The decision to accept a step is not easy and, in today`s economy, it can be complicated. What happens when the worker is married and his spouse is also employed? Who pays the most? What happens if the non-government spouse cannot find another job? Can they live on an income? Would a move derail his spouse`s career? Are there other family considerations, such as child care or the elderly? Or a child who`s a senior? Or a mortgage that is turned upside down because of the volatility of the internal market? These are all legitimate personal problems that many people would face. Unfortunately, the government does not have to think about such problems in its decisions. Indeed, the acceptance of some of them would endanger an agency. For example, if an agency decided that it was easier to move Betty Lou because she was not married and lived alone instead of moving Bob, who was married, the agency would discriminate against Betty Lou because of her marital status. This means that an agency cannot take into account some of the very real human consequences of its decisions. A federal authority may bear the travel costs authorized by the Federal Travel Act (FTR) (41 CFR Chapter 301-304) Chapter 301 of a federal agent or non-federal worker under an intergovernmental personnel law. An agency may pay compensation on the site according to the ftR 301-7 portion or the following limited moving costs: For a short move to 40 miles, Federal News Radio reported that 70 percent of employees moved with their jobs when the Defense Information Systems Agency moved to Fort Meade, Maryland, while 15 percent found other jobs and 15 percent retired. The U.S. Department of the Army said it expects about 30% of employees to move in BRAC-related moves. The Defence Logistics Agency had a similar experience. Most employees made short-distance movements, but were unseasing or unable to make big steps.
The number of people moving with their workplaces may be influenced by the number of federal jobs in the loss sector. The more jobs the region has, the more people will remain. Given the increase in the number of federal employees who can now retire, I would expect an even greater number of retirements than in the case of BRAC. Before paying an incentive to relocate, an agency must develop an incentive plan for relocation. The plan must include the appointment of officials authorized to verify and approve the payment of relocation incentives, the appointment of officials entitled to waive the reimbursement of an incentive to relocate; categories of workers who may not receive relocation incentives, documents necessary to determine that a position may be difficult to fill, requirements for determining the level of relocation incentive, authorized payment methods, service agreement requirements (including criteria for determining the length of a period of service) , the terms of termination of a service contract and the obligations of the Agency and the worker if a service contract is terminated), as well as documentation and registration requirements. Unless the Head of the Agency decides otherwise, an incentive plan to relocate the Agency must apply uniformly throughout the Agency. The regulation prohibits a federal authority from bringing to market an employee who has been on the move for more than six years. The Office of Human Resources Management may waive this provision at the written request of the Head of the Agency.