Finding the Right Compensation for Temporary Assignments

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compensation for temporary assignments

  • 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. 

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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 assignments and pay

Q. What is the difference between a temporary promotion and a temporary detail?

A. A temporary promotion is intended to meet the temporary needs of an agency’s work needs when those services can’t be met by other means. To be temporarily promoted, an employee has to meet the same qualification requirements that are needed for the permanent promotion. He or she receives the higher graded salary for the period assigned and gains quality experience and time-in-grade at the higher grade level. The 120 days can be made noncompetitively. In other words, the employee doesn’t have to compete with other employees for the temporary assignment. A detail is the temporary assignment of an employee to a different position or set of duties for a specified period when the employee is expected to return to his/her regular duties at the end of the assignment. An employee who is on detail is considered for pay and FTE purposes to be permanently occupying his or her regular position. Therefore, there is no change to the employee’s grade or salary while serving on the detail (even though the duties associated with the detail opportunity may be classified at a higher or lower grade level than the employee’s current position).

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

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can an employee be temp detailed to a set of duties for 120 days and then temp promoted to a successor position for 120 days?

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Compensation + Classification

Temporary assignments/stipends.

Policies and Procedures

Use the index below to navigate throughout this page

Temporary Job Changes

Incumbents may be eligible for additional compensation when  higher level  duties or  significantly different  duties are temporarily assigned. Typically the higher level duties must account for a substantial amount of the incumbent’s workload for a period of more than 30 working days and less than one year (different collective bargaining agreements may vary on this definition). Extensions beyond one year require approval by the compensation analyst. For instructions on how to submit a request for temporary stipend see Procedures for a Temporary Stipend. Updates to temporary stipends or requests for extensions must be submitted in Job Builder using the “Extend, Inactivate or Update Temporary Reclass/Stipend” action.

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Temporary Stipend (for Policy-Covered Staff)

A temporary administrative stipend may be paid to an employee who is temporarily assigned significant responsibilities of a higher level position or significantly different duties (25%+) not normally a part of the employee’s regular position ( see PPSM 30.III.B.9 ). Assignment of temporary responsibilities at a lower level does not warrant a stipend. Temporary Stipends are typically effective the date an employee begins performing the higher level duties at a significant portion of time (approx 25-30% or greater). They end when the higher level duties are no longer assigned. Stipends for employees are appropriate when increased responsibility lasts for at least 30 working days or longer. Temporary stipends may be approved by HR for up to one year. Stipends beyond one year require approval of Human Resources via an on-line request in Job Builder, but in no case may a temporary stipend extend beyond two years.

In recommending the stipend amount, managers should consider various criteria including the length of the assignment, position of employee in the salary range, complexity and scope of temporary duties, and comparisons with the salaries of others in the department.  The sum of the stipend and the base salary shall not exceed the maximum salary of the range into which the combination of permanent and temporary duties would be classified. 

Temporary Stipend (for Represented Employees)

An employee in a bargaining unit may be eligible to receive a temporary stipend when they are assigned  substantially all of the duties of a higher classification  for a significant portion of their time (usually 50% or greater), commonly referred to as an  "out-of-classification assignment" . Temporary stipends are typically effective the date an employee begins performing the higher level duties at a significant portion of time and they typically end when the higher level duties are no longer assigned by management. These appointments must be for a minimum of 2 weeks (longer for some bargaining units) up to a maximum of one year. Stipends beyond one year require approval of Human Resources via an online request in Job Builder, but in no case may a temporary stipend extend beyond two years. Please refer to the appropriate  collective bargaining unit agreement  for the policy on temporary out-of-classification assignments.

Procedures for a Temporary Stipend

To initiate a temporary stipend, the Department Head or Business Manager submits an online request by going into Job Builder, completing a "Temporary assignment (stipend)" action, and submitting it to Compensation for review. The online request must include all of the required pieces of information (see below) or it will be returned to the department with a request for additional information. Requests should be submitted as close to the begin date of the temporary assignment as is reasonably possible.

Process for an Online Submission:

  • Review the eligibility criteria for the employee. (For non-represented employees refer to PPSM.  For represented employees refer to the applicable collective bargaining unit contract.) 
  • Obtain needed departmental and / or Control Point approvals (as set by each department and division).
  • In Job Builder, select the employee's current job description, and begin a "Revise Job Description" action. Once you have begun the workflow, choose the "Temp Assignment (Stipend)" action type..
  • Complete the "Temp Assignment (Stipend)", Comp Information, and Action Justification tabs.  No changes are made to the content of the job description apart from completing any required fields that are new to the job description since the transition to Job Builder. 
  • On the Action Justification tab, attach an Organizational Chart and complete the Department Head and/or Control Point Approvals.
  • Submit the action to your Compensation Analyst for review and approval.
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Compensation

  • Interim Assignment

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  • Interim Assignment Guidelines

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compensation for temporary assignments

WHAT IS AN INTERIM ASSIGNMENT?

An interim assignment is a temporary assignment a current employee takes on which is a different role.  An employee is asked to temporarily assume the duties of a higher graded position that has fallen vacant or whose incumbent is on leave. A temporary increase to a staff member’s pay may be provided for taking on an interim assignment; however, it is not required.

Interim assignments are adjustments to an employee's base salary and are not considered additional compensation.

Interim assignments and the amount of the temporary salary adjustment must be approved in advance of any discussions or written communication with the employee.

HOW LONG CAN AN INTERIM ASSIGNMENT LAST?

Interim assignments may not exceed 6 months .   If the position is above grade 114, the interim assignment may be extended for a one-time extension not to exceed 6 additional months.

If the period of the assignment will cross fiscal years, the assignment must end on August 31 and a new ePAR, effective September 1, will need to be submitted to continue the assignment to the already approved end-date (not to exceed the initially approved 6 months).

  INTERIM PAY INCREASE AMOUNT

General considerations for interim increases.

  • An employee being considered for interim assignment must meet Minimum Qualifications of interim role in order to be considered for assignment.
  • Compensation will utilize the UH average salary to assist in determining appropriate/equitable interim salary.  Alternatively, if the interim assignment is for a single-incumbent role, the external market value of a job can be identified by a compensation analyst.
  • The employee no longer performs the primary assignment and serves solely in the new capacity.
  • An interim increase should be no more than 10% of interim employee's current salary.
  • All interim increases above 10% of interim employee's current salary require prior approval from Human Resources, and the Provost or appropriate VP.
  • In all cases, interim payments will be capped at 20% of interim employee's current base salary.
  • Employee's interim pay should not be greater than the pay rate of the previous incumbent except under exceptional circumstances. This requires prior approval from Human Resources.

COMPLETING THE INTERIM ASSIGNMENT REQUEST FORM

SECTION I - EMPLOYEE AND UNIT INFORMATION

SECTION II - DESCRIPTION OF INTERIM ASSIGNMENT

SECTION III - APPROVALS

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Pay Practices

Temporary assignments/interim appointments.

From time to time, it may be necessary for staff and administrators to take on additional or different responsibilities of a temporary nature. While all employees are expected to fill in for vacations and other short-term absences from time to time, in some circumstances additional compensation may be warranted. A department supervisor initiating a Temporary Assignment or Interim Appointment in his/her area of responsibility must submit a written proposal to the appropriate Vice President, presenting the reason for the assignment/appointment, the expected duration, resources required, the method for evaluating successful performance, and the criteria for selecting the employee.

A Temporary Assignment is when an individual is assigned (in writing) additional duties on a temporary basis in the absence of another employee at the College through a one-time payment.  Higher volume of work is not included. This additional work must continue for 30 or more days and must be a significant, clearly defined addition of responsibilities to the normal workload (higher volume of work is excluded from this definition).

During this period, the individual may be eligible to receive additional compensation ranging from 3 - 10% of the employee’s current base salary or hourly rate. The amount to be received will depend upon the duration of the Temporary Assignment, the degree of complexity and/or importance of the additional work, and the level of performance.

An Interim Appointment is when an individual is appointed (in writing) to a different position (either in the same or in a higher band) on a temporary basis where there is a vacancy expected to last for an extended period of time. The individual will be held accountable for the scope of the interim role that is identified by his/her supervisor at the time of the Interim Appointment. Potential compensation is as follows:

  • Interim Appointment to a position in the same pay band – Since the interim position has the same salary potential as the individual’s own position, base salary for the individual will not change, although he/she may be eligible for a one-time cash payment, depending upon the duration of the Interim Appointment, the degree of complexity and/or importance of the additional work, and the level of performance demonstrated. Human Resources and divisional leadership will evaluate these situations on a case by case basis to determine if any cash payment is necessary and appropriate.
  • Interim Appointment to a position in a higher pay band – Since the interim position has a higher base salary potential than the individual’s own position, an individual taking on such an appointment may be eligible for a temporary increase in base salary, determined under the College’s promotional guidelines as if the individual were being promoted to this position, and remaining in effect until the Interim Appointment is completed. Upon returning to his/her position, the employee will receive the salary rate he/she had been earning prior to the Interim Appointment, adjusted for any intervening salary increases (annual increases, increases due to market or internal equity, etc.). Human Resources and divisional leadership will evaluate these situations on a case by case basis to determine if any salary adjustments are necessary and appropriate.

Clarifying Overloads & Temporary Assignments

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  • The UW-Madison Office of Human Resources has a policy on overloads. Please make sure to review the UW-Madison policy documentation for the most up to date information.
  • Administratively directed responsibility (typically requested by supervisor and ultimately signed off on by the Division of Extension Dean);
  • Duties are substantially outside of normal position responsibilities and/or employment beyond 100% (UW-5031 - I.4.A);
  • Unusual, short-term, or non-recurring (UW-5031 - III);
  • In addition, a written agreement and scope of work are required before any pay increase is negotiated and work performed;
  • The agreement must be approved by the Division of Extension Dean. 

Questions frequently arise by staff wondering what types of tasks may constitute a temporary pay increase.  The salary received by full-time employees who are exempt from Fair Labor Standards Act (FLSA) provisions is considered full compensation during the appointment period.  Exempt employees are expected to work without extra pay to complete their assignments ( UW-5031 - Rationale/Purpose).

However, there are situations where administration identifies a need and will ask a person to assume additional responsibility.  These assignments involve 1) additional work requirements that are added to the existing duties of a full-time employee creating a workload in excess of 100 percent of the employee’s normal duties, or 2) substantially new responsibilities that would not be part of the existing position responsibilities (e.g., taking on a temporary administrative role) and warrant additional compensation based upon the nature of the duties (UW-5031 - I.4.A) .  The performance of these additional duties is unusual, short-term, or nonrecurring (UW-5031 - III) .

The determination that a compensation adjustment is appropriate must be made before work is perform. A clear ‘scope of work’ is crafted and shared with the employee that outlines the additional activities upon which compensation is based.  Overloads and overload payments must be approved by all parties before any work is performed (UW-5031 - I.2).

Instructions for Employees

If you have questions, please reach out to your direct supervisor.

Instructions for Supervisors

  Pay Adjustments - Overload Payments  

UW-Madison Policies

Uw-madison overload policy (policy library).

UW-Madison Policy Library -UW-5031 - Overload Policy

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Summary of Reassignment

This summary of reassignment covers the following topics:

  • Learning About Reassignment
  • Definition of Reassignment
  • The Agency's Right to Reassign
  • Reassignment Without Regard to RIF Retention Standing
  • Separation After Declining Geographic Reassignment
  • Qualifications and Reassignment
  • Relocation Expense Allowances
  • Additional Information from the Agency
  • Additional Information from OPM

1. Learning About Reassignment

The reassignment regulations give an agency extensive flexibility in reassigning an employee to a different position.

This summary covers the procedures in the reassignment regulations. With this summary, employees, managers, union representatives, and others will have an overview of both the agency's and employees' rights in a reassignment situation.

The appropriate human resource office (HRO) in the agency can provide additional information on specific questions relating to reassignment policies, options, and entitlements.

2. Definition of Reassignment

The regulations published in section 335.102 of title 5, Code of Federal Regulations (5 CFR 335.102) cover reassignment of competitive service employees, while the regulations published in section 302.102(a) (5 CFR 302.102(a)) cover reassignment of excepted service employees.

Section 5 C.F.R. 210.102(b)(12) of the regulations defines reassignment as:

". . . a change of an employee, while serving continuously within the same agency, from one position to another without promotion or demotion."

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3. The Agency's Right to Reassign

An agency may reassign an employee when:

The agency has a legitimate organizational reason for the reassignment; and

The vacant position is at the same grade, or rate of pay (i.e., if the movement is between pay systems such as from a General Schedule position to a Federal Wage System position), as the employee's present position.

The agency's right to direct reassignment includes the right to reassign an employee from a special rate position to a non-special rate position at the same grade, or to a position with less promotion potential than the present position. (Reassignment to a position with more promotion potential than the present position requires competition under the agency's merit staffing plan.) The position to which the agency reassigns an employee may be located in the same or a different geographic area (e.g., reassignment from Houston to Washington, DC).

4. Reassignment Without Regard to RIF Retention Standing

An agency may reassign an employee without regard to the employee's reduction in force retention standing, including an employee's veterans' preference status. A reassignment to a vacant position at the same grade is not a reduction in force action even if the agency abolishes the employee's former position

At its option, an agency may adopt a policy to select employees for reassignment on the basis of considerations such as retention standing, total service with the agency, length of time in a position or in the organization, etc. Again at its option, an agency may canvass its employees to determine whether an individual employee would prefer reassignment to a specific location, a new organization, and/or to a position with different duties and responsibilities.

5. Separation After Declining Geographic Reassignment

The agency must use the 5 CFR part 752 adverse action regulations when separating an employee who declines a directed reassignment to a position in a different geographic area.

An employee who is removed by adverse action for declining geographic relocation is potentially eligible for most of the benefits that are available to a displaced employee separated by reduction in force (e.g., intra- and interagency hiring priority, severance pay, discontinued service retirement, etc.).

An employee who declines reassignment to a position in the same geographic area as the present position (e.g., from an Atlanta position to a different Atlanta position) is not eligible for any career transition assistance or other benefits.

6. Qualifications and Reassignment

The agency's basic right to reassign an employee is based, in part, on the agency's determination that the employee is qualified for the position to which the employee will be reassigned.

An agency may also reassign an employee to a position if the agency modifies or waives qualifications for the vacant position, consistent with OPM's requirements for these actions.

7. Relocation Expense Allowances

An employee is generally eligible for relocation expense allowances for a directed reassignment that requires relocation to a different geographic area

The General Services Administration (GSA) publishes its Federal Travel Regulation (FTR) in 41 CFR subpart F. The complete FTR and other relocation-related information are available on GSA's website at  www.gsa.gov .

8. Additional Information from the Agency

The agency's human resources office (HRO) can provide both employees and managers with additional information on OPM's reassignment regulations. The HRO can also provide information on potential benefits, such as eligibility for:

  • Career transition assistance
  • Separation incentives (if available)
  • Rehiring selection priority
  • Severance pay
  • Unemployment compensation
  • Relocation allowances.

9. Additional Information from OPM

OPM provides additional restructuring information on the OPM website at  www.opm.gov .

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Policy VII-9.50-GC

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

  • Human Resources Policies and Procedures

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

Purpose and Applicability

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

Definitions

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

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

Temporary Assignments and Acting Appointments

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

Temporary Assignments

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

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

Acting Appointments

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

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

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

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

Duration of Temporary Assignments and Acting Appointments

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

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

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

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

Benefits During a Temporary Assignment or Acting Appointment

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

Layoff During A Temporary Assignment Or Acting Appointment

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

Implementation Procedures

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

Replacement for:

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

UMGC OS 33.00: Policy on Temporary Assignments and Acting Appointments

See all Human Resources Policies and Procedures

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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 05/17/2024.

Material Superseded:

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

Background:

This policy updates the timeframes and approval procedures for details to the White House and Congressional committees per HHS’ Immediate Office of the Secretary and the Assistant Secretary for Administration.  It also updates requirements for rotational assignments in a formal training program, including Pathways Programs (Schedule D) details consistent with OPM’s regulatory changes .

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.

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.
  • Bargaining Unit Employees .  The Department will follow all requirements of 5 USC Chapter 71 involving bargaining conditions of employment for bargaining unit employees.  To the extent that provisions of this policy are in specific conflict with a Collective Bargaining Agreement (CBA), the provisions of the CBA govern for bargaining unit positions only.

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.
  • Office of the Assistant Secretary for 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]  no less than 14 days 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.
  • Deails 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 [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.
  • Initial detail and extension requests may be approved for up to 90 days, following the required HHS approval process outlined in 3. d. below.
  • 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.
  • Initial detail and extension requests may be for periods up to 90 days, following the required HHS approval process outlined in 3. d. below.
  • 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.   

Rotational Assignments (i.e., Details) for Employees in Formal Training Programs.

Employee rotational assignments as part of a formal training or development program must follow this policy, except where the program is authorized by a law or regulation that specifies separate requirements for rotational assignments. (For example, 5 CFR §362.405(b)(4) authorizes different detail timeframes for Presidential Management Fellows rotational assignments as part of the Pathways Programs.) 

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.
  • 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 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.)
  • 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 review, 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.

COLUMBIA UNIVERSITY IN THE CITY OF NEW YORK

Parliament, Office Building, Building, Architecture, Urban, Postal Office, Grass, Plant, City, Town

Education Assistant

  • Institute of Human Nutrition
  • Columbia University Medical Center
  • Opening on: Jun 7 2024
  • Job Type: Support Staff - Non-Union
  • Bargaining Unit:
  • Regular/Temporary: Temporary
  • End Date if Temporary: 5/13/2025
  • Hours Per Week: 19
  • Standard Work Schedule:
  • Salary Range: $9100.00 - 9100.00

Position Summary

The Education Assistant will assist professors in MS program courses and assist the MS Program Director and Associate Director with general programmatic elements.

Responsibilities

[80%] Academic and Faculty Support during instruction session (8/1/24-5/13/25)

  • Assist with live classes
  • Review lecture recordings on Canvas for clarity
  • Grade assignments as needed
  • Answer student questions (online and via Canvas)
  • Review materials as requested by course director (such as discussion boards, papers, assignments, questions
  • Assist faculty with administrative aspects of courses (including but not limited to Canvas postings, scheduling, tracking assignment submission)
  • Assist faculty in obtaining relevant course materials and creating an archiving system that can be easily migrated from year to year
  • Provide exam proctoring support as needed

[20%] MS Program Support (8/1/24-5/13/25)

  • Support the review and revision of MS Program student documents (such as Student Handbook, Student Honor Code, etc.)
  • Support student events
  • Performs related duties and responsibilities as assigned/requested

Minimum Qualifications

  • Bachelor’s degree 

Preferred Qualifications

  • Graduate-level knowledge of at least one of the following are requested: Biochemistry, Epidemiology, Physiology, Biostatistics
  • Two years of related experience

Equal Opportunity Employer / Disability / Veteran

Columbia University is committed to the hiring of qualified local residents.

Commitment to Diversity 

Columbia university is dedicated to increasing diversity in its workforce, its student body, and its educational programs. achieving continued academic excellence and creating a vibrant university community require nothing less. in fulfilling its mission to advance diversity at the university, columbia seeks to hire, retain, and promote exceptionally talented individuals from diverse backgrounds.  , share this job.

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FLSA Compensation Threshold Increases - Supervisors Guidance

Salary thresholds defined under the Fair Labor Standards Act will update every three years based on up-to-date wage data. Human Resources, Payroll Services, and the Office of Budget and Planning will work with you as necessary to plan for and provide guidance for  these changes.

This webpage is a general reference for University supervisors. Please work with your Senior HR Partner to plan for any impacts to your unit or direct reports.

2024 FLSA Compensation Threshold Increases

On April 23, 2024, the Department of Labor (DOL) announced planned updates to the Fair Labor Standards Act compensation threshold, one factor in determining whether a position can be exempt from overtime requirements.

If the following upcoming minimum thresholds are above your salary, you may be impacted.

July 1, 2024 : $844 weekly ($43,888 annually)

Jan. 1, 2025 : $1,128 weekly ($58,656 annually)

New Threshold Impact on Supervisors

An increase to the FLSA salary threshold means that direct reports who are paid under the new salary threshold and who meet the FLSA duties requirements will automatically convert from salaried to hourly, become positive time reporters, and be entitled to FLSA protections, including overtime pay or compensatory time accrual.

Due to the financial impact of overtime pay on a unit’s budget, it is your responsibility to consider rescheduling priorities, reassigning work, rebalancing workloads, or offsetting hours during the same workweek before approving overtime hours.

Tips for Supervisors

  • Meet with impacted direct reports to ensure they understand overtime policies, procedures and expectations.
  • Check with department leadership to determine if there are special expectations regarding meal and break times or compensatory time accrual.
  • Before authorizing overtime, explore all alternatives, such as changing priorities, reassigning work, or offsetting excess hours with reduced hours in another day in the same workweek.
  • You and your business office will receive auto notifications if your direct report exceeds the max comp time accrual balance of 120 hours. College/division leadership may grant an exception for up to 240 hours, but please be mindful of your direct reports' balances.

Resources for Supervisors

  • Senior HR Partner - Guidance in planning for more hourly workers on your payroll.
  • Supervisors Guide: Accurate Timekeeping  -   Tips and information to help you ensure employees accurately report their time.
  • Hourly vs. Salary Guide - General resource to explain key things to know.

Managing Hourly Employee Overtime

Please visit the Salary vs Hourly webpage to learn about overtime and compensatory time.

Supervisors CAN

Supervisors Can Overtime

Supervisors CANNOT

Supervisors Cannot Overtime

Frequently Asked Questions

How will i know if a direct report is affected by the change.

Human Resources will contact employees and their supervisors via email leading up to the change date.

In addition, the UAccess Analytics FLSA Impact Report is available with "HR Medium" provisioning. You may also contact your Senior HR Partner for assistance locating impacted employees in your area.

Determining exemption status may be challenging based on FTE, stipends, allowances, etc. You do not need to navigate or calculate on your own. Human Resources is here to support you. If you have questions, please contact your  Senior HR Partner .

Can I schedule creatively? E.g., There is a big event one of my employees needs to work at on Saturday; can I work less at the beginning of the same week?

Yes, an employee may shift hours around within a given workweek to stay within their regular hours. In fact, as a supervisor, you must explore all options to facilitate this before considering overtime. This may include rescheduling priorities, reassigning work, re-balancing workloads and even revising the employee’s work schedule so that weekend work is performed as a regular part of the workweek.

You may not shift hours across weeks .

Can I change or set an employee’s salary specifically to ensure they remain salaried or in alignment with colleagues doing similar work?

Generally, it is not appropriate to set or change salary to avoid FLSA regulations. It is also not necessary for colleagues doing similar work to all have the same exemption status, even if they have the same title, job function/family or career level.

However, certain positions may have large fluctuations in workload based on seasonality or project cycles or receive allowances and stipends, which can cause budgetary or other logistical considerations for units. Please contact your  Senior HR Partner to work through individual situations and strategize options.

Are certain positions exempt from FLSA regulations?

Yes. Categories of employment outlined in the Fair Labor Standards Act and Overtime Policy “Exemption Tests” section (Department of Labor Fact Sheets 17A-E and S) are exempt from FLSA regulations.

If you have questions about the exemption status of a direct report or planned new position posting, please contact your Senior HR Partner .

I have questions about specific compensation situations (e.g., OPS, stipends, temporary compensation, etc.)?

For questions regarding specific situations about how various compensation elements (allowances, stipends, OPS and more) affect FLSA exemption status of a position, please contact your  Senior HR Partner .

How can I address employee concerns about their FLSA exemption status?

If an employee has concerns rooted in perceptions of status, prestige or value of their position FLSA regulations are designed to protect employees and ensure they are fairly compensated. However, until the 2024 changes by the Department of Labor, the salary threshold had not kept up with rises in salaries and inflation for many years. As a result, hourly work has unfortunately come to be associated with entry-level or lower responsibility work.

It is important to try and modernize this type of perception. FLSA exemption status does not affect a n employee’s FTE, career architecture mapping, benefits and retirement or accrual of time off.

If an employee has concerns rooted in understanding when overtime is allowed or required As the supervisor, you and your unit determine overtime expectations and requirements for employees. Please be open and transparent with hourly employees about those expectations and guidelines. 

If an employee has questions about how to report time Please refer employees to the following resources:

  • Positive Reporters page for step-by-step guidance
  • Time Reporting Deadlines page for time/date deadlines to report time
  • UAccess Employee Time & Labor Tools page for video guides

Are FLSA regulations, overtime payments and thresholds the same in every state?

Every state complies with the federal FLSA requirements. However, some states extend or supplement those regulations. This is one of the reasons that there are additional processes for hiring employees outside the state of Arizona, as defined in the  Out-of-State Domestic (U.S.) Work Arrangement Guidelines .

Please do not feel obligated to try to navigate and understand multiple state regulations. Allow Human Resources to advise and conduct a compliance review of state regulations. Contact your Senior HR Partner   for guidance.

Do you need more assistance? 

Connect with Payroll Services Phone: 520-621-9097 Email: [email protected]

Also visit the Time Approver Duties and Time Coordinator Duties pages for guidance.

IMAGES

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    compensation for temporary assignments

  2. 12+ FREE Compensation Plan Templates [Edit & Download]

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  3. Fillable Online Workers' Compensation Temporary Treatment I.D. Form

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  4. Temporary assignments policy in Word and Pdf formats

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  5. Compensation management Question paper for assignments

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  6. FREE 11+ Compensation Agreement Templates in PDF

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VIDEO

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  2. When Do Workers' Compensation Checks Stop?

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  5. Workers' Compensation Check Amount Changes

  6. Conditions to Accrue a Compensated Absence w/ Example

COMMENTS

  1. Finding the Right Compensation for Temporary Assignments

    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 ...

  2. Temporary assignments and pay

    A temporary promotion is intended to meet the temporary needs of an agency's work needs when those services can't be met by other means. To be temporarily promoted, an employee has to meet the same qualification requirements that are needed for the permanent promotion. He or she receives the higher graded salary for the period assigned and ...

  3. Temporary Assignments/Stipends

    Temporary Stipend (for Represented Employees) An employee in a bargaining unit may be eligible to receive a temporary stipend when they are assigned substantially all of the duties of a higher classification for a significant portion of their time (usually 50% or greater), commonly referred to as an "out-of-classification assignment".Temporary stipends are typically effective the date an ...

  4. Temporary Employee Laws: Overview and FAQs

    The DOL states that a temporary job is (by law) a job that lasts less than 12 months. Anything after that must be treated as a long-term employee with the appropriate rights and benefits. Exempt ...

  5. Temporary Transitional Work Assignments Policy for Workplace Injuries

    Policy. All departments are required to develop a program for temporary transitional work assignments (TTWA) to ensure that all employees who have sustained an occupational injury or illness are returned to work at the earliest, medically approved opportunity. Departments will work in conjunction with the workers' compensation claims examiner ...

  6. PDF Temporary Salary Adjustments

    compensation. Temporary Duty Assignments A temporary salary adjustment may be given to an employee who temporarily assumes some higher-level duties and responsibilities for a period of at least 30 days. The appropriate Vice President or designee is responsible for determining the need for temporarily assigning higher

  7. Temporary Transitional Employment: When To Use It? How To Use It?

    Temporary Transitional Employment (TTE) is a popular workers compensation tool in which employers who cannot return injured workers to positions within the company's operations arrange for assignment to public service entities that can accommodate the workers' restrictions. Reasons advanced in support of such programs include that they ...

  8. Interim Assignment

    An interim assignment is a temporary assignment a current employee takes on which is a different role. An employee is asked to temporarily assume the duties of a higher graded position that has fallen vacant or whose incumbent is on leave. A temporary increase to a staff member's pay may be provided for taking on an interim assignment ...

  9. PDF Temporary Transitional Work Policy. DHR.docx

    Provide the Temporary Transitional Work form developed for this purpose to the injured employee and thoroughly discuss the assignment with the employee. After signatures are obtained, provide a copy to the workers' compensation claims adjuster assigned to the case. Communicate any changes to the TTWA assignment to the workers' compensation ...

  10. Interim Temporary Assignment

    Interim Temporary Assignment. Occasionally it may be necessary to temporarily assign an employee to a job other than his or her regular job. The following statements describe the compensation policies for temporary assignments, including acting positions. If an employee is temporarily assigned to an existing job in a higher salary grade than ...

  11. PDF DEPARTMENT OF HUMAN RESOURCE MANAGEMENT POLICY 3.05 COMPENSATION

    compensation management are conducted without discriminating on the basis of defined protected classes (identified in policy 2.05). ... the additional assignment(s). g. The amount of temporary pay shall not be considered as base pay for computation of leave balance payments if the employee separates. 6. ROLE CHANGE: a.

  12. I_Temporary Assignments/Interim Appointments

    A Temporary Assignment is when an individual is assigned (in writing) additional duties on a temporary basis in the absence of another employee at the College through a one-time payment. ... the individual may be eligible to receive additional compensation ranging from 3 - 10% of the employee's current base salary or hourly rate. The amount ...

  13. Clarifying Overloads & Temporary Assignments

    Clarifying Overloads & Temporary Assignments. Occasionally employees take on additional duties and ask whether they may be eligible for a pay increase. The steps below outline the criteria that must be met in order to demonstrate and be approved for additional compensation. Expand All. Collapse All.

  14. Summary of Reassignment

    Section 5 C.F.R. 210.102 (b) (12) of the regulations defines reassignment as: ". . . a change of an employee, while serving continuously within the same agency, from one position to another without promotion or demotion." 3. The Agency's Right to Reassign.

  15. Temporary Assignments and Acting Appointments Policy

    Temporary Assignments. With the CHRO or designee's approval, an employee's supervisor may make Temporary Assignments to an employee's current position. Temporary Assignments may not result in a change in title or compensation. Acting Appointments. The CHRO or designee may appoint an employee to an Acting Appointment.

  16. PDF Workers' Compensation Temporary Transitional Work Program

    The Worker's Compensation TTRW Program will be managed and directed by the Office of Workers' Compensation and Claims Management. The appropriate department supervisor will work closely with Claims Management in overseeing modifications to specific positions and monitoring the employee's performance in the temporary transitional position.

  17. Human Resources Manual

    For counting the 12-consecutive months, the first pay period worked is the first month of the 12-consecutive month timeframe. The maximum number of days worked, 189 days, refers to the amount of work each employee who is in a temporary assignment may work, not the total number of TAU hours an entire agency may utilize in a 189-day timeframe.

  18. 300-3: Intergovernmental Personnel Act Assignments

    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 ...

  19. PDF Temporary Assignments

    Temporary Assignment on a full-time basis, the employee will be assigned an Acting or Interim title with the higher-level position. The salary for the Acting or Interim Assignment shall be set at the greater of: ... a Compensation Change in Workday for verification of funding and then to the Office of Human Resources for processing before ...

  20. PDF Transitional Return-to-Work Program

    A Transitional Return-to-Work Assignment (TRWA) is a temporary work assignment that complies with all the temporary work restrictions indicated by the employee's treating ... Reduce workers' compensation and related overhead disability costs. Program Guidelines: 1. Communicate all temporary work restrictions to the claims administrator. 4 .

  21. PDF A9.310 Temporary Assignments for Civil Service Employees

    July 1982 CLASSIFICATION AND COMPENSATION Page 1 A9.310 TEMPORARY ASSIGNMENTS FOR CIVIL SERVICE EMPLOYEES 1. Purpose. To promulgate procedures governing temporary assignments of civil service employees in accordance with Title 14, Administrative Rules, Department of Personnel Services Section 6-4 and collective bargaining agreements. 2.

  22. Temporary Assignment Compensation Sample Clauses

    Temporary Assignment Compensation. Upon written assignment employee assigned to perform the duties of a class which is compensated at a rate higher than such employee's class when such position is temporarily vacant or from which the incumbent is absent, shall be eligible to receive temporary assignment compensation. The assignment must be for over two (2) weeks but not over twenty-six (26 ...

  23. Compensation for Temporary Assignments Sample Clauses

    Sample 1. Compensation for Temporary Assignments. ‌ Employees who are temporarily assigned to a job classification in a higher pay grade than their regular job classification other than Heavy Vehicle Operator Driver, shall be paid for all hours worked in such higher pay grade beginning with the first day worked, at either five percent (5% ...

  24. Best Workers' Compensation Insurance Of 2024

    Commissions do not affect our editors' opinions or evaluations. We found that CopperPoint, Erie, Everest Insurance, Great American, ICW, Pinnacol Assurance and Texas Mutual are the best workers ...

  25. Education Assistant

    Job Type: Support Staff - Non-Union Bargaining Unit: Regular/Temporary: Temporary End Date if Temporary: 5/13/2025 Hours Per Week: 19 Standard Work Schedule: Building: Salary Range: $9100.00 - 9100.00 The salary of the finalist selected for this role will be set based on a variety of factors, including but not limited to departmental budgets, qualifications, experience, education, licenses ...

  26. FLSA Compensation Threshold Increases

    On April 23, 2024, the Department of Labor (DOL) announced planned updates to the Fair Labor Standards Act compensation threshold, one factor in determining whether a position can be exempt from overtime requirements. If the following upcoming minimum thresholds are above your salary, you may be impacted. July 1, 2024: $844 weekly ($43,888 ...