Office of personnel management programs

Federal employment or position upon meeting the requirements of years of service and age for entitlement to benefits under pertinent laws and regulations. Please note that this contact information is not for public use. Application: To qualify for payments from the U. Please be sure all applications sent to OPM have an original signature or they will be unable to process the application. OPM strongly encourages annuitants to restrain from using different names in order to avoid payment issues.

Their names should also match their bank accounts when applying for electronic payments. If the individual has been separated from Federal service for more than 30 days, the individual should submit the application to OPM.

If the individual is still working, he or she should submit it to the employing agency. Medical Documentation: When applying for a disability retirement the applicant must obtain and submit medical documentation supporting the claim of a disability retirement. This medical documentation should be submitted with the application and Agency Certification to:.

GOV not for public use. Box 45 Boyers, PA Marriage: Many different benefits handled by different offices are affected by post-retirement marriage. Send notification of marriage to the following office and all appropriate offices will be notified of the change.

Divorce: Immediately provide all divorce decrees and support orders to the Court Ordered Benefits Branch, because the date of receipt affects the effective date of payment. These are annotated as shown below. We hope your visit was informative. Non-Government Sites — You will leave the Department of Veterans Affairs web site by accessing links annotated with this graphic.

VA does not endorse and is not responsible for the content of the linked web site. Veterans Crisis Line: Press 1. Complete Directory. This is an informal, brief visit typically not exceeding 1 week. General assistance visits are conducted for the purpose of discussing mutual personnel management goals and objectives or establishing closer working relationships. Special assistance visits are conducted to assist management in solving specific personnel management problems which may have been identified by the manager, the servicing personnel office, or as a result of a personnel management evaluation.

While not resulting in a formal, published report, an informal report for the record is to be made and retained by the personnel office. Records Reviews. While serving as an integral preparation phase for onsite evaluations, records reviews may also serve as an independent evaluation method when limited time and resources preclude sending an evaluation team onsite. The primary fact finding tools consist of the personnel records maintained in the servicing personnel office e.

Records reviews result in a written report to management, including required and recommended actions. Follow-up Evaluations. These are brief return visits, usually 1 or 2 days in length, to an organization where an onsite personnel management evaluation has been conducted and a report issued.

The major purpose of follow-up visits is to review management actions in implementing requirements and recommendations, and to assess the impact of the evaluation process on the organization. Often, follow-up visits will include interviews with selected employees, supervisors, and managers, and may also include a follow-up questionnaire survey. When used, follow-up evaluations are generally conducted within years following the original evaluation and result in a brief letter report to management.

Before the evaluation begins, considerable planning and preparation must take place. Further detailed guidance on each of these planning and preparation activities may be found in the USGS "Handbook for Conducting Onsite Personnel Management Evaluations" and in the personnel management evaluation guidelines.

Selecting the Evaluation Team. Generally, the most effective management representatives are higher-level supervisors or managers with both organizational and technical knowledge, who can provide the personnel office team members with operational insight of the organization being evaluated.

Headquarters Personnel Office participation on regional Personnel Office evaluations will be determined by the Headquarters Personnel Office. Participation by personnel from the Department, or by representatives from other servicing personnel offices or bureaus may be arranged as desired.

Obtaining and Analyzing Information. Detailed lists of specific documents and information to be collected and analyzed are contained in the USGS personnel management evaluation guidelines. Employees Represented by a Labor Union. In the evaluation of an organization where employees are represented by a labor union, the union does not have the right to have a representative participate when the following guidelines are observed:.

Code states that when a labor union has obtained exclusive recognition, it has the exclusive right to represent employees on personnel policies and working conditions. However, these evaluation techniques are in accord with the Act and existing "case law" when the fact finding is for the purpose of evaluating management and is not designed for solicitation of employee views, specifically on personnel policies, practices, and matters affecting working conditions.

Questions concerning employee views on the effectiveness of the labor organization should be avoided. Questions should not solicit employee views on matters pending in union-management deliberations. The assessment of employee attitudes is not, in itself, a prohibited practice.

However, the information obtained should not be used to unilaterally change personnel policies, practices, and working conditions without the appropriate involvement of the union. Such an approach would be an attempt to deal directly and individually with employees when they have chosen to deal collectively with management through a union. A written report must be prepared documenting the findings and recommended and required actions. Written reports should be sent to the appropriate management official within 90 days after the conclusion of the onsite visit.

The Central Region and Western Region Personnel Offices and the Headquarters Personnel Office are responsible for the distribution of their evaluation reports as follows:.

Management of the activity evaluated will provide a written response to the evaluation report within the timeframe established by the issuing personnel office. Servicing personnel offices will forward a copy of the management response to the Headquarters Personnel Office.

Follow-up Action. The effectiveness of personnel management evaluations depends on the degree to which they result in action being taken to generate personnel management improvements. Follow-up action will be taken according to the following procedures:. Managers of organizations reviewed are required to submit a written response to the evaluation report covering the following topics:.

It is the responsibility of the program manager being evaluated and the personnel office conducting the evaluation to follow up on evaluation results to insure that the recommended and required actions in the evaluation report are carried out.

The management official receiving the evaluation report should be strongly encouraged to provide a summary of the report to the employees and supervisors of the organization. Employees should be advised of major findings that are pertinent to them as well as action which management will take in response to the findings.

The information may be disseminated through meetings with employees or through written summaries. Where exclusive recognition exists, group meetings with employees to discuss the results of surveys are permissible, provided the intent and format of the meetings are not designed to circumvent the union or to develop and establish new or changed personnel policies.

Changes in personnel policies and practices as a result of findings should not be implemented without first meeting and conferring with the recognized labor organization. Failure to do so could result in the filing of an unfair labor practice charge.