**Table of Contents **

**LDP Overview 3 **

**Selection Criteria, Process & Schedule **\
**Selection Criteria 4**\
**Selection Process 5 **\
**Selection Schedule 6 **

**Nomination Forms 6 **

**Program Design - Key Elements **

**Results Based Leadership Model 7 **\
**Leadership Workshops and Schedule 7 **\
**Developmental Work Assignments 8 **\
**Collateral Work Assignments 11 **\
**Training 12 **\
**Mentoring and Coaching 13 **\
**Leadership Benchmarking 13 **\
**Agency-Wide Results Project 14 **

**Accountability and Performance **\
** Accountability 14 **

**Performance 15**\
**LDP Program Reports 16 **\
**LDP Program Evaluation 16 **

**Administration and Travel**\
** Funding 17 **

**Travel Procedures and Authorization 17 **\
**Travel Other Than the Authorized Program Trips 24 **\
**Per Diem Authorization 24 **

**Leave 25 **\
**Policy on Job Offers 25 **\
**Family Considerations 25 **

**Reentry and Agency Mobility**\
**Reentry Process 25 **\
** Agency Mobility 26 **

**LDP Overview **

To ensure mission success into the future, NASA needs a diverse cadre of
leaders who are adaptable, inspire, motivate, and guide others to
produce tangible results, who mentor and challenge the workforce, and
who demonstrate high standards of honesty, integrity, trust, openness,
and respect.

As part of NASA's integrated Strategic Human Capital Plan, the LDP is a
key succession-planning tool aimed at ensuring that the Agency has the
right kind and number of diverse leaders to achieve mission success.

Specifically, the NASA Leadership Development Program (LDP) is intended
to:

-   Prepare leaders to take on higher and broader roles and
    responsibilities in the near future,

-   Provide opportunities to obtain experiential understanding of
    Agency-wide, national and global issues and their impact on NASA's
    mission and U.S. goals,

-   Enhance understanding, effectiveness and mobility across programs,
    projects and Centers,

-   Provide opportunities to participate and contribute while learning,
    and

-   Create a culture of collaborative leaders who understand and focus
    on achieving valuable results that matter to the American people and
    to the world.

**The LDP as Part of NASA's Leadership Succession Planning**:

As part of an integrated Strategic Human Capital Plan, the LDP is a
succession-planning tool aimed at ensuring that NASA has the leaders it
needs for the future. The LDP is intended to prepare leaders to take on
higher and broader roles and responsibilities in the near future.

The LDP is NOT a "guarantee" of a future promotion or selection for a
particular position. Rather, future promotion is dependent upon the
increased leadership effectiveness of the individual participant.

While the LDP is aligned with the NASA SES selection criteria, it is not
an "SES Development Program", and is not a pre-requisite for entry into
the SES. Those specifically interested in candidacy for SES selection
should consider NASA's SES Candidate Development Program.

Links to LDP Guidelines

[Selection Criteria, Process & Schedule]{.underline}\
[Nomination Forms]{.underline}\
[Program Design - Key Elements]{.underline}\
[Accountability and Performance]{.underline}\
[Administration and Travel]{.underline}\
[Reentry and Agency Mobility]{.underline}\
[Printable LDP Guide (]{.underline}*[PDF File]{.underline}*[)
]{.underline}

**Selection Criteria, Process& Schedule **

-   • [Selection Criteria ]{.underline}

-   • [Selection Process ]{.underline}

-   • [Selection Schedule ]{.underline}

**Selection Criteria **

Using an Agency-wide competitive process, the LDP targets
high-performing GS 13-15 civil servants who are committed to serving in
NASA, and are seen as future Center and Agency leaders. Centers should
use the following criteria in choosing the best candidates to support
the achievement of Center and Agency missions and goals.

**Timing **

Candidates selected for the LDP should be individuals that the Center
Director expects to take on broader responsibility upon returning to
their Home Centers or shortly thereafter.

**Characteristics and Abilities **

Individuals must demonstrate the ability or have shown high potential
to:

-   Produce Tangible Mission Results: Assures that team/organizational
    goals and objectives are achieved in a timely and effective manner.

-   Be Open to Feedback and New Ideas: Manages self in a manner that
    fosters learning and high performance. Is willing to be coached and
    has the ability to be self-critical. Thinks "out-of-the-box."

-   Take Risks: Applies critical and appropriate judgment to decision
    making and thinking strategies to interpersonal, organizational and
    complex societal issues.

-   Understand Center, NASA and National Goals: Has a broad
    understanding of the Center's role in meeting NASA goals. Works to
    increase collaboration and cooperation across NASA. Has a strong
    commitment to enhancing NASA's impact on National goals including
    space exploration and improving the quality of life on Earth.

-   Lead Teams or Projects: Actively leads and manages teams and
    integrates program goals and values and organizational, stakeholder
    and customer needs.

-   Work Well With Others: Works to build and maintain trust and
    supportive relationships. Understands and knows how to leverage the
    impact of the informal organization to accomplish goals.

-   Have Unquestioned Credibility: Has the respect of supervisors, peers
    and subordinates.

-   Possess Respected Technical Competency: Maintains a high level of
    competency in his/her technical or functional discipline.

**In addition candidates must: **

-   Be a full-time, NASA civil servant.

-   Be Willing to Make a Commitment to NASA: All participants must sign
    a three-year continuing service agreement with NASA prior to being
    accepted as a candidate for the LDP.

-   Meet Grade Requirements: Candidates must be grade 13, 14 or 15.

-   Have the Prerequisite Training: MIP or MEP that includes courses or
    programs that provide tools or processes that enable participants to
    gain an understanding of their strengths and weaknesses.

**Individual Development Plan **

Developmental planning is an integral part of the LDP because it
provides a rational, systematic framework for assessing developmental
needs in terms of both the individual's career goals and NASA's human
resources needs. The Individual Development Plan (IDP) is a statement of
specific job-related knowledge and skills that the individual seeks to
improve or strengthen, along with the activities planned to acquire the
desired knowledge and experience. Candidates who do not already have a
Center IDP should contact their supervisor before proceeding.

**Selection Process **

Center Director's should submit the number of nominees needed to fully
support the Center's succession planning needs. The Agency's need and
financial resources available will determine the actual number of
participants each year. Employees who wish to be considered for the LDP
can initiate the nomination process, but require the full support and
endorsement of their supervisor and line management including the Center
Director to advance in the process.

Center Directors will submit nominees in priority order to their
Institutional Program Office Associate Administrator (AA). The AA will
have the option of identifying an Enterprise priority before submitting
candidates to the NASA Training and Development Office.

Nominees will then be subject to an Agency-wide competition conducted by
the NASA Executive Development Education Panel (EDEP). Nominees will be
selected based on a paper review and interview. Centers are responsible
for funding travel to NASA Headquarters for these interviews.

Following are the guidelines used by the EDEP when evaluating
applications.

  ------------- ----------------------------------- --------------------------- ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
  **Points **   **Question No. **(NASA Form 1591)   **Factor **                 **Description **
                                                                                
  0- 10         13                                  Vision                      Ability to articulate a clear personal vision that aligns with the strategic goals of the Agency. Candidates should provide specific examples of how their personal goals and abilities connect to NASA\'s and what they are committed to accomplishing. Just restating the NASA vision and indicating support is not adequate.
  0-30          14 through 19                       Developmental Preparation   How well is the candidate prepared to make maximum use of this training opportunity? Does he/she have the requisite background, experience and training necessary? Is there a clear link between this Fellowship and the needs of the individual and the Center? Is this the "right" program for this individual at this time?
                                                                                
  0-25          20 through 22                       Competitive Factors         Has this individual proven to be able to effectively translate their opportunities into measurable results for the Agency?
                                                                                
  0-30          23                                  Reentry Strategy            Does the Center have a clear strategy for this individual that effectively uses the knowledge, skills, and abilities gained to support the achievement of Center goals? Is there a good plan to enhance the Agency\'s return on investment? The reentry plan must state specific actions that Center management will support that will provide for the participant to contribute beyond their regular duties upon return.
                                                                                
  0-5                                               Discretionary               At the discretion of the evaluator, up to 5 points may be added to the above factors, based on the information available. This allows the evaluator the latitude to recognize any exceptional strength and/or to express clear preference for one candidate over others despite the fact that the numerical weighting to that point may have been more or less equal.
                                                                                
  ------------- ----------------------------------- --------------------------- ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Maximum Points 100

**Selection Schedule **

The following is the annual schedule for the selection of LDP
candidates.

  --------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
  February                    Centers post developmental assignment opportunities available on their Web site with links to the HQ LDP Developmental Opportunities site.
                              
  March                       Headquarters publishes a call for nominees.
                              
  May                         Centers issue local call for nominees (date may vary by Center).
                              
  June - August               Each Center and Headquarters Office identifies individuals who have demonstrated the potential to assume greater responsibility within the Agency and hold local competition.
                              
  August                      Centers submit nominees to Institutional Program Office AA.
                              
  September 1 (See Call)      Nominations due to Headquarters, NASA Workforce Management and Development Division along with Enterprise priorities.
                              
  September -- November       EDEP reviews candidates.
                              
  November 15 (On or About)   Interviews held at HQ.
                              
  December 1                  Candidates recommended to NASA Human Resource Assistant Administrator for approval. AA's and Center Directors notified of employees selected.
                              
  December 15                 Employees notified
                              
  --------------------------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

**Nomination Forms **

**Candidates for the LDP are required to complete and submit the
following: **

-   NASA Development Programs Application (NASA Form 1591, March 07),

-   Supplemental Attachment: Leadership Development Program (NASA Form
    1591D, May 03), including a description of the intended primary
    assignment and its location.

-   A Center Individual Development Plan (IDP).

Candidates can identify primary Developmental Assignments by either:

-   Selecting a Developmental Assignment from those available on the
    web, or

-   Negotiating a position directly with a host supervisor.

**Nomination Form Completion **

Since the task of identifying and screening nominees is the
responsibility of the Executive Resources Panel (ERP) at the Center, the
candidate's application and IDP must:

-   Clearly state specific objectives to be derived from participation
    in the LDP and how this developmental experience will meet the
    objectives of the employee's IDP.

-   Contain strong endorsements from the immediate supervisor, line
    management and Center Director.

-   Describe a reentry plan for the participant upon his or her return;
    and

-   Contain an assignment description from the primary developmental
    assignment.

**Program Design -- Key Elements **

The program is framed around an integrated set of elements that serve as
common threads across the yearlong LDP experience. These include a
powerful results-based leadership model, a series of shared learning
workshops and class training, tailored developmental and collateral
assignments, individual training opportunities, rigorous leadership
coaching and feedback, leadership benchmarking, and an Agency-wide
results project.

-   [Results Based Leadership Model ]{.underline}

-   [Leadership Workshops and Schedule ]{.underline}

-   [Developmental Work Assignments ]{.underline}

-   [Collateral Work Assignments ]{.underline}

-   [Training ]{.underline}

-   [Mentoring and Coaching ]{.underline}

-   [Leadership Benchmarking ]{.underline}

-   [Agency-Wide Results Project ]{.underline}

**Results Based Leadership Model **

The philosophy of the LDP program is that leadership is about producing
real results, leadership occurs at all levels, and optimal leadership
learning occurs through doing. The LDP provides a way to transfer highly
refined skills and talents to new situations, develop individual
expertise and enhance the performance of the Agency's mission. The
individual who makes the personal investment necessary to participate
fully in the LDP is better prepared for his or her future career demands
and changes.

The "Leadership Choices" model frames leadership simply and powerfully
as a set of choices made around:

-   Alignment: Leaders consistently communicate in a way that influences
    others to find common values, create a shared vision and align
    behind a powerful mission. Leaders communicate clearly about the
    values that guide them, their commitment to the mission and the
    picture of the future they want to create.

-   Results: Leaders focus on powerful results. Leaders choose to target
    results that are observable, measurable, and valuable to the
    organization; results that connect to values, mission and vision;
    results that challenge the status quo. Leaders who choose results
    that benefit society bring to their work a fundamental understanding
    that \"it\'s not about what you do, but rather about what gets done.

-   Action: Leaders keep themselves and others in action to produce
    results. Leaders identify the steps necessary to achieve their
    desired results, enroll key partners who will support the effort,
    and hold themselves accountable for the success of the organization.

**Leadership Workshops & Schedule **

Over the course of the year, the LDP class meets six times for
leadership development and professional skills training. Each session
builds on the previous sessions' work, preparing participants to
re-enter their NASA careers at a new level of leadership and technical
capacity. Workshops will be enhanced through a series of integrated
training sessions designed to introduce skills and knowledge that will
strengthen participants' new leadership awareness.

All workshops will involve pre-work assignments, structured interactions
involving learning, coaching and feedback, and periodic videotaping to
enable participants to actually view themselves in front of the group.

**Program Schedule **

The LDP is a yearlong program. While developmental work assignments vary
in length, all participants are required to participate in the scheduled
events for the entire year.

  ------------- -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
  June          **Orientation** - Initiates the process of leadership development and clarifies program requirements and participant expectations. Includes team building training.
                
  August        **Developmental Work Assignments** -- Participants move to developmental location and begin assignments.(this date will vary by participant)
                
  September     **Results Workshop** -- Participants continue to work on alignment of vision, values and mission and the identification of results. Includes Congressional briefing training and Agency Strategic Overview.
                
  November 15   **Must start first assignment, or defer participation in program until next year, if slots and funding are available.**
  December      **Accelerating Change Workshop**-- Participants identify barriers and resistance and actions needed to overcome these barriers. Includes Systems Thinking
                
                Training.
                
  December 15   **Book of Wisdom Updates Due** - The Book of Wisdom is a "gift" from each class to the next that imparts their best ideas on how to make the LDP year a success.
                
  February      **Expanding Possibilities Workshop **- Participants benchmark with outside leaders. Includes Negotiation Training.
                
  February 15   **Mid-Term Report Due **
                
  April         **Reentry Workshop** - Participants identify strategies and action plans for leveraging their learning after the year is complete. Includes leadership training aimed at understanding leadership lessons from America's history.
                
  July 15       **Final Report Due **
                
  July          **Celebration Workshop and Graduation** - Participants reinforce strategies for moving forward and celebrate program completion.
                
  ------------- -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

In addition participants attend:

-   Monthly Program Update Teleconferences

-   Bi-Monthly NASA Leadership Briefings

**Developmental Work Assignments **

**General Information **

Participants engage in developmental work assignments designed to
challenge them and increase their understanding of Agency, Federal and
National issues. These assignments will vary widely both geographically
and technically.

-   Each participant is required to undertake developmental work
    assignments for up to one year, with a primary assignment of no more
    than nine months. Participants may engage in one or more collateral
    assignments.

-   Assignments must be outside the participant\'s Home Center, but not
    necessarily outside their home geographic area. The minimal amount
    of time a participant must be away from their Home Center on a
    developmental work assignment is 121 days.

-   First assignment must start by November 15, or participant must
    defer participation in the program until next year, if slots and
    funding are available.

-   All assignments must be completed by the end of the following fiscal
    year. For example: The class of 2007-2008 must complete all
    assignments no later than 9/30/08.

-   The developmental work assignment provides opportunities for
    experiential learning in new tasks and functions, learning about the
    host organization's operations, and exposure to Agencywide and
    government-wide issues and decision-making processes. Participants
    are encouraged to seek opportunities that will expand their scope of
    experience and understanding about how the Agency works and its
    impact on National goals and society.

-   Often, participants from field Centers select a developmental work
    assignment at NASA Headquarters. The benefits of such an assignment
    have been tremendous for past participants, and are widely
    recognized by Center management.

-   Participants not assigned to Headquarters take part in some LDP
    activities through teleconferences.

**Developmental Work Assignment -- Responsibility for Planning **

The individual is responsible for coordinating with their home
supervisors to determine the assignments and experiences that will best
meet their development needs and the needs of their Center.

In many cases, the positions described on-line by potential host
organizations do not meet the specific needs of the individual
participants or the Home Center.

Each participant is encouraged to follow these steps to assure the best
possible experience during the LDP year:

1.  Review current skills and abilities and identify areas where
    improvement or additional experience is desired. Participants are
    required as part of the LDP application process, to complete the
    NASA Development Programs Application Form (NASA Form 1591, May 03),
    which includes a gap analysis matrix.

2.  Identify the primary developmental objectives for the year with your
    supervisor and Center management.

3.  Explore developmental work assignments with your supervisor and
    Center management that will provide opportunities for acquiring
    leadership expertise and a broad understanding of NASA and its role
    in meeting National goals.

4.  Consult mentors, the training staff, or previous participants for
    additional ideas and suggestions.

5.  Identify your primary developmental work assignment responsibilities
    and obtain the endorsement from the LDP Host Assignment Supervisor,
    if possible.

6.  Follow your Centers instructions for completing required nomination
    forms.

The probability of being selected for the program is higher if the
applicant thoroughly examines what he or she hopes to gain through
participation and has described how selection would mutually benefit the
applicant, the installation and NASA.

**Developmental Work Assignment -- Opportunities **

Current developmental work assignment opportunities identified by NASA
Headquarters, Centers and outside organizations are available on this
Web site, but they are not the only assignments possible. If an
appropriate assignment is not available on the Web site, participants
are encouraged to contact the organization they are interested in and
negotiate an adjustment to the posted assignment or another assignment
that will meet their developmental needs and those of the host
organization.

Developmental work assignments may be made to positions of the same
grade that do not have promotion potential. IPA authority is not to be
used for NASA developmental work assignments.

**Developmental Work Assignment -- Selection Process **

-   Potential candidates should begin to negotiate for a primary
    developmental work assignment as soon as feasible.

-   Prospective host organizations prepare brief descriptions of
    potential developmental work assignments with major duties, and
    forward these in MSWord 6.0 to the Center LDP Coordinator to be
    uploaded to the LDP developmental work assignment website.
    Prospective participants may choose to negotiate for one or more of
    these positions, or negotiate an assignment specifically tailored to
    their own needs. The negotiation should involve the participant and
    both the Home supervisor and host developmental work assignment
    supervisor.

-   The applicant's supervisor and Center Director should review and
    approve the developmental work assignment description to ensure that
    it is appropriate for the individual, and that it provides an
    opportunity for the applicant to develop the knowledge, skills and
    abilities s/he needs.

**NOTE: The applicant is responsible for notifying the LDP host
developmental work assignment supervisor immediately after their
selection into the program. **

**Developmental Work Assignment - Documentation **

The following guidelines are to be followed for documenting details
related to developmental work assignments outside of NASA. There are two
Temporary Assignment Agreements: one for Assignments within the Federal
Government and one for Assignments outside the Federal Government. Both
Agreements can be found in the Forms section of this Web site.
**INSTRUCTIONS COMPLETING AGREEMENTS FOR OUTSIDE DEVELOPMENTAL
ASSIGNMENTS**

Prior to the start of any developmental assignment outside of NASA,
employees will be required to complete an Agreement for Temporary
Assignment. Templates for these outside assignments have been created
for NASA's Development Programs. Employees need to start as early as
possible since this process can take up to 90 days. Additionally, they
should have a back up assignment in case issues cannot be resolved
between NASA and the outside organization.

Employees interested in pursuing outside developmental assignments as
part of the Leadership Development Program, Project Management or Senior
Executive Service Candidate Development Program are required to:

1.  Obtain home supervisor's endorsement of the proposed assignment in
    writing. This endorsement should explain the benefits of the outside
    assignment to the home organization. If the outside assignment is
    already part of an approved IDP or Development Program Application
    Form, signed by the supervisor, no additional endorsement is
    required. This endorsement will become part of the employee's
    developmental program file.

2.  Contact the outside organization and obtain a verbal agreement to
    pursue a temporary developmental assignment including the specifics
    of the assignment. Corporations may have concerns about proprietary
    information and may be unwilling to sign this agreement.
    Consequently, the corporation's legal office should be made aware of
    the assignment at the earliest opportunity.

3.  Complete the appropriate Agreement for Temporary Assignment in
    Draft.

4.  Provide this draft to the Developmental Program Manager, along with
    a point of contact and phone number at the outside organization. The
    Developmental Program Manager will obtain a review and approval of
    the NASA Headquarters Office of the General Counsel and the:

a\. Office of External Relations where an assignment includes foreign
travel or collaboration with foreign nationals, whether domestically or
abroad, or

b\. Office of Legislative Affairs if the proposed assignment is with a
Congressional Office or Committee, or

c\. Office of the Administrator of the proposed assignment is with an
office within the White House.

5.  Provide a copy of the draft to the outside organization.

6.  Notify your Center Ethics Officer of your proposed outside
    assignment and ensure that you have taken ethics training within the
    last year.

7.  After preliminary approvals have been received, obtain the
    organization's required signatures.

8.  Resubmit the agreement to the Developmental Program Manager. The
    Developmental Program Manager will obtain the signature of the AA
    for Human Resources and Education.

9.  The signed Agreement will be added to your developmental program
    file.

10. ***NASA employees should not sign a non-disclosure agreement.
    Signing such an agreement could cause the employee to become
    personally liable for any disclosures. In addition, the employee
    does not have the authority to bind NASA. NASA employees are still
    subject to 18 USC **§** 1905, which governs disclosure of
    confidential information for actions taken while on outside
    assignment. For further information regarding this section, please
    consult your Center Patent Counsel. ***

Note: The NASA Comptrollers signature is not required for
non-reimbursable agreements for outside developmental assignments as
long as funding to support the assignment in available within the
program budget **Collateral Work Assignments **

-   Each participant who is engaging in developmental work assignments
    longer than the minimally required four months, is required to
    complete a collateral assignment designed to broaden a
    participant\'s understanding of cross-Agency, national, or global
    issues.

-   For participants engaging in one-year developmental work
    assignments, collaterals must be at least 90 days and performed in
    an organization outside the original developmental work assignment
    organization. The length of the collateral for participants engaging
    in assignments less than one year will vary.

-   The time frame associated with the collateral work assignment is
    determined by the nature of the duties and by joint agreement
    between the participant and the collateral assignment supervisor.
    Usually the length of the collateral will be a minimum of three
    months to a maximum of six months.

-   Participants are expected to pursue collateral work assignments
    outside their technical or program area. Outside organizations such
    as industry, academia and other Federal agencies are also possible
    locations for collateral assignments. International collateral work
    assignments may also be arranged under special circumstances.

-   The Workforce Management and Development Division assists in making
    arrangements for collateral work assignments. Usually participants
    complete the requirement in the second half of the program after
    they have had a chance to identify an appropriate learning
    opportunity.

**NASA Leadership Development Program Assignment Summary **

+----------------------+----------------------+----------------------+
| -   **Purpose**: *To | **Length of **\      | **Length of **\      |
|     develop powerful | **Primary            | **Co-Lateral         |
|     leaders who      | Assignment**         | Assignment**         |
|     understand and   |                      |                      |
|     align with       |                      |                      |
|     NASA\'s mission  |                      |                      |
|     and vision for   |                      |                      |
|     the future *     |                      |                      |
|                      |                      |                      |
| -   **Selection**:   |                      |                      |
|     Competitive with |                      |                      |
|     demonstration of |                      |                      |
|     met criteria     |                      |                      |
|                      |                      |                      |
| -   **Target         |                      |                      |
|     Grade**: 13-15   |                      |                      |
|                      |                      |                      |
| -   **Venue**:       |                      |                      |
|     Assignment may   |                      |                      |
|     be within NASA,  |                      |                      |
|     any other        |                      |                      |
|     government       |                      |                      |
|     agency, private  |                      |                      |
|     industry, or     |                      |                      |
|     non-profit as    |                      |                      |
|     long as it meets |                      |                      |
|     program          |                      |                      |
|     guidelines       |                      |                      |
|                      |                      |                      |
| -                    |                      |                      |
|    **Requirements**: |                      |                      |
|     Nomination by    |                      |                      |
|     Center senior    |                      |                      |
|     management,      |                      |                      |
|     commitment to    |                      |                      |
|     continue in      |                      |                      |
|     service of with  |                      |                      |
|     NASA for 3       |                      |                      |
|     years,           |                      |                      |
|     willingness to   |                      |                      |
|     engage in all    |                      |                      |
|     program          |                      |                      |
|     requirements;    |                      |                      |
|     MIP, MEP, or     |                      |                      |
|     equivalent       |                      |                      |
|     training         |                      |                      |
|     approved by the  |                      |                      |
|     NASA Workforce   |                      |                      |
|     Management and   |                      |                      |
|     Development      |                      |                      |
|     Division.        |                      |                      |
|                      |                      |                      |
| -   **All            |                      |                      |
|     assignments must |                      |                      |
|     be away from     |                      |                      |
|     participant\'s   |                      |                      |
|     Home Center. **  |                      |                      |
|                      |                      |                      |
| -   **First          |                      |                      |
|     assignment must  |                      |                      |
|     begin by         |                      |                      |
|     November 15, or  |                      |                      |
|     participant must |                      |                      |
|     defer            |                      |                      |
|     participation in |                      |                      |
|     the program      |                      |                      |
|     until the        |                      |                      |
|     following year,  |                      |                      |
|     if slots and     |                      |                      |
|     funding are      |                      |                      |
|     available.**     |                      |                      |
|                      |                      |                      |
| **Length of Total**  |                      |                      |
|                      |                      |                      |
| **\"Consecutive\"    |                      |                      |
| Assignments**        |                      |                      |
+----------------------+----------------------+----------------------+
| 12 months            | 6 to 9 months        | 3 to 6 months        |
+----------------------+----------------------+----------------------+
| 11 months            | 6 to 8 months        | 3 to 5 months        |
+----------------------+----------------------+----------------------+
| 10 months            | 6 to 7 months        | 3 to 4 months        |
+----------------------+----------------------+----------------------+
| 9 months             | 5 to 6 months        | 3 to 4 months        |
+----------------------+----------------------+----------------------+
| 8 months             | 5 to 6 months        | 2 to 3 months        |
+----------------------+----------------------+----------------------+
| 7 months             | 4 to 5 months        | 2 to 3 months        |
+----------------------+----------------------+----------------------+
| 6 months             | 3 to 4 months        | 2 to 3 months        |
+----------------------+----------------------+----------------------+
| 5 months             | 3 to 4 months        | 1 to 2 months        |
+----------------------+----------------------+----------------------+
| 121 days             | 3 months             | 1 month              |
+----------------------+----------------------+----------------------+
|                      |                      |                      |
+----------------------+----------------------+----------------------+

**Other Program Requirements **

All participants, regardless of length of development assignments, are
required to participate at all LDP events including six results-based
leadership development workshops, structured coaching and feedback
throughout the assignment, and other activities and events as scheduled.

**Training **

**Program Training **

During each of the six workshops participants engage in training related
to the development of leadership knowledge and skills. This training
will vary from year-to-year depending on the needs of the Agency.

**Individual Training Opportunities **

-   Each participant will have the opportunity to participate in
    training opportunities designed to meet the individual's needs.
    Individual training needs should be discussed with the home
    supervisor and identified in the participant's IDP. Training may
    include:

-   Workshops related to their work assignment or developmental
    objective.

-   Executive development programs conducted by organizations outside of
    NASA\
    (encouraged but not required).\
    Short management seminars, technical workshops or other selected
    courses.

-   Tuition: NASA Form 1735 (NF-1735) is required for all external
    training requests. This form is found in SATERN (System for
    Administration, Training and Educational Resources for NASA) and
    when submitted, it will be automatically routed for approval. For
    LDP participants, please follow these guidelines when filling out
    the NF-1735:\
    \
    a.) Prior to filling out the form, you will need to change your
    supervisor in your profile to Christine Williams. (Please note:
    After you process an LDP Training form, you will need to change your
    supervisor back.) A job aid on Updating Your Profile can be found at
    the link below. Steps on changing your supervisor starts on Page 3:\
    .

b.) In Block 8 Course Title, add as a prefix the words, "LDP -- Agency
sponsored". For example, when applying for a conference titled
*Excellence in Government, *Block 8 would read as:

LDP -- Agency sponsored: Excellence in Government Conference

c.) In the Comments field, add the following text:

This course is paid for by the Agency through the Leadership Development
Program.

-   Inform your LDP supervisor to ensure they are aware you will be out
    of the office during this time and unavailable for assignment. Also
    notify them that they are not paying for this course or learning
    event; it is paid for by the Agency.

**Mentoring and Coaching **

**Selecting a Mentor **

Once a participant is accepted in the LDP they are encouraged to contact
a current or former program participant for insight and mentoring. This
individual will help the participant prepare for the program and provide
guidance on moving and travel concerns. A mentor will normally be
someone from the person's Home Center. Participants are encouraged to
maintain this relationship to gain support in understanding the issues
they could face upon return to their Home Center.

Participants are also required to have an Executive mentor. This
Executive mentor ideally is someone from the Center's top leadership who
would be available to support and guide the participant during their
year and helps identify developmental work assignments that will enable
the participant to better support the Center upon their return. They can
also help the participant plan how they can best share and use their
experience once they return to the Center.

**Coaching in the LDP **

At each LDP session, as well as in individual sessions during the year,
participants will have access to personalized leadership coaching and
feedback from the team of Program Leaders and consultants supporting the
program. This resource is intended to allow highly individualized input
on assessing leadership strengths and areas needing development.

Each participant is provided with a minimum of 1.5 hours of leadership
coaching. Coaching sessions are tailored to meet specific requirements
of the participants and incorporate the Myers-Briggs Type Indicator and
other specialized instruments where necessary.

**Leadership Benchmarking **

Throughout the year the LDP participants will be interacting with many
of NASA's top leaders, as well as effective leaders from a variety of
sectors. These structured interactions, in a variety of formats, are
intended to provide participants with access to the current leadership
thinking that is guiding this Agency into the future. They also provide
an opportunity to learn from a variety of leadership styles, practices,
and examples from inside and outside NASA.

-   NASA Leadership Briefings: Throughout the LDP year, participants
    will have the opportunity to engage with top leadership from across
    NASA. Regularly scheduled briefings involve Associate
    Administrators, Center Directors and other leaders from across the
    Agency.

-   Benchmarking is the process of looking at "best practices" in
    leadership, and then applying insights to your own leadership.
    Leadership Benchmarking is an intentional, structured learning
    process involving preparation, real-time observation, comparison and
    follow-up action and application. During the year, participants will
    have the opportunity to benchmark a variety of effective leaders
    from the federal sector, private industry, and/or non-profit
    organizations.

**Agency-Wide Results Project **

The NASA Leadership Development Program aims to develop leaders who
produce extraordinary results. Effective leaders are willing to paint a
vision of the future, put a stake in the ground, and then work with
others to figure out how to produce that result.

-   The LDP Results Project is intended to provide participants with an
    opportunity for immediate practical application of the leadership
    theory and skills they are learning in order to achieve Agency goals
    and produce real, measurable results that matter to the Agency and
    to the American people.

-   The results project provides a "real world" leadership experience
    that requires participants to collaborate in cross-Agency teams,
    test and stretch their leadership, and make a real contribution to
    NASA's mission.

-   Participants will organize into teams around a result topic proposed
    by Code A or a NASA Enterprise that supports the Agency's mission.
    The teams will then define measures for their result, gather
    relevant data, and develop strategies for action.

-   The targeted result and the effort to achieve it will be real -- not
    a "simulation".

-   Teams will be challenged to set challenging goals, and develop and
    implement action plans in order to complete their effort by
    Graduation.

**Accountability and Performance **

For the LDP to be effective there needs to be feedback and
accountability at multiple levels. Program accountability will be
reinforced through both informal and formal structures, including direct
feedback, program requirements, reports and evaluation.

-   • [ Accountability ]{.underline}

-   • [ Performance ]{.underline}

-   • [LDP Program Reports ]{.underline}

-   • [LDP Program Evaluation ]{.underline}

**Accountability **

During the LDP year:

Participants continue to be accountable to the Agency and their Center
Directors and supervisors for individual performance and ability to
realize mission results. During their LDP year, participants are also
accountable to the LDP Program Director and their classmates for staying
fully engaged in the program, attending all pre-scheduled events and:

a\. Producing tangible mission results,

b\. Being open to feedback and new ideas,

c\. Taking risks,

d\. Maintaining an Agency-wide, "One NASA" perspective,

e\. Willingly taking on leadership roles,

f\. Actively working to build relationships for the good of the NASA
mission,

g\. Maintaining unquestioned integrity, and

h\. Maintaining a high level of technical competence.

All participants must meet the following requirements in order to
qualify for completion of the LDP:

-   A pre-LDP entry meeting with the Center Director, coordinated by
    your Center LDP Coordinator, to discuss the individual's
    developmental focus and the Center's needs,

-   Attendance at all six LDP learning workshops,

-   At least 80% attendance at NASA Leadership Benchmarking Briefings,
    and

-   At least 80% attendance at Monthly Program Updates

Host Developmental Work Assignment Supervisors are accountable to the
Agency for ensuring participants have challenging assignments that
expose them to the higher and broader level of the Agency and to the
organization in which they are assigned. Host developmental work
assignment supervisors are expected to have a high level of involvement
with the participant to provide technical guidance and overall mentoring
and supervision.

Center Directors, Human Resource Directors and Home Supervisors are
accountable to their participants and to Agency leadership for the
Center's participation in the program, including success in using the
program as a strategic succession-planning tool for highly qualified
executive candidates. The Center Director, Human Resource Directors and
supervisors are also accountable for enabling Agency-wide mobility.

The LDP Program Director is accountable to the Agency, Center Management
and participants for over all high quality and results of the program.

The Headquarters Human Capital Management Office will provide feedback
annually to Enterprise Heads and Center Directors on participant
participation and results achieved.

**Performance Reporting **

**Participant's Performance Appraisal **

Participants in the LDP remain under the Performance Appraisal Program
of their sponsoring organization during the program year. The
performance plan developed for participants in the program must include
objectives and performance requirements applicable to their
developmental work assignment. Performance against these requirements
must be given appropriate consideration in the final assessment of
performance during the appraisal period.

The performance appraisal process will involve both the home supervisor
and the developmental work assignment supervisor. Program reports will
be useful in this process, and the participant's Individual Development
Plan may serve as the basis for the performance plan to cover the
program year. The host developmental work assignment supervisor is
responsible for providing needed information to the home supervisor as
requested. Assessment of the participant's performance during the
program year is the responsibility of the developmental work assignment
supervisor. Usually the program reports are sufficient to meet this
requirement.

The home supervisor has final approval of the rating. Participants
should discuss this issue with the home supervisor to ensure that he or
she understands the process. Participation in the program should not
have a negative impact on pay determinations.

**LDP Program Reports **

Both the program participant and host developmental work assignment
supervisors prepare a mid-program and a final report. These reports are
used by LDP management to monitor the progress of the participants, and
inform the sponsoring organization of the LDP participant's activities.
The final report is also the documentation used as evidence of
successful completion of the program.

As host supervisors' assessments are included in these reports, they
also serve as a tool for the home supervisor to evaluate the performance
of his or her employee during their developmental assignment. The
participant is responsible for providing these reports to the HQ
Workforce Management and Development Division and sending copies to the
management officials and training office at their Home Center.

**Mid-Program Report **

By February 15, each participant prepares and submits the report to the
LDP Director. This report should emphasize the significant
accomplishments and progress being made in acquiring the knowledge,
skills and abilities outlined in the participant's Individual
Development Plan. It should also cover any significant changes in the
assignment, problems preventing completion of planned activities, and
plans for overcoming problems.

**Final Program Report **

By July 15, each participant submits the final report to the LDP
Director. The report should emphasize the experience gained during the
LDP, the opportunities it provided and how the participant's plans to
apply the knowledge and skills gained toward the achievement of NASA's
goals upon return to his/her Home Center.

This is an opportunity for the participant to inform the home supervisor
of new abilities as well as desired ways of using the knowledge and
skills in future assignments.

**LDP Program Evaluation **

Participants are also required to complete a final Program Evaluation.
This feedback helps ensure the program continues to meet the needs of
the Agency and is of the highest quality.

The Workforce Management and Development Division ensures that all
levels of the LDP are evaluated annually. This evaluation is conducted
using questionnaires (both descriptive and attitudinal in nature) and by
conducting interviews with NASA executives, participants, (current
and/or past) and supervisors. Through this evaluation process, a better
understanding of the strengths and weaknesses of the program are
determined, and actions are taken annually to improve the program.
Benchmarking against other corporate and government leadership
development programs is also conducted.

Feedback on program effectiveness, including the impact on mission
results and the effectiveness of the LDP in supporting NASA succession
planning goals, is provided to Agency management annually. Center
Directors are also provided feedback on the progress of past
participants and Center specific impacts.

**Administration and Travel**

**Funding**

Centers are responsible for paying the salaries of participants for the
year and for travel for the Orientation Workshop and Planning Trip. The
Training and Development Division funds training, per diem, and
LDP-related travel once the participant starts their assignment. Travel
required as part of developmental work assignments are paid by the host
organization under separate travel orders.

**Travel Procedures and Authorization**

NOTE: All references to travel and reimbursement limitations or any
other regulation should be discussed with the local officials
responsible for the requirement.

Home Center Responsibility: Home Centers will budget for and fund the
per diem and travel costs for the Orientation and Planning Trips.

Orientation Trip: Normally scheduled in June (specific dates and
location are announced by March). Home Center LDP Coordinators will
prepare the travel orders.

Planning Trip: Normally scheduled in June or July. Allows participant to
meet with their host developmental work assignment supervisor to discuss
their assignment and to make their housing arrangements for the year.
This trip can be combined with the Orientation.

Headquarters Responsibility: The Headquarters Training and Development
Division will budget for and fund the per diem and costs for the
following trips. Yearlong travel orders for these trips are prepared and
approved by the NASA Training and Development Division.

Initial Trip (using the participant\'s privately owned vehicle, if
desired) to the work assignment location and Return Trip to the
sponsoring installation at the completion of the program: Reimbursement
will be authorized for shipment of up to 350 pounds of
clothing/household goods.  If it is advantageous to the Government for
the traveler to get a rental truck over flying with excess baggage, the
NASA Training and Development Division may authorize the use of a rental
truck as long as a cost comparison is done to show the advantage.

Home Center and Reentry Trips are authorized for return to the Home
installation so that management can update the participant on program
activities and discuss their learning progress and how it relates to
Center goals and potential reentry options. During the program year,
participants are allowed three performance assessment trips and one
reentry trip to the Home Center. Since the participant cannot receive
per diem at the permanent duty station, there are no limitations on the
length of time for the reentry trip. The participant and the appropriate
supervisors arrange this trip, and no additional travel orders are
required. Rental cars are not authorized for these trips.

In-Program Trips: Trips are authorized for the following mandatory
workshops: Results, Accelerating Change, Expanding Possibilities,
Reentry and Celebration/Graduation. No additional travel orders are
required for these trips unless the participant\'s developmental work
assignment location is the same as their Home Center location or their
assignment has not begun or it has ended.

Participant\'s travel will be managed in the NASA Integrated Financial
Management Program\'s Travel Manager System, and participants will be
required to prepare and submit vouchers online. The prepared voucher is
signed electronically and routes to the NASA Training and Development
Division for management approval. All receipts must be mailed or faxed
to Tiffany Schuffert at the NASA Training and Development Division. Be
sure to keep a copy of all vouchers, orders, and receipts for your own
files as copies have been lost in transit and travelers are required to
maintain copies of receipts for 6 years 3 months for audit purposes.

The \"TA\" Number is the unique Travel Authorization Number that appears
on the Travel Authorization extended TDY document. This authorization is
used to prepare vouchers to claim expenses until the document is closed
out with your final voucher. When completing the travel voucher, it is
important that the correct travel authorization be used to prepare the
voucher.\
Submit travel voucher receipts to:

Tiffany Schuffert NASA Shared Services Center\
Mail Suite 4K70-B Fax: 1-866-779-6772\
NASA Headquarters Please use the travel fax cover sheet\
Washington, DC 20546 available at www.nssc.nasa.gov/forms\
Telephone: 202-358-4513

FAX: 202-358-3040

The NASA Workforce Management and Development Division authorizes
payment of the vouchers; however, actual processing for payment is done
at the NSSC. Travel voucher payment notification is sent electronically
to inform traveler of total payment. If you are uncertain about whether
you have been reimbursed, it is easiest to first check with your
financial institution\'s electronic service line to determine if a
deposit has been made, and if the amount agrees with your expectations,
prior to calling the travel personnel at the NSSC.

Direct Deposit is the only method used for reimbursement. Your travel
reimbursements will be deposited into the same account that you
currently receive your paycheck.

Payments received for travel vouchers are generally not taxable income.
They are considered by the IRS to be reimbursement for expenses
incurred, as long as you do not stay longer than a year or do something
that can be interpreted as establishing residency in your developmental
work assignment location. See the NASA Financial Management Manual for
more information.

The following guidance provides additional information on the six
different types of travel situations or trips that you may encounter
during the developmental program year. Some are unique to this program,
and require some explanation. Below is an explanation for each of the
travel types, along with samples of completed vouchers to illustrate how
unique requirements may be satisfied. The six travel situations are:

1\. The Orientation Workshop Trip (Pre-Program)\
2. The Pre-program Planning Trip to your assignment location\
3. The \"En-Route\" Trips\
4. Monthly Living Expenses or \"Per Diem\"\
5. Secondary Travel\
6. Secondary Travel to the Permanent Duty Station

**1. The Orientation Workshop Trip**

Orientation workshop usually takes place in June. The location of this
workshop varies. Therefore, if your developmental work assignment is in
the same area as the Orientation, you will be expected to combine your
Orientation Workshop and Pre-Program Planning Trip. However, for those
going to other locations, alternate times for planning at your
assignment location can be worked out with your Home Center, with
separate orders and vouchers submitted for that trip.

The travel orders for the Orientation Workshop and Pre-Program Planning
Trips will be issued by your Home Center. Arrangements for
transportation will be your own responsibility. It is strongly
encouraged to perform house hunting during the Pre-Program Planning
Trip. The NASA Workforce Management and Development Division will send
you a package of pre-work materials to prepare for this trip. Some of
this must be completed and sent in prior to the trip. Following the
trip, submit your travel voucher to your Center accounting office for
reimbursement.

**2. The Pre-Program Planning Trip**

This trip may be combined with the Orientation Workshop Trip and may
take up to 3 days. It is best to take this trip following the
Orientation Workshop Trip, since you will be given up-to-date travel
information at that time. Prior to doing any house hunting, find out all
you can about the area you plan to reside in for the upcoming year
(refer to the LDP Book of Wisdom for information).

Determine your living requirements \-- an apartment, a house, or a
townhouse; schools; day care; distance to work; potential locations;
pets; etc. Other program participants and people who work at your
assignment location are your best sources of information. If you\'ve
never lived in an apartment, or it has been some time since doing so,
you may prefer to try to find either a house or town house.

Do a draft budget of your anticipated living expenses and compare it to
your per diem allowance to determine what you can afford. Keep in mind
what the per diem allowance is for the area where you are going. If the
area where you will be working has a variable rate, such as LaRC and
Wallops, you should consider doing your budget with the lower rate as
the base since most living expenses (i.e., rent, telephone, etc.) will
remain constant throughout the year. Check out the information in
Chapter 3, Book of Wisdom, for what previous program participants have
to say about where they have lived. Also, don\'t hesitate to give them a
call. Search the Internet. Many newspapers and cities have Internet
addresses these days and you can begin checking the classified ads in
the papers and finding out about such things as deposits for utilities,
rates for cable TV, etc. One program participant found someone at his
developmental work assignment location who was going on an extended TDY
and was able to rent his house. Other program participants have rented
to program participants coming to their Home Center. Don\'t expect to
actually rent anything in June if you aren\'t going to move in until
August. Most places won\'t hold a property that long and usually can\'t
tell you for sure what their vacancies will be that far in advance since
the occupants have the option to stay longer or renew their leases. All
you can do that far in advance is look over the area. Your wisest move
in finding housing is to try to schedule your Pre-Program Planning Trip
as near as possible to your actual move time. The best times for finding
a property is at the beginning or end of the month and during the week
since many property agents do not work on weekends.

As with the Orientation Trip, travel orders are issued by your Home
Center. Actual transportation and lodging reservations are your own
responsibility. Also, travel vouchers follow the same submittal process
as stated for the Orientation Trip.

**3. The \"En-Route/Exit\" Trips**

These are the trips between your Home Center and your developmental work
assignment location at the beginning and end of your assignment.

a\. The NASA Management and Development Division prepares and issues
travel orders to cover the entire LDP assignment, including all
mandatory program training and the \"en-route/exit\" trips. These trips
are included in your extended TDY orders. The orders authorize
reimbursement for both living expenses (per diem) at the location and
travel expenses for your move to the duty station and subsequent move
back home.

b\. Transportation to your work assignment location may be undertaken in
one of two ways:

1\. You may arrive via commercial transport. If you choose to fly to
move to the duty station location, the cost of excess baggage for up to
350 lbs.(or the carrier\'s minimum) is allowed.\
\
2. You may arrive via personal vehicle (POV). The NASA Management and
Development Division will reimburse you for mileage at \$0.485/mile
(mileage based on the MapQuest distance between cities) and the per diem
for each overnight site as long as you travel 300 or more miles per day.
However, the first day you will only receive 75% of Meals and Itemized
Expenses (M&IE) for the location to which you traveled. Meals, lodging
and incidental expenses incurred during the trip are allowable. If it is
advantageous to the government for the traveler to get a rental truck
over flying with excess baggage, the NASA Management and Development
Division may authorize the use of a rental truck as long as a cost
comparison is done to show the advantage.

c\. Your flat rate begins at 12:01 the day after arrival. You begin
claiming the reduced rate (55 percent of the locality, when your
assignment is over 120 days, and 65 percent when the assignment is 31 to
120 days). This day is also the beginning of the monthly period and not
to be claimed as part of the en route voucher. The regulations state:
the day of arrival you will receive either 75% of M&IE (if en route trip
is only one day) or the full M&IE (if the en route trip is longer than
one day). The only way you will receive lodging on the day of arrival is
if you stay in a hotel the first night because your apartment is not
ready. You will not receive 1/30 of your rent for that night. Usually
you will only get the M&IE.

d\. The travel voucher for this trip should be filed as soon as
possible. Voucher receipts need to be faxed to Tiffany Schuffert, (
202-358-3040) and the NSSC (1-866-779-6772).The NASA Management and
Development Division will approve the voucher, and it will route to the
NSSC for reimbursement

**4. Monthly Per Diem Vouchers**

These vouchers cover living expenses at the work assignment location.
Extended TDY per diem is at a rate of 55 percent of the maximum per diem
rate for that locality when your assignment is over 120 days and at 65
percent when the assignment is 31 to 120 days. This is often referred to
as the \"flat rate\". Use the flat rate for your monthly vouchers, with
the following exceptions:

When \"secondary\" travel (to be covered later) is performed, only fixed
costs (explained later) will be paid for the nights spent out of town
rather than the allowable per diem.

When 4 hours or more of annual leave is taken in a single day, only
fixed cost may be claimed for that day (see later section covering time
off). If 4 hours or more of annual leave is taken on the day before and
the day after a non-workday (holiday, weekend, flex day, etc.) then you
are reduced to your fixed cost for the spanning period. For example, if
4 hours or more of annual leave is taken on a Friday afternoon, AND 4
hours or more of annual leave is taken on Monday morning of the
following week, the fixed rate per diem must be claimed for that Friday
and Monday and the intervening weekend days.

The reduced rate per diem (flat rate) goes into effect the day after
arriving at the duty station.

Cash advances are available on your government travel credit card. To
raise the limit of cash available, you must contact your Center Credit
Card Coordinator to have the cash advance limit raised.

Commuting expenses to and from work (to include mileage, taxi, bus,
metro/subway, and parking fees), dry cleaning expenses, and exterminator
service are not reimbursable on your monthly voucher. If your extended
TDY is at Headquarters a Metro fare subsidy is available to you.

These vouchers should be completed and submitted to the NASA Management
and Development Division on a monthly basis. If unplanned secondary
travel takes place after submitting the voucher, the following month\'s
voucher can include an adjustment to the prior month\'s voucher. Tiffany
Schuffert (202-358-4513) is available to answer any questions on the
preparation of vouchers. Also, the Travel Manager Help Desk is also
available to answer questions (202-358-4367).

You must always state in the \"Comments\" section of the voucher any
sick and annual leave that was taken during the month. Two sentences
required, one for sick leave and one for annual leave, even if no leave
is taken. When you take sick leave, you are entitled your flat rate for
that day, but it still needs to be shown on the voucher. The voucher
should reflect any leave taken and so should your time card.

Statements are to read: \"I certify that I have taken 0 hours annual
leave during this period\" and \"I certify that I have taken 0 hours
sick leave during this period\" (or the appropriate number of hours).
Make sure the amount stated agrees with the time card you submit to your
timekeeper at your Home office. Again, the voucher can be amended on the
following month\'s voucher if something happens after the voucher is
submitted.

The only claims that should appear on the monthly voucher are for daily
living expenses. The living expenses will be either the 55 percent of
the per diem rate, or, your fixed cost rate for any nights spent on
official \"secondary\" travel.  Secondary Travel (including LDP
workshops, enroute, and exit trips) should be submitted on a separate
voucher.

**5. Secondary Travel**

Secondary travel is any official travel taken while on the yearlong
developmental work orders. This includes any trips taken on behalf of
your Home Center, Assignment Office, or as part of the program training
included in your yearlong orders. Secondary travel to your Home Center
is a little different and will be covered in the next section. For any
travel not part of the program, you will need separate travel
authorization and expense vouchers from your Home or developmental work
assignment Center. That is, process orders as normally done when not on
the extended TDY of the program assignment. For the days on secondary
travel, you will make a claim for a fixed cost (not flat rate) on your
monthly expense report. The NSSC needs to be able to account for
everyday of the month. If you take secondary travel, a note should be
made in the \"Comments\" section of the travel voucher referencing the
TA Number of the secondary Travel Authorization. The dates on the orders
should be the same dates you are claiming fixed cost. On your regular
monthly voucher, secondary travel is to be itemized with a fixed rate
amount claimed for each day on secondary travel. You must claim fixed
cost everyday you are on secondary travel since you will receive per
diem (as long as you are not at your Home Center) for every day that you
are on travel. There is no need to involve the NASA Management and
Development Division in the processing of secondary travel vouchers
unless it is an LDP-related program trip.

**6. Secondary Travel to the Permanent Duty Station (Your Home Center)**

Secondary (Official) travel back to your permanent duty station is
treated exactly as Secondary Travel (including fixed costs) with the
exception of what items are reimbursed. Travelers are not authorized per
diem or lodging expenses for official travel at the permanent duty
station during the program assignment. This rule was developed under the
assumption that a program participant maintains a home back at their
permanent duty station. Whether or not this is true, M&IE and lodging
costs are not reimbursable. Also, keep in mind that because M&IE
includes incidental expenses, things like baggage tips are also not
reimbursed. Check with the Travel Office before you travel to get an
exact definition for M&IE.

For secondary travel back to your Home Center, those items NOT covered
are:

1\. Meals and Incidental Expenses (M&IE)\
2. Lodging\
3. Official Phone Calls\
4. Personal Phone Calls\
5. Dry Cleaning Costs\
6. Rental Car/Gas

The reason is that travelers are still getting their salary and if they
were at their Home Center and not on detail, they could not claim a
local reimbursement for these expenses. This is your residence, and
anything you normally have to pay out of pocket, you still have to pay
for. That is why you get a salary (for cost of living).

For Secondary travel back to your Home Center, items covered are:

1\. Airfare

2\. Taxi & Taxi tips\
(take rental car and gas out of example)

**Fixed Costs**

Fixed costs are those daily living expenses related to the residence
that will be incurred everyday even when you are not physically there.
These expenses such as rent and utilities must be paid even when you are
out of town. The basic philosophy of fixed costs is that the government
recognizes the residence cannot be given up every time a trip is
necessary, but that meals and other incidental expenses should not be
reimbursed twice. When on secondary travel, the Monthly Voucher can only
claim the daily Fixed Cost for those days away from the developmental
work assignment residence.

This estimate must be prepared as early in the program year as possible.
It is preferably best to do this by the end of the first month when
living expenses can be readily determined. Certainly, an estimate is
needed prior to performing any secondary travel.

The daily fixed cost is calculated by finding the average monthly cost
for the following items (total amount divided by 30 days, even February
and months that are 31 days):

1\. Rent for a 1 Bedroom apartment (either furnished or unfurnished)\
2. Furniture Rental (if renting an unfurnished apartment)\
3. Utilities (gas, electricity - includes connection and disconnection)\
4. Telephone Service (Basic service only. Does not include installation
fees, or internet,  but does include taxes)\
5. Cable Television (Basic service only. Does not include premium
channels or internet, but does including tax.)\
6. Residential parking\
7. Does not include exterminator service.\
8. Does not include maid service.

If you do not live in a 1-bedroom apartment or efficiency during your
assignment year, and in fact most participants rent larger apartments,
condominiums, or houses, then an estimate must be prepared of the cost
of a 1-bedroom apartment in the area you are living. To do this, find
out from rental offices in the area what the most likely rent charge for
such an apartment would be and use the average of those amounts as the
basis for the fixed cost calculation. Many apartment complexes in the
area will quote what the cost would be for renting a 1-bedroom apartment
with all utilities, phone, cable service, maid service, furnishings,
etc. for a 1-year lease. You may even be able to find this information
online and print out a quote. For utility service, an estimate will
probably have to be determined until a few monthly bills are received.

Once these amounts are determined and a daily rate calculated, prepare a
report, sign it, and fax it to Tiffany Schuffert, at 202-358-3040.. 
Along with this, the following attachments must be included:

. Copy of a signed lease for your living quarters\
. Copies of utility bills\
. Copy of cable bill\
. Copy of furniture rental agreement, if applicable\
. A statement of quote for renting a 1-bedroom apartment giving the
name, address, and phone number of where quote was obtained, if
applicable.\
. Copies of any other supporting documents.

**Important People, Places, and www Pages:**

For submitting travel vouchers and all travel questions:\
Tiffany Schuffert\
NASA Training and Development Division\
NASA Headquarters\
Washington, DC 20546\
Telephone: 202-358-4513\
Fax: 202-358-3040\
E-mail:

NSSC FAX: 1-866-779-6772

NSSC Phone: 1-866-677-2123

The following are Web site addresses for per diem rates. These are
supposed to be updated annually and are good addresses to know.

US per diem rates by location can be found at the following URL:

FMM 9700, NASA Financial Management Manual, Paragraph 9743-1,contains
the regulations governing extended travel. This can be found at:

The following URL contains the NASA Forms (NF), NASA Headquarters Forms
(NHQ), Goddard Space Flight Center Forms (GSFC), Standard Government
Forms (SF), Optional Government Forms (OF), Office of Management and
Budget Forms (OMB), and Presidential Rank Award (PRA) Forms..

**Travel Other Than the Authorized Program Trips**

The office hosting the participant is responsible for funding all travel
related to the developmental work assignment and preparing the travel
orders for the travel. When a participant is directed to travel on
temporary duty away from the developmental work assignment location, the
participant \"Temporary Duty Per Diem Rate\" is reduced.

**Per Diem Authorization **

Participants on extended TDY are authorized daily per diem rates in
accordance with FMM Appendix 9743 for extended duty in the relevant
geographical area. By law, per diem is discontinued during periods of
annual leave, and under no circumstances can per diem be paid when the
traveler returns to his or her permanent duty station.

**Leave**

Since per diem is discontinued during periods of annual leave,
participants may wish to use as much of their annual leave as possible
before beginning their extended temporary duty assignment. Per Diem is
paid for sick leave that does not exceed 14 consecutive working days.
Official time and attendance records are maintained at the participant's
Home installation. Participants must coordinate with their Home
supervisor on time and attendance reporting requirements.

**Policy on Job Offers **

Agency policy specifies that no official will make any job \"offer\" to
a LDP participant during the program year. This policy does not restrict
the participant's right to apply for advertised vacancies during the
program year and to accept the new position if selected. Agency-wide
mobility is encouraged.

**Family Considerations **

Participants who consider the LDP must also consider the effects of the
program and geographical relocation on family members. Some participants
elect to bring their families with them to the new location while others
choose to come alone. Either way, the program may present stressful
situations for all involved. We strongly urge all potential participants
to discuss the likely impact of the program with others who will be
affected. One suggestion is to discuss the pros and cons with previous
participants and, if possible, arrange for other family members to be
present for the discussion. There is no one solution for every family
situation, but everyone involved should have a voice in the decision.
The Workforce Management and Development Division at NASA Headquarters
can provide information on family considerations and names of previous
participants willing to share their experiences.

**Reentry and Agency Mobility **

-   •[ Reentry Process ]{.underline}

-   •[ Agency Mobility ]{.underline}

**Reentry Process **

Returning to the Home organization after participating in long-term
developmental programs has presented challenges for past development
program participants and their installations. Reentry can be successful
if it is fully discussed prior to the nomination process, but can lead
to problems and disappointments when participants or supervisors assume
this is understood without addressing individual expectations. Please
visit the SES web site for qualifications

The purpose of the LDP is to provide an Agency-wide succession-planning
tool. As such, the LDP is designed to equip participants to take on
positions of broader responsibility within the Agency. While a promotion
is not a guaranteed outcome of the program, graduating participants
should be better prepared to take on more challenging leadership roles
and make a greater contribution to the Center and NASA.

It is important, therefore, that the issue of reentry be discussed
before the program starts and as the year progresses. The NASA
Developmental Programs Application Form (NASA 1591) requires the
individual, along with their supervisor and Center Director, to identify
a reentry strategy for the participant prior to being accepted into the
program.

The most successful reentry occurs when expectations are addressed
during the initial planning of the participant's nomination. In many
cases, the sponsoring organization will fill the participant's job while
the participant is on a development assignment. When this happens, even
on a temporary basis, it is mandatory that the participant be informed
of this action and understands the organization's commitment to him or
her after completing the LDP. Otherwise, the participant suffers
unnecessary anxiety and uncertainty about his or her future.

Aligning the participant's new skills, knowledge and abilities with the
needs of the Home Center is not always easy to arrange upon the
individual\'s return. When a good fit is not immediately available,
Centers are encouraged to work with the participant to develop three to
four month rotational assignments within the Home Center following the
individual's return. These rotational assignments provide an opportunity
to ensure that the knowledge and skills gained by the participant are
used to meet the current needs of the Home Center.

**Communication: A Two-Way Street **

Past experience has shown that participants who have experienced the
most successful reentry, worked deliberately and systematically to
maintain open communication with their home supervisor and Center
Director during the LDP year. Although this fact is emphasized to
participants at their Orientation, the home supervisor is also
responsible for staying in touch and keeping the participant informed.

**Reentry Workshops/Trip **

The HQ Workforce Management and Development Division assists with
reentry throughout the program year by providing training devoted to
communications and the formal reentry process. During the last few
months of the program, each LDP participant returns to the Home
installation to review their reentry status, brief managers on program
events and gain information on current events back home. This trip is
specifically planned to enable a smooth reentry. Participants are also
encouraged to actively inform their managers of their desire to apply
the knowledge and experience gained from participating in the LDP.

If reentry plans have not been resolved, this trip is used to plan the
reentry position and any new assignments. The discussions during this
process require the employee, supervisor and Center Director to share
their expectations, review available options, and gain a clear
understanding of the situation. The participant must keep in mind that
participation in the LDP is a developmental opportunity and not a
commitment for a future position or for future promotions. Just as the
program is a long-term development program, the maximum rewards and
value from participation are also derived over time.

**Agency Mobility **

Mobility, or the willingness to move within the Agency, is also an
important concern for NASA. As employees move upward, the opportunity to
broaden their experience by working in other areas of the organization
becomes more important. For the senior executive positions in NASA, it
is expected that individuals will have had experience in more than one
NASA organization and Center.

Historically, approximately 30 percent of program participants change
Centers or organizations within one year after completing a
developmental assignment.