- Civil Service Employees. Most Federal employees are eligible for training activities, such as career and non-career employees in grades GS 1 through 15 positions covered under 5 USC 3104 and wage grade equivalents; career and non-career employees in the Senior Executive Service (SES); and excepted employees hired under the GS.
- Public Health Service Commissioned Officers. This chapter does not cover all training issues and matters related to commissioned officers in the U.S. Public Health Service. Officers should consult the Commissioned Corps Personnel Manual (CCPM), the Commissioned Corps Handbook and Supervisory Guide, or the Director, Division of Commissioned Personnel (DCP), when considering commissioned officers for training and career development programs. Officers are encouraged to use the Department of Health and Human Services (HHS) Form 350 or its electronic equivalent to procure short-term training and to document training activities in their Official Personnel Files.
7-4.2 ESTABLISHMENT OF TRAINING PROGRAMS
- Basic Concepts. This document, HHS Instruction 410-1, and 5 CFR 410 and 412 should serve as a basis for needed IHS training programs. Appropriate types and methods of training that effectively and economically meet training needs and requirements must be used. All proposals for new, formal group training programs or courses must be reviewed and formally approved by the Servicing Personnel/Training Office or the appropriate delegated approval/acquisition official prior to procuring outside private contractors for such a program or course.
- Resources and Funds for Training. The DHO, Headquarters Office Directors, DFO, and Area Directors must provide the resources and funds needed to support training programs and to contribute an equitable share of funds to approved IHS-wide developmental programs.
- Selection and Assignment of Employees to Training.
- Indian Preference (IP) and selection:
- IP does not apply in the case of selection into most training and development programs.
- IP is applicable only to those training and development programs established for the purpose of non-competitive promotion or selection into needed positions at a higher grade or different classification series. These programs could include the Career Opportunity Training Agreement (COTA), internships, some management and supervisory development programs, and SES Candidate Development Program.
- IP does not apply to the Commissioned Officer Senior Training and Extern Program (COSTEP).
- The relation of the training to the position, job, and/or IHS mission.
- The employee's need for training.
- The employee's potential for advancement in his/her career or job series.
- The extent to which the employee's performance (knowledge, skills, and abilities) is likely to be improved by training.
- The employee's ability to pass the training benefits on to others upon return to the job.
- The length of time and degree to which the organization expects to benefit from the employee's improved knowledge, skills, abilities, and performance.
- Training opportunities previously afforded to the employee or group of employees by the organization.
- Employee's interest and effort in improving their work.
- Accessibility of the institution to disabled employees. Guidelines for accessibility should include:
- Parking for handicapped persons.
- Elevators and ramps, when necessary, and wide doorways to provide access for persons in wheelchairs.
- Rooms of ample size and design for persons using wheelchairs.
- Restroom facilities accessible to handicapped persons.
- Other devices and services that would be of assistance to handicapped persons.
- The provision of readers and/or brailled, large print, or taped material for individuals with visual impairments.
- Sign language or oral interpreters for deaf or hearing impaired persons.
- Personal assistance for individuals with coordination or mobility impairments.
- Be linked to training needs assessments and training plans.
- Be conducted at least annually and adjustments must be made according to the evaluation results.
- Include a review of the training policies, operations, activities, transactions, and programs of the organization and ascertain whether or not they are conducted in compliance with statutory requirements and OPM, HHS, and IHS regulations and policies.
7-4.3 RECOMMENDING AND APPROVING TRAINING
- Training Requests. Requests for all training should be submitted on a HHS Form 350 "Training Nomination and Authorization," or its equivalent. Each organization using the HHS Form 350 for group training is held accountable for complying with Privacy Act requirements that Social Security Numbers for all employees in the group not be listed on the same form and subsequently filed in OPFs.
- Initiation of Requests. All training requests must be initiated by the employee's supervisor, and approved by an official in the organization who has been delegated approval/acquisition authority.
- Retroactive Approval of Training. It is IHS policy that all training requests must be approved BEFORE an employee begins training. The following exceptions apply:
- When at no fault of the trainee, an "administrative error" took place in the organization. A memo is required to document the particular error before approval/disapproval is made. Each Servicing Personnel/Training Office needs to determine and establish procedures on what constitutes an administrative error. Approval is allowed only when a Continue-in-Service Agreement is NOT required (40 Comptroller General Decision 12 and Comptroller General Decision B-193641, dated August 22, 1979, and Comptroller General Decision B-201425, dated February 26, 1981, and Comptroller General Decision B-187215, dated July 7, 1977). All such cases will be approved on a case-by-case basis.
- When an employee would like to document training in the OPF that was self-sponsored and on personal time.
- When an employee attended a short briefing (at least 3 hours in length) on a subject matter germane to official duties or the mission of the agency to document attendance at the briefing in the OPF.
- The request for training is initiated or initially approved by the employee's immediate supervisor. After endorsement by the required concurring official(s), the nomination is forwarded on to the financial official for determination of funds availability, then forwarded on to the approval official for action.
- Before initiating a request, the supervisor must determine that:
- The training need is valid.
- The proposed method of meeting the need is the most economical and effective means of achieving the desired result.
- The necessary funds and/or other resources required for the training are available.
- Nominations for training that are not in compliance with law, regulation, or the policies of the agency will be returned to the initiating official with an explanation.
- In cases concerning the job-relatedness or mission-relatedness, the initiating supervisor will make the initial determination that the training is required for performance of official duties, but the approving official must make the final determination that documentation clearly supports job and/or mission-relatedness.
- If selected to participate in training of more than 80 hours an employee must agree, in writing, to continue to work for the IHS for at least 3 times the length of the training.
- When an employee completes training of more than 80 hours but does not complete the continue-in-service requirement, the Servicing Personnel Office must either seek reimbursement for the training expenditures or seek approval for a full or partial waiver of the Continue-In-Service agreement from the Director, DHR, OMS.
- When an employee transfers to another Federal Government agency, the gaining agency notifies the IHS of the transfer. If the service obligation is transferred, the gaining agency must assure IHS that it is fulfilled. However, if the IHS finds that the employee will not use the training in the new position, it must inform the employee before the effective date of the transfer of its intention to recover the appropriate amount of the additional expenses incurred for training covered by the agreement. The IHS must also provide the employee with adequate appeal procedures before recovery. The percent of additional training expenses recovered cannot exceed the proportion of the service agreement not completed. The completion of recovery relieves the employee of the obligation to continue in service of the Government.
- When an employee voluntarily separates from the Government, he/she becomes liable for repayment of the additional expenses incurred for training covered by the agreement in proportion to the percent of the service agreement not completed. The employee has a right to reconsideration of the amount. A reconsideration consists of verifying that the regulation is properly applied and that the calculation is correct. When an employee voluntarily separates, the IHS may waive, in whole or in part, recovery of training expenses. The employee must submit a letter to the Director, DHR, through the Area Director, requesting a full or partial waiver of the Continue-In-Service agreement with all supporting documentation. Criteria for granting a waiver are:
- The employee has completed most, but not all, of the required period of service.
- The employee resigned because of his/her own illness or the serious illness of a member of his/her immediate family.
- The employee is unable to make payment because of severe financial hardship.
- The employee has decided to work in an organization that fundamentally and significantly serves AI/AN people. In such cases, the service agreement would be transferred to that organization.
- For full-time training, count 8 hours per day or 40 hours per week, for the duration of the training. (Exclude periods of authorized leave and Federal holidays from the computation of training hours.)
- For part-time training, count only the time actually spent in training. This may be determined from course announcements, or in the case of academic instruction, when actual hours of instruction are not apparent, it will be determined by use of the following formula: 1 semester credit hour = 15 classroom hours
1 quarter credit hour = 10 classroom hours NOTE: Any training that is not full-time training is considered part-time training.
7-4.4 INTERAGENCY TRAINING
- Authority. By Executive Order 11348, "Providing for the Further Training of Government Employees," agency heads are directed to "extend [their] own training facilities and services to employees of other agencies. and assign [their] own employees to available interagency training whenever this will result in better training, improved service, or savings to the Government."
- The IHS is encouraged to invite members of American Indian/Alaska Native tribes and organizations to agency sponsored training on a space available basis.
- Headquarters and Area offices and programs, where possible and when practicable, should coordinate training programs and make them available to all employees IHS-wide.
- Promoting economy through more efficient use of training resources.
- Providing a wider range of training programs common to more than one organization.
- Improving the quality of training programs by permitting specialization in training, when an organization has expertise in the area of training being given.
7-4.5 PAYMENT OF TRAINING EXPENSES
- Training Expenses. IHS organizations are authorized to pay all or part of:
- Salary, pay, and compensation (excluding overtime, night, holiday, or Sunday work) of each employee selected and assigned for training.
- Travel, per diem, and subsistence in accordance with the Joint Federal Travel Regulations, the HHS Travel Manual Chapter 1-90, and 5 CFR 630.
- Transportation of immediate family, household goods, and personal effects will be paid when travel and per diem would be payable, provided that the estimated costs of such transportation and related services are less than the estimated aggregate subsistence payments for the period of training.
- Tuition, library, and laboratory services; purchase or rental of books; materials; supplies; and other expenses directly related to training. Payments for tuition and related fees will always be made directly to the training institution.
- In the case of university and college courses taken on an individual or aggregate basis, employees are required to earn a passing grade in each course (passing grades would be a "C" for undergraduate, a "B" for graduate). At the conclusion of each college course, the employee is required to submit an original grade report to his/her servicing personnel office for verification of completion. If the employee did not receive a passing grade, or did not complete the course without approval, then the employee will be required to reimburse IHS for all materials and tuition costs associated with the course. Commissioned officers need to consult the Director, DCP, for guidance.
- The use of government credit cards for the payment of short-term training is encouraged. The card may be used when a vendor accepts credit cards for payment. However, the following process must be followed without exception:
- When registering a trainee for an off-the-shelf course, a DHHS Form 350 (ARMS IHS 844 or equivalent) needs to be generated and routed through the approval process. In the comments section of the form, it should be noted that funds will be paid via the Government credit card. Also, the cost of tuition, books, and other fees must be noted in total.
- After approval, the trainee must follow the established Government credit card procedures to register and pay for the training.
- All training requests must be submitted to the delegated approving official prior to the obligation. No training will be approved after the fact.
- Courses acquired with personal funds will not be reimbursed. The use of the Government credit card should eliminate the need to use personal funds.
- ANY travel voucher (local or otherwise) submitted to get reimbursement of personal funds for training will not be approved.
- When the credit card holder submits the credit card bill for payment, the training form number and the name of the trainee must be noted next to the charge amount. This will assist in expediting proper payment.
- These instructions do not apply to scholarship recipients under the Indian Health Care Improvement Act (P.L. 94-437), which would also include nursing students under Section 118. For scholarship program recipients, the Government credit card may be used to acquire courses, books, and materials without the corresponding HHS Form 350 (IHS 844).
- Headquarters, Area Offices, and Service Units are not authorized to pay the costs of training when such training is undertaken by the employee as part of his/her own plan of self-development for the express purpose of obtaining a degree to raise his/her educational level, if these objectives will not benefit the sponsoring organization, and the training is not related to the official duties of the employee or the mission of the agency.
- Training expenses do not include membership fees except to the extent that such fees are a necessary cost directly related to the training itself or that payment of membership fees is a condition precedent to undergoing such training.
- The IHS may pay for an employee to sit for licensure examinations, and for courses that are refresher or preparatory in nature for licensure, if it is in the best interest of IHS.
7-4.6 CONTRIBUTIONS AND AWARDS. (This does not apply to commissioned officers.) Contributions, awards, and payments from non-Government organizations may be made to employees, or made in their behalf, for training in non-Government organizations or for their attendance at meetings in accordance with the provisions of 5 CFR 410. The DHO, Headquarters Office Directors, DFO, and Area Directors can approve the acceptance of such awards and payments. All requirements under the Federal Code of Ethics must be met. Requests under this policy for approval of each contribution, award, or payment should include the following information:
- Name of the employee.
- Name of the donor organization.
- Amount and nature of the contribution, award, or payment.
- Purpose for which the contribution, award, or payment is to be used.
- Recommendation concerning the request.
7-4.7 ATTENDANCE AT MEETINGS, CONFERENCES, AND WORKSHOPS. The IHS endorses the principle that professional meetings, conferences, and workshops are among the best means of communicating information about significant developments in ideas and knowledge. They are also a means of satisfying continuing education requirements for professional licenses and certificates. If attendance at these activities is for training or educational purposes, an HHS Form 350 (or electronic equivalent) is required. The IHS supports employee participation when it facilitates effective communication of ideas and information in areas significant to the IHS's mission and overall operation. Supervisors should consider the following factors when approving attendance at meetings, conferences, and workshops:
- The relationship of the organization's functions and mission to the agenda or activity.
- A probable impact of attendance on the conduct, supervision, or management of the organization's mission.
- Availability of funds to pay for attendance without deferring or canceling higher priority training commitments.
- Liberal approval of administrative leave when training funds cannot be provided.
- Whether a meeting, conference, or workshop is for training purposes. This may be determined by reviewing the program literature to determine whether there are clearly stated learning objectives and that a set of learning experiences are designed to meet these objectives. Further, the meeting, conference, or workshop should be the best means of meeting the organization's needs. When such activity is determined to be for training and educational purposes, then the expense shall be charged as a training cost.
7-4.8 LONG-TERM TRAINING. The following policy and procedures apply to all long-term training (civil service and commissioned corps personnel):
- Policy:
- The Director (or designee) is the only official who can approve long-term training (for commissioned officers, the Director, Division of Commissioned Personnel, approves).
- Long-term training is to be used only when it is the most cost-effective means to meet IHS needs. A justification must be made that long-term training is the only means by which employees may obtain needed skills. It is not to be used as an award to an individual employee to improve their educational status, nor to reassign non-productive or unsatisfactory employees out of the organization for a period of time.
- Long-term training may not be used solely to obtain an academic degree or qualify for a position that requires a degree unless it is necessary to assist in the recruitment or retention of employees in shortage occupational categories. All regulatory requirements must be met as stated in 5 CFR 410.301.
- All IHS employees who might qualify for long-term training must receive equal opportunity for consideration. Therefore, long-term training must be a competitive process (this includes commissioned officers and civil service employees). Only those considered most likely to successfully complete and make the most effective use of such training should be nominated. To be nominated, the employee's most recent performance appraisal must be at least at the acceptable level.
- All long-term training is to be advertised at least 30 days Area-wide or IHS-wide to include all eligible employees.
- Performance plans for employees on long-term training must be modified in accordance with IHS performance management requirements.
- A Continue-in-Service Agreement is required of all employees on long-term training. The IHS will take all available means at its disposal to collect funds due the Government in the event of default of the service obligation.
- IP does not apply for selection into long-term training. IP would only apply if the purpose of the long-term training is to promote the individual employee into a position at a higher grade or into a different classification series.
- Long-Term training is for full-time equivalent employees presently employed by the IHS.
- Before considering whether long-term training is appropriate (this also includes Headquarters programs):
- A written request to the Director, DHR, must be drafted from the Area or Headquarters Office Director requesting review and approval to advertise a long-term training opportunity 120 days before the start of the program. The request must include:
- The purpose of the training and the rationale that long-term training is the best solution. A comparison of other options must be included.
- A copy of the proposed curriculum or list of courses in the program.
- All costs associated with the program.
- An explanation of how this training will be used to further the mission of the IHS and the sponsoring organization or program.
- A copy of the proposed long-term training announcement.
- To provide adequate processing time and enable participants to complete arrangements for long-term training on a timely basis, nominations (HHS Form 350 or equivalent for civilians and PHS-1122-1 for commissioned corps officers) should be submitted to the Director, DHR, through appropriate management channels and the servicing personnel officer, at least 60 days in advance of training. The nomination package must include:
- A letter requesting approval for the individual to attend the long-term training program.
- A copy of the long-term training announcement that was used.
- A HHS Form 350 (or ARMS equivalent) or PHS-1122-1 to be signed by the Director, IHS, or Director, DCP, respectively.
- A copy of the nominee's SF-171, curriculum vitae, or resume'.
- A copy of the actual curriculum or developmental activities in the program.
Reports will be required as needed by Headquarters, U.S. Office of Personnel Management, Office of Management and Budget, and HHS Assistant Secretary for Management and Budget, the White House, or the Congress.
PART II: Succession Planning and Development Programs for Leadership (Supervisory, Management, and Executive Level) Positions (5 U.S.C. 3396, 3397, 4100, and 5 CFR 410, 412 and 317).
7-4.10 INTRODUCTION TO SUCCESSION PLANNING AND DEVELOPMENT
- Background. Office of Personnel Management (OPM) regulations issued September 4, 1996, established new minimum requirements for formal Senior Executive Service Candidate Development Programs (SESCDP) and other systematic supervisory and management development programs. The regulations also require that each agency conducting such programs (also called succession planning and development programs) have a written OPM-approved policy describing the program operations. The regulations also provide for agencies to initiate candidate and systematic development for supervisors and managers below the SES level. This policy was approved by OPM on September 4, 1998.
- Purpose. The purpose of this section is to provide guidance to IHS senior managers to develop a prepared cadre of professional managers to take over numerous IHS leadership positions at the supervisory, management, and executive levels, when those positions become vacant.
- The IHS will promote effective management and leadership by identifying individuals with leadership potential and developing appropriate and needed skills and agency perspective to assume supervisory, management, and executive level positions in Headquarters, Area Offices, and Service Units and other leadership positions.
- The IHS recognizes that succession planning and development programs are one way to identify and develop executives and leaders.
- The IHS authorizes the DHO, Headquarters Office Directors, the DFO, and Area Directors to conduct formal succession planning and development programs for all management and supervisory levels below the SES level to fill intended supervisory and management vacancies within their areas of responsibility.
- Graduates of IHS succession planning and development programs will be considered for vacancies before selection of applicants who did not graduate from succession planning programs. However, program graduates are not guaranteed selection into any supervisory, management, or executive level position.
- All candidates will sign a Continue-in-Service Agreement agreeing to serve the IHS for three times the amount of training completed. Signing an agreement is a condition for entrance into any candidate or succession planning program. Commissioned officers need to follow CCPM regulations regarding pay back obligations.
- The Director, IHS, is responsible for:
- Monitoring executive staffing levels and availability of skilled executives as part of strategic and succession planning.
- Providing for the systematic development of individuals for advancement to executive, management, and supervisory positions and determining the role formal succession planning and development programs will play in that development.
- Identifying and selecting candidates for the IHS SESCDP consistent with merit systems principles.
- Ensuring that "certified" SES candidates are given consideration for SES positions for which they are technically qualified in the IHS as vacancies occur.
- Establishing and overseeing the IHS SESCDP and other programs for the executive level consistent with law, regulations, and HHS and IHS requirements.
- Overseeing and conducting the merit staffing process for the IHS SESCDP.
- Approving Individual Development Plans (IDP) for SES candidates.
- Selecting or approving selections of senior advisors or mentors for SES candidates, and determining mentor training needs.
- Monitoring the performance of SES candidates and providing guidance throughout the developmental period.
- "Certifying" successful completion of SES candidate's IDPs and their acquisition of the executive core qualifications required for entry into the SES.
- Terminating program participation based on unacceptable performance, failure to complete a program in a designated time frame, or at SES candidate's request.
- Establishing and overseeing all leadership development programs, especially Headquarters and Area-wide succession planning and development programs below the SES level consistent with law, regulations, HHS, and IHS requirements.
- Overseeing and conducting the merit staffing process for HQ and Area Office succession planning and development programs.
- Approving IDPs for succession planning and development candidates.
- Selecting or approving selections of senior advisors or mentors for candidates, and determining mentor training needs.
- Monitoring the performance of candidates and providing guidance throughout the developmental period.
- "Certifying" successful completion of program participant IDPs.
- Terminating a candidate's participation based on unacceptable performance, failure to complete a program in a designated time frame, or at the candidate's request.
- Preparing for service as a mentor by completing such orientation, training, or independent reading as required.
- Providing general career counseling and guidance to SES candidates and other candidates on preparing for the SES and subordinate leadership positions.
- Recommending developmental activities to be included in candidates' IDPs.
- Serving as a liaison with other executives, managers, and supervisors to facilitate candidates' access to training and developmental assignment opportunities.
- Seeking guidance from mentors, the ERB (for SES candidates), HQ and Area LDBs, and other officials as needed throughout the developmental period.
- Completing one or more competency-based needs assessments and developing an IDP based on the results of that assessment.
- Completing all IDP activities in a timely manner. Keeping the appropriate board apprised of progress and securing board approval for any significant modifications to the IDP.
- Developing IHS-wide policies and procedures for conducting formal succession planning and development programs and obtaining U.S. Office of Personnel Management approval of the IHS SESCDP.
- Reviewing, approving, and directing modifications to HQ and Area level candidate programs to ensure program effectiveness and compliance with IHS and OPM requirements.
- Reviewing requests for OPM Qualifications Review Board (QRB) certification of executive qualifications and submitting them to OPM for action.
- Directing, coordinating, and managing the IHS SESCDP.
- Consulting Area Offices in the development of succession planning and development programs below the SES level.
- Establishing and administering succession planning and development programs for supervisory and management levels below the SES in Headquarters and Area Offices.
- Establishing Headquarters and Area Leadership Development Boards to oversee succession planning and development programs below the SES level. These boards will consist of at least four members of Headquarters or Area senior leadership, the servicing personnel/training officer, the EEO Officer, and anyone else who would have knowledge of leadership development.
7-4.13 REQUIREMENTS FOR ALL SUCCESSION PLANNING AND DEVELOPMENT PROGRAMS
- Duration: Succession Planning and Development Programs will last a minimum of 1 year and a maximum of 2 years. Each candidate will have a documented starting and ending date for the program. The starting date will be the date that the candidate's developmental activities begin and the ending date will be the date the candidate completes all IDP activities. For SES candidates, the ERB certifies completion. Other candidates will need their respective Headquarters or Area LDB to certify completion. For candidates who do not successfully complete the program, the ending date will be the date of termination from the program.
- Frequency: Succession Planning and Development Programs at and below the SES level may be announced no more than once in a 12 month period.
- Recruitment: The minimum recruitment area for succession planning programs is "Federal Employees with Indian Preference Nationwide." Recruitment efforts must take into consideration the goal to achieve the most diversified workforce possible.
- Vacancy Announcements: All program vacancy announcements must be open a minimum of 30 days. A list of information that must be included in the announcement is listed below. All announcements for the SESCDP must be entered into OPM's electronic Federal Job Opportunities Listing. All vacancy announcements must include:
- Opening and closing dates (minimum of 30 calendar days).
- Area of Consideration:
- "Federal Employees with Indian Preference Nationwide."
- For SES CDP: "Open to GS-15 and equivalents only" or "Open to GS-14 and GS-15 and equivalents." For all other programs: "Open to GS-9-13 and equivalent."
7-4.14 SELECTION: All selections must follow merit staffing procedures. The number of selections must be consistent with the number of anticipated leadership vacancies.
7-4.15 SENIOR ADVISORS OR MENTORS: Each individual selected for succession planning and developmental programs must have an assigned mentor in a managerial and/or senior level position (an SES member for SES candidates). The role of the mentor is to assist the candidate and provide guidance during the developmental process. The mentor need not be in the same organization as the candidate and to the extent possible, should generally be outside the candidate's line of authority (someone other than a first or second-level supervisor). In all cases, selections of mentors should take into account the developmental needs of the individual candidates and try to match candidates and mentors accordingly.
- For SES CDP: Mentors may be selected by the ERB, the Director, or by the candidate with ERB concurrence. Consultation between the ERB, appointing authority, and candidate is strongly encouraged. Before permitting an SES member to serve as a mentor, the ERB will consider the member's prior experience and training in facilitating and coaching and prescribe additional orientation, training, or independent reading on mentoring to the extent it is necessary.
- All other programs: Mentors may be selected by a HQ and Area Leadership Development Board, the participant, and/or the participant's supervisor. Each mentor must attend a course or orientation on mentoring once selected.
7-4.16 INDIVIDUAL NEEDS ASSESSMENTS: Prior to beginning the developmental process, each candidate will complete one or more competency-based needs assessments to determine which executive core qualifications need to be developed or strengthened during the program. Such assessments may include, but are not limited to, USDA Graduate School's Leadership Excellence Inventory (LEI), Benchmarks, Skillscope, Myers-Briggs Type Indicator (MBTI), assessment centers, etc.
7-4.17 DEVELOPMENTAL ACTIVITIES AND TRAINING REQUIREMENTS
- Individual Development Plans (IDP). Based on the results of the competency-based needs assessment, each candidate will develop an IDP that reflects education, training, and planned developmental activities (the IDP should not repeat previous education, training, and skills attained on the job). The IDP is to be prepared in coordination with the candidate's mentor and supervisor of record, and must be approved by the ERB or Area Leadership Development Board. At a minimum, each plan must include:
- An initial orientation session. The purpose of the orientation is to familiarize candidates with program requirements, policies, and expectations, and provide interaction with senior management officials. In addition, it is to promote a corporate identity, an exchange of ideas among IHS executives, managers, and supervisors, and to highlight IHS priorities and initiatives. The orientation must include a briefing or presentation by an IHS senior management official.
- A formal interagency training experience: To satisfy the minimum requirement, the training must be at least 80 hours (2 full weeks) in duration and include interaction with a wide mix of Federal employees outside of the IHS and HHS, but may also include managers from State and local government and the private sector. The nature and scope of the training must have Government-wide or multi-agency applicability. Internal IHS-sponsored training does not meet this requirement. Any training from the USOPM Management Development Centers, Federal Executive Institute (for GS-15s and equivalent), or USDA Graduate School would meet this requirement.
- Developmental assignments designed to broaden the candidates' experience and/or increase knowledge of the functions of the IHS and/or the HHS. To satisfy the minimum requirement, two or more assignments may be used but they must total at least 8 months (32 weeks) of full-time service and must be outside the candidate's position of record. Assignments should take into consideration each candidate's work history and specific developmental objectives, and should generally be in an area in which the candidate has little or limited experience. All developmental assignments are to be documented with an approved HHS Form 350 or equivalent.
- SES candidates need to consider at least one activity outside of the IHS such as serving on a congressional staff or committee, working in another Federal department or agency, the White House, National Indian Health Board, or Indian organizations serving the health needs of AI/AN people. An assignment may be at Headquarters or an Area office, but the assignment must be at the executive level.
- For other candidate development programs, assignments must be at the equivalent level of the intended level of development. The developmental assignments can be done locally outside the candidate's position of record or within another Federal agency.
- The ERB will review SES candidates' IDPs at least every 6 months to ensure completion of agreed upon activities.
- Other programs will be reviewed and evaluated by the HQ and Area Leadership Development Boards.
- SES candidates need to submit a letter to the Chair, ERB, stating that they have completed all requirements in their IDP. This letter needs to be submitted within 9 months of a candidate's successful completion of the program. The ERB will forward a memo to the Director, IHS, stating the candidate has successfully completed their program and will seek certification of executive core qualifications by an OPM Qualifications Review Board (QRB).
- Other candidates need to submit a letter to their respective Leadership Development Boards stating completion of all activities in the IDP. The Area Personnel Office will issue a certificate of completion to the candidate.
7-4.18 PROCEDURES FOR SUCCESSION PLANNING PROGRAMS
- Establishment of Programs.
- SES Candidate Development Program: The Division of Human Resources will notify OPM prior to establishing and announcing an SES Candidate Development Program. The notice will include:
- The proposed announcement date(s).
- The tentative number of candidates to be selected and how that number was derived (e.g., tied to anticipated vacancies).
- The competency-based needs assessment(s) that will be administered to candidates prior to developing their IDPs.
- The basic developmental activities that will be required of all program candidates (e.g., OPM--FEI and MDC, USDA Graduate School, IHS, and Area specific requirements), including the 80-hour (2 week) course(s) from which candidates may choose to fulfill the core interagency training requirement.
- The proposed announcement date(s).
- The tentative number of candidates to be selected, and how that number was derived (e.g., tie to anticipated supervisory and management vacancies).
- The area of consideration (i.e., Area-wide).
- The competency-based needs assessment(s) that will be administered to candidates prior to developing their IDPs.
- The basic developmental activities that will be required of all candidates.
- A memorandum, signed by the Chair, ERB, certifying that the candidate has successfully completed all developmental requirements under the Candidate Development Program and has demonstrated the executive core qualifications required for entry into the SES.
- An OPM Form 1390 (Executive Personnel Transaction) requesting precertification of executive qualifications (item I.B.12-other), and including the dates and OPM control number of the vacancy announcement under which the candidate was selected; the date the candidate began the program (starting date); and the date the candidate completed the program as certified by the ERB (ending date).
- A brief (one-page or less) resume or summary of the candidate's managerial experience.
- A copy of the candidate's completed IDP, signed by the candidate, mentor, and Chair of the ERB.
- A separate summary of the candidate's accomplishments during the developmental period that describes specific program requirements; the courses, assignments, or activities used to satisfy the specific requirements; and how the courses, assignments, or activities contributed to the candidate's development of one or more of the executive core qualifications required for entry into the SES.
- SES Candidate Development Program: The Division of Human Resources will notify OPM prior to establishing and announcing an SES Candidate Development Program. The notice will include:
- A written request to the Director, DHR, must be drafted from the Area or Headquarters Office Director requesting review and approval to advertise a long-term training opportunity 120 days before the start of the program. The request must include:
- Indian Preference (IP) and selection: