ServiceFSN PayrollService NameDescriptionFSN PayrollReport and maintain records of time and attendance, pay, benefit, leave, allowances, and tax records; coordinatescheduled periodic payments for LE Staff retirement/insurance plans to the host government; follow up on lost payrollchecks and reconciling payroll problems with the payment center.Service Component Issues Milestones Outcomessystems, processes<strong>Consolidation</strong> <strong>Roadmap</strong> – Service Transition Tables - A-2 - www.jmc.gov
4.5.2 Illustrative Class-B CashieringServiceClass-BCashieringService NameDescriptionClass-B Cashiering– not consolidated in Tier III PostsPetty cash advances and reimbursements, accommodation exchange, reverse accommodation exchange, collections and cashpayment vouchers. Processing receipts from the sale of U.S. Government property. (6 FAH-5 H-341.10-5)Service Component Issues Milestones OutcomesBusiness Policy• <strong>State</strong> US disbursing office (USDO)cashiering policies and systems forCashier services are essentially the same.• Unless the post requests, and the <strong>JMC</strong> approves, acase-specific exemption, posts should consolidate theircashiering operations as soon as <strong>State</strong> and <strong>USAID</strong>offices are co-located.• The overall cash advance from the USDO should beexamined in light of the new, larger operation andadjusted accordingly• Consolidated cashiering operations.Financial ManagementHuman Resources• Some <strong>USAID</strong> posts outsource cashierservices for certain types of disbursementsto local banks, when local bankingregulations allows and when financiallyadvantageous. This should not affectconsolidation and should be allowed tocontinue.• Combined staffing levels may exceedrequirements of consolidated platform• Different work assignments and duties mayresult in different CAJE levels• Employees transferred from <strong>USAID</strong> maybe unfamiliar with <strong>ICASS</strong> policies,systems, and processes; <strong>ICASS</strong> personnelmay be unfamiliar with <strong>USAID</strong>-specificrequirements• Determine which, if any, <strong>USAID</strong> cash transactionsshould continue to be outsourced after consolidation.• Since the workload count for this service is number ofstrip codes processed, there is no need for a modifiedworkload count -- only the cashier services <strong>USAID</strong>actually uses will be charged under <strong>ICASS</strong>.• Determine staffing requirements of consolidatedservices, produce new org. chart• Document position requirements for each position inconsolidated office, re-CAJE positions as needed• Determine whether consolidated section can berightsized by attrition or early retirement incentives; offerbuy-outs using end-of-year funds• If necessary, invoke existing RIF plan, with fair notice tothose affected and transparent application to employeesof both agencies -- see 06 <strong>State</strong> 193073• Train consolidated staff in revised new policies,systems, processes• All cashier transactions performed at theEmbassy, i.e., not eligible for <strong>USAID</strong>’soutsourcing arrangements at local banks,are performed by the <strong>State</strong>/<strong>ICASS</strong> cashier• Refer to 07 STATE 088872, para 5 forfurther guidance.• Updated staffing plan and org. chart• Updated Training Module• Humane treatment of redundant employees,with RIF plan used only as a last resort• Open transition process, with robust rumorcontrol and minimal impact on morale ofexisting employees<strong>Consolidation</strong> <strong>Roadmap</strong> – Service Transition Tables - A-3 - www.jmc.gov