Document text
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b! The initiative displayed by the employee.
c! The complexity or difficulty of assignment and
if it exceeded the level of work expected of employee's grade and job
description.
d! Any unique situations or unusual circumstances
and how they were handled.
e! The specific results achieved.
f! The significance of employee's efforts to the
results attained.
g! Benefits obtained for office, overall Bureau,
local community, intelligence community.
h! The request of the recommending office cash
award or certificate of commendation, ranking employees as
appropriate!.
i! Any prior award s! employee has received for
same project/case.
! Special Agent and support supervisors may submit FD
255s to their SACs or division heads recommending awards for employees
under theirlsupervision. The office/division head, or in their
absence, the acting office/division head should personally approve the
recommendation and then submit the form to the designated point of
contact that handles awards matters.!
! Form FD255 may also be used to recommend awards
under the Principal Relief Supervisors Program. See MAOP, Part l,
5l5.5.!
| ! !Deleted!
**EffDte: O4/25/2001 MCRT#: lO96 Div: D3 Cav: SecCls:
5-15.2 Amount of Awards
!Approval by the head of office for award amounts should
be determined by using the established criteria for each category as
set out in 5l5!. The PRAU will not direct that a higher or lower
award be granted, but will offer guidance regarding the proposed
amount in light of the justification an office provides.|
**EffDte: O4/25/2001 MCRT#: lO96 Div: D3 Cav: SecCls:
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5-15.3 |De|eted|
**EffDte: l2/l7/1993 MCRT#: l72 Div: D3 Cav: SecCls:
5-15.4 Senior Executive Service SES! Cash Awards | See 5-15 !.!|
SES members are ineligible for cash awards throughout the
year, and awards will be granted only incident to their annual
performance appraisals. Any exceptions would be based on highly
unusual events and would require the approval of the SES Board and
|Director.|the
**EffDte: O4/25/2001 MCRT#: 1096 Div: D3 Gav: SecCls:
5-15.5 Principal Relief Supervisor Awards See MAOP, Part 1, 3-2.2 and 5-15.1
!-!
l! Criteria for Nomination of Principal Relief
Supervisor for an Incentive Award.
a! The individual must have been officially
designated as the principal relief supervisor or the Assistant
Supervisory Senior Resident Agent for at least six months.
b! The recommending official must state in the
submitting communication that the individual is at|the "Meets
Expectations" level in all of his/her duties.92
c! The individual must perform or have performed
relief supervisory functions an average of eight hours per pay period
for at least the past six months; and
d! The individual's performance in the principal
relief supervisor capacity must be considered superior and documented
as such on an FD255 Recommendation for Incentive Award!. The field
division head or acting field division head must personally endorse
the recommendation.
! A qualified individual may only receive this
particular award once in a l2month period; however, the same
individual may be recognized during subsequent l2month periods if all
qualifications continue to be met. 92Head s! of offices have been
authorized to grant principal relief supervisor awards in amounts up
to $l,OOO.| All nominations must be received at FBIHQ within 60 days
following the reassignment of the principal relief supervisor.
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! Nominations for the principal relief supervisor cash
award may be submitted at any time. All nominations must state that
the recommended individual meets all of the above criteria.
**EffDte: O7/I9/2002 MCRT#: I229 Div: D3 Gav: SecCls:
5-15.6 On-the-Spot OTS! Cash Awards Program
OTS awards are designed to recognize, through immediate
recognition, FBI employees who perform guality service in an
exceptional manner while on duty or in the performance of duties
related to FBI employment. These awards do not replace any existing
awards, and employees who receive them may be considered for other
recognition.
I! Amount of Awards
$50 to|$500!in increments of $50. The awards will
be net and will be ordered in amounts to cover withholding to ensure
actual amounts of $50, $100, $I50,|$200, $250, $300, $350, $400, $450,
and $500.
! Eligibility
All FBI employees at the GSl5!level and below|and WG
employees at the eguivalent of the GSl5|level or below!are eligible.
An employee may receive no more than four ! OTS!awards, and cannot
exceed a maximum of $2,000,|in one|calendar!year.
! Qualifying Criteria
Must be for workrelated performance while on duty or
in the performance of duties related to FBI employment; performance of
additional duties while maintaining his/her own workload;
accomplishing office goals in meeting short deadlines; solving unusual
workrelated problems; or single shortterm incidences of exceptional
workrelated performance.
! Nomination
a! A recommending official supervisor! may
nominate any deserving employee by sending an email to the approving
official. Nominations should include the recipient's name, the
recommended award amount, and a brief explanation of why the employee
is being recommended for the award. Nominations should be made no
more than two ! weeks after the occurrence of the achievement being
recognized, whenever possible.
b! OTS awards should be granted individually.
Groups cannot share the OTB awards. Withholdings are reflected in the
salary records of the award recipient for tax purposes.
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! Approval
a! The approving official should reply to the
recommending official with
receiving a recommendation
recommending official then
of Contact POO! so he/sheeither an approval or disapproval after
from the recommending official. The
forwards the approval to the awards Point
can deduct the money from the office awards
budget. The recommending official should print a copy of the email
for the employee's drop file.
b! Tf an employee is assigned to an office other
than the one making the recommendation for recognition, the employee's
division head or SAC should be contacted, and the recommendation
should state that the recommendation is being made with the
concurrence of the employee's division head or SAC. The funds for the
OTS award will be deducted from the allotment of the office making the
recommendation.
c! Deleted
! Presentation
The employee should be notified of the OTS award in a
public forum. The use of a certificate is optional.
! Award Allotment
The PRAU will notify each office/division of their
one lump sum budget at the beginning of each fiscal year. This budget
should be used for all awards.
8! Office/Division Head Responsibilities
Office/division heads are reguested to designate
a point of contact to handle all awards matters to ensure that all
employees comply with the OTS Awards policy. Also, a log/file should
be maintained to track the awards and to account for the budget.
**EffDte: O2/l5/2005 MCRT#: l37l Div: D3 Cav: SecCls:
5-15.7 Time Off From Duty as an Incentive Award
The TimeOff Awards are an enhancement of the Incentive
Awards Program TAP! to
their excellent efforts
normal job requirements
allows the presentationexpand recognition afforded FBI employees for
and performance which is substantially above
and performance standards. This program
of time off, without loss of pay or charge to
leave, in lieu of monetary recognition as an incentive award. Time-
Off Awards are intended to recognize superior accomplishments or other
personal efforts that contribute to the guality, efficiency, or
economy of government operations and are not intended to be a
substitute for monetary recognition through the IAP.
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! Criteria
The following are the types of contributions an
employee must make in order to be eligible for a TimeOff Award. All
contributions must be workrelated performance while on duty or
performance of duties related to FBI employment.
a! Making a highquality contribution involving a
difficult or important project or assignment.
b! Displaying special initiative and skill in
completing an assignment or project before a deadline.
c! Using initiative and creativity in making
improvements in a product, activity, program, or service.
d! Ensuring the mission of the FBI is accomplished
during a difficult period by successfully completing additional work
or a project assignment while still maintaining one's own workload.
e! Deleted
f! Producing additional benefits to the government
as the result of especially effective and timely evaluation of an
employee suggestion.
! Eligibility
a! All employees are eligible for TimeOff Awards.
An employee may be granted a TimeOff Award regardless of his/her
length of service, and the receipt of a prior award is not
disqualifying. However, the same contributions should NOT be used as
the basis for a TimeOff Award and another award unless the TimeOff
award or other award is deemed clearly NOT adequate to recognize the
value of the employee's contributions.
b! TimeOff Awards for Senior Executive Service
SES! members will be granted only incident to their annual
performance appraisals, and they will be ineligible for TimeOff
Awards throughout the year. Any exceptions will be based on highly
unusual events and will require the approval of the SES Board and the
Director.
! Amount of Award and Limitations
a! The minimum amount of time off that may be given
is four hours, and TimeOff Awards can only be used in increments of
four hours or more unless an employee has less than four hours
remaining of their allotment.
b! A fulltime employee may be granted a maximum of
40 hours of time off from duty as an award for any single contribution
that meets the criteria.
c! Time off granted to an employee must be
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scheduled and used within one year after the award is made, and this
oneyear period may extend into the next leave year. However,
employees should be encouraged to use the award within l2O days.
Leave not used within a year of receipt will be forfeited and is not
restorable.
d! The total amount of time off a fulltime
employee may be granted during any one leave year is 120 hours.
e! For parttime employees or employees with
uncommon tours of duty, the maximum amount of time off that can be
granted
work in
maximum
half ofduring any one leave year is the average number of hours of
the employee's biweekly scheduled tour of duty, and the
amount that can be granted for any single contribution is one-
the total leave year maximum.
f! A TimeOff Award cannot be converted to cash
under any circumstances. Time off can be transferred between offices
within the FBI, but cannot be transferred to another federal agency.
Also, time off cannot be recredited to an employee's account if the
employee has a break in service from the FBI for more than three
calendar days.
employees who
office.
the amount of
the bounds of g! There will be no limit on the number of
can be recognized with TimeOff Awards in a particular
division/office head will have the authority to grant
time off he/she deems appropriate and which is within
good management to ensure that the functions of theEach
division/office are not adversely affected by the use of TimeOff
Awards. When granting or recommending TimeOff Awards, consideration
should also be given to the recipients leave status, i.e., endof
theyear "use or lose," when time off could be a burden on the
division/office and adversely impact on operational needs.
h! Employees in leave without pay LWOP! status
cannot use TimeOff Awards. TimeOff Awards cannot be granted to
employees in an extended LWOP status.
i! Use of a TimeOff Award should not affect an
employee's Availability Pay.
j! TimeOff Awards may only be granted for above-
average, workrelated performance while on duty or in the above
average performance of duties related to FBI employment.
! Relationship to other Awards and Consideration for
Promotion
for the
award.The receipt of a TimeOff Award is not disqualifying
subsequent granting of any other cash incentive or honorary
However, the same contribution should not be used as the basis
for a TimeOff Award and another award, unless the time off is deemed
clearly not adequate enough to recognize the value of the employee's
contribution. In such rare cases, it may be appropriate to couple a
TimeOff Award with a cash award.
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! Approval Levels
a! Awards may be approved by the division/office
head,!and awards in the range of 8 to 16 hours may be approved by
firstline supervisors, without higherlevel supervisory approval,
except for those in the Senior Executive Service, provided he/she is
at a level higher than those making
awards.! Therefore, a Special Agent
and approve an award. However, the
may make the recommendation for thethe recommendations for the
in Charge SAC! may not recommend
Assistant Special Agent in Charge
SAC's approval.
b! If an employee is assigned to an office other
than the one making the recommendation for recognition, the employee's
division head or SAC must be contacted,!or firstline supervisor if
the award is in the range of 8 to 16 hours,!and the recommendation
should state that the recommendation is being made with the
concurrence of the employee's division|head, SAC, or firstline
supervisor.| The employee's office point of contact will be
responsible for entering the TimeOff Award.
c! All TimeOff Award recommendations for members
of the Senior Executive Service SES! must be submitted to the PRAU
where they will be forwarded to the
their approval.
! Form FD8l2
Form FDBl2 shouldSES Board and to the Director for
be used to submit
recommendations. The form should contain the following information:
Name of employee; Social Security Number; Number of
hours of leave being granted; and a narrative of the employee's
performance which warrants the recognition. When awards are for eight
hours or less, the narrative may be
two setting forth the reason s! fora short, informative paragraph or
the award.
! TimeOff Award Certificate
After the FD8l2 has been approved by the
division/office head, the TimeOff Award certificate should be
prepared for presentation to the employee. The certificate should
contain the following information: Name of employee; Number of hours
of leave being granted; and the Date presented.
8! Documentation Requirements
A TimeOff Award must be supported by written
justification which indicates that the employee's contribution met one
of the criteria for the granting of
amount of time off approved.
9! Time Capture Recordthis award and clearly merits the
Upon presentation of a TimeOff Award, the award
should be recorded in the Bureau Personnel Management System BPMS!
through the screen specifically designed for these awards. The date
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presented is to be entered as the effective date. The leave can then
be requested and used by the submission of an FD282 Leave Request!.
A notation should be made on the FD282 that the request is for a
TimeOff Award. The used leave should also be recorded in the BPMS
and on the FD42O Attendance Register! or the FD42Oa Attendance
Register/TURK! as a TimeOff Award.
0! Deleted
**EffDte: O6/24/2004 MCRT#: l342 Div: D3 Cav: SecCls:
5-16 CERTIFICATES OF COMMENDATION
! A certificate of commendation may be recommended when
an employee's contributions do not meet the criteria for a cash award
but are of such significance that recognition is warranted.
a! Recommendation for a certificate of
commendation from the Director should be made only when the
recommending official is convinced that certain elements of the
employee's performance are above normal and reasonable performance
expectations sufficient to warrant special recognition but do not meet
the standards for a cash award.
b! Recommendations for certificates of
commendation from the Director may be submitted in electronic
communication form or on the FD255 for the attention of the head of
office.! However, if recommendations are being made for certificates
of commendation in addition to recommendations for incentive awards,
they may be added to the FD255, with the appropriate justification.
! Letter from the division head or SAC. Division
heads and SACs should commend their employees over their own
signatures when it is believed an employee's performance warrants
recognition but does not meet the requirements for a certificate of
commendation from the Director.
! If recognition of a particular contract employee is
deemed appropriate, a written communication to the Contracting
Officer, with a copy to the Contracting Officer's Technical
Representative, should be prepared. For recognition under the FBT's
Incentive Awards Program, the PRAU no longer prepares letters of
commendation for individuals who perform services to the Bureau
through a contractual agreement.
**EffDte: O7/l9/2002 MCRT#: l229 Div: D3 Cav: SecCls:
5-17 LETTERS OF APPRECIATION TO NON-BUREAU PERSONNEL
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Letters of appreciation may be recommended to recognize
the efforts of individuals other than employees of the FBI who have
contributed to the Bureau's mission or who have been cooperative in
furthering our mission. Recommendations for such letters should be
submitted on Form FD468 Correspondence Matters, Recommendation for
Letter from Director!, not on Form FD255 Recommendation for
Incentive Award!, and forwarded to the|Executive, Congressional, and
Public Constituent Services Unit formerly Correspondence
Unit!,|Office of Public and Congressional Affairs, FBIHQ. See MAOP,
Part II, lll.2, for details.!
**EffDte: O5/13/1996 MCRT#: 541 Div: PA Cav: SecCls:
5-18 PUBLIC SERVICE AWARDS PROGRAM AND CERTIFICATES OF
APPRECIATION
Cooperative relationships between the FBI and the public
have many benefits. There are three effective means to appropriately
recognize the contributions made to the FBI's mission by private
citizens or organizations.
**EffDte: O8/30/1991 MCRT#: O Div: PA, Cav: SecCls:
5-18.1 Public Service Award Plaques
l! Division heads and SACs|have authority for the
awarding of public service plagues in appreciation of highly
significant contributions for presentation to private citizens or
organizations located within the 50 states. All division heads and
SACs must therefore establish proper procedures, including indices
checks and a control file, to ensure that all candidates meet the
following guidelines.|
! Division heads and SACs should!demonstrate that the
individual or organization provided one of the following:
a! Exemplary service in an advisory capacity to the
FBI.
b! Direct assistance to the FBI through actions or
useful ideas which are beneficial in eliminating or minimizing
problems or actively contribute to the FBI mission accomplishment.
O!
nature through the
manpower.Assistance to the FBI of a highly significant
cooperative use of facilities, equipment or
d! Courageous or heroic action in support of FBI
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activity or mission.
I ! IThe field office can then use their supply account to
I purchase the plaques. The use of appropriation funds to purchase
I plaques for onboard Department of Justice employees is prohibited.I
I ! IPlaques may be obtained from outside commercial
I sources, including the FBIHQ Recreation Association Store, or a local
I establishment of office's choice.I
**EffDte: O2/27/1995 MCRT#: 370 Div: PA, Cav: SecCls:
5-18.2 Certificates of Appreciation
l! SACs or division heads may request a Certificate of
I Appreciation for presentation to an individualIwhoIhas rendered
assistance and/or cooperation to the Bureau, in lieu of letters of
I appreciation. IThe certificate should be presented by the SAC,
I division head, or other appropriate FBI representative.I
! The request with supporting justification should be
directed to the Executive, Congressional, and Public Constituent
Services Unit formerly Correspondence Unit!, OPCA, Room 6236, using
I Form FD468. There areIl3Idifferent certificates which should be
I identified accordingly when requests are made. ICertificates are
I further identified on Form FD46B.I
! The Certificate of Appreciation is signed by the
Director and enclosed in aIcardboardIfolder or a leatherette diploma
holder with a gold FBI seal applied on the cover. I When requests
exceed 25, cardboard diploma holders with gold FBI seals will be
used.!I
**EffDte: O4/l3/1999 MCRT#: 874 Div: PA, Cav: SecCls:
5-18.3 Certificate of Appreciation for Use by the Special Agent in Charge
! Each FBI field office has a supply of Certificates of
Appreciation enclosed in a blue paper folder designed to be signed and
presented by the Special Agent in Charge. The criteria of this
certificate are established by the Special Agent in Charge.
I ! IThe National Press Office, OPCA,Ishould be contacted
for additional Certificates of Appreciation for use by the Special
Agent in Charge.
**EffDte: O2/29/1996 MCRT#: 496 Div: PA Cav: SecCls:
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5-19 SUGGESTION PROGRAM
l! The employee suggestion program can be a useful and
important employeemanagement communication device. It allows the
employee to suggest improvements in Bureau operations and enables
management to reward those employees who make significant
contributions.
! Suggestion awards are made to employees in
recognition of ideatype contributions which directly contribute to
productivity, economy, efficiency, or directly increase effectiveness
in carrying out the FBI's programs or mission.
! Criteria for Consideration of Suggestion
a! The suggestion must be outside the employee's
responsibility. In rare cases, contributions within the employee's
job description may be awarded if they are so superior or meritorious
as to warrant this special recognition. The official position
description and performance requirements will be used to measure the
acceptable level of competence and as the basis for determining what
is normally expected of an employee occupying that position.
b! The benefit to the FBI in terms of direct
contributions in efficiency or economy must be equivalent to a savings
of $250 in order to qualify for a cash award. Benefits will usually
be based on the first full year of operation following adoption of a
suggestion. Benefits may be determined by estimating the net savings
over a longer period when there are high firstyear costs required to
implement the suggestion. In instances where the value cannot be
determined by estimated net savings, it will be determined by
reference to the intangible awards table see 5l9! c!!.
c! Suggestions that deal with routine employee
services, benefits, working conditions, housekeeping, or maintenance
of buildings and grounds should be handled through normal
administrative channels and not accepted into the suggestion system.
Items of supply which can be procured through simple requisition, or
proposals which offer no specific means to improve operations, should
not be entered into the program unless the contribution to economy,
efficiency or increased effectiveness of operation can be clearly
demonstrated. Also, proposals which would obviously cost more to
process than the tangible benefit achieved will not be evaluated under
this program but will be returned for oral acknowledgment.
d! Inventions and patent disclosures may serve as
the basis for a suggestion award when the idea meets the criteria set
forth above. The patent application and an analysis of the estimated
direct dollar benefits will meet the minimum documentation
requirements.
| e! Suggestions that are submitted into the program
will not receive recognition if the idea has previously been submitted
or is currently under consideration by an FBI entity.92
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! Documentation Requirements for Suggestion Awards
a! Form FD252 should be utilized to submit
suggestions original and three copies!. If the suggestion relates to
a form, submit four copies of the current form and four copies of the
proposed form.
b! Form FD252 must be signed by the suggester and
forwarded to the Performance, Recognition and Awards Unit,
Administrative Services Division for appropriate action.
c! A brief description of the current practice or
procedure, if any, should be noted, as well as any manual citation, if
appropriate.
d! A description of the suggested change to
existing practice or procedure, or if it is a suggestion to add a new
practice or procedure, a description of what is to be added.
e! An analysis of the direct estimated net dollar
benefit which would result over the first 12-month period after
adoption should be set forth. The suggester is to document as fully
as possible the actual or anticipated savings which will result from
adoption of a suggestion.
! Adoption of Suggestion and Group Awards
a! Suggestions not adopted when made remain active
for!six months.! If adopted within|a sixmonth|period, the original
suggester will be entitled to consideration of an appropriate award.
Suggestion becomes invalid if not|evaluated!within|six months from the
date of the suggestion.!
b! When awards are granted in connection with
adopted suggestions, the use of the suggestion by the United States
shall not form the basis of a further claim.
c! If two or more employees independently and
simultaneously submit identical suggestions, any award will be egually
divided.
! Amount of Cash Award for Adopted Suggestions
a! In the interest of uniformity, the amount of an
award will be determined by FBIHQ; therefore, the!amount|of an award
|will be determined by FBIHQ and approved by the head of office or
SAC.!
b! Cash awards resulting in tangible benefits will
be determined in accordance with the following scale for such
benefits:
TANGIBLE BENEFITS AWARD
Up to $lO0,000 lO percent of benefits
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$100,001 and above $10,000 plus 1 percent of
in benefits benefits over $100,000
c! Cash awards resulting in intangible benefits
will be determined in accordance with the following scale: See MAOP,
Part 1, 5-19! b!.!
VALUE OF BENEFIT EXTENT OF APPLICATION
Limited Extended Broad General
Moderate $ 25-125 $ 125-325 $ 325-650 $ 650-1,300
Substantial $ 125-325 $ 325-650 $ 650-1,300 $1,300-3,150
High $ 325-650 $ 650-1,300 $1,300-3,150 $3,150-6,300
Exceptional $ 650-1,300 $1,300-3,150 $3,150-6,300 $6,300-10,000
d! Cash awards for suggestions will not affect the
annual salary of an employee; however, federal withholding tax will be
deducted from such award prior to payment.
! Streamlining Committee or Suggestion Coordinator
Optional!. Each division may designate either a Suggestion
Coordinator or Streamlining Committee. Their function is to
facilitate suggestions to improve Bureau operations. This decision
will be left to the discretion of the division head or SAC who is
responsible for lending appropriate support to the Suggestion Program.
**EffDte: 11/22/2002 MCRT#: 1245 Div: D3 Cav: SecCls:
5-20 SERVICE AWARDS
Certificates of service and service award keys are
presented to Bureau employees in connection with their 10-, 20-, 25-,
and 30-year anniversaries. |Bureau employees celebrating their 40-,
45-, 50-, and 55-year anniversaries will receive congratulatory
letters in lieu of certificates.! Additional service awards follow:
! 35-Year Service Award
Scroll Award
! 40Year Service Award
a! |Deleted|
b! Service award key cluster
c! Engraved watch
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I d! IDeletedI
! 45Year Service Award
I a! IDeletedI
b! Threedimensional plaque of FBI Seal
I c! IBookendsI
I d! IDeletedI
! 5OYear Service Award
I a! IDeletedI
b! Cuff links and tie clasp for men
c! Brooch for women
I d! IDeletedI
I I! 55Year Service Award
I a! Engraved crystal eagle
I ! 6OYear Service Award
I a! FBI Medal for Meritorious AchievementI
**EffDte: OB/O9/2000 MCRT#: I007 Div: D3 Gav: SecCls:
5-20.1 Computation of FBI Service
l! Based on total period s! of active duty
! Leave without pay in excess of six months is deducted
! In general, any period of separation from the
Bureau's rolls is deducted. Military service is credited for those
employees who possess mandatory restoration rights to the positions
they hold when they enter the military and who fulfill any criteria
necessary to protect such rights.
**EffDte: OB/29/1990 MCRT#: O Div: D3 Gav: SecCls:
I 5-20.2 Presentation of ServiceIAwardsI
I I l! Anniversary awards should be presented to employees
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by the heads of office. At the employee's request, the Director will
present, as his schedule allows, service awards to those employees
celebrating 25 years, or longer, of Bureau service who are assigned to
FBIHQ excluding the Criminal Justice Information Services Division
employees assigned to Clarksburg, WV, but including any employees
assigned to Quantico, Virginia; Washington Field Office; and the
Critical Incident Response Group CIRG!!. Bureau employees in
Clarksburg, WV, and all field offices, other than CIRG, celebrating
25-year, 30-year, or 35-year anniversaries who wish to meet with the
Director for presentation of their service awards need to submit their
request by EC with the understanding that all expenses are to be borne
by the requesting employee. The EC should be addressed to
Administrative Services, Attn: Performance, Recognition, and Awards
Unit PRAU!, Room 6860, at FBIHQ, at least one month prior to the
employee's anniversary.
! The PRAU, via an EC, will contact all Bureau
employees assigned to field offices excluding CIRG! celebrating a 40-
year anniversary or longer, through the employee's division front
office, inviting the recipient to travel to FBIHQ to meet with the
Director for presentation of his/her service award. Travel costs for
the recipient and one guest will be reimbursed by the Bureau.|
**EffDte: 08/09/2000 MCRT#: l007 Div: D3 Cav: SecCls:
5-20.3 Loss of Service Award Key
IA replacement key, at the employee's expense, may be
requested by submitting a communication to the PRAU, Administrative
Services Division, Room 6860. In the communication, the employee must
explain the reason for the request and should also include their
official Bureau name and entry on duty date, as well as a personal
check, cashier's check or money order made payable to the FBI. Due to
the fluctuating prices of gold, an employee must contact the PRAU to
obtain a current price.|
**EffDte: 08/09/2000 MCRT#: l007 Div: D3 Cav: SecCls:
5-21 FEDERAL SERVICE EMBLEM
A Federal service emblem, with FBIHQ concurrence, is
available at the employee's specific request when an employee does not
qualify for a Bureau service award key under the following
circumstances:
l! Employee must have completed at least l0 years of
civilian and/or military service, exclusive of FBI service.
! Employee must have completed at least one year of FBI
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service.
**EffDte: O8/25/1989 MCRT#: O Div: D3 Cav: SecCls:
5-22 RETIREMENT PLAQUE
92A retirement plaque is authorized for presentation to
employees who retire, including disability retirements, from the
Federal Government while employed by the FBI regardless of their years
of FBI service. These employees may be eligible for retirement under
the provisions of the Civil Service Retirement System or the Federal
Employees Retirement System. Special Agent badges and credentials or
support employee credentials or identification cards may be
appropriately mounted on the plaque. The employee may request a
walnut shieldtype plague without badges, credentials or cards. The
retirement plaque will reflect only the dates of FBI service.|
**EffDte: O8/25/1989 MCRT#: O Div: D3 Cav: SecCls:
5-22.1 Request for Retirement Plaque
l! Type of plaque and employee's desire for such plaque,
as well as approval by division head or SAC, should be determined at
time of exit interview and appropriately indicated on the exit
interview form FDl93!.
! FBIHQ division heads and SACs should ensure that
credentials and badges or identification cards are submitted by
routing slip to FBIHQ in a sealed envelope at least 45 days prior to
retirement date. Credentials and badges or identification cards
should be submitted to FBIHQ by registered mail, Attention:
Employee Benefits Unit,|Personnel|Division.
**EffDte: O4/21/1994 MCRT#: 226 Div: D3 Gav: SecCls:
5-22.2 Presentation of Retirement Plaque
l! The Director will personally present, as his schedule
allows, retirement plagues to employees assigned to FBIHQ and to the
Washington Metropolitan Field Office, at the employee's written
request. These requests should be made at the time of the exit
interview to Attention: Employee Benefits Unit,|Personnel92Division.
! In the Director's absence, retirement plaque will be
presented by the FBIHQ division head or SAC.
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! In the field, exclusive of Washington Metropolitan
Field Office, SACs or, in their absence, ASACs will present retirement
plaque to recipient employee.
**EffDte: O4/2l/1994 MCRT#: 226 Div: D3 Cav: SecCls:
5-23 MEMORIAL PLAQUE
A memorial plaque is authorized, but only after the
specific request of surviving family member s!, for a Bureau employee
who dies while on the rolls, without regard to age or length of Bureau
service. Requests should be forwarded to FBIHQ, Attention:
I Employee Benefits Unit,|Administrative Services!Division.
l! In each instance, the availability of a plaque should
be communicated to the next of kin.
! The memorial plaque will be identical to the employee
retirement plaque, with the exception of the inscription and the
perforation on the credentials.
! The inscription plate will read "Presented to the
Family of , in Memory of his her! Loyal and Devoted
Service to the Federal Bureau of Investigation, l9__ l9__."
! Deleted
**EffDte: OB/26/2002 MCRT#: l224 Div: D3 Cav: SecCls:
5-23.1 Memorial Plaques for Agents Killed in the Line of Duty but Not Necessarily
During an Adversarial Confrontation
l! The FBI has long honored Agents killed in the line of
duty as a result of direct adversarial impetusthat is, at or by the
hand of an adversary, or who die as a result of an adversarial
confrontation. These Agents names have been placed on a permanent
plaque so that their great sacrifice will always be remembered. The
inscription on this plaque reads: "In memory of Special Agents of the
Federal Bureau of Investigation who were killed in the line of duty as
the direct result of an adversarial action." The criterion for
inclusion on this plaque is as follows: "Agent or Agents who are
killed in the line of duty as a result of direct adversarial
impetusthat is, at or by the hand of an adversary or who die as a
result of an adversarial confrontation." The plaque consists of the
names of the Agents under the Special Agent badge.
! The FBI also honors those Agents who lose their lives
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in the performance of their duty, but not necessarily during an
adversarial confrontation. The inscription on this plaque will read:
"In memory of Special Agents of the Federal Bureau of Investigation
who lost their lives in the performance of a law enforcement duty."
This would include situations involving "hot pursuit" of criminals and
when death results from the Agent taking immediate action to save the
life or lives of others. It would not include deaths caused, in whole
or in part by voluntary intoxication of the Agent, internal misconduct
of the Agent, the Agent's intention to bring about his/her death
suicide! or gross negligence by the Agent. Specific guidelines for
inclusion on this new plaque have been developed. FBIHQ will decide
which Agents are to be honored.
! Both plaques will be prominently displayed, side by
Hall of Honor at the FBI Academy at Quantico, FBIHQ, and
offices.side, in the
in all field
**EffDte: O8/30/1991 MCRT#: O Div: D3 Cav: SecCls:
5-24 HONORARY IVIEDALS PROGRAM H MP!
l! The HMP is an enhancement of the Incentive Awards
Program and was created to expand recognition afforded FBI employees
by allowing the presentation of honorary medals in acknowledgement of
their acts of heroism, valor and meritorious achievements. The medals
are: FBI Medal of Valor; FBI Shield of Bravery; FBI Medal for
Meritorious Achievement; FBI Star; and FBI Memorial Star. The medals
|are|l4k gold filled and accompanied by replica l4k goldfilled
lapel pins. 92They are|engraved on the reverse sides with the
names of the honorees and placed in decorative shadow boxes for
presentation.
! These medals may also be presented to federal, state,
and local law enforcement personnel who are detailed to or working
with the FBI in an investigative capacity under the Bureau's direction
for performance in the direct line of duty, or within the scope of
their assigned duties relating to the FBI's mission.
92! In instances where recognition of a group is
warranted, in lieu of individual medals, the approved medal mounted on
a plague and imprinted with the names of the honorees is awarded to
the office to which the group is assigned. Each recipient is
presented with an individual award device as well as a replica lapel
pin.|
**EffDte: O4/2l/1999 MCRT#: 875 Div: D3 Cav: SecCls:
5-24.1 Qualifying Criteria for FBI Employees
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46
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MAOPP1 MANUAL OF ADIN OPERATIONS AND PROCEDURES PART 1
! FBI
!
b!
C!
within scope of FBI
adversary s!.
d!
to overcome several
threatening crisis.
! FBI
a!Medal of Valor
Exceptional extreme! act of heroism.
Voluntary risk of personal safety and life.
Act occurs in the direct line of duty and/or
employment and in the face of criminal
Resolution and fortitude are of such a degree as
obstacles to neutralize a significant life
Shield of Bravery
Brave and courageous acts occurring in the
direct line of duty and/or within the scope of FBI employment.
b!
major assistance to
situations and/or c
priority cases of t
O!
action in connectio
organized crime pen
negotiators or unde
dangerous individuaVoluntary risks in hazardous duties to extend
, i.e., task force or undercover operations, grave
risis confrontations associated with the highest
he FBI.
Performance occurs on duty and may include
n with a highpriority police cooperation matter o
etration. For example, involving lead hostage
rcover Agents, continuously exposed to hostile,
ls.!
! FBI Medal for Meritorious Achievement
H!
meritorious service
responsibility; i.e
and ACTS of such ma
judge the employee
highest expectation
Step|Increases, or!FBI Service
l. Awarded for extraordinary and exceptional
in a duty of EXTREME challenge and GREAT
., a sufficient accumulation of DEMONSTRATED DEEDS
gnitude, over a requisite time period, to clearly
s service to the FBI and Nation to be beyond our
s beyond performance solely justifying Quality
significantly substantial cash awards!.
2. Extraordinary and exceptional achievements
in connection with criminal or National Security cases, as well as
senior executives who have given long and outstanding service upon
their retirement, etc.
b!
the protection of l
severe jeopardy.
danger to his/her lExceptional Performance
1. A decisive, exemplary act that results in
ife lives! or the direct saving of life lives! i
2. The recipient need not be in any risk of
ife or personal safety.
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3. The lifesaving act or deed may occur during,
before, or after the employee's official duty hours. For example,
ranging from a support employee's cardiopulmonary resuscitation act to
a SWAT member's success in properly neutralizing an extremely
dangerous subject with hostages.
4. Brave and courageous acts occurring in the
direct line of duty and/or within the scope of FBI employment or
voluntary risks in hazardous duties which are not at a level to
justify the FBI Shield of Bravery, but are of such magnitude that a
medal is appropriate recognition.
! FBI Star
a! Serious injury sustained in the direct line of
duty from physical confrontation with criminal adversary s!, or by a
device for purposes of ambush.
b! Injury inflicted by weapons to include hands,
fists, feet, clubs, blunt instruments!, knives, firearms, and
explosives.
c! The FBI Star is awarded for gunshot wounds of
any variety inflicted as a result of an adversarial action when it is
determined that the injured employee was acting in accordance with
governing policy and exercising reasonable judgment.
d! Injury in the case of all weapons, with the
exception of gunshot wounds, that are so severe as to require
substantial emergency room sutures, hospitalization and/or
COMPREHENSIVE medical treatment for a SUSTAINED period of time e.g.,
severe concussion and broken bones!.
e! Superficial abrasions, skin discolorations,
sprains and other minor injuries will be disqualified for
consideration in most cases.
! FBI Memorial Star Death when killed in the line of
duty as the direct result of an adversarial action; loss of life in
the performance of a law enforcement duty; and when actions resulting
in death occur in the scope of FBI employment and in the face of
criminal adversary s!. Note: Under circumstances wherein an Agent is
slain "in the scope of FBI employment," the propriety of the actions
must be adjudicated internally prior to the presentation of the FBI
Memorial Star.
**EffDte: O4/25/2001 MCRT#: lO96 Div: D3 Cav: SecCls:
5-24.2 Qualifying Criteria for Law Enforcement Personnel
l! FBI Medal of Valor
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a! Exceptional extreme! act of heroism.
b! Voluntary risk of personal safety and life.
c! Act occurs in the direct line of duty and/or
within scope of employment while detailed to or working with the FBI
in an investigative capacity under Bureau direction and in the face of
a criminal adversary ies!.
d! Resolution and fortitude are of such a degree as
to overcome several obstacles to neutralize a significant life-
threatening crisis.
! FBI Shield of Bravery
a! Brave and courageous acts occurring in the
direct line of duty and/or within scope of employment while detailed
to or working with the FBI in an investigative capacity under Bureau
direction.
b! Voluntary risks in hazardous duties connected to
task force or undercover operations, or grave situations and/or crisis
confrontations associated with the highest priority cases of the FBI.
c! Performance occurs on duty and includes actions
in connection with a highpriority police cooperation matter or
organized crime penetration. For example, involving lead hostage
negotiatorslor undercover roles, continuously exposed to hostile,
dangerous individuals.!
! FBI Medal for Meritorious Achievement
a! Brave and courageous acts occurring in the
direct line of duty and/or within the scope of employment while
detailed to or working with the FBI in an investigative capacity under
Bureau direction or voluntary risks in hazardous duties which are not
at a level to justify the FBI Shield of Bravery, but are of such
magnitude that a medal is appropriate recognition.
b! A decisive, exemplary act that results in the
protection of life lives! or the direct saving of life lives! in
severe jeopardy.
c! The recipient need not be in any risk of danger
to his/her life or personal safety.
! FBI Star Serious injury sustained in the direct
line of duty from a physical confrontation with a criminal
adversary ies!, or by a device for purposes of ambush while detailed
to or working on an FBI investigation under Bureau direction.
! FBI Memorial Star Death in the line of duty as the
direct result of an adversarial action; loss of life in the
performance of a law enforcement duty; and when death occurs in the
face of a criminal adversary ies! while detailed to or working with
FBI investigative matters under Bureau direction.
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**EffDte: O4/21/1999 MCRT#: 875 Div: D3 Cav: SecCls:
5-24.3 Nomination Procedures
! 92Nominations for honorary medals are to be submitted on
Form FD255a within a reasonable time period after the occurrence of
the act, deed, or service to be honored. If more than one year has
lapsed since the incident occurred, the field or Headquarters head of
office must specifically address the reasons why more timely
recognition was not sought.
Note: Effective December 31, 1999, medal recommendations based on
events that occurred prior to 1989 will no longer be accepted.92
! 92The FBI Memorial Star is intended to be presented to
the primary next of kin as soon as possible after the interments of
Special Agents or federal, state, or local law enforcement personnel
killed in the line of duty or in the performance of a law enforcement
duty.92
! 92Any individual having personal knowledge of an act,
deed, or service believed to merit an honorary medal may submit a
statement of facts to a field or Headquarters head of office. Each
head of office is required to PERSONALLY screen the nomination and
include comments concerning the specifics of the event and employees
performance in terms of criteria for the medal s! being recommended,
and submit it, by Form FD255a, to the Performance, Recognition and
Awards Unit PRAU!. A division head should also comment negatively if
he/she believes the medals criteria were not met. It is crucial that
appropriate supporting documents, e.g., administrative inquiry reports
when an event involved an Agent's use of his/her weapon, newspaper
clippings regarding the event, and the like are attached to the
recommendation.92
92!92 Recommendations of medals for federal, state, and
local law enforcement personnel should be made by the FBI
office/division head where the activity warranting the medal took
place and must also contain the concurrence of the head of the
employing agency.
92!92 The FD255a should be submitted to the PRAU,
|Administrative Services Division.|
92!92 In the interest of timeliness when recommendations are
made for the FBI Memorial Star, immediatelelectronic communication
EC!|may be submitted to the PRAU. The92EC92should include a succinct
description of the circumstances wherein an Agent or law enforcement
employee was killed.
**EffDte: O4/21/1999 MCRT#: 875 Div: D3 Cav: SecCls:
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| 5-24.4 |FBlHQ Approval Process Moved from 5-24.7!|
I A panel, chaired by the Assistant Director of the
Administrative Services Division ASD! and consisting of two Special
Agents in Charge and two Special Agents, is convened as often as
necessary to review medal nominations and make recommendations to the
Deputy Director. Representatives of the Employee Assistance Unit,
Shooting Incident Review Group, and the PRAU are also present to
assist the voting members of the panel. The criteria for the Memorial
Star, and in some cases, the FBI Star, are sufficiently clear to allow
for the submission of a recommendation by the ASD without convening a
panel.
**EffDte: O4/2l/1999 MCRT#: 875 Div: D3 Cav: SecCls:
| 5-24.5 Presentation of Medals Moved from 5-24.6!|
! The FBI Memorial Star will be presented by the Director
or his personally designated representative to the primary next of
kin. The order of precedence to establish the primary next of kin as
surviving spouse, eldest child, father or mother, eldest sibling, or
eldest grandchild is in accordance with the manner prescribed in the
Department of Army regulations governing posthumous awards and
decorations.
! The FBI Medal of Valor, Shield of Bravery, Medal for
Meritorious Achievement, and FBI Star are normally presented by the
head of the office to which the recipient is assigned in a suitable
ceremonial setting.
! Upon approval of each medal, the submitting office will
be advised to plan a presentation ceremony and coordinate with the
PRAU to ensure that the medal is appropriately inscribed and forwarded
to the office in time for the event.
**EffDte: O4/2l/1999 MCRT#: 875 Div: D3 Cav: SecCls:
| s-24.6 Moved to s-24.s|
**EffDte: O4/2l/1999 MCRT#: 875 Div: D3PA Gav: SecCls:
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| 5-24.7 |Moved to 5-24.4|
**EffDte: O4/2l/1999 MCRT#: 875 Div: D3 Cav: SecCls:
5-25 DIRECTOR'S ANNUAL AWARDS FOR EXCELLENCE
The Director's Annual Awards for Excellence offer the
Director and other FBI officials the opportunity to recognize, in a
public ceremony, Bureau employees for their outstanding contributions
and exceptional service to the FBI and its mission. There are l7
categories of awards, and to the extent the quality of the award
nominees warrant, the opportunity exists to present more than one
award per category. Also, more than one employee will be eligible for
consideration to receive one award, e.g., a group award. A twotiered
system will be used with the first tier consisting of three awards.
The second tier will be only slightly lower in significance and will
| consist of|l492awards.
**EffDte: O7/l9/2002 MCRT#: l229 Div: D3 Cav: SecCls:
5-25.1 First Tier
l! The Director's Annual Award for Excellence in
Management
a! Description: This award is designed for someone
in a supervisory position, not necessarily a Special Agent Supervisor,
and is one of the three highest awards the Director can bestow.
b! Criteria: The nominee must have demonstrated
outstanding leadership and have made extraordinary contributions or
achievements in the improvement of operational or program
effectiveness, efficiency or productivity; have reduced or eliminated
costs through innovative or special managerial or administrative
efforts and initiatives; or have benefited the FBI through the
reduction or elimination of fraud, waste, mismanagement or abuse.
! The Director's Annual Award for Excellence in
Investigation
a! Description: This award is designed for someone
who has made significant contributions to an investigation and is one
of the three highest awards the Director can bestow.
b! Criteria: The nominee must have achieved major
accomplishments in an investigation s! and demonstrated extraordinary
competence in complicated, longterm, and/or sophisticated cases of
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major significance.
! The Director's Annual Award for Excellence in
Investigative Support
a! Description: This award is designed for someone
in a support!capacity, with eligibility extended to both support
employees and Agents,|and is one of the three highest awards the
Director can bestow.
b! Criteria: The nominee must have demonstrated
exceptional motivation, initiative, and performance in the support of
investigative efforts and/or displayed extraordinary achievements that
overcame unusual difficulties or unique situations of great importance
to the mission of the FBI.
**EffDte: O2/29/1996 MCRT#: 495 Div: D3 Cav: SecCls:
5-25.2 Second Tier
l! The Director's Award for Distinguished Service to the
Law Enforcement Community
a! Description: This award is designed for someone
who contributed to better relations among law enforcement and/or
governmental agencies.
b! Criteria: The nominee must have demonstrated an
exceptional ability to work with outside agencies, resolve
difficulties and differences, and achieved significant results through
coordinated law enforcement and/or governmental agency efforts.
! The Director's Award for Information Management or
Technical/Scientific Advancement
a! Description: This award is designed for someone
who develops law enforcement technigues in the area of information
management, technical services, or scientific advancement.
b! Criteria: The nominee must have made
outstanding achievements in the area of information management,
technical services, or scientific advancement that significantly
contributed to the mission of the law enforcement community or
resolving a case of major importance.
! The Director's Award for Outstanding Criminal
Investigation
a! Description: This award is designed for someone
involved in a criminal investigation s! of a significant nature.
b! Criteria: The nominee must have demonstrated
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extraordinary ingenuity, initiative, and competence in overcoming
serious obstacles and achieved significant results in a complex
criminal investigation s! of major importance.
! The Director's Award for Outstanding National
Security Investigation
a! Description: This award is designed for someone
who is involved in a National Security investigation of a significant
nature.
b! Criteria: The nominee must have demonstrated
extraordinary ingenuity, initiative, and competence in overcoming
serious obstacles and achieved significant results in a National
Security investigation s! of major importance.
! The Director's Award for Outstanding Counterterrorism
Investigation.
a! Description: This award is designed for someone
who is involved in a counterterrorism investigation of a significant
nature.
b! Criteria: The nominee must have demonstrated
extraordinary ingenuity, initiative, and competence in overcoming
serious obstacles and achieved significant results in a
counterterrorism investigation s! of major importance.
! The Director's Award for Distinguished Service by a
Support Employee
a! Description: This award is designed for a
support employee who has made exceptional contributions to the FBI.
b! Criteria: The nominee must have demonstrated
outstanding motivation, initiative, and performance in support of the
FBI's mission and/or displayed significant achievements that overcame
unusual difficulties or unigue situations.
! The Director's Award for Sustained Distinguished
Service
a! Description: This award is designed for someone
who has contributed to the FBI for an extended period of time, an
"unsung hero" award.
b! Criteria: A nominee in this category ideally
will have demonstrated significant contributions to the FBI over a
period of 20 years or longer. Service of less than 20 years will be
considered relative to the candidate's potential length of career
service, scope of accomplishment, and eligibility under other award
categories. The contributions on a single project or investigation
may not be sufficiently significant to justify a Director's award.
However, the totality of their service to the FBI warrants special
recognition.
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8! The Director's Award for Distinguished Service by a
New Employee
a! Description: This award is designed for someone
who significantly contributes to the FBI with less than five years in
the FBI and is to serve as an incentive and role model for all
employees, especially new employees. This is a type of "Rookie of the
Year" award.
b! Criteria: The nominee must have demonstrated
exceptional ability and resourcefulness to overcome obstacles in light
of limited experience that significantly contributed to fulfilling the
FBI's goals.
9! The Director's Award for Exceptional Public Service
a! Description: This award is designed for an
individual or organization outside of the FBI who contributed to the
FBI's mission, a "public service" award.
b! Criteria: The nominee must have demonstrated
great unselfishness and public consciousness in assisting the FBI in
achieving exceptional results.
IO! The Director's Award for Egual Employment
Opportunity
a! Description: This award is designed to
recognize the most significant contribution s! to the Equal Employment
Opportunity EEO! Program.
b! Criteria: This award is not restricted to EEO
Program officials. A nomination may be for any manager or employee
who has made significant contributions to the FBI's EEO Program.
These contributions could be in the areas of leadership, training,
recruitment, conciliation, or any other activity that enhances
employment opportunities for women and minorities including Blacks,
Hispanics, Native Americans and Asian Americans within the FBI.
Consideration should be given for accomplishment s! in the following
area s!:
l. Performance of a special service beyond the
normal job requirements which results in significant improvement and
effectiveness of EEO Program operations.
2. Development and implementation of a program
or activity which greatly improves public understanding of the FBI's
EEO Program and the Agency mission.
3. Development and implementation of a program
or activity which greatly improves employees understanding of the
FBI's EEO Program and the Agency mission.
4. Performance of a single or continuing act
which clearly strengthens the effectiveness of some aspect of the EEO
process.
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5. Performance in the implementation of EEO
activities and programs which addresses the career needs and concerns
of FBI employees, and contributes to the fostering, understanding,
harmony and cohesiveness within the FBI workforce.
6. Other EEOrelated accomplishments or
activities that enhance the EEO Program.
7. Contributions to the EEO Program that are
especially innovative, or that employ a unigue approach to EEO
concepts e.g., a new recruitment initiative or EEO planned event!.
8. Where an individual creatively defused a
potentially volatile EEO situation or through mediation of a
particularly egregious EEO issue.
| ll!92 The Director's Award for Outstanding Service to
Disabled Employees or by a Disabled Employee.
a! Description: This award is intended to be given
to the employee who has rendered outstanding service to disabled
employees, or a disabled employee whose aboveaverage performance
warrants recognition.
b! Criteria: Recognition may be received for such
services as recruitment, employment, providing services,
accommodations or equipment for disabled employees; or, a disabled
employee may be recognized for his/her exemplary performance in the
face of formidable obstacles.
| l2!92 The Director's Award for Special Achievement
a! Description: This award is designed for a
Special Agent or support employee who has excelled in a specific area
of expertise or in a foreign service assignment, and whose
achievements do not fit other categories of the Director's Awards.
b! Criteria: The nominee must have demonstrated
extraordinary initiative, ingenuity, competence and performance in
his/her area of expertise or in areas of foreign service or any
specialization that enhances the mission of the FBI.
| l3!92 The Thomas E. DuHadway Humanitarian Award
a! Description: This award is designed to
recognize Bureau employees that best exemplify former Assistant
Director DuHadway's constant, unqualified willingness to help others
through personal crises, regardless of their position, age, race, sex
or religion, with no expectations of personal gain or recognition.
b! Criteria:
l. Nominee must be an employee of the FBI.
2. Nominee has responded to the needs of a
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fellow FBI employee or the employee's family with an unqualified
willingness to help the employee through a time of personal or family
crisis without regard for their position, age, race, sex or religion.
3. The nominee volunteered time to help a
member of the FBI family solve a personal problem or unsolicited
assistance of a positive nature that aided the employee or their
family.
4. The employee's contributions or assistance
had a significant, positive effect on the resolution of the personal
crisis involved and/or otherwise is clearly recognizable as an action
which others should seek to emulate in the spirit demonstrated by
former Assistant Director DuHadway.
| l4!92 The Manuel J. Gonzalez Ethics Award
a! Description: This award is designed to
recognize Bureau employees who best embody former Assistant Director
Gonzalez's example of unwavering ethical standards, professional
ideals, and reputation for organizational integrity.
b! Criteria:
1. Nominee must be an employee of the FBI.
2. Eligibility extends to three qualifying
forms of ethical display. One of the following, or combination
thereof, will be deemed suitable:
a. Nominee's FBI career has been
distinguished by his/her extraordinary commitment to the FBI's code of
conduct in both professional and private life.
AND/OR
b. Nominee has demonstrated an
extraordinary sense of ethics in overcoming a significant dilemma or
withstanding a specific crisis as it relates to his/her official FBI
duties or employment with the FBI.
AND/OR
c. Through nominee's display of ethical
standards in a specific instance, public trust in the FBI, or law
enforcement in general, has been markedly enhanced or fortified.
3. Nominee has significantly improved the FBI's
internal ethics or standards of conduct program through exceptional
individual effort, contribution, or example.
4. Nominee has substantially enhanced the
federal government's Standards of Ethical Conduct program through
exceptional individual effort, contribution, or example.
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5. Nominee has personified the EBI's Core
Values of rigorous obedience to the Constitution, respect for the
dignity of all; compassion; fairness, and uncompromising personal and
institutional integrity through either sustained outstanding
performance of daytoday duties or special acts.
6. Nominee has substantially improved the
public's perception of the FBI's commitment to individual and
institutional integrity through exceptional individual effort or
contributions in the community.
**EffDte: O7/19/2002 MCRT#: 1229 Div: D3 Gav: SecCls
5-25.3 Awards
The firsttier awards will consist of a $5,000 cash award
and a noncash award, i.e., plague, statue, certificate, etc. The
secondtier awards will consist of a $3,000 cash award and a noncash
award. 92 NOTE: Nonworkrelated performance recognized under the EEO
category, e.g., community services, will be recognized with an award
device only. Workrelated performance in this category will be
recognized with a cash award.!92 Provided that the size of a group
receiving one award, e.g., a group award, is not excessive, each
member of the group will receive the full cash amount of the award.
If the size of the group is deemed excessive, the selection panel
will make a recommendation on the size of the award for each member
of the group, based on what is reasonable and the circumstances at
hand. A noncash award will be presented for the Thomas E. DuHadway
Humanitarian Award and the Manuel J. Gonzalez Ethics Award; however,
in keeping with the nature of these awards, there will be no
accompanying monetary recognition.
**EffDte: 01/29/1999 MCRT#: 855 Div: D3 Cav: SecCls
5-25.4 Nominations
Nominations will be made by the heads of FBI field and
FBIHQ divisions/offices. Each nomination must be submitted via a
cover page which contains the personal endorsement of the
division/office head. Nominations arising from investigative work
must also be endorsed by the appropriate United States Attorney or
responsible department. Where participation in an investigation is
the primary basis for a nomination, the strongest background and
support can be derived from cases which have been adjudicated through
the initial trial phase. However, in recognition of the delays which
are inevitable in bringing some cases to trial, nominators should, at
a minimum, carefully consider and include a brief assessment of the
expected outcomes for nominations supported by investigations which
have yet to be adjudicated.
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58
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l! When an office nominates an employee from another FBI
division or field office, the nominating office must include a brief
statement noting concurrence from the nominee's division/office head.
Nominators are urged to consider all wellgualified individuals in
order to contribute toward a proper representation of employees at
all levels in both the support and Agent career paths.
! Division/office heads may submit a limit of one
nomination for each category. Nominations shall be individually
typed on plain bond paper, singlespaced, and must not exceed five
pages in length. All pages must be headed with the name of the
award, the nominee's official Bureau name and title, Social Security
Number, grade, and office of assignment.
! A one paragraph synopsis of the achievement s!
which the nomination is based must be included. The synopsis
be concise, descriptive, and fully outline the outstanding
achievement s! related to the award for which the employee is
nominated. It should be written with the assumption that the
will be selected for the award, and the paragraph will appear
briefing material and/or an awards program booklet for public
dissemination.
! Newspaper
material may be submitted
right to not review thisupon
should
nominee
in
articles and/or other forms of supporting
; however, the selection panel reserves the
material in their deliberations dependent
upon the overall volume of information received.
! Nominees must have received!a Meets Expectations
ratinglon their last Performance Appraisal Report. Ordinarily, an
employee who is the subject of a pending administrative inguiry which
could result in disciplinary action should not be recommended for an
award.
! Submit all nominations to the Performance,
Recognition and Awards Unit PRAU!,!Administrative Services!
Division, FBIHQ, except the following:
a! Nominations from Legal Attache Offices are to
be forwarded to the!Office of International Operations!for initial
screening and approval before submission to the PRAU.
b! Nominations containing details of national
security investigation s!/matter s! must be forwarded to the Deputy
Assistant Director,!Counterintelligence!Division, Room 4012, FBIHQ,
for preliminary review.
**EffDte: O7/l9/2002 MCRT#: l229 Div: D3 Gav: SecCls
5-25.5 Selection Process
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An awards selection panel composed of representatives,
both Agent and support, of FBI Headquarters and the field will be
| convened by the Assistant Director of the92Administrative Services|
Division to review the nominations and make final recommendations to
the Director. Those nominated for firsttier awards will
automatically be considered for secondtier awards should they not be
selected for a firsttier award. Likewise, those nominated for
secondtier awards will automatically be considered for a firsttier
award. Nominees will also be eligible for consideration in other
categories within the same tier if they meet the criteria of the
respective category. The final decision will be made by the Director
based on the recommendations made by the selection panel.
**EffDte: O7/19/2002 MCRT#: 1229 Div: D3 Gav: SecCls:
5-25.6 Ceremony
An annual awards ceremony will be held in the Bonaparte
Auditorium in the J. Edgar Hoover F.B.T. Building, followed by a
| reception in the recipients honor. The Director will preside over
the ceremony which will be attended by representatives of the
recipients office of assignment and FBI executives. Recipients and
one immediate family member each will attend the ceremony on
reimbursable travel expenses; however, the recipients will be allowed
to invite92any92other92family members,92guests,92and Bureau employees of
their choosing.92|
|
**EffDte: O2/29/1996 MCRT#: 495 Div: D3 Gav: SecCls:
k$<"kk%rA"k3<"kA"k%rkk3<"%rkkkk2<"kA"k!<"kA"k%rkkkA"3<"%r kkkk3<"%rk%rkk$<"%rA"k£"kA"k%rkkkA"3<"%rkkk9r
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ALL ZHFURHATIUH CTAIED
EEHEIH I5 UH¬LA$IFIE
3&1? BE-El-Ziilj? BY SUEZ-fl §JJ¬ B.!"~§1?".="C?B.- 5TP
**EffDte: O2/28/1978 MCRT#: O Div: D2 Cav: SecCls:
| 6-1 STENOGRAPHIC, TYPING, AND DICTAPHONE TRANSCRIBER TESTS
! Stenographic and typing tests are available on a
weekly basis to FBTHQ employees desiring to participate in these
examinations. These tests are also afforded to applicants and on-
board employees in the field offices. The dictaphone transcriber test
is a tape cassette of dictation to be transcribed by the employee
using a dictaphone machine, and this test is given only to field
office employees. The stenographic test is a cassette tape dictated
| at 80 wpmr The typing test is a 5-minute timed test.
! The 80-wpm stenographic test is the standard
requirement for the position of Stenographer, GS-5. The typing test
is the standard requirement for the position of Office Automation
Clerk/Assistant, GS-3, GS-4, and GS-5. The dictaphone transcriber
test is given in conjunction with the typing test to field office
applicants or employees who will be utilizing dictaphone eguipment.
|
**EffDte: O9/O2/1993 MCRT#: 62 Div: D2 Gav: SecCls:
| 6-2 INSTRUCTIONS FOR AFFORDING STENOGRAPHIC, TYPING, AND
DICTAPHONE TRANSCRIBER TESTS
Only current Bureau-approved tests are to be used.
**EffDte: O9/O2/1993 MCRT#: 62 Div: D2 Gav: SecCls:
6-2.1 Stenographic Tests
! Only official Bureau stenographic tape cassettes are
to be used when affording the stenographic test. A standard tape
recorder must be used to play the tape cassette do not use a
dictaphone machine!. The official test must only be afforded once.
If the employee or applicant must be tested more than once, a
different test must be used.
! Instructions for transcription -
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a! Place official payroll name of employee, date,
EOD, and office of assignment in upper righthand corner of a single
sheet of paper.
b! If an applicant, applicant's full name and the
date should be placed in the upper righthand corner of the paper.
c! Set the typewriter for oneinch margins, double
spacing, and a tenspace tab indention. lndent only at the beginning
of the transcription.
d! Employee or applicant cannot retype original
transcription.
e! Verbatim transcription is required. Applicant
or employee is responsible for spelling, punctuation, capitalization
and proper word division. Dictionaries may be used. In case of
error, it is permissible to use an eraser. Selfcorrecting
ltypewriters, correcting tape or whiteoutlare not permitted.
f! Indicate on transcription paper the amount of
time required for transcribing.
g! Staple all stenographic notes to the
transcription including warmup notes.
**EffDte: O8/26/1988 MCRT#: O Div: D2 Cav: SecCls:
6-2.2 Typing Tests
! Only official Bureau typing tests are to be used when
affording the typing test. Do not use|correcting tape or whiteout.| A
practice typing test may be afforded prior to the official test. The
official typing test must only be afforded once. If the employee must
be tested more than once, a different test must be used.
! Instructions for a 5-minute timed typing test
a! Place official payroll name, date, EOD, and
office of assignment in upper righthand corner of single sheet of
p<Elp¬I .
b! If an applicant, applicant's full name and the
date should be placed in the upper righthand corner of the paper.
c! Set|machine|for92a92oneinch|margin,|single
spacing, and a tenspace tab indention. Double space between
paragraphs.
| d!92 Test must be copied precisely line for line.
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| | e!! Time employee for five ! minutes.
| | f!! If entire test is typed before time is called,
employee should double space and begin typing test again.
**EffDte: O8/26/1988 MCRT#: O Div: D2 Cav: SecCls:
| 6-2.3 |Deleted|
**EffDte: O9/O2/1993 MCRT#: 62 Div: D2 Cav: SecCls:
6-2.4 Dictaphone Transcriber Test
l! Only official Bureau dictaphone transcriber tape
cassette is to be used when affording the dictaphone transcriber test.
A dictaphone machine must be used do not use a tape recorder!. The
tape cassette may be forwarded or reversed if necessary. The official
test must only be afforded once. A practice dictaphone transcriber
test may be afforded prior to affording the official test. Tf the
employee or applicant must be tested more than once, a different test
must be used.
! Instructions for transcription
a! Place official payroll name of employee, date,
EOD, and office of assignment in upper righthand corner of a single
sheet of paper.
b! Tf an applicant, applicant's full name and the
date should be placed in upper righthand corner of the paper.
c! Set the typewriter for oneinch margins, double
spacing and a tenspace tab indention. Tndent only at the beginning
of the transcription.
d! Employee or applicant cannot retype original
transcription.
e! Verbatim transcription is required. Applicant
or employee is responsible for spelling, punctuation, capitalization
and proper word division. Dictionaries may be used. In case of
error, it is permissible to use an eraser. Selfcorrecting
| Itypewriters, correcting tape or whiteout are!not permitted.
f! Indicate on transcription paper the amount of
time reguired for transcribing.
**EffDte: OB/26/1988 MCRT#: O Div: D2 Cav: SecCls:
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6-3 GRADING OF TESTS
l! For applicants recruited for FBIHQ: All stenographic
and typing tests administered to applicants recruited for FBTHQ must
be forwarded to the!Bureau!Support Applicant Unit with the appropriate
paperwork for regrading. Field offices should never inform an
applicant of the results of these tests until notified of the official
score from FBTHQ.
! For applicants recruited for field offices: Field
offices shall officially grade all stenographic and typing tests for
applicants recruited for their respective offices and onboard
employees being considered for promotion. These tests are not to be
sent to FBTHQ for regrading.
**EffDte: O4/O7/1997 MCRT#: 65l Div: D2 Cav: SecCls:
6-4 INSTRUCTIONS FOR GRADING BUREAU STENOGRAPHIC TEST
The exercise consists of 240 words and has been dictated
at BO wpm for three ! minutes. Accuracy in the test will be rated
on the entire paper. lf the transcription consumes more than twenty
0! minutes, two ! points will be deducted for every minute
thereafter. A grade of 75 percent is passing, below 65 percent
constitutes a NO GRADE.
The following deductions will be made for the errors
noted:
ERRORS POINTS
General Rule: Every word omitted, added, inserted, misspelled,
transposed or in any manner changed from the dictation tape will be
penalized as follows:
Word omitted
Word added
Word inserted
Misspelled word
Transposed word
Abbreviation not dictated or dictated but not
standard use of! 3
Punctuation:
Failure to use punctuation l
Incorrect punctuation l
Division of words each error in! 1
Erasures and strikeovers l
Maximum for exercise! 5
SENSITIVE
4
Manl-ID: MAOPP1 MANUAL OF ADIN OPERATIONS AND PROCEDURES PARE 1SENSITIVE
Incorrectly compounded word
Capitalization
Interlineation
Plural instead of singular if
is affected
is not affected
Singular instead of plural if
is affected
is not affected
Spacing:
Following punctuation marks
Between words
Incorrect tabulation
Incorrect margins
**EffDte: l2/l2/1991 MCRT#: Ogrammatical connection
grammatical connection
Div: D2 Cav:l
l
l
3
l
3
l
SecCls
6-5 RULES TO BE FOLLOWED IN GRADING BUREAU TYPING TESTS
A score of 40 wpm is required for the GS-4 or GS-5
positions and a score of 3O-39 wpm is required for the GS-3 position.
**EffDte: l2/l2/1991 MCRT#: O Div: D2 Cav: SecCls
6-5.1 Errors
General Rule: Every word omitted, added, misspelled,
transposed or in any manner changed from the printed copy will be
penalized as follows:
l! Omission - Charge one error for each letter, figure,
or punctuation mark92omitted.92 If the entire line is omitted or a
partial line omitted, charge only one error. Then deduct total
strokes of the omitted line or partial line from the total strokes
typed for the entire line.
! Addition - Charge one error for each letter, figure,
or punctuation mark added. Charge one error for each entire line
added or retyped and for part of a line added or retyped. Charge one
error for each word containing a mistake in added or retyped lines.
! Misspelled Words Charge one error for each
misspelled word.
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5
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ManlID: MAOPP1 MANUAL OF ADIN OPERATIONS AND PROCEDURES PART 1
! Transposition Charge one error for each transposed
word, plus an error for each word in the transposed matter containing
a mistake.
! Faulty shifting and lightly struck characters
Charge one error for each character appearing either above or below
the line or lightly struck character if the whole character is
discernible.
! Capitalization Charge one error for failure to
capitalize as in printed copy. Charge one error for an entire line or
part of a line typed in solid capitals plus an error for each word
containing a mistake.
! Indention Charge!only|one error for each failure to
indent as in copy|since tab indentions are previously set before the
timing starts; therefore, if the typist indents incorrectly the first
time, he or she will be indenting incorrectly throughout the entire
timing.!
8! Margins Charge one error for each irregularity in
left margin. Charge one error for each deviation from the test in the
right margin.
9! Spacing Charge one error for incorrect spacing
between lines, words, and after punctuation marks that differ from
printed copy.
IO! Strikeovers Charge one error for each strikeover.
ll! Last word Charge one error for a mistake in the
last word typed, whether or not the word is completed.
ONLY ONE ERROR MAY BE CHARGED IN A WORD, INCLUDING ITS FOLLOWING
PUNCTUATION AND SPACING.
NOTE: Use a check mark to indicate each error.
**EffDte: 12/l2/1991 MCRT#: O Div: D2 Cav: SecCls:
6-5.2 Calculation of Grade
Each character or space in a line counts as one stroke.
Determine the number of strokes typed. If a partial line is typed,
count the strokes and add to the total strokes in the line above. Do
not add strokes in retyped lines. Subtract strokes from the total
number of strokes for omitted lines. Divide the number of strokes by
! five to determine the gross number of words typed. For each
error, deduct l0! ten words from the gross number of words. Divide
by ! five to determine net wpm typed. Round off fractions to
nearest whole number.
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6
ManlID: MAOPP1 MANUAL OF ADIN OPERATIONS AND PROCEDURES PART 1SENSITIVE
Example:
A typist typed 1,233 strokes with 2 errors
1,233 divided by 5 = 247 gross words
2 errors! X 10 I 20 penalty
247 2O = 227 net words
227 divided buy 5 minutes! = 45 net
PASSING GRADE
**EffDte: 06/28/1991 McRT#
| 6-6 |DELETED|
**EffDte: 09/02/1993 MCRT#
| 6-6.1 |Deleted|
**EffDte: 09/02/1993 MCRT#
| 6-6.2 |Deleted|
**EffDte: 09/02/1993 McRT#
| 6-6.3 |DeIeted|
**EffDte: 09/02/1993 McRT#4O WPM
O Div: D2
62 Div: D2
62 Div: D2
62 Div: D2
62 Div: D2wpm
Cav:
Cav:
Cav:
Cav:
Cav:in 5 min
6-7 INSTRUCTIONS FOR GRADING THE BUREAU DICTAPHONE
TRANSCRIBER TESTutes
SecCls:
SecCls:
SecCls:
SecCls:
SecCls:
The exercise consists of 240 words and has been dictated
at 80 wpm for three ! minutes. Accuracy in the test will be rated
on the entire paper. If the transcription consumes more than 0! ten
minutes, two ! points will be deducted for every minute thereafter.
A grade of 75 percent is passing, below 65 percent constitutes NO
GRADE.
The following deductions will be made for the errors
noted:
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**EffDte: Ol/21/1987 MCRT#: O Div: D2 Cav: SecCls:
6-7.1 Errors
General Rule: Every word omitted, added, inserted,
misspelled, transposed or in any manner changed from the dictation
tape will be penalized as follows:
ERRORS POINTS
Word Omitted
Word Added
Word inserted
Misspelled word
Transposed word
Abbreviation: Not dictated or dictated but not
standard use of! 3
Punctuation:
Failure to use punctuation l
Incorrect punctuation l
Division of words each error in! 1
Erasures and strikeovers l
Maximum for exercise! 5
Incorrectly compounded word l
Capitalization 1
Interlineation l
Plural instead of singular if grammatical connection
is affected 3
is not affected l
Singular instead of plural if grammatical connection
is affected 3
is not affected l
Spacing:
Following punctuation marks
Between words
Incorrect tabulation
Incorrect margins
**EffDte: Ol/21/1987 MCRT#: O Div: D2 Cav: SecCls:
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|s-a |DELETED|
**EffDte: O1/21/1987 MCRT#: O Div: D2 Gav: SecCls:
9<%~k%*~k*%~!<~k***9<%*%***%*~k*%*k9<**%*k%* ~!<>%~!<9<%*%***%*~k~!<%*k9<**%*~k%*%~!<%*
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Man]-ID: MAOPP1 MANUAL OF ADMIN OPERATIONS AND PROCEDURES PART 1
ALL IIIZFURILETIEEI EEZIZTAIIKIEEH
HEREIN I3 IJIEIILAEFIIFIED
DATE [E2-2l.-EiCEEI? BY 60324 AUE
SECTION 7. MERIT PROMOTION AND PLACEMENT PLAN MPPP!
7-1 OBJECTIVE
l! The objective of this plan is to provide guidance in assuring that all qualied candidates receive
fair and equal consideration for support positions based on merit principles. It is based on the
premise that the best predictor of future performance is past performance in similar situations and is
designed to ensure that the FBI is staffed by the most qualied candidates available.
! Personnel staffing decisions will be based on valid job-related criteria and, except where
otherwise provided by law, without regard to and without discrimination because of color, race,
religion, national origin, political afliation, marital status, mental or physical disability, age, sex,
or sexual orientation.
! Personnel staffing decisions will be based on job- related criteria without regard to membership
or nonmembership in an employee organization; personal favoritism; or in reprisal for the lawful
disclosure of information in "whistleblower" situations.
! The standards outlined address policies and procedures necessary to operate an effective merit
system for the staffing of support positions consistent with the requirements of the "Uniform
Guidelines on Employee Selection Procedures," Section 50.14, Title 28, United States Code of
Federal Regulations.
! This plan is applicable for the staffing of positions in the FBI excluding those classified in
occupational series 181 l, attorney positions, positions in the Senior Executive Service and
positions at the Executive Level.
T-2 DEFINITION OF TERMS
l! ABILITY KSAO!: The power to perform an observable activity or behavior which results in
an observable product or consequence.
! ALL-SOURCE APPLICANT: Any applicant, usually an individual not employed by the federal
government, such as a private sector employee, military member or student.
! ALL-SOURCE CERTIFICATE: A list of all-source candidates who have been rated and ranked
and afforded veterans preference. Referred to as "Certicate of Eligibles" in the competitive
S¬I'VlC6.
! AREA OF CONSIDERATION: An area in which an intensive search for eligible candidates for
a specic vacancy is made. The area of consideration is decided by management and human
resource personnel based on the needs of the FBI. It must be broad enough to produce a sufcient
number of well-qualied candidates and meet EEO objectives.
! BEST-QUALIFIED LIST: A group of federal candidates who, when measured by appropriate
procedures, possess the critical knowledge, skills, abilities and other characteristics KSAOs! to a
greater degree than other candidates eligible for the position.
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! CAREER LADDER: The grade levels through which an employee may advance to the full
level of the position to which appointed or assigned; it provides progressively more responsible
experience and noncompetitive promotion potential for incumbents up to the designated full level.
! CAREER PATH: Range of career progression opportunities available to a particular
occupational group within an organization. Career paths include not only the classied career
ladders of individual positions, but other positions for upward, lateral, or downward movement into
different positions.
8! CHANGE TO LOWER GRADE: A change of an employee to a job or grade level with a lower
representative rate. An action resulting in a reduction in grade. A change to lower grade can occur
as a result of a competitive selection procedure, an adverse action or at the request of an employee.
It may or may not result in a decrease in pay.
9! COMPETITIVE SELECTION PROCEDURES: Procedures that allow for advertisement of a
position, evaluation of qualications and selection of a candidate s! for a position. A competitive
procedure could result in a noncompetitive action i.e., reassignment, change to lower grade!.
0! CONVERTED SCORE: The rating of a.n all-source candidate that has been converted to a
100-point scale.
1! CREDITING PLAN: Education, training and experience examples for each knowledge, skill,
ability or other characteristic KSAO! which serves as a gauge by which a candidate is compared
and evaluated.
2! DETAIL: A temporary assignment of an employee to a different position not to exceed a
specic period of time with the employee returning to his/her regular duties at the end of the detail.
A position is not lled by a detail, as the employee continues to be the incumbent of the position
from which detailed. The employee should be eligible and qualied for any position to which
he/ she is detailed. Details of more than 120 days to either a higher graded position or a position
with greater promotion potential require competitive staffing procedures.
3! ELIGIBLE CANDIDATE: Applicant who is within the published area of consideration and
who meets the established minimum qualication standards for the position and any other
applicable legal or regulatory provisions.
4! FEDERAL APPLICANT: Applicant who is currently an employee of the federal government
or who is eligible for reinstatement. Includes FBI candidates.!
5! FULL PERFORMANCE LEVEL FPL!: The highest grade/level of regular and recurring
work identified and classied in a particular career ladder. In cases where a position is advertised at
a grade/level less than the FPL, the employee who is placed in the position will have
noncompetitive promotion potential to the FPL.
6! FUNDED STAFFING LEVEL: The number of work years which a division/office is
authorized, as determined by the Resource Management and Allocation Board.
7! GENERAL EXPERIENCE: Experience that is usually required at grade levels where the
knowledge and skills needed to perform the duties of a specic position are not a prerequisite, but
where applicants must have demonstrated the ability to acquire the particular knowledge and skills.
SENSITIVE
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8! GRIEVANCE: A formal protest by an employee, or by a group of employees acting as
individuals, for personal relief in a matter of concern or dissatisfaction relating to the employment
of an individual s! which is subject to control by the FBI. Personal relief is a specific remedy
directly benefitting or affecting the grievant s!, but does not include a request for discipline or other
action affecting another employee.
9! INTERVIEW: A method of evaluating a candidate to determine if he/she possesses the
essential knowledge, skills, abilities or other characteristics needed to perform a job.
0! JOB ANALYSIS: A systematic and documented statement of essential work functions and
KSAOs relevant to the position.
l! JOB RELATED: Factors determined through a job analysis to be necessaly for acceptable job
performance.
2! KNOWLEDGE KSAO!: A body of information, usually of a factual or procedural nature,
Which, When applied, makes acceptable perfonnance on the job possible.
3! KSAO: Knowledge, skill, ability or other characteristic ratedf evaluated after minimum
qualications.
4! LOCAL COMMUTING AREA: The geographic area surrounding a work site that
encompasses the localities Where people live and reasonably can be expected to travel back and
forth daily to work, as established by the FBI based on the generally held expectations of the local
community. The area is usually Within a 50- mile radius of Where a position vacancy exists.
5! MERIT SYSTEM: A system of identification, qualification, evaluation and selection based
solely on merit factors i.e., on the basis of relative ability, knowledge and skills!, Without regard to
political affiliation, race, color, religion, national origin, sex, sexual orientation, marital status,
parental status, nondisqualifying disability, reprisal, or age.
6! MERIT SYSTEM PRINCIPLES: Standards by Which the federal government operates to
ensure that the government has the best possible employees, that they are treated fairly, and that all
employees will have the opportunity to go as far as their abilities will take them. This means that
Whenever anyone is hired, promoted, red, demoted, or affected by any other type of personnel
action, the action in question must be on the basis of the individuals ovvn ability and performance.
These principles goveming personnel practices were enacted into law: Title 5, United States Code,
Section 2301 b!.
7! MINIMUM QUALIFICATIONS: Requirements for a job which the employer deems as so
basic and essential that only candidates who meet these requirements are considered for fuither
processing. Minimum qualifications also include any appropriate selective placement factors and
positive education requirements.
8! NONCOMPETITIVE STAFFING ACTION: Filling a position Without using competitive
procedures.
9! OTHER CHARACTERISTIC KSAO!: A personal characteristic, aptitude, physical or mental
trait needed to do the Work.
SENSITIVE
3
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Man]-ID: MAOPP1 MANUAL OF ADMIN OPERATIONS AND PROCEDURES PART 1
0! PLACEMENT: The assignment of a new employee to a position or the movement of an
employee from one position to another.
1! PROMOTION: A change of an employee to a job or grade level with a higher representative
rate than his/her current grade or retained grade, if applicable.
2! RANKING: Placing all-source candidates on an All- Source Certicate in order of their
veterans preference category and converted score.
3! RATING: The evaluation of minimally qualied candidates experience by use of an approved
crediting plan. The score the candidate receives is his/her rating. All-source candidates ratings are
converted to a 100-point scale.
4! RATING FACTORS: KSAOs that identify the better candidates from a group of individuals
determined to be at least minimally qualied for a position.
5! REASONABLE ACCOMMODATION: Modications or adjustments to a job, the work
environment, or the Way things are usually done, that will enable a qualified individual with a
disability to attain the same level of performance or to enjoy equal benets and privileges of
employment as are available to a similarly situated employee Without a disability.
6! REASSIGNMENT: A change of an employee from one position to another with no change in
grade level. The employee must be eligible and qualied for any position to Which he/she is
reassigned. A noncompetitive reassignment may not place the employee in a position with greater
promotion potential than his/her current position.
7! REEMPLOYMENT RIGHTS: The statutory, regulatory or administrative obligation
including military restoration rights! that requires the FBI to rehire a.n individual and place him/her
in a position.
8! REINSTATEMENT: The noncompetitive reemployment of an FBI or other qualied former
federal employee into a position at the same or lower grade level and occupational classication as
the one the employee previously held.
9! REPRESENTATIVE RATE: The going rate of pay, i.e., the rate or step keyed to the
prevailing rate determination; the fourth step on the General Schedule GS!; or the second rate on a
ve rate regular Wage schedule Federal Wage Schedule WG!!.
0! RULE OF 3: Three highest-ranked available candidates on the All-Source Certicate, listed
according to veterans preference category and rating. Selecting Ofcials are limited to making a
selection using the Rule of 3, in accordance with the regulations in Title 5, Code of Federal
Regulations CFR!, Part 302.
1! SELECTING OFFICIAL: A supervisor or manager designated by head of ofce/division or
his/her designee Wll0 is responsible for selecting/recommending an individual for a stafng action.
2! SELECTION PROCEDURE: Any measure, combination of measures or procedures used as a
basis for a stafng decision.
3! SELECTIVE PLACEMENT FACTOR: An element found to be essential to acceptable
performance in a job to be lled, Which is in addition to or more specic than the minimum
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qualication standard. This element thus becomes a minimum qualication for the position and
only candidates who meet this requirement are considered for further processing. For example, a
position in a particular location may require knowledge of a language other than English.
4! SKILL KSAO!: An art, trade or technique, particularly one requiring the use of the hands or
body. A skill can be observed, quantied and improved with practice or training.
5! SPECIALIZED EXPERIENCE: Experience that has equipped the applicant with the particular
knowledge, skills and abilities to perform successfully the duties of the position a.nd is typically in
or related to the work of the position to be lled. It is usually required for positions above the entry
level where applicants must have demonstrated they possess the ability to perform successfully the
duties of the position after a normal orientation period.
6! STAFFING ACTION: A step-by-step procedure conducted
in accordance with merit principles through which an individual is identied, considered, selected
and assigned to a position.
7! SUBJECT MATTER EXPERTS SMEs!: A group of persons thoroughly knowledgeable
about the duties and responsibilities of a job. Management, with the assistance of human resource
personnel, will be responsible for identifying SMEs.
8! TEMPORARY PROMOTION: A nonpermanent promotion of an employee to a higher grade
level for a specied period of time, not less than 60 days nor more than one year in duration. The
employee must be eligible and qualied for any position to which he/ she is temporarily promoted.
9! TERM PROMOTION: A nonpermanent promotion of an employee to a higher grade level for
a dened period of time, not less than 120 days or more than three years in duration, to handle a
specic assigmnent, project or duties a.nd responsibilities which ca.n be accomplished within that
time frame. The employee must be eligible and qualied for any position to which he/she is
temporarily promoted.
0! TEST: Any written, performance or work simulation test or exercise used to measure a job-
related knowledge, skill, ability or other characteristic. For placement/selection purposes only those
approved in writing by the Personnel Officer may be used. See MAOP, Part 1, 7-4.3.!
1! TRAINING AND EXPERIENCE EVALUATION: A method of evaluating candidates based
on their past training, education and experience.
2! VACANCY ANNOUNCEMENT: The written or electronic document used to notify potential
applicants of a position to be lled by competitive procedures.
3! VETERANS PREFERENCE: A statutory entitlement provided to former members of the
Armed Forces who served on active duty during certain specied periods of time, became disabled,
or served in military campaigns. Preference eligibles must meet minimum qualications for the
position before they may be afforded the additional points associated with their veterans preference
category. These candidates are entitled to preference over others when a competitive service or
excepted service agency in the executive branch is hiring from a.n All-Source Certicate.
4! VETERANS PREFERENCE CATEGORY: There are four categories of preference,
designated by the following shorthand letters and points: CPS - 10 points, CP - 10 points, XP - 10
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points, TP - 5 points. Veterans preference points are added to all-source candidates converted
scores prior to ranking the candidates on the All-Source Certicate. Nonpreference eligibles are
designated by the shorthand letters, NV. Nonpreference eligibles do not receive additional points.
T-3 RESPONSIBILITIES
! PERSONNEL OFFICER is responsible personally and/or through members of his/her staff for:
a! designing and developing the policies and procedures for selection, promotion and placement in
accordance with merit system principles;
b! approving/disapproving all support employee selection, promotion and placement actions;
c! informing employees by means of official communications of the merit promotion and
placement policies and procedures;
d! implementing and enforcing the Merit Promotion and Placement Plan policies and procedures
to ensure their full and equitable application to all affected employees and positions;
e! providing technical assistance, advice, and guidance to management officials, supervisors and
operating employees on all selection, promotion and placement matters;
f! locating and referring eligible and qualified candidates to the Selecting Official on a timely basis
g! maintaining records reecting decisions on selection, promotion and placement actions as
detailed in this section;
h! responding to appropriate grievances, that have not been resolved through informal means, from
employees conceming an act or occurrence of a selection, promotion or placement action covered
under the Merit Promotion and Placement Plan;
i! suspending merit procedures to address unusual staffing circumstances when warranted to fulfill
FBI mission requirements;
j! approving use of any tests as a measure for selection.
! SELECTING OFFICIAL is responsible for applying merit system principles and equal
employment opportunities in filling all positions. He/ She is to comply with and ensure that all
applicable laws, regulations, and procedures, as outlined in this plan, are followed with regard to
the selection, promotion and placement actions he/she recommends.
! SUPERVISORS and MANAGERS are required to recuse themselves from advocating a relative
for appointment, employment, promotion, or advancement to a position over which they exercise
jurisdiction or control, and from participating in the selection process if a relative is under
consideration, as specified in Title 5, Code of Federal Regulations CFR!, Part 310, Subpart A.
a! Relative means father, mother, son, daughter, brother, sister, uncle, aunt, first cousin, nephew,
niece, husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, brother-in-law,
sister-in-law, stepfather, stepmother, stepson, stepdaughter, stepbrother, stepsister, half-brother or
half-sister.
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b! Supervisors and managers should also recuse themselves from involvement in personnel actions
Where there may be a perception of favoritism or bias, e.g., adjudicating a grievance or
recommending a promotion for a close personal friend, etc.
! EQUAL EMPLOYMENT OPPORTUNITY EEO! OFFICIAL serves as a source of
information for all employees, managers, and supervisors. In the event a nonselected candidate
perceives that the selection, promotion or placement action was made With regard to race, color,
religion, national origin, sex, sexual orientation, age, parental status, disability mental or physical!,
or reprisal, the Office of Equal Employment Opportunity Affairs OEEOA! would pursue his/her
concerns. Additionally, in the event the applicant or employee requires a reasonable
accommodation for a physical/mental disability, the OEEOA would be responsible for coordinating
this process for approval of the Personnel Officer.
! EMPLOYEES are responsible for:
a! demonstrating that they have the knowledge, skills, abilities and other characteristics necessary
to qualify for positions for which they desire consideration; and
b! submitting the required completed forms Within the time frames indicated when applying for
vacancies.
7-4 FACTORS AFFECTING ALL STAFFING ACTIONS
Certain factors, such as performance, service time, tests and formal recommendations apply to both
noncompetitive and competitive staffing actions, except those that are effected as a reasonable
accommodation for a person with a disability.
7-4.1 Performance Appraisal Formerly 7-7.2.3.!
An employee must possess at least a Fully Successful this rating Will, over time, phase out! or
Meets Expectations rating in each critical element of his/her most recent Performance Appraisal
Report PAR! in order to be considered for promotion or a change to lower grade/reassignment to a
position offering promotion potential. If an employee has had insufficient time on duty to have
received an official PAR, the employee's supervisor must certify that the employee's current
performance is consistent with the criteria included in performance standards for the Meets
Expectations level.
7-4.1.1 Deleted
7-4.2 Service Time Requirement Following Appointment
A newly appointed employee must have 90 calendar days of federal service in order to be eligible
for his/her first promotion.
7-4.3 Tests Formerly 7-7.2.4.! See also MAOP, Part 1, 7-2 0! and 7-6.3.1.!
Any Written, performance or Work simulation test or exercise considered for use in the selection
process for either competitive or noncompetitive procedures, including career ladder promotions,
must be approved by the Personnel Officer or his/her designee.
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7-4.4 Formal Recommendations Formerly 7-10.!
A personnel action of promotion, reassignment, reappointment, change to lower grade, or position
change may be transmitted to the Personnel Officer or his/her designee for review and approval by
electronic submission of an SF-52, Request for Personnel Action, fonn through the Bureau
Personnel Management System BPMS!. If the request is a noncompetitive action, the reason s! for
same should be indicated. A personnel action is considered nal only upon approval of the SF-52
by the Personnel Ofcer or his/her designated representative.
7-5 NONCOMPETITIVE STAFFING ACTIONS Formerly 7-4.2.! See also MAOP, Part
1, 7-6.!
The actions shown below do not require competitive staffing procedures:
l! A promotion resulting from a.n employee's position being reclassied at a higher grade because
of additional duties and responsibilities. The addition of supervisory duties to a nonsupervisory
position may result in the establishment of a different position rather than an upgrading. The lling
of that new position would require competitive procedures.!
! A promotion resulting from the upgrading of a position without signicant change in duties and
responsibilities due to the issuance of a new classication standard or the correction of a
classication error.
! A position change permitted by reduction-in-force RIF! regulations.
! A temporary promotion for 120 days or less.
! A reassignment or position change with no greater career ladder advancement potential.
! A reassignment or promotion to a clerical position up to and including grade level GS-8!, with
or without greater promotion potential, following two unsuccessful attempts to ll that position
within a six-month period.
! A career ladder promotion where an employee advances to the full level of the position to
which he or she is appointed or assigned.
8! Placement of individuals having statutory, regulatory, or administrative reemployment rights, or
to whom a like employment obligation exists e.g., return of employees from military service, EEO
settlements, etc.!.
9! A reassignment or position change as a reasonable accommodation to an employee's mental
and/or physical disability.
0! A promotion, reassignment or position change made as a result of the suspension of merit
procedures by the Personnel Ofcer to address unusual staffing circumstances.
l! The noncompetitive appointment of current or former federal employees to a vacant FBI
position for which they are qualied, regardless of whether they have served in the same series of
the position. The individual eligible for this type of appointment must currently serve in or have
served in the grade of the position to be filled and the promotion potential of the vacant FBI
position must be no greater than the highest promotion potential ever held.
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7-5.1 Career Ladder Promotions Formerly 7-5.!
! A career ladder indicates the grade levels through which an employee may advance to the full
level of the position to which he or she is appointed or assigned. Initial assignment to a grade level
above entry level is possible based on a.n individual's qualifications for the particular occupation at
the higher grade level.
! After having entered a career ladder, an employee may advance to each grade through
noncompetitive promotion; however, such promotions are not a right, nor should advancement
opportunities through a normal career ladder pattern be construed as a guarantee of promotion.
Advancement within a career ladder is dependent upon:
a! management recommendation;
b! the availability and assignment of progressively more difficult duties and responsibilities;
c! demonstrated possession of the essential KSAOs for the higher grade level position;
d! any minimum general or specialized experience requirements; and
e! any position limitations.
! The evaluation of an employee for a career ladder promotion is based on whether the employee
has acquired, usually through on-the-job training and/or experience, the essential KSAOs required
for the higher grade level position. The supervisor must determine the essential KSAOs for the
higher level position and evaluate, through the employee's work performance, whether the
employee possesses the required KSAOs. Supervisors should ensure, to the extent possible, that
employees are provided with opportunities at the lower grade level to demonstrate their possession
of the essential KSAOs required for promotion to the next level.
7-6 COMPETITIVE SELECTION PROCEDURES Formerly 7-4.1.!
Competitive selection procedures are used when all eligible, qualified and interested employees
must be considered for a position. These procedures are required unless specifically excluded under
MAOP, Part 1, 7-5, Noncompetitive Staffing Actions. They include but are not limited to:
! promotion, to include term and promotions lasting more than 120 days, change to lower grade
or reassignment to an entry-level position of a career ladder;
! reassignment or change to lower grade to a position with greater promotion potential;
! reassignment, or detail to a position, including relief position where performance of the duties
and responsibilities would provide the employee with an opportunity to gain KSAOs that would
uniquely qualify them for the position if filled on a permanent basis.
7-6.1 Determining Job Requirements
Before any effort is made to ll a position, essential job-related requirements must be identified.
These job-related requirements are categorized as minimum qualifications, rating factors and
working conditions.
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7-6.1.1 Minimum Qualifications Formerly in 7-6.!
! The purpose of minimum qualication standards, usually education and/or general and
specialized experience, is to identify and eliminate from the selection process those candidates who
are clearly not qualified for a position. Only those candidates who meet the education and
experience requirements, as appropriate, will be further considered in the selection process.
! The Office of Personnel Management's OPM! "Qualifications Standards for General Schedule
Positions," will be used to detennine the minimum qualifications for a position, except when they
are determined to be inappropriate. If the position requires similar work behaviors and KSAOs to
that described or if the standards are consistent with the backgrounds at the time of selection !of
competent employees currently in the job, it is likely that the OPM standard is appropriate. If it is
deterrnined that the OPM standards are inappropriate based on the above conditions, the Selecting
Official may request a modication or development of new standards by the Personnel Officer.
Modifications may also be made by using selective placement factors, with the approval of the
Personnel Offrcer. For example, a position in a particular location may require knowledge of a
language other than English. This requirement may not be covered in the minimum qualifications
standard, but may be essential to acceptable perfomrance for a job in a particular location.
7-6.1.2 Identifying Rating Factors
! Rating factors are those KSAOs that identify the better candidates from a group of individuals
at least minimally qualified for a position. Rating factors are needed to help distinguish the most
qualified candidates from among a pool containing people with, frequently, a broad range of
experiences, education or training and different levels of expertise of the KSAOs. Appropriate
rating factors can be determined by a review of an up-to-date position description; interviews with
subj ect-matter experts, supervisors or clients; and manuals, logs or training materials. KSAOs that
can be learned within a reasonable period of time after assuming the duties of the position and
those that cannot be effectively measured are not appropriate for use in the selection process and
should be eliminated.
! Once essential KSAOs are identifred, the best method to measure them must be determined.
These methods can include a written, performance, or work simulation test or exercise, and/or an
evaluation of training and experience and/or a structured interview. If a written, performance or
work simulation test or exercise is used to measure essential KSAOs, ensure that approval of the
Personnel Offrcer is received before incorporating it into the selection process. For the majority of
competitive selections an evaluation of training and experience and/or a structured interview should
be used. These measures are designed to obtain information concerning a candidate's past
experiences that indicates whether he/ she would be successful at future similar experiences.
! If all KSAOs identified for selection cannot be measured by either a written, performance, or
work simulation test or exercise and/or an evaluation of training and experience, an interview is
necessary. The KSAOS measured in the interview should generally be different from those KSAOs
that are being measured by the other procedures. However, it may be desirable to assign greater
weight to a particular KSAO for a given position, and to measure the KSAO in multiple ways in
order to get a more complete assessment of an individuals skill level. Whatever measures are to be
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used must be decided before the vacancy is advertised and those same KSAOs must be used
through final selection.
! KSAOs selected to be measured for the training and experience procedure should be those that
can be demonstrated by specic achievements, experience, or training. For example, "planning" is a
KSAO that can be described in terms of a specic accomplishment. "Analytical ability" on the
other hand, is very broad and abstract and it may be difcult to describe a specic accomplishment
related to this type of KSAO.
! KSAOs to be measured by the interview should be those that can elicit specic, detailed, or up-
to-date information from the candidate. Also, KSAOs such as oral communication, and verbal
comprehension can be best observed and measured during the interview.
7-6.1.3 Working Conditions
Any unusual conditions that are essential for successful performance and are beyond what is
normally required of most employees should be identied. Such things as frequent travel, odd
working hours, physical demands, hazardous duties or enviromnent are all conditions of
employment that should be described in the position description and these conditions should be
made known to prospective candidates. Only those candidates willing to work under the identied
conditions, with or without reasonable accommodation, will be further considered in the selection
process.
7-6.2 Qualified Candidates Formerly 7-4.1.1.!
l! A pool of qualied candidates may be composed of:
a! federal candidates individuals currently employed by the federal govermnent or who are
eligible for reinstatement!; and/or
b! all-source candidates any individual, usually individuals not employed by the federal
government, such as private sector employees a.nd students!.
! Federal candidates FBI and other federal employees! are considered for vacant positions under
the merit procedures outlined in this plan.
! All-source candidates may be evaluated in a similar fashion as federal candidates, with the
provision that veterans preference points must be given to candidates who claim such preference.
7-6.2.1 Area of Consideration AOC! Formerly in 7-4.1.1.!
l! The AOC must provide the Selecting Ofcial with a choice from among a reasonable number of
qualied candidates. Since the area of consideration determines who will be considered for
competitive selection, it is important that it be broad enough to uphold basic merit principles of
open competition, equal opportunity, and identication of the best qualied candidate s!. The area
of consideration may not be established in such a way that it gives unwarranted consideration to a
particular individual or group, nor may it be expanded solely to recruit members of a particular
group. Only applicants within the AOC may be considered for selection.
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! Limited vs. Expanded AOC: Each division/office, with the concurrence of the Personnel Officer
as necessary, will establish the AOC based on its funded staffing level FSL! and any overhire
authority for the vacancy. A separate determination must be made Whether or not to pay relocation
expenses. This decision will be authorized by the Personnel Officer based on the needs of the FBI,
the adequacy of the candidate pool Within the local commuting area, and the availability of transfer
funds. Selectees Who reside Within the local commuting area usually a 50-mile radius! are not
eligible for relocation expenses.
a! Limited AOC: Division Only
The AOC may be limited to the division/office with the vacancy when the division/ office is at or
above its FSL and does not have overhire authority for the vacancy. Only FBI candidates assigned
to the division with the vacancy Will be considered. Even when divisions share a local commuting
area, such as FBIHQ divisions or Newark/New York divisions, only candidates from the division
With the vacancy will be considered. Division management has the option of further limiting the
AOC to those division employees Who Work within the local commuting area of the vacancy. No
relocation expenses Will be paid by the FBI.
b! Expanded AOC: FBI, other federal and/or all- source applicants
The AOC may be expanded when divisionf office is under its FSL or has overhire authority for the
vacancy and recruiting Within the division/office is unlikely to produce an adequate pool of
candidates. The division/office has three options in defining an expanded AOC:
l. FBI employees only. This choice should be made when it is likely that recruiting among on-
board FBI employees Will produce an adequate pool of qualified candidates.
2. All federal candidates FBI and other federal employees!. This choice should be made when it is
likely that recruiting among all federal employees will be necessary to produce a.n adequate pool of
qualied candidates.
3. All sources: all federal FBI a.nd other federal employees! and nonfederal candidates. This choice
should be made only when it is expected that recruiting among the general population Will be
necessary to produce a.n adequate pool of qualified candidates. Typically this will occur when the
vacancy to be filled is in a highly specialized or competitive field.
The decision Whether or not to pay relocation expenses will be authorized by the Personnel Officer
based on the needs of the FBI, the adequacy of the candidate pool within the local commuting area,
and the availability of transfer funds.
7-6.2.2 Vacancy Announcements Formerly in 7-4.1.1.!
l! Vacancy announcements are the means by which potential applicants are notified of the position
vacancy a.nd may be in written or electronic format. These announcements must contain title, grade,
series, and duties of the position; the location at which the position Will serve; Working hours;
promotional opportunities; area of consideration; minimum qualification standards; Written,
performance or work simulation test or exercise to be administered; KSAOS that the applicant must
respond to in the application; unusual Working conditions; application process; including the
opening and closing dates of the announcement; and an explicit statement regarding equal
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employment opportunity and that candidate s! may request a reasonable accommodation due to
physical and/or mental disability.
! The vacancy announcement must state whether or not relocation expenses will be paid by the
FBI and any restrictions on payment e.g., only those selectees who reside outside the local
commuting area will be eligible for relocation expenses!.
! The vacancy announcement must state if the position is a temporary or term position and, if so,
the expected time limit not- to-exceed date!, and the provisions for return of the employee to a
permanent position at the end of this assignment. If applicable, the announcement should also state
that the position may be made permanent without further competition.
! If the AOC is expanded to include applicants outside of the FBI who are current employees of
the federal government or former employees of the federal government with reinstatement
eligibility, the vacancy announcement must have a statement requiring the applicant to submit a
copy of his or her most current Notication of Personnel Action, SF-50, and a copy of his or her
most current performance appraisal.
! If the AOC is expanded to include all-source applicants, the vacancy announcement must have a
statement about veterans preference. Veterans claiming preference must submit a copy of their
Certificate of Release or Discharge from Active Duty, DD-214. Veterans on active duty at the time
of application may submit a letter from his/her commanding officer or military personnel office
stating his/her dates of service, rank, campaign badges or medals awarded, type of separation
he/ she will receive, and projected character of service e.g., honorable, general!. Veterans, spouses,
widows, widowers, or mothers of veterans claiming 10-point preference must also, in addition to
the DD-214, submit an Application for 10-point Veteran Preference, SF-15, and the documentation
required by the form.
All-sources amouncements must include a statement that current federal employees and former
federal employees with reinstatement eligibility who wish to be considered as both federal and all-
source applicants must indicate this on their applications.
! The standard period of time a vacancy announcement will be posted is ten 0! workdays; the
minimum period is five S! workdays. The appropriate length of time for the announcement to
remain open is dependent on the likely size of the applicant pool and the urgency of the need to fill
the vacancy. Hard-to-fill positions may be posted indefinitely with pre-established application cut-
off periods. Approval of the Chief of the Staffing Unit must be obtained prior to posting a vacancy
announcement that deviates from this policy. Closing dates for the submission of applications will
be strictly followed.
! Vacancy amouncements must be uploaded into the division's file in the FBI's Automated Case
Support ACS! system within one day of the opening date of the posting. Vacancy announcements
for positions open to applicants outside the FBI i.e., other federal and/or all-source applicants!
must be posted on the OPM's website, USAJobs, by FBIHQ human resources personnel.
8! To ensure that all applicants for employment and advancement receive fair and equitable
consideration, it is important to consistently adhere to published requirements e. g., minimum
qualifications, KSAs, opening and closing dates!. Changes made to significant portions of the
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announcement after it has opened must be published in the form of an amended vacancy
announcement.
9! All applicants must meet specialized experience requirements within 30 days of the closing date
of the announcement. Copies of relevant documents, such as SF-50s, DD-214s, college transcripts,
performance appraisals, and/or any additional required documentation must be received in the
Stafng Unit by the closing date of the announcement. Ofcial college transcripts may be required
before nal approval of selection.! Applications for which all required documentation is not
received by the closing date of the announcement will not receive further consideration, except in
unusual circumstances.
7-6.3 Measuring Rating Factors See MAOP, Part 1, 7-6.4.!
Qualied candidates are to be evaluated in accordance with their relative demonstration of
possession of the KSAOs for a position. To determine the extent to which the candidates possess
the KSAOs, the selection process uses a combination of a training and experience evaluation, a
structured interview, and/or written, performance or work simulation tests or exercises. Unless
specific measures have been approved and mandated for use by the Personnel Officer to ll a
specific position, it is the responsibility of the Selecting Official to determine which measures will
be appropriate for each selection by following the guidance in this plan. When federal and all-
source candidates are being considered for a position, care must be taken to ensure that all are
evaluated according to the same measures.
7-6.3.1 Tests Formerly 7-7.2.4.! See also MAOP, Part 1, 7-4.3.!
Only written, performance or work simulation tests or exercises previously approved by the
Personnel Ofcer may be used as part of the selection procedures for a position. Approved tests
include the following:
l! The official FBI typing performance test must be used to measure typing speed and accuracy for
positions that require a qualified typist, including positions with parenthetical "Typing" or "Data
Transcriber" in the official title.
! The Police Officer Selection System must be used to measure specic KSAOs for the Police
Ofcer position. ! The Clerical Selection Battery CSB! must be used to measure specic
KSAOs of all-source candidates for specic clerical positions.
! Language aptitude a.nd/or ability tests must be used for the Language Specialist position s!.
As positions change in terms of duties and responsibilities or as studies are completed for existing
positions, new assessment tools will be approved for use and appropriate publicity afforded. Once
approved by the Personnel Ofcer and disseminated, the use of specic assessment tools is
generally mandatory.
7-6.3.2 Training and Experience Formerly 7-7.2.1.!
! The training and experience measure is a self- reported description of accomplishments relevant
to KSAOs required for a job. Typically, the information provided by the candidate focuses on
training, education and prior work experience.
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! To evaluate the information provided on the applications, a crediting plan must be developed
before the position is posted. The crediting plan may be generic or job specific. The candidate must
meet all the requirements for a level to receive the associated points on the generic crediting plan
listed below:
OUTSTANDING - 5 points
Candidate has performed the duties of this position requiring this KSA e.g., through temporary
promotion or detail!, or has had advanced education/training directly related to this KSA.
Experience, education and training indicate he/she can perform the functions of this position
requiring this KSA immediately, with only minimum indoctrination.
ACCEPTABLE - 3 points
Candidate has performed duties related to the duties of this position requiring this KSA or has had
education/training in a eld generally related to this KSA. Experience, education and training
indicate he/she shows potential to perform the functions of this position requiring this KSA after
acquiring additional formal education/training or more than six months of on-the-job experience.
LIMITED - 1 point
Candidate has performed duties generally related to the duties of this position requiring this KSA
but evidence reects this performance is at an apprentice/trainee level; education/training reects
the ability to learn aspects of this KSA. Experience, education and training indicate he/she would
require extensive formal education/training or on-the-job experience to acquire full possession of
this KSA.
UNACCEPTABLE - 0 points
Fails to meet the Limited level.
! A job specific crediting plan is accomplished by describing education, training and experience
examples for each KSAO at different levels, i.e., Outstanding, Acceptable, Limited, and
Unsatisfactory. For example, if a position requires that candidate s! demonstrate an "ability to use
regulatory material," the crediting plan might include general definitions for the levels of
performance such as:
Outstanding - 5 points INTERPRETS regulatory material;
Acceptable - 3 points APPLIES regulatory material;
Limited - 1 point COLLECTS regulatory material; and
Unsatisfactory - O points DOES NOT USE regulatory material.
Each KSAO in the application is evaluated by comparing the past education, training, and
experience of the candidate with the crediting plan and assigning a rating. A crediting plan ensures
that each candidate is evaluated consistently against the same education, training and experience
examples.
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7-6.3.3 Interview Formerly 7-7.2.5.!
l! The interview measure is a structured means of orally collecting information concerning a
candidate's possession of knowledge, skills, abilities or other characteristics needed for acceptable
job performance. The interview focuses on what the candidate has done in the past that can be used
to predict his or her future behavior. There are four general types of interview questions:
a! TRAINING AND EDUCATION questions assess the KSAOs by probing an individual's
training or educational background and are used primarily to solicit information regarding the
relevance of the applicant's training or education to the position.
b! JOB KNOWLEDGE questions focus on an individual's knowledge of one or more job-related
areas. This type of question is most useful to assess the specific knowledge level that is required for
the job, ensure the applicant understands and is knowledgeable about a specific topic, and to obtain
information about an applicant's knowledge of current technology, state-of-the-art methods, etc.
c! EXPERIENCE questions are asked to solicit KSAO information from the job experiences an
individual has had.
d! PERSONAL CHARACTERISTICS questions assess KSAOs, such as interpersonal skills, that
do not fit in other categories such as interpersonal skills. These questions are tailored to solicit
perfonnances in work and nonwork situations to demonstrate examples of specific KSAOs.
! The interview must be structured in terms of the behaviors and responses to be observed, the
evaluation standards to be applied, and the procedures for conducting the interview session. The
interview should be structured so that information to be obtained is well defined. Interviewers must
take special care to record responses in a consistent manner and not ask questions which violate
equal employment opportunity laws or protections offered under the Rehabilitation Act and the
Age Discrimination in Employment Act.
! Each interview question must be designed to obtain useful information to allow for a
measurement of a specific KSAO required for selection. The questions should be geared to obtain
the same depth, scope and kinds of information from each candidate. A crediting plan must be
established for each interview question at different levels, i.e., Outstanding, Acceptable, and
Limited. The crediting plan must be developed at the same time as the questions are developed and
in advance of the actual interview and serves as a gauge by which a candidate is compared and
evaluated. Each candidate must be evaluated on his/her responses to the interview questions.
Additional follow-up questions may be asked until the interviewer s! has obtained enough
information to rate the response to the question.
! When an interview is part of the selection procedures, the top scorers from the training and
evaluation and/or test measure s! may be selected for interview. The interviewer, or each career
board member, must record the responses to the questions and rate the response by using the
standards previously developed for the position. Responses should be rated immediately following
each interview. If the interview is conducted by the career board, the responses must be rated
independently and then discussed to reach a consensus rating. If a consensus is not possible, the
scores may be averaged to determine the candidate's final score for the interview. The career board
members are responsible for recording their ratings and the reasons for same.
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7-6.4 Selection Process
For some positions, e.g., Police Officer and Language Specialist, set procedures are specically
defined by the Personnel Officer and must be followed as published. For all other positions covered
by this policy, the following steps are to be taken. At the rst stage, applicants must be screened to
determine if they meet minimum qualications. Next the rating factors are evaluated through the
selection tools described in MAOP, Part 1, 7-6.3. Candidates are then grouped according to the
scores achieved and in the case of all-source candidates, by veterans preference category!. A
selection is a made, and a request for approval of that selection is forwarded to the Personnel
Ofcer. These stages are accomplished by a Career Board, Qualications Review Board QRB!, or
Selecting Ofcial, depending on the position to be lled, as described below.
7-6.4.1 Selecting Official Formerly 7-7.1.2.!
The Selecting Official is responsible for ensuring that the competitive process is conducted in
accordance with merit principles. The Selecting Ofcial is generally encouraged to use a career
board and/ or Qualifications Review Board to perform a part of the selection process, for the reasons
described below, but may choose to complete the rating process personally where the
circumstances warrant. However the process is completed, the selection recommendation must be
made by the Selecting Ofcial and then be reviewed and approved by the Personnel Officer.
7-6.4.2 Career Boards and Qualifications Review Boards Formerly in 7-7.1.1 and 7-
7.1.3.!
A career board andf or Qualications Review Board QRB! is a group of three to ve individuals
formed to evaluate and rate candidates KSAOs. For most competitive selections, a career board or
QRB provides credibility to the faimess and impartiality of the selection process. A career board
provides a panel assessment of the candidates overall qualifications, offering the Selecting Ofcial
the benet of a group of subject matter experts; a QRB provides in-depth assessment of the
technical qualications of candidates for professional and/or technical positions. The Selecting
Ofcial may choose to use either, both, or neither, depending on the nature of the position being
lled. Neither a career board nor a QRB is required for competitive actions if the Selecting Ofcial
can ensure fair and impartial selection decisions without same.
All career board and QRB deliberations must be recorded and maintained as part of the selection
le. Someone trained in stafng procedures may serve as an advisor to the career board or QRB.
! CAREER BOARD: The Selecting Ofcial is responsible for convening the members of the
career board. This board is composed of experienced support and/ or Special Agent personnel who
are familiar with the qualications required for the position. Career board members are to be
selected carefully and trained in evaluation procedures. Every career board member and nonvoting
observer should be at least one grade higher than the position unless it is documented by a signed
statement from the individual that he/ she will not be in competition for the position. In this case,
the member can be the same grade. The career board should include minority representation,
whenever possible, either as a voting member s! or as a nonvoting observer s!. The Selecting
Ofcial must not be a voting member. In ofces where circumstances may cause bias to be
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introduced or perceived in the process, a career board composed of employees from other offices
may be formed.
Prior to any career board deliberations of individual candidates, career board members must be
familiar with the merit principles contained in this plan, the KSAOs of the position and how they
are being measured, a.nd the crediting plan a.nd how it is to be applied in the specific evaluation.
Once evaluations have started, no changes to the membership of the career board can be made,
unless a.n exception is requested from and approved by the Stafng Unit, Administrative Services
Division.
! QUALIFICATIONS REVIEW BOARD QRB!: A QRB evaluates only the technical
qualications of the candidates for professional and/or technical positions. A QRB is composed of
individuals who are expert in, or have signicant knowledge of, the discipline or occupational
category of the position being lled. This is normally used for professional and/or technical
positions. QRB members must be familiar with the qualications required for the vacant position
and the provisions of the Merit Promotion and Placement Plan. Members are to be at least one
grade higher than the vacant position, unless it is documented that the member will not be in
competition for the position, then he/she may be the same grade. QRB members are to be selected
carefully and trained in evaluation procedures. The results of the QRB process are forwarded to the
Selecting Official who may make a selection decision at that point or may convene a career board
to complete the evaluation process if he/ she determines that additional assessment is necessary.
7-6.4.3 Selection of Candidate s! Formerly in 7-6.4.4, 7-6.4.5, and 7-7!
! Following initial screening, all applications and answers to KSAs must be evaluated by using
the crediting plan developed for the position. If this responsibility has been delegated to a career
board or QRB, evaluations must be made independently by each member and then discussed at the
career board/QRB meeting to reach a consensus rating. If a consensus is not possible, the scores
may be averaged to determine the candidate's final score for the interview. When the vacant
position s! does not require KSAs, the selection process will be based on testing and interview
scores.
! For federal candidates, the following procedures should be used to develop a group of best
qualied candidates.
a! When an interview is part of the selection procedures, the top scorers from the above measure s!
may be selected for interview. The interviewer, or each career board member, must record the
responses to the questions and rate the response by using the standards previously developed for the
position. Responses should be rated immediately following each interview. If the interview is
conducted by the career board, the responses must be rated independently and then discussed to
reach a consensus rating. If a consensus is not possible, the scores may be averaged to determine
the candidate's nal score for the interview. The career board members are responsible for
recording their ratings and the reasons for same.
b! A "best qualied" group of federal candidates is reached when all measures have been
completed i.e., training and experience evaluation and/or interview!. Scores from each measure
should be combined to obtain a nal score. The "best qualied" group consists of those candidates
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whose scores are signicantly higher than the majority of the candidates, and who are, for all
intents and purposes, equally well qualified.
! For all-source candidates, an All-Source Certificate is developed rather than a best qualied
group. There are two options for establishing the Certificate:
a! Conduct interviews of ALL minimally-qualied candidates so that the combined interview and
KSA scores a.nd vetera.ns preference category will be used to establish the All-Source Certicate;
OR
b! Select candidates based on KSA scores and veterans preference category, with no interview
e. g., when the number of candidates makes interviewing all minimally qualied candidates
unreasonable!. When this option is chosen, the Selecting Ofcial may then interview the three
highest-ranked candidates Rule of 3! to assist in making a selection decision, if desired.
! Only certied human resource personnel can adjudicate veterans preference and construct an
All-Source Certicate. The Selecting Official must advise the designated human resource
representative of his/her preference from ! a! or ! b!, above. The designated representative will
then adjudicate veterans preference and provide the selecting ofcial with the top three candidates
for selection Rule of 3!.
a! Evaluation scores used to establish an All-Source Certicate KSA or KSA/ interview! must be
converted to a 100-point scale.
b! Candidates are placed on the All-Source Certicate according to their veterans preference
category and final scores, as specied in Title 5, Code of Federal Regulations CFR!, Part 302,
Subpart C. Any deviation from the above procedures for all-source candidates must be approved by
the Personnel Ofcer and documented in accordance with Title 5, CFR, Part 302.
! The Selecting Ofcial may choose any candidate from the list of best qualied federal
candidates, inasmuch as these candidates are determined to be, for all intents and purposes, equally
well qualied or the Selecting Ofcial may select from among the Rule of 3 all-source candidates!
in accordance with Title 5, CFR, Part 302.401. Neither the federal list nor the All-Source
Certicate has preference; the Selecting Ofcial may choose from either. If there are multiple
vacancies, the Selecting Ofcial may select from either or both lists.
7-6.4.4 Revised and Moved to 7-6.4.3 Formerly 7-8.!
7-6.4.5 Revised and Moved to 7-6.4.3 Formerly 7-9.!
7-6.5 Notification of Results Formerly 7-11.!
! The Selecting Ofcial has 45 days from the date the list s! of minimally qualied candidates
was issued to make a selection, unless a.n extension is requested from and approved by the Staffing
Unit, Administrative Services Division.
! The vacancy announcement may be canceled at any time by the Selecting Ofcial, who is then
responsible for submitting appropriate documentation to the Personnel Ofcer as to the reason s!.
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! Additional selections may be made from a properly established best qualied list or All-Source
Certicate within 90 days of the date the original minimally qualied list was issued, provided the
positions to be lled have the same title, series and grade, are in the same area of consideration as
the position announced, and the qualication requirements are the same.
! Following selection of a candidate for a position and approval by the Personnel Ofcer, the
results must be communicated by an ofcial communication announcing the selection which is
uploaded into the division's le in the FBIs Automated Case Support ACS! system. A decision not
to make a selection must be communicated through the same mechanism. Subject to the direction
of the head of ofce, this information may also be posted on a centrally located ofce bulletin
board.
! Any candidate shall, upon specic request, be advised whether he or she met the minimum
qualication standards for the position. When not otherwise prohibited, the candidate may be
provided with his/her total score on each measure but may not be informed of specific ratings or
scores received by other candidates, or permitted to review the crediting plans, interview questions
or any testing materials.
7-6.6 Release of Candidates Formerly 7-12.!
! Any FBI candidate selected as a result of a competitive stafng action must be released from
his/her current position on a timely basis. Personnel actions will be effective the date the employee
reports to his/her new assignment except when the personnel action results in a change of pay, in
which case the effective date must coincide with the beginning of a pay period.
a! If the new assignment is within the selected candidate's local commuting area and includes a
promotion, the candidate must report to his/her new assignment within two weeks following the
approval of his/her selection by the Personnel Ofcer or designee!.
b! If the new assignment is within the selected candidate's local commuting area and does not
include a promotion, the candidate must report to his/her new assignment within 30 days following
the approval of his/her selection by the Personnel Ofcer or designee!.
c! If the new assignment requires that the candidate relocate to a different commuting area, the
employee has 90 days in which to report to the new duty station from the date of his/her transfer
letter. Where possible, the report date should coincide with the beginning of a pay period.
d! Employees may be released to perform the duties of the new position prior to receiving ofcial
approval by the Personnel Ofcer; however, the selected individual must be advised that permanent
assignment is contingent upon obtaining this nal approval.
e! Selecting Ofcials may need to coordinate a return of the employee for a minimal period after
the action is effective to complete an unnished project or other critical work.
! The ofcial request for the release of an employee selected to ll a vacancy at FBIHQ and/or
the selection of a candidate from outside the FBI will be made only by the Personnel Ofcer or
his/her designated representative.
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7-6.7 Maintenance of Records and Privacy Safeguards Formerly 7-13.1 and 7-13.2!
See MAOP, Part 1, 22-5.3 ! and 22-5.6 5! d!; Part 2, 2-4.5.23 7!.!
Selection files must be maintained in such a manner that all steps of the staffing action can be
reconstructed. Each eld office and FBIHQ division will be responsible for the maintenance of its
selection files, which must be secured in a location s! with limited access. The location and
eligibility for access is to be determined by the division/office head. Selection records must be
safeguarded and released only to authorized persons, such as the head of office/division, EEO
investigator, or Inspector. A release form must be completed indicating that the original selection
file is being provided and must be retumed to that location. The selection file may be destroyed five
! years after Personnel Officer approval of the final selection by the Selecting Official, or after
final adjudication of any litigation, whichever is later. Any electronic copies of the selection
documentation that are created on electronic mail and word processing systems, and used solely to
generate a recordkeeping copy for the actual selection file, may be destroyed within 60 days after
the recordkeeping copy has been produced. All time limits for filing of a grievance, complaint, or
appeal must have expired prior to destruction. Any selection file which is the subject of litigation
will be retained for the purposes of litigation, regardless of the length of time. Contents of the
selection file must include:
! A copy of the vacancy amouncement.
! Names of all applicants and the applications received from each.
! Names of candidates who met minimum qualifications.
! Copies of all best-qualified lists and All-Source Certicates generated for the Selecting Official,
including which candidates received veterans preference points.
! Results of any written, performance or work simulation test or exercise.
! Training and experience crediting plan, signed evaluations, and the score given on each rating
factor for each candidate.
! If an interview is used, names of candidates who were selected for same.
8! Interview questions, crediting plan, notes of Selecting Official or career board members, signed
evaluations, and the score given for each candidate.
9! Names, titles and grades of all individuals involved in evaluation of candidates qualifications;
information on any non- voting members/ observers; and a statement from any member/observer
who is the same grade as the vacancy that he/ she will not compete for this position in the near
future.
0! Any document formalizing selection i.e., copy of SF-52 or other formal memoranda!.
1! A copy of the communication that was uploaded into ACS announcing the selection results
and copies, if any, of communications sent to advise those candidates not selected.
2! Recordings of all career board and Qualifications Review Board QRB! deliberations, clearly
labeled with the date, position, and vacancy number.
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7-7 GRIEVANCE PROCEDURES Formerly 7-14.! See also MAOP, Part 1, 14-7.!
! The FBI's policy is to administer a personnel program that promotes good
employee/management relationships. The success of any organization depends on the condence of
its employees that their questions, concerns or dissatisfactions will receive a timely and
constructive response, as well as fair and equal treatment. This section defines certain
responsibilities regarding the grievance process with regard to actions covered by the Merit
Promotion and Placement Plan and sets forth employee rights in that process.
! An employee who believes that merit principles as set forth in this plan have not been followed
has a right to present a grievance to the appropriate management official s! for prompt and
equitable consideration, with freedom from restraint and without fear of reprisal, coercion, or
interference. The employee should discuss with the Selecting Official any matter of concern or
dissatisfaction regarding a particular selection action and should attempt to resolve the problem s!
prior to filing a grievance. This informal resolution step should be followed prior to submission of a
grievance to the Personnel Officer.
! The Selecting Officials should ascertain all pertinent information bearing upon each grievance
or potential grievance being brought to his/her attention.
! There are certain matters which are not appropriate for the grievance procedure. The following
matters are EXCLUDED from this procedure:
a! nonselection for promotion or reassignment from a group of candidates deemed best qualified in
accordance with the procedures described within this plan;
b! failure to receive a noncompetitive promotion;
c! an action at the expiration of a temporary or time-limited promotion which retums an employee
to his/her former position at the former grade, or to a different position of equivalent grade and pay,
from which the employee was temporarily promoted; and
d! an action taken in accordance with the terms of a formal agreement voluntarily entered into by
an employee, such as the assignment of an employee from one geographical location to another.
! A grievance concerning a particular act or occurrence should be presented in writing not later
than 15 calendar days after the date of the act or occurrence, or not later than 15 calendar days after
the date on which the employee leamed of the act or occurrence. Within the FBI, such grievances
are to be submitted only to the Personnel Officer. The Personnel Officer will determine the
appropriate organizational level for resolution.
! Provisions for redress are also available through the Equal Employment Opportunity EEO!
complaint system for employees who believe they have been discriminated against on the basis of
race, color, religion, sex, sexual orientation, parental status, national origin, age, physical or mental
disability, or reprisal. However, the employee must contact an EEO Counselor within 45 calendar
days of the action in question if he or she believes the action is a result of discrimination on any of
the foregoing bases. Failure to contact an EEO Counselor within 45 calendar days of the alleged
discriminatory action will result in forfeiture of the complainant's right to pursue a claim of
discrimination.
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7-7.1 Priority Consideration
! Priority consideration will be given to employees who failed to receive proper consideration in
a competitive action. If it is determined that an employee was improperly denied inclusion on a
referral list of qualied candidates under the Merit Promotion and Placement Plan, or was not
selected solely because of nonmerit factors, the employee will be afforded one priority
consideration for the next appropriate vacancy. The "next appropriate" vacancy is defined as one
which meets all of the following conditions:
a! A similar type of position in the same pay system as the position for which the candidate failed
to receive proper consideration; and
b! A position for which the candidate had indicated interest; and
c! A position for which the candidate is highly qualified.
! Priority consideration is given in advance of the referral process and the employee is entitled to
consideration but there is no "entitlement" to selection. Employees entitled to priority consideration
should continue to apply for all positions for Which they desire competitive consideration.
! Decisions to grant priority consideration must be approved by or originate with the Personnel
Officer.
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7-7.1.1 Revised & Moved to 7-6.4.2
7-7.1.2 Deleted
7-7.1.3 Revised & Moved to 7-6.4.2
7-7.2 Deleted
7-7.2.1 Revised & Moved to 7-6.3.2
7-7.2.2 Deleted
7-7.2.3 Revised & Moved to 7-4.1
7-7.2.4 Revised - See 7-4.3 & 7-6.3.1
7-7.2.5 Revised & Moved to 7-6.3.3
7-8 REVISED & MOVED TO 7-6.4.4
7-9 REVISED & MOVED TO 7-6.4.5
7-10 REVISED & MOVED TO 7-4.4
7-10.1 Deleted
7-11 REVISED & MOVED TO 7-6.5
7-12 REVISED & MOVED TO 7-6.6
7-13 DELETED
7-13.1 Revised & Moved to 7-6.7
7-13.2 Moved to 7-6.7
7-14 REVISED & MOVED TO 7-7
7-15 DELETED
7-16 DELETED
7-16.1 Deleted
7-16.2 Deleted
7-16.3 Deleted
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7-16.4 Deleted
7-17 DELETED
7-18 TERM PROMOTIONS FOR SUPPORT PERSONNEL
At management discretion a vacant position may be lled by the term or temporary promotion of a
qualied and eligible employee. A term promotion is a promotion of an employee to a higher grade
level for a dened period of time to handle a specic assignment, project or duties and
responsibilities which can be accomplished Within that time frame. Competitive selection
procedures must be employed to select an individual for a term promotion. When a position is lled
by a term promotion, unless otherwise specied in the announcement which advertised the vacant
position, the employee will be returned to his/her permanent grade at the conclusion of the term or,
Where circumstances Warrant to a position above his/her permanent grade level for which he/she is
qualied. The duration of a terrn promotion may be set by a division/ofce head With the
concurrence of the Personnel Ofcer for any period of time not less than 120 days or more than
three years duration. A term promotion may be extended by the Personnel Officer in one-year
increments, for a maximum period, to include extension s!, not to exceed ve years.
7-19 TEMPORARY PROMOTIONS FOR SUPPORT PERSONNEL
! A temporary promotion is a nonpermanent promotion of an employee to a higher grade position
for a specied period of time, not less than 60 days nor more than one year in duration. If the
assignment and, therefore, the temporary promotion is expected to equal or exceed 120 days
duration, competitive selection procedures, consistent with the Merit Promotion and Placement
Plan for Support and Service Personnel, must be employed. Any posting or advertisement of a
temporary promotion must include a statement that a temporary promotion assignment may be
ended at any time at the discretion of management. Unless otherwise specied in the announcement
which advertised the vacant position, at the conclusion of the temporary promotion the employee
must be returned to his/her permanent position or, Where circumstances warrant, to a position at or
above his/her permanent grade level for which he/ she is qualied.
! The duration of a temporary promotion may be set by a division/ofce head with the
concurrence of the Personnel Ofcer for a period of not less than 60 days. Temporary promotions
may be extended by the Personnel Ofcer for an additional period s! of 60- day increments. The
maximum period of a temporary promotion, to include any period of extension s!, Will not exceed
one year.
7-20 SUPPORT PERSONNEL ASSIGNMENTS TO NONFOREIGN DIVISIONS OUTSIDE
THE CONTINENTAL UNITED STATES CONUS!
! Support vacancies at nonforeign divisions outside CONUS are lled as permanent assignments.
To be eligible for authorized relocation expenses, the individual selected must agree to remain in
the service of the government for a specied period of service not more than three ! years from
the effective date of transfer. If the individual fails to complete at least 12 months of the service
agreement, he/she must repay the relocation expenses incurred to transfer the individual to the
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nonforeign assignment. If the individual fails to complete the entire agreed-upon period of service,
the individual is also not eligible for return transfer benets.
! If an employee assigned to a nonforeign division desires to transfer to CONUS, the employee
has two options:
a! compete for a position, or
b! pursue a transfer utilizing established transfer policy, as found in MAOP, Part l, ll- l7.
Transfers to CONUS will not be approved merely based on a request for transfer. If the employee
pursues a no-cost transfer, travel and transportation expenses will be allowed, but may not exceed
the amount which would have been allowed to retum the employee to the old CONUS duty station.
7-21 SUPPORT PERSONNEL ASSIGNMENTS TO LEGAT OFFICES
! Support vacancies in Legat offices are lled as temporary assignments, with no time limitation
attached to the position or grade. Legat support employees may progress through the career ladder
to the GS 10 level with permanent promotions.
! All support employees selected for a Legat position are required to sign a statement specifying
their agreement to return to their prior position and grade upon completion of the Legat assignment,
unless the employee has competed and been selected for another position. This agreement must be
signed prior to reporting to the Legat assignment. Support employees reporting for a Legat position
will have their previous position encumbered. The vacated position is obligated until the
completion of the Legat assignment. This obligated position can only be filled on a temporary basis
while the employee serves in the Legat assignment. Upon completion of a Legat assignment, the
employee returns to the position and grade held in his/her previous office of assignment, unless the
employee has competed and been selected for another position. If the grade the employee returns to
is lower than the grade held in the Legat office, Highest Previous Rate HPR! will be used to set
Pay-
Legat support employees are eligible to apply for all field office and FBIHQ vacancies.
7-22 INTELLIGENCE ANALYST INTERNAL VACANCY OFFER AND WITHDRAWAL
POLICY
! Withdrawing from Vacancies: Once a candidate has placed an application into the hiring pool
for a job vacancy or canvass, the candidate has thirty 0! days from the closing date of the vacancy
or canvass to withdraw from any job posting without a penalty.
After the 30-day period, if the candidate decides to withdraw, he/she will not be able to apply for
future vacancies www.fbij obs. gov or internal canvasses! for 180 days. If the candidate has applied
for more than one job vacancy or canvass at the time of withdrawal, he/ she will only be withdrawn
from the position specified, and will not be required to withdraw from all vacancies or canvasses
for which they may be a candidate. If the candidate withdraws from more than one l! vacancy or
canvass after the 30-day period, the 180-day penalty will start from the date of the most recent
withdrawal.
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A candidate may Withdraw from positions by sending an electronic communication EC! to the
Unit Chief UC!, ICMS/IPRU stating the position name, location, a.nd position number.
! Accepting/Declining Offers: If a candidate is selected for a position, the candidate has 48 hours
to accept or decline the offer via e-mail format to the Staffing Unit, Division point of contact, and
IPRU. If the candidate accepts the position, they will be removed from consideration for all other
vacancies locations!. If the candidate declines the position, they are still eligible for any position
for which they have previously applied and no selection has been made.
If the acceptance or declination of a position is not made Within 48 hours, the offer will be
rescinded and the candidate Will be removed from consideration in other locations. The candidate
Will be barred from applying for a new position for 180 days.
If a candidate declines all positions he/she applied for, he/she Will not be able to apply for future
vacancies for one ! year.
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ALL INFDRHATIQH CQHTAEHED
HEREIN I3 UCLA3§IFIED
DATE U2 2imEDD? BY EDSEA AUG E&NfCPEf3T?
| SECTION 8. |COMPENSATlON|
**EffDte: O1/27/1988 MCRT#: O Div: D3FD Cav: SecCls:
| s-1 AVAILABILITY PAY FOR CRIMINAL INVESTIGATORS | See MAOP, Part 1,
20-2s.!|
**EffDte: OB/27/2003 MCRT#: 1293 Div: D3 Gav: SecCls:
| 8-1.1 |Authority
| Availability Pay is authorized by Section 5545a of Title
| 5, United States Code and Part 550 of the Code of Federal
| Regulations.!
**EffDte: O4/O2/1996 MCRT#: 525 Div: D3 Gav: SecCls:
| 8-1.2 |Basic Requirements
Each criminal investigator whose average of unscheduled
work hours is certified to be or certified as expected to be! at
least two hours per regular workday is entitled to Availability Pay in
the amount of 25 percent of basic pay.|
**EffDte: O4/O2/1996 MCRT#: 525 Div: D3 Cav: SecCls:
| 8-1.3 |Definitions
I ! REGULAR WORKDAY is a day during the basic 40-hour
| workweek on which a Special Agent SA! performs AT LEAST FOUR HOURS of
| work that are not:
I a! unscheduled work hours,
| b! approved training time,
| c! time spent traveling under official travel
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orders, or
d! hours of approved leave or excused absence,
including holidays.
! SA, for the purpose of this instruction, refers to
any SA or Supervisory SA in Grades GS-10 through GS-15.
! UNSCHEDULED WORK HOURS are hours not part of the 40-
hour basic workweek during which actual work is performed that has not
been scheduled in advance of the administrative workweek. To be
credited as unscheduled work hours, such hours must be in excess of
the employee's scheduled eight-hour workday or 40-hour administrative
workweek.!
**EffDte: 04/02/1996 McRT#: 525
| a-1.3.1 |De|eted|
**EffDte: 04/02/1996 McRT#: 525
| a-1.3.2 |De|eted|
**EffDte: 04/02/1996 McRT#: 525
| a-1.3.3 |Deleted|
**EffDte: 04/02/1996 McRT#: 525Div: D3 Gav: SecCls:
Div: D3 Gav: SecCls:
Div: D3 Gav: SecCls:
Div: D3 Gav: SecCls:
| a-1.4 |Eligibility See MAOP, Part |, a-1.6.!
Within the FBI, Availability Pay applies to all FBI SAs,
i.e., employees whose positions are classified as Criminal
Investigator, GS-1811, except:
! Members of the Senior Executive Service;
! Part-time employees; and
! New Agents who have not completed new Agents training
at the FBI Academy. Availability Pay for new Agents will begin on the
first day of the first pay period after completion of new Agents
training.!
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**EffDte: O4/O2/1996 MCRT#: 525 Div: D3 Cav: SecCls:
8-1.5 Certification
l! New Agents Within ten days of reporting to the
first duty station, whether from the FBI Academy or upon
reinstatement, a new Agent must sign an initial Availability Pay
certification. This initial certification will remain in effect until
the next annual certification cycle, at which time the new Agent will
recertify and thereafter recertify on the annual cycle. |The
original AVP certification is to be maintained in a central file in
the office. Since these certificates do not constitute permanent
records, no serialization is necessary.! See MAOP, Part l, 8-1.6.!
! All SAS Each year, each SA will recertify that he
or she has met and will continue to meet the minimum requirement for
eligibility. !The original certification will be maintained in the
office. The Personnel Policy Unit PPU!, Administrative Services
Division ASD!, should be notified by an electronic communication when
the certification process is completed.! Specific procedures for
conducting the annual certifications will be distributed by separate
instruction.
! Every effort should be made to have each employee
sign the certification within the specified deadline. However, if an
SA is unavailable to sign the required certification in the time
specified because of work requirements, extended leave, etc., written
notification must be sent by electronic communication to the Assistant
Director, |Administrative Services|Division, Attn: !PPU|. As
soon as the SA becomes available, the form must be signed and dated by
the employee and his/her supervisor and!PPU must be advised.!
! Refusal by an SA to certify as to future
availability, unless an exception is granted under MAOP, Part l,
8l.l3, may result in disciplinary action based upon insubordination
up to and including removal.
! Certifications will be kept on file inithe employee's
office|one month after the next annual certification is completed.
! A new certification will NOT be required if an SA
transfers to a different office or otherwise changes supervisors in
the middle of a certification period. The certification is deemed to
be valid for the entire certification period.
**EffDte: O5/3l/2002 MCRT#: l207 Div: D3 Cav: SecCls:
8-1.6 Payment of Availability Pay
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l! All eligible SAs will receive Availability Pay in the
amount of 25 percent of the employee's rate of basic pay including
any applicable special salary rate, locality pay, interim geographic
adjustment for law enforcement officers, and retained pay!.
Availability Pay will be paid only for periods of time during which
the SA receives basic pay.
! Availability Pay is paid for all unscheduled work in
excess of eight hours in a workday.
! Availability Pay continues during paid periods of:
a! excused absence such as annual, sick, military
leave, or court leave, "administrative" leave, and holidays!;
b! officially approved training, except for initial
basic training normally given in the first year as an SA see,
Sections 8-1.4 and 8l.5 l! above!; and
c! officially approved travel such as travel for
purposes of relocation, investigative assignments, and training!; and
d! temporary duty outside of the SA's official
position description such as details and TDY!.
! Availability Pay is used to compute:
a! severance pay;
b! retirement deductions and benefits;
c! life insurance premiums and benefits;
d! Thrift Savings Plan contributions;
e! workers compensation benefits;
f! advances in pay; and
g! lump sum payments for accrued annual leave.
! Availability Pay is subject to the biweekly
limitation on premium pay the!greater|of 150 percent of the minimum
rate payable!to!GSl5 or the rate payable for Level V of the
Executive Schedule; Title, 5, USC, Section 5547 c!! and the aggregate
limitation on pay an employee's annual pay including base pay,
availability pay, night differential, overtime, bonuses, and awards --
may not exceed the annual rate of basic pay for Level I of the
Executive Schedule; Title 5, USC, Section 5307 a! l!.
! An SA who receives Availability Pay may also receive:
a! Night differential for night work that is part
of the employee's regularly scheduled workweek;
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PPl MANUAL OF ADMIN OPERATIONS AND PROCEDURES PART l
b! Sunday pay for nonovertime hours not in excess
of eight hours for
or ends on Sunday;
authorized.
! A
compensatory time,
Code, Sections 554each regularly scheduled tour of duty which begins
c! Holiday Pay;
d! Scheduled overtime pay, once appropriately
n SA who receives Availability Pay may NOT receive:
a! overtime pay, night differential pay,
or hazardous duty pay under Title 5, United States
2, 5543, and 5545, for UNSCHEDULED work hours;
b! overtime pay under the Fair Labor Standards Act
FLSA!; or
uncontrollable ove
**EffDte: 05/31/20c! annual premium pay for administratively
rtime AUO! or regularly scheduled standby duty.
02 MCRT#: 1207 Div: D3 Gav: SecCls:
| 8-1.7 |Hours Creditable Towards the Annual Minimum Requirement
| SAs will
| requirement of two
| ! All
| beginning or after
I normally 8:15 a.m
! AllI
| is the SA's regula
! Out
5, USC, Section 55
scheduled or contr
Branch. Only the
creditable. Once
including travel
transportation to
travel in that are
travel is credited
**EffDte: 04/02/19receive credit towards meeting the annual minimum
hours per regular workday as follows:
unscheduled hours actually worked before the
the end of the regularly scheduled workday
. to 5:00 p.m.!.
unscheduled hours actually worked on a day that
r day off normally Saturday and Sunday!;
ofarea travel time that meets the eligibility
requirements for overtime or compensatory time! payment under Title
42 b!! and Title, 5 C.F.R. 55O.112 g! -
generally travel that results from an event that could not be
olled administratively by an agency of the Executive
time the SA is actually engaged in travel is
the SA reaches the outofarea destination
from the airport or other mode of public
the office, first work site, or hotel!, any local
a will be credited in the same manner as local
at the permanent duty station. See 81.8.!|
96 MCRT#: 525 Div: D3 Cav: SecCls:
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AND PROCEDURES PART 1
| a-1.7.1 |De|eted|
**EffDte: 04/02/1996 McRT#=
| 8-1.7.2 |Deleted|
**EffDte: 04/02/1996 McRT#
| 8-1 .7.3 |Deleted|
**EffDte: 04/02/1996 McRT#
| 8-1.7.4 |Deleted|
**EffDte: 04/02/1996 McRT#
| 8-1.7.5 |Deleted|
**EffDte: 04/02/1996 McRT#
| 8-1.7.6 |Deleted|
**EffDte: 04/02/1996 McRT#525
525
525
525
525
525Div: D3
Div: D3
Div: D3
Div: D3
Div: D3
Div: D3Cav
Cav
Cav
Cav
Gav
CavSecCls:
SecCls:
SecCls:
SecCls:
SecCls:
SecCls:
| 8-1.8 |Hours Not Creditable Towards the Annual Minimum Requirement
| SAs will NOT receive credit towards meeting the annual
I minimum requirement under the following circumstances
81.7! above.!|! Time commuting to and from the place of business,
even if the SA is driving a government vehicle.
! Travel time that does not meet the eligibility
requirements for overtime or compensatory time! payment under
Title 5, USO Section 5542 b!! and 5 C.F.R. 550.112 g! see
**EffDte: O4/O2/1996 MCRT#: 525 Div: D3 Cav: SecCls:
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| |8-1.9 Computation of Annual Minimum Hours Requirement
| To qualify
| average of a minimum
| workday. The annualfor Availability Pay, an SA must work
average is computed as follows:an annual
of two hours of unscheduled work per regular
| _TOTAL_NUMBER_OF_UNSCHEDULED WORK HOURS greater than
| Total Number of Regular Workdays or equal
For example, an SA performs a total of 620 hours
unscheduled work in an annual period. In the same period,
works a total of 200 regular workdays i.e., days in which
excused absence, approved training, holidays, and approved
620 divided by ZOO equals 3.1. The SA performed an annual
requirement for the payment of Availability Pay.|
**EffDte: O4/O2/1996 MCRT#: 525 Div: D3 Cav:
| |8-1.10 Recording Unscheduled Work Hours
Register FD42O or FD42Oa for SAs who TURK! and in the
signin and signout times and the number of minutes of
**EffDte: O4/O2/1996 MCRT#: 525 Div: D3 Gav:
8-1.11 Failure to Meet the Annual Minimum Unscheduled Work Requirementto 2.0
of
the SA
at least
four hours of regularly scheduled work was performed, excluding leave
travel!.
average of
3.1 hours of unscheduled work per day, thus exceeding the minimum
SecCls
UNSCHEDULED WORK will be recorded on the Attendance
Administrative Time Capture System as hours worked, i.e., showing
unscheduled work under the "AVP" column on the FD42O or FD42Oa.
This procedure is the same as that formerly used to record AUO.!|
SecCls
l! FBIHQ will periodically review the unscheduled work
hours of each SA to determine whether he/she will be able to meet the
requirement for an annual average of two hours unscheduled work
per regular workday. If, at the annual certification or at a time
between certifications, it becomes evident that an SA will not be able
to perform a sufficient number of unscheduled work hours to meet the
requisite annual average, immediate action will be taken to decertify
the SA and to suspend Availability Pay. In addition to
decertification, the supervisor will review the situation to determine
whether or not the shortfall has been caused by the SA's misconduct.
If the shortfall is the result of the SATs misconduct, such as
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insubordination in refusing to work the previously certified hours, an
adverse action may be initiated under Part 1, Section 13 of the Manual
of Administrative Operations and Procedures MAOP!.
a! PREFERENCE ELIGIBLE Title 5, USC, Section
5545a e!O! provides that involuntary reduction in pay resulting from
a denial of certification shall be a reduction in pay for purposes of
Title 5, USC, Section 7512! pertaining to adverse actions. In
addition to the procedural protections described for nonpreference
eligible employees below, preference eligible employees are entitled
to the procedures and Merit System Protection Board MSPB! appellate
rights delineated in Part 1, Section 131O, of the MAOP with respect
to the imposition of adverse actions such as reduction in pay.
b! NONPREFERENCE ELIGIBLE Ah SA who is nOt
preference eligible who is to be decertified for failure to meet
eligibility requirements for Availability Pay will receive the
procedural protections applicable to a reduction in pay pursuant to
Part 1, Sections 1313 and 144.2, of the MAOP. If only
decertification is proposed that is, no additional adverse action is
anticipated!, the Deputy Assistant Director Personnel Officer,
|Administrative Services Division, or his or her designee, may
determine that decertification is appropriate and may establish the
duration of the decertification. If adverse action in addition to
decertification is appropriate, the same authority who imposes the
adverse action will determine the duration of decertification.
Availability Pay will be suspended beginning the first day of the
first pay period beginning after the date of decertification.
|The|SA may appeal this determination to the Assistant Director,
|Administrative Services!Division, within 30 calendar days after the
effective date of the decertification. The appeal should include
specific information regarding the reasons why the unscheduled work
was not performed and should explain how the SA will be able to meet
the requirement by the end of the certification period. See MAOP,
Part 1, 81.12.1.!
! Failure to perform the reguired hours of unscheduled
work may result in decertification and suspension of Availability Pay
alone or in decertification plus adverse action based on
insubordination, inattention to duty, or other misconduct. The
duration of decertification may be from one pay period to one year,
depending on the circumstances and degree of the unscheduled work hour
deficit. The penalties applicable to misconduct such as
insubordination and inattention to duty are prescribed in Part 1,
13-13, of the MAOP.
! The length of an employee's suspension from receipt
of Availability Pay is an administrative determination at the
discretion of FBI management. It will be dependent upon a variety of
factors to include: the number of unscheduled work hours the SA
failed to perform during his or her period of certification;
circumstances contributing to that deficit of unscheduled work; the
SA's past record of performing unscheduled work; and other mitigating
circumstances that may be present. In situations in which an SA has
been previously decertified and/or disciplined for failure to perform
unscheduled duty, progressively more stringent disciplinary measures
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may be employed. NOTE: If an SA is a preference eligible veteran,
he or she will be afforded the procedural protections attending that
status.!
! The!Administrative Services!Division will issue an
SF50, Notification of Personnel Action, documenting a suspension
involuntary temporary termination based on misconduct! or
discontinuance voluntary temporary termination based on personal or
family hardship! of Availability Pay. The SF50 will include the
reason for the suspension or discontinuance, the effective date for
cessation of Availability Pay, and the date the suspension or
discontinuance ends.
! Suspension of Availability Pay does not relieve an SA
of the requirement to perform unscheduled work during the period of
such suspension.
! When Availability Pay is suspended as a result of an
SA's failure to perform an annual average of two hours or more of
unscheduled work per regular workday, one determinant of the length of
the period during which Availability Pay will be suspended is the
number of hours of unscheduled duty which the SA failed to perform
during the previous period of certification. To achieve eligibility
for recertification, an SA will be required to complete his or her
period of suspension AND satisfy the requirements set forth in a! and
b! below
a! SATISFACTION OF DEFICIT: A period of suspended
Availability Pay must continue until the SA has performed the amount
of unscheduled work which he or she failed to perform during the
previous certification period. However, the period of suspension may
exceed the period required to make up for the deficit.
EXAMPLE l: An SA worked 200 regular workdays during the previous
certification period, but performed only 300 hours of unscheduled
work, for an annual average of 1.5 hours of unscheduled duty per
regular workday 00 divided by 200 = 1.5!. Because the SA had been
previously certified as eligible for Availability Pay, he or she
received Availability Pay throughout the certification period, despite
the fact that he or she failed to satisfy the unscheduled work
requirement. The SA would have had to perform an additional l00 hours
of unscheduled duty during the certification period to satisfy the
requirement to perform an annual average of two hours of unscheduled
work per regular workday. 00 regular workdays x two hours of
unscheduled duty per regular workday = 400 hours of unscheduled duty;
400 hours of unscheduled work required 300 hours of unscheduled duty
actually worked = a deficit of l00 hours of unscheduled duty.!In
this case, the period of suspended Availability Pay MUST continue
until the SA has performed at least 100 hours of unscheduled duty
during such period.
b! SATISFACTION OF TWOHOUR AVERAGE OF UNSCHEDULED
DUTY PER REGULAR WORKDAY: An SA who has been suspended from receipt
of Availability Pay must perform an average of two hours of
unscheduled duty per regular workday during the period of his or her
suspension to be recertified as eligible to once again receive such
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ManlID: MAOPPl MANUAL OF ADMIN OPERATIONS AND PROCEDURES PART l
pay. ALL UNSCHEDULED WORK performed during the period of suspended
Availability Pay will be considered in determining whether the two-
hour perday average has been achieved.
EXAMPLE 2: An SA was suspended from receipt of Availability Pay based
upon a deficit of lOO hours during 200 regular workdays, having
averaged l.5 hours of unscheduled work per regular workday. Within 50
regular workdays after the beginning of the suspended Availability
Pay, the SA has performed a total of lOO hours of unscheduled work.
He or she has thus satisfied the deficit requirement. Once the SA's
period of suspended Availability Pay has run and the SA has satisfied
the twohour average requirement, the SA will be eligible for
recertification and resumption of Availability Pay.
EXAMPLE 3: An SA with a deficit of lOO hours of unscheduled work
during a certification period is suspended from receipt of
Availability Pay for a period of 30 days, which includes 22 regular
workdays. During the 30-day suspension, the SA performs 75 hours of
unscheduled work. Although at the completion of the initial period of
suspension the SA has satisfied the requirement to perform an average
of two hours of unscheduled duty per regular workday, he or she has
not satisfied the requirement to perform an amount of unscheduled duty
equal to or greater than his or her prior deficit. Consequently, he
or she will not be eligible for recertification and resumption of
Availability Pay until he or she satisfies that deficit by performing
an additional 25 hours of unscheduled work.
c! Failure to perform unscheduled
period of suspension from receipt of Availability
above may result in further disciplinary action.work during the
Pay as required
! At the completion of the period of
review will be made to ensure that the SA has met the requirements for
recertification and resumption of Availability Pay. When the SA has
been determined to be so eligible, the SA and his or her supervisor
must again certify that the SA will perform an annual average of two
hours of unscheduled work per regular workday in accordance with the
certification procedures required by applicable instructions.suspension, a
**EffDte: O5/31/2002 MCRT#: l207 Div: D3 Cav: SecCls:
8-1.12 Suspension of Availability Pay|
**EffDte: O4/O2/1996 MCRT#: 525 Div: D3 Cav: SecCls:
8-1.12.1 Suspension for Health or Physical Reasons
l! If an SA is unable to perform unscheduled work for an
extended period of time for physical or health reasons, and he or she
declines to request voluntary discontinuance of Availability Pay see
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Man1ID: MAOPP1 MANUAL OF ADMIN OPERATIONS AND PROCEDURES PART 1
MAOP, Part I, 8l.l3!, payment may be suspended by the Deputy
Assistant DirectorPersonnel Officer, upon written request by the
division/office head, until the SATs physical or health problems have
improved to where unscheduled work may be resumed. Such suspensions
are considered to be involuntary reductions in pay and adverse action
procedures must be followed. See MAOP, Part I, 8l.ll, paragraphs
! a! and b! above.!
| ! Workdays in which Availability Pay has been suspended
| under this section will be excluded from the computation of the
| minimum hours requirement.
| ! The Deputy Assistant DirectorPersonnel Officer must
I be informed in writing when the SA is again available to perform
I unscheduled work and Availability Pay is to be resumed.!
**EffDte: O4/O2/1996 MCRT#: 525 Div: D3 Cav: SecCls:
| |8-1.12.2 Suspension for Alcohol-Related Misconduct See MAOP, Part I, 13-13.!
l! Whenever an SA is suspended from operating a
government motor vehicle as a result of alcoholrelated misconduct and
following a determination of such misconduct by the Bureau, he/she
will not be considered eligible to earn premium compensation, such as
Sunday pay, holiday pay, night differential, and Availability Pay.
Prior to discontinuing eligibility for Availability Pay, the employee
will be afforded appropriate adverse action proceedings. See MAOP,
Part I, l3.l and l3O.3.!
! As the suspension of an SA's entitlement to earn
Availability Pay compensation is an adverse personnel action, it is
dependent upon completion of adverse action procedures set forth in
MAOP, Part I, 13-14. These procedures are designed to afford
employees due process as well as procedural entitlements which arise
from an employee's personnel status. For example, a preference
eligible veteran has specific procedural entitlements which are set
forth in MAOP, Part I, l3lO.|
**EffDte: O4/O2/1996 MCRT#: 525 Div: D3 Cav: SecCls:
8-1.13 Discontinuance of Availability Pay See MAOP, Part 1, 8-1.5 & 8-1.12.1.!
The statute establishing Availability Pay and the
implementing OPM regulations make payment mandatory to all criminal
investigators i.e., SAs!, except under certain limited circumstances.
The rationale for this policy is that the basic nature of a criminal
investigator's work reguires considerable amounts of unscheduled work,
often worked at the discretion of the individual without prior
approval of a supervisor. Since payment of Availability Pay is
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mandatory, an SA may not voluntarily decline to perform the required
unscheduled work, except as provided below.
l! If, for a specified period of time, an SA believes he
or she will not be able to meet the eligibility requirements for
Availability Pay because of PERSONAL OR FAMILY HARDSHIP, he or she may
submit a written request to the division/office head
requesting temporary discontinuance of Availability Pay, clearly
stating the nature of the hardship that prevents him or her from
performing the required amount of unscheduled work and the specific
period of time the hardship is expected to last. The statement should
further note that the SA understands that Availability Pay will be
discontinued immediately but that this does not relieve the SA of the
obligation to perform unscheduled work as required by the SA's
assignment and/or his or her supervisor. Insubordination by refusing
to perform necessary unscheduled work may result in appropriate
disciplinary action.
! The division/office head, or his or her designee,
will approve or disapprove the request in writing, to include the
reasons for the disapproval, as appropriate. The SA may request
reconsideration of a negative determination by the Deputy Assistant
Director Personnel Officer,|Administrative Services!Division,
within l5 calendar days of the date the request was denied.
! Upon approval of a request to temporarily discontinue
Availability Pay based on hardship, the division/office head must
provide written notification to the Assistant Director,
|Administrative Services!Division, Attn: Personnel Policy Unit,!
including the nature of the hardship, the date the Availability Pay
should be terminated ordinarily at the beginning of a pay period!,
and the date the hardship is expected to end.
! If an SA is granted a discontinuation of Availability
Pay based on hardship, he or she and his/her supervisor may at any
time thereafter certify his or her availability, at which time
Availability Pay will commence. Notification to reinstitute
Availability Pay must be sent to the!Administrative Services!
Division immediately. If, at the completion of the approved period of
discontinuance, a hardship still exists, the SA may request an
extension for another specified period, following the procedures
outlined in paragraphs ! through ! above.
**EffDte: O5/31/2002 MCRT#: 1207 Div: D3 Cav: SecCls:
8-2 OTHER TYPES OF PREMIUM PAY
Premium compensation on an annual basis for Availability
Pay AVP! is in lieu of all other types of premium pay except for
scheduled overtime approved by the|Executive Assistant Director for
Administration or higherlevel FBI official,|night and Sunday
work, and holiday duty under certain conditions. By law and
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supplemental regulations, Agents receiving premium overtime
compensation AVP! are precluded from being granted compensatory
leave.
**EffDte: O5/31/2002 MCRT#: 1200 Div: D3 Cav: SecCls:
8-2.1 Overtime Pay and Compensatory Time: Fair Labor Standards Act FLSA!
or Title 5, Code of Federal Regulations
! Authority: This manual citation serves as a guide to
employees, managers, and supervisors regarding the approval and
earning of overtime and compensatory time within the FBI. Regulatory
authority regarding overtime and compensatory time is contained in
Title 5, Code of Federal Regulations CFR!, Part 550 for ELSA exempt
employees and Part 551 for FLSA nonexempt employees. Case law,
Comptroller General decisions, and direction provided by the Office of
Personnel Management offer supplemental information and interpretation
of the overtime and compensatory time provisions contained in 5 CFR.
! Determination of Exempt or Nonexempt:
a! Employees are exempt or nonexempt from coverage
under the ELSA based on the primary duties of their positions. ELSA
designations of exempt or nonexempt determine the amount and/or type
of overtime compensation paid to employees for work in excess of eight
hours in a day with the exception of employees assigned to
alternative work schedules who have regularly scheduled shifts in
excess of eight 8! hours in a day! or 40 hours in a week.
b! Exemption Categories: The following four
categories define the nature of work considered exempt from the ELSA.
The nature of the work then determines the positions and employees
exempt from the FLSA.
1. Executive: Positions such as supervisors,
foremen, or managers at any organizational level that have authority
to recommend or suggest most types of personnel actions such as
selections, promotions, and performance ratings; exercise discretion
and independent judgment in areas like work planning, organization,
and assignment; and devote at least 80 percent of time in a workweek
to such functions.
2. Administrative: Positions that affect the
formulation or execution of management programs or policies; or
involve management or business functions supporting services of
substantial importance to the organization. Work is intellectual and
varied in nature or of a specialized or technical nature that reguires
considerable special training, experience, and knowledge. Discretion
and independent judgment are exercised in the performance of work and
supervision is general in nature. Such work is performed for at least
SO percent of time in a workweek. Administrative positions are
generally exempt at grades GS-9 and above.
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3. Professional: Positions that require
training that meet the requirements for a bachelor's or
with major study in or pertinent to the specialized
field of work performed. Work performed is intellectual and varied in
nature and performed under general supervision. Professional
positions are generally exempt at grades GS-9 and above.education and
higher degree
4. Foreign Exemption Criteria: Applies to
permanent positions stationed in foreign locations.
c! Federal Wage System FWS! employees are generally
nonexempt with the exception of those meeting the executive exemption
category in b! 1. above.
d! Special Agent SA! employees are exempt from the
FLSA. Also refer to Part 1, 8-2.1.1, of this manual for additional
procedures relevant to requesting, approving, scheduling, and paying
of overtime for SAs.!
e! Employees FLSA status may be determined by
referring to the Standard Form 5O-B, Notification of Personnel Action,
item 35. Employees may also check at the top of their Attendance
Registers to determine exempt or nonexempt status.
! Payment for Overtime Worked:
a! FLSA Exempt: Overtime pay|for employees whose
rate of basic pay exceeds GS-1O, step 1, will be the greater of !
one and onehalf .5! times the minimum hourly rate of basic pay for
grade-1O i.e., GS-10, step 1!, including any applicable special
salary rate, locality rate of pay, or special pay adjustment for law
enforcement officers, or ! the employee's own hourly rate of basic
pay, including any applicable special salary rate, locality rate of
pay, or special pay adjustment for law enforcement officers.! Exempt
employees will be paid in 15-minute increments. However, exempt
employees may at their own volition decide to work additional hours
without payment for such overtime.
b! FLSA Nonexempt: Overtime is paid at one and
one-half times employees hourly regular rates of pay, including
locality-based comparability pay. Nonexempt employees must be paid
for all time worked whether that work has been approved or "suffered
and permitted." Suffered and permitted means work performed by
employees for the benefit of the FBI, whether requested or not,
provided the employees supervisors knew or had reason to believe that
the work was being performed and had an opportunity to prevent the
work from being performed.
! Time in a Travel Status: When possible, travel should
be scheduled within employees regularly scheduled administrative
workweeks. Otherwise, there are specific criteria governing payment
of overtime to employees in travel status.
a! FLSA Exempt: Only compensated if travel is within
employees regularly scheduled administrative workweeks and working
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hours. Exempt employees may also be compensated for travel if it
involves the performance of actual work while traveling such as
accompanying a prisoner!, is incident to travel that involves the
performance of work while traveling such as mail couriers driving
vehicles!, is carried out under such arduous and unusual conditions
that the travel is inseparable from work such as travel by unusual
modes of transportation, travel over harsh terrain, or the like!, or
results from an event which could not be scheduled or controlled
administratively by the government such as training provided by a
private vendor for individuals inside and outside the government!.
These exceptions are very narrowly construed and will rarely apply to
FBI employees.
b! FLSA Nonexempt: In addition to travel provisions
for exempt employees, nonexempt employees are compensated if travel
falls within their regular working hours on regular workdays or
regular days off!, employees are reguired to drive a vehicle or
perform other work while traveling, employees are required to travel
as passengers on oneday assignments away from their official duty
stations, or employees are required to travel as passengers on an
overnight assignment away from their official duty stations during
hours on nonworkdays that correspond to their regular working hours.
c! HometoWork Commute: For both exempt and
nonexempt employees, normal travel to and from work is not
compensable. In addition, when employees travel directly from home to
a temporary duty location, the time employees would have spent in
normal travel from home to their official duty stations is deducted
from any overtime that is paid for travel purposes. Regulations
permit establishment of a radius of not greater than 50 miles to
determine whether employees travel is within or outside employees
official duty stations for determining entitlement to overtime pay.
d! Time Waiting for Common Carriers: Time waiting
for transportation with common carriers such as airlines, trains, and
buses! is generally not compensable for either exempt or nonexempt
employees unless such time occurs during employees regular working
hours.
! Time Spent in Training or Attending a Lecture, Meeting,
or Conference:
a! FLSA Exempt: Overtime compensation for time spent
for the above purposes is generally not permissible. Availability Pay
for SAs will continue during periods of FBI sanctioned training except
for New Agent Training.
b! FLSA Nonexempt: Overtime compensation for time
spent in apprenticeship or other entry level training is not
permissible. Other training including attendance at lectures,
meetings, or conferences in which employees are directed to
participate by the FBI and where the purpose of such training is to
improve employees performance of the duties and responsibilities in
their current positions may be compensable as overtime when
accomplished outside the employees regularly scheduled administrative
workweeks.
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c! Scheduling Training: Where feasible, government-
sponsored training should be scheduled to allow for travel during
employees regular workweeks. Agencies, however, have discretionary
authority to determine when it is impractical to schedule training to
meet such requirements and, thus, require travel outside employees
regular workweeks.
! Callback Overtime Work: For both FLSA exempt and
nonexempt employees, irregular or occasional overtime work performed
by employees on days when work was not scheduled or for which
employees are required to return to their place of employment will be
compensated for a minimum of two ! hours of such overtime work.
This does not apply to exempt employees who voluntarily decide to work
outside their regularly scheduled workweeks.
! Compensatory Time Off in Lieu of Overtime Pay:
a! FLSA Exempt: Employees whose rates of basic pay,
including localitybased pay adjustments, exceed GS-10, step IO, may
be compensated for overtime work with an equivalent amount of
compensatory time off. Otherwise, the FBI may grant compensatory time
off in lieu of overtime pay only if requested in writing by exempt
employees. If compensatory time off is not used within the time limit
fixed by the FBI, the employees entitlement to the compensatory time
off or overtime pay is forfeited unless failure to take the
compensatory time off is due to an exigency of the service beyond
employees control and employees time off was officially cancelled in
writing.
b! FLSA Nonexempt: Nonexempt employees may be paid
for overtime work with compensatory time off but only if requested in
writing by employees. Supervisors may never directly or indirectly
intimidate, threaten, or coerce nonexempt employees to accept
compensatory time off in lieu of pay for overtime hours worked. If
compensatory time off is not used within the time limit fixed by the
FBI, employees must be paid at the overtime rate in effect when the
compensatory time was earned.
c! Form FDBl3, Compensatory Time Request: This form
may be used for the purposes of requesting and approving the earning
of compensatory time.
d! Other Information on Compensatory Time: The FBIs
LEAVE POLICY MANUAL should be consulted for other information relevant
to the approval and use of compensatory time including hours, if any,
which may be carried over at the end of the leave year. Supplemental
information concerning the earning and use of compensatory time may be
provided when necessary to cover emergency or other special
situations.
B! Approval to Work Overtime: All overtime work is to be
approved and scheduled in writing by supervisors and managers granted
such authority. Division and office heads may
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