical and Structural Origins of the Nigerian Civil Service 27 3.1.1. The Westminster – Whitehall Model and Nigerian Public Service 28 3.1.2. Institutional Framework and Prevailing Culture 30 3.2. Increasing Centralization of the Public Administration System 32 3.3. Decline in the Civil Service 32 3.3.1. Erosion of Public Service Salaries 33 3.3.2. Decline in Public Service Efficiency 34 3.4. Obstacles to Grand Civil Service Reform 35 3.4.1. Bureaucratic Elites and the Masses 37 3.4.2. Leadership Resistance to Change 37 4. EFFORTS TO REFORM NIGERIAN CIVIL SERVICE 42 4.1. British Influences 43 2 4.2. Post- Independence Era 44 4.3. Key NPM Challenges and Constraints 48 4.3.1. Problems and Solutions 51 4.3.2. Downsizing and the Public Sector Labor Market 52 4.3.3. -
REFOCUSING the FEDERAL CIVIL SERVICE: the ROLE of the HEAD of SERVICE Emma, Chukwuemeka Phd1 , Eme, Okechukwu Innocent2, 3 Titus Enudu, Ph.D
Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 1, No.3; November 2011 REFOCUSING THE FEDERAL CIVIL SERVICE: THE ROLE OF THE HEAD OF SERVICE Emma, Chukwuemeka PhD1 , Eme, Okechukwu Innocent2, 3 Titus Enudu, Ph.D 1Department of Public Administration, Nnamdi Azikiwe University, Awka. 2Department of Public Administration and Local Government Studies University of Nigeria, Nsukka. 3 Department of Business Administration, Enugu State University of Science and Technology, Enugu ABSTRACT Nigeria’s second return to democratic regime in 1999 poses the problem of adjustment for the higher cadre of the country’s civil service. Under military regime the civil service had, for the best part, combined political and bureaucratic roles. The return to a democratic administration implied the shedding of the role of policy articulation. Presidential Democracy equally imposes additional context for political restructuring by the civil service. These are the issues examined in this article. It analyzes the role of the Head of service in refocusing the civil service for more efficient service delivery. It also examines the implications of this refocusing and its major tenents. The article concludes by positing that the new system will create a much better career-centered environment and a potentially result- oriented civil service than we have had in the past. Keyword: Civil Service, transformation, career bureaucrats, politicians, refocusing, Policy, restructuring, and Welfare package. INTRODUCTION Role of the civil service as an instrument in a polity’s socio-economic and political development is incontestable. In some parts of the globe, however, the civil service seems unable to cope with the prevailing ideological, political and economic changes as well as the management innovations. -
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. -
The New Public Administration and Service Delivery in Public Organizations in Nigeria
International Journal of Academic Multidisciplinary Research (IJAMR) ISSN: 2000-006X Vol. 3 Issue 4, April – 2019, Pages: 22-27 The New Public Administration and Service Delivery in Public Organizations in Nigeria. DIKE, Ego .E Department of Public Administration Chukwuemeka Odumegwu Ojukwu University, Anambra State, Nigeria. Abstract: We examined the relationship between New Public Administration and Service Delivery in Public Organizations in Nigeria. The main focus of new administration is the use of market techniques to improve the performance of the public sector. The main features of NPA include performance contracting, cost recovering, commercialization, decentralization and accountability among others. The study adopts a content analysis method through the use of secondary data. The study recommends among others that the implementation of the reform can be tackled by being more practical, sensitizing public servants in an adequate/timely manner, and taking into cognizance the environmental realities of the Nigerian public service. It concludes that new public management is sine qua non for any civil service that wants to be effective in service delivery. Keywords: New Public Administration, Service Delivery. INTRODUCTION The earlier reforms aimed at shaping a public administration that could spearhead national development, albeit in the The New Public Administration represents the culmination mould of the colonial age. Current reform efforts aim to of a revolution in public Administration. The belief that large reduce the costs and refocus the activities of the public and monopolistic public bureaucracies are inherently sector, to change the way it works, and to promote the role of inefficient was a critical force driving the emergence of the the market and non-governmental actors both in service New Public Administration (NPA) in the 1980s. -
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 ....................................................................................................................................... -
Civil Service Reforms and National Development in Nigeria
South American Journal of Management Volume 1, Issue 2, 2015 Civil Service Reforms and National Development in Nigeria Article by Ogochukwu E.S. Nebo1 and Nnamani, Desmond Okechukwu2 Personnel Unit, Godfrey Okoye University Enugu Nigeria1 Dept of Public Administration and Local Government University of Nigeria, Nsukka2 Email:- [email protected] Abstract Civil service is an executive arm of government that implements the programmes and policies of government efficiently and effectively to enhance national development. Civil servants are crops of technocrat at federal, state and local level who assist government of the day with their wealth of knowledge and experience to carry out their legitimate business. Nigerian civil service has been in dilemma of partisan politics, red-tapism, leakages, wastage, non professionalism, unproductive, redundancy and over-bloated ghost workers from one administration to another since independence of 1960. Civil service revolves around people to achieve result, this prompted why successive regimes have bent on reforming to improve the machinery of government; yet the effort remain obsolescence, no enthusiasm to execute government policies. The paper examines various reforms in Nigeria civil service and finalize that nothing has been done for better service delivery. The lacuna experienced in Nigerian civil service is not far from the structure of Nigerian state coupled with socio-cultural factors on the aegis of federal character principle and quota system all this floored national development. To ameliorate this persistent deterioration of bureaucratic bottleneck, inefficiency and unaccountability, this demands meritocracy in the altar of mediocrity during appointment to enhance national development. The bureaucratic theory of Max Webber should be in place in the context of civil service reform in Nigeria to achieve result. -
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.