Introduction

The relocation of employees may be necessary when an Executive Branch agency of the U.S. Government hires from the private sector, transfers valuable employees, or allows for personal growth via promotions and expansion of expertise by working in new locations. An efficient relocation policy is an important and necessary function of any operation as large in geographical breadth as the Federal Government.

Any agency properly managing its relocation issues must continually analyze its relocation program in its entirety rather than in part. Relocation is a process. The decision to grant individual discretionary parts of a relocation to an employee must be made only after considering the overall plan. A properly managed relocation will benefit both the transferee and the Federal Government.

There are three issues which need to be examined as each agency makes its relocation decisions: (1) planning for the hiring (or transfer) as far in advance as possible, (2) understanding that certain relocation elements are benefits not entitlements, and (3) managing the process at the relevant steps.

Starting the process with rational lead times is the single best way to save money and ensure that employee relocation works smoothly. Too often, the Government moves people with little or no notice. An immediate move is difficult for anyone, especially when entering a new job. Succession planning is a key part of any agency and it allows for gradual transitions. While not all relocations can be planned far in advance, it is clear that an improvement can be made in this area. This requires an agency to coordinate between the transportation service provider, human resources and the office(s) involved in the relocation.

This Guide addresses the issues related to the relocation of an employee that are found in Chapter 302 - Relocation Allowances of the Federal Travel Regulation (FTR). It does not address any of the human resource issues because they are out of the sphere of this office. We highly recommend that you create a comprehensive employee relocation guide specific to your agency's relocation and human resources requirements. The agency guide should be easily accessible to your employees and include guidance on how the relocation process is initiated. Too often the relocation process is viewed as an employee's entitlement because many of the initial items of a relocation are specified by law and must be followed. All employees transferred in the interest of the Government are entitled by law to things such as transportation of 18,000 pounds net weight of household goods, temporary storage not to exceed 90 days, and many other items during a relocation. However, this does not mean that the benefits are assured beyond the initial requirements and will automatically be extended. For example, the fact that one is entitled to temporary storage not to exceed 90 days does not mean that the additional 90 days storage is an additional entitlement. It is not. The first 90 days storage should be authorized on a need basis. Many times funds are obligated for a full 90 days when a lesser amount would suffice.

Likewise, the additional 90 days storage is a benefit granted by agencies to help accomplish agency missions when the agency judges it is needed. The simple fact that the FTR grants agencies the ability to modify or extend a benefit of the regulations does not mean that all agencies should do so automatically without appropriate consideration.

This latitude is a recognition of the fact that the General Services Administration (GSA) cannot and will not dictate to agencies exactly how they should accomplish their varied missions, which do require varied approaches. Simply because an item in the FTR is left to agency discretion does not mean that it should be granted to everyone who requests it. Clearly, this is a major difference between private industry and the Federal Government. This entitlement-based thinking has resulted in the Government spending too many tax dollars on relocations while preventing Federal managers from using their judgment and training. It does take a strong manager to make distinctions between cases, but the rules do grant considerable latitude and control to the agency and its managers.

Freedom to manage is part of the way the FTR works. Agency relocation managers have a duty to consider each request for extensions or deviations individually instead of granting blanket solutions to every request. The agency relocation managers are an important part of the Government's relocation effort. They are uniquely positioned to assure relocation quality and protect the taxpayer at the same time. Much of the FTR allows for agency discretion. This allows the manager an opportunity to properly handle cases individually as well as basing them on agency needs. For example, because an agency may grant an extension of 60 days to the 60 days temporary quarters allowance does not mean that it is always merited and should automatically be granted. (A thorough review of private industry policies demonstrates that few companies authorize temporary quarters beyond 60 days for the employee and 45 days for the family.) There are many other examples of when an agency manager should actually manage the issue rather than fall back on allowances that are for the outlying cases and not the average relocation.

This Guide is an aide in managing agency relocation efforts. As was previously stated, it does not have the regulatory authority of the FTR. The GSA's Office of Governmentwide Policy (OGP) will continue to review relocation issues as a part of an ongoing effort to keep the relocation policy current and efficient. At this time, OGP is looking at changing several parts of the FTR and is also exploring changes in legislation.

Thank you for your and your agency's interest in this important part of the Government's operation.