TWENTY-ONE MOST FREQUENTLY ASKED QUESTIONS ON FSN ISSUES

(FSN FAQs)
1.

Why are we paying our Foreign Service National (FSN) Associate Peace
Corps Directors (APCD)/ Program Managers so much less than we pay our
American APCDs for doing the same work?

Two separate laws govern the development of compensation plans for FSN and US
Direct Hire employees. The FSN local compensation plan (LCP) for each country is
based on the principle of local prevailing rates, as required by the Foreign Service Act of
1980. Salaries for our American Direct Hire staff are also based on prevailing rates, but
those that are prevailing in the US, in accordance with the salary setting principles that
apply to all US Citizen Government (USG) employees.
Basing FSN salaries on prevailing local rates and not on USG salaries paid to American
employees ensures their compensation is commensurate with the host country labor
market. To ensure that the salaries are not only commensurate, but also competitive with
the local labor market, companies located in the commuting area of our USG mission are
identified. These are companies whose personnel practices and compensation packages
are surveyed by a third agency (usually UNDP), who then provide the information to the
Department of State (DOS), as an off-the-shelf transaction. The joint agencies at post
determine the percentile within which they will compete in the labor market. In some
smaller posts, surveys of comparator companies are conducted directly by the DOS or the
Peace Corps (PC).
In this manner each mission acts as a fair competitor in the local labor market. We
neither drive the level of local salaries by paying the highest salaries, nor do we lag
behind competitive salary rates. The local labor market is allowed to develop at the same
pace as economic development in the country. Is this beneficial to our FSN staff? The
long-run gains to our FSN staff outweigh any short-term gains from inflated salary levels.
How? First, we do not remove our FSNs from the local labor market, thus they do not
wear the golden handcuffs of USG employment and do retain their employment
mobility. While we do not necessarily want to lose FSN staff, it is not fair to limit their
options for the future by creating local labor market elitism. What is more important, our
FSNs establish close working relationships with government officials and must
frequently negotiate at high ministerial levels. The effectiveness of our FSNs would
undoubtedly suffer if we were to distance our FSNs from the local labor market.
Why dont we lower our American international staff salaries to be commensurate with
the local labor market? Our American staff members typically have financial obligations
in the US. These obligations (mortgages, higher education fees, etc.) follow our
American employees. Therefore, their salary levels must be maintained to allow their
availability for worldwide assignment in service to Peace Corps. It is interesting to note
that in some non-PC countries, such as Germany, Switzerland, Japan, etc., FSN salaries
match and may exceed American salaries. We do not lower these FSN salaries; they are
maintained at a competitive level for the locality.

Nevertheless, when se locally-hire services through a Personal Services Contract (PSC) at

post, regardless of the nationality of the contractor (US included), compensation is also
based on the local market. The post LCP is used as a guide in contract negotiation.
Local-hire PSCs are issued with residents (continuous or permanent) of the host country
and no transportation or re-location expenses are included.
2.

Can we pay our FSNs in US dollars? Should we?

FSNs salaries can be paid in US dollars, if most of our comparator companies (those used
during the salary survey process) do! This is not typical. Only in countries with the most
fragile economic conditions does this prevail and payment in a hard currency, such as
the US dollar, is usually a temporary measure to protect the purchasing power of local
employees. Many countries actually prohibit the payment of salaries in anything but
local currency. Of course, a local law should never be broken, but in those instances
where law does not prohibit payment in hard currency and where economic conditions
and prevailing practice warrant such payment, they should be implemented as a
temporary measure. Why temporary? Because we should consistently encourage the
development of a strong host country monetary policy based on the local currency. This
would provide support for maximum economic development for the full range of
businesses, large and small, in host countries. Nevertheless, there are some host
countries that have adopted the U.S. dollar as their currency and are in a dollar economy.
Paying in U.S. dollars there, should not be a problem.
3.

How do I set in-hire rates for new staff?

The following example assumes that the new employee meets all the grade level criteria
and position elements (level of education, length of specialized, job-related experience,
language ability and other knowledge, skills and abilities) required to be fully operational
within six-months of the entry on duty (EOD) date. It also assumes that the new
employee has outstanding personal qualities as well as professional qualifications.
The FSN pay administration policy establishes step one of the grade of the position as the
appropriate in-hire rate for new FSN employees. To justify setting an in-hire rate at a
higher level than step one, and do so fairly, you will need a knowledge of (a) the
principles of total compensation, (b) the components of the Local Compensation Plan
(LCP) including both salary and benefits and (c) the same details of the new employees
last salary upon which you are basing the in-hire rate.
(a)

Total compensation consists of salary plus benefits, both direct and indirect.
We all know what salary is, the amount of monthly or bi-weekly pay we
receive for the work performed. Direct benefits are allowances (e.g.
transportation, meals, family, housing and/or education allowances), bonuses
(e.g. end-of-year, Christmas, vacation, etc.), annual leave, etc. Indirect
benefits include those benefits that are not paid directly. These include a
variety of insurance programs such as medical, life and retirement. Every

possible form of compensation data is collected from our comparator

companies. If most of the companies pay a benefit, whether direct or indirect,
the mission will include it in the same form in the FSN compensation
package. If less than 50% of the companies provide a particular benefit, the
monetary value of the benefit is included in the salary data for that company.
No compensation data is ever lost!
(b)

The Local Compensation Plan (LCP) is established at post following the joint
agreement of the DOS and the heads of all associated agencies at post. Prior
to implementation of the LCP, each agency head is provided a copy of the
implementation cable from HR/OE and the State Regional Bureau in
Washington. This cable contains an explanation of the components of the
LCP, which includes benefits. If you are not sure of your understanding of the
FSN LCP, ask the Management or Human Resources Officers to review it
with you.
Your Local-Hire PSCs should get all the benefits listed in the LCP, which
should be used as a guide to set compensation.

(c)

It is extremely difficult to justify setting an in-hire salary/compensation rate

above step one. In the rare cases when this may be appropriate, you should
start with verification of the new staffs most recent salary level. When you
request salary verification, ask the previous employer to also provide a list of
allowances and bonuses paid to the employee. You may also ask about the
insurance benefits or other in-kind payments. While you will not need this
latter information to establish an in-hire rate, the information will be useful in
salary negotiations, especially in those cases where the FSN benefit package is
more favorable. The company or the employee can assist by providing a
recent pay statement or the last end-of-year salary statement, that could list all
allowances and bonuses paid throughout the year.
Only after verification that the salary/benefits history of the new staff is
greater than the salary/benefits package should you or the Management or HR
Officers proceed to determine if a salary rate higher than step one of the
appropriate grade should be paid. For FSN direct-hire employees, it is the
Embassy Human Resources Office that will make the employment and salary
offer. For locally-hired PSCs, the Peace Corps Country Director has this
authority.
Remember, if a new employee/contractor is changing occupations, sometimes
they must take a cut in salary. We do not match the salary of a private sector
senior secretary who has applied to be a receptionist! For comparison
purposes, we use the grade appropriate to the position as a guide.

4.

Can I promote my FSN employee? S/he has 20 years of outstanding service

with Peace Corps. What is rank in position?

You can promote your FSN to a higher grade only if the position s/he occupies has
changed in level of complexity and difficulty sufficiently to warrant a higher grade.
Longevity is not a factor in classification and neither is quality of performance. LCPs
have additional steps to recognize longevity or seniority of staff. Also FSNs may
compete for other, higher-graded positions.
The FSN personnel system is a rank-in-position system. It is the level of complexity
and difficulty of the work that drives the grade/pay. In contrast, rank-in-person
systems recognize an employees individual attributes instead. This latter system is most
commonly found in the military and foreign diplomatic services.
There are pros and cons to each system. In a nutshell, our FSN rank-in-position
system allows an employee to enter the system at any level under the top grade of
the position classification, while rank in person systems typically have new
employees enter at the bottom, with employees advancing slowly but regularly over their
career. Advance is not rapid, but almost always guaranteed. Back to our FSN system,
our new FSN APCD does not have to enter at the lowest grade level for PC
Programming, FSN-7. They can enter at the FSN-10 level and progress to the full
performance level of the position (which may be a FSN-10, FSN-11 or FSN-12,
according to the complexity of the job) as rapidly as their competency and
performance allows. They can also compete for other positions which can provide
more rapid advancement, or place them in a higher level career track. Promotion in
a rank-in-person system is mainly by seniority, but also by personal competence.
Employees in a rank-in-position system tend to be specialists; they are recruited
based on specialized education or experience and are assigned to particular
positions. In a rank-in-person system employees tend to be generalists and are
rotated among jobs in different occupations. In this latter system where employees are
rotated to accommodate the needs of the organization, there can be inequities in pay.
Under our FSN system, equal pay for work of equal value is established by linking
pay/grade to the function performed instead of the person.
Back to the second underlying issue of our original question What is the appropriate
way to recognize outstanding service or performance? Through the incentive awards
program!
5.

What are the procedures for FSN incentive awards? Are they part of the
post/embassy awards program?

FSN direct-hire employees fall under the post incentive awards program. This ensures
equity among FSNs at post in the designation of merit awards. Peace Corps personal
services contractors do not fall under the post plan. Please note that in the past the PC

FSN incentive awards nominations had to be submitted to HQ following approval at post,

usually by an Awards Inter Agency Panel. This is no longer required. You should still
keep the Region aware of any incentive award recommendations and approval and they
should inform HRM. At posts where there is no joint incentive awards program, please
consult PCMS 662, which specifically includes FSNs. Where there is no post awards
program, FSN awards should be submitted through the normal manual section
procedures.
6.

Why does the Department of State have final classification authority over
our FSN positions?

Although the FSN personnel system is a shared system developed jointly by State and all
participating agencies, these agencies have entered into a Memorandum of Agreement
giving the responsibility for administering the FSN system to the Department of State.
This is to ensure that the system is administered equitably and that the US Government
abroad is viewed as only one employer. There is an appeals mechanism available to
FSNs and their supervisors, if there is doubt that a position has been classified correctly.
If you have a question about the classification of an FSN position that cannot be
satisfactorily answered by the post classification authority (usually the Management
Officer or the Human Resources Officer of larger posts), contact PC HRM through your
Regions Chief Administrative Officer for an advisory opinion before filing an appeal. In
the first instance, appeals are heard at post by the Joint Appeals Panel. If the Peace Corps
Country Director is not satisfied with the panels determination, the appeal may be
forwarded to Washington for presentation at the Washington Interagency Position
Classification Appeals Board. On the rarest of occasions, an agency may exercise its
ultimate classification authority. The Deputy Director of each agency has the authority
to overrule the decision of the Washington Board.
7.

What is the difference between a Third Country National employee and an

expatriate?

A Third Country National (TCN) employee is from a country other than the host country
and the U.S. is not recruited locally and the terms of their employment contract include a
repatriation agreement. An expatriate is someone other than a host country national or
US citizen who is recruited and hired locally. TCN salaries are established during salary
surveys when compensation data is requested specifically for any comparator staff not
locally recruited and not international staff from the home country. Expatriate employees
are paid on the local compensation plan to prevent discrimination.
Nationality does not make a different on PC PSCs, but rather the permanent or
continuous residence of the contractor does. They are governed by PC Manual Section
743, when written with individuals who reside in the host country (permanently or
continuously), regardless of nationality (they could be U.S. citizens); and with PC
Manual Section 744, when written with non residents of the host country, who could be
U.S. citizens or citizens of a third country. PSCs in either category differ from those in

the other one by providing additional benefits to locate and relocate the contractor, as
well as provide housing.
8.
What can Peace Corps do for FSN employees re: providing health
insurance?
FSNs are typically provided health insurance. In most cases the host country social
security/insurance (HCSI) would provide for medical services or include a
reimbursement plan. Additionally, during the salary survey process prevailing practice
for insurance benefits is determined as well as for salaries and other benefits. In most
countries this is found to exceed the health benefits provided under HCSI. A post
insurance plan is developed, cleared by all agencies at HQ (by the Region and HRM at
Peace Corps) and then again reviewed at post by all agencies before being implemented.
We are not aware of any post where the FSNs do not have some form of medical
coverage, at a minimum an annual maximum reimbursement of medical costs. If your
post does not provide some form of health insurance or service or reimbursement
program and want HRM to investigate, please let us know. Do remember that health
benefits that we recognize as a standard in the U.S. cannot be expected to be duplicated
by developing countries in most cases.
At times we hear that the host country social security/insurance (health and retirement)
benefits are inadequate or unreliable. There have been cases where the Department of
State has approved the development of private insurance plans. Usually prevailing
practice has driven the move toward these supplementary private insurance plans.
9.

What is the difference between Classification and Compensation?

Classification establishes the internal alignment of positions in an organization. A wellmanaged classification system ensures that the compensation plan is administered
equitably in house. This internal alignment is established by analyzing job descriptions
and determining their worth or grade in reference to classification standards. FSN
classification standards are contained in the 3 FAH 2, Appendix J of Chapter 4 (formerly
the LEPCH).
In most posts classification is now performed through the use of a Computer Assisted Job
Evaluation (CAJE) System. CAJE requires all position descriptions to be analyzed
utilizing standard forms, whose information is then entered into the system. CAJE results
are shared with Agency heads at post; who agree or disagree on the same form. A
dialogue can be established with the Management Officer or the HR Officer, who would
normally conduct a desk audit, but if no agreement can be reached, Agencies can use the
appeal process.
Compensation plans establish the external pay alignment with our comparator companies
or the off-the-shelve survey percentile agreed upon. Key survey positions (KSP) are used
to identify comparator positions. In actuality, it is the generic level of complexity and
responsibility identified by the KSP that is matched. In other words, KSAs are classified

and represent the classification grade when setting the LCP. Basic salary rates, benefits,
allowances, etc. are collected for the positions matched. This is the data subsequently
analyzed by HR/OE for the establishment of the local compensation plan.
10.

Why is there a disparity in grade or pay between similar jobs at different

posts?

First, the difference between classification and compensation must be recognized (see
above). In summary, classification establishes internal alignment of positions at post;
compensation establishes the external pay alignment with the comparator companies or
the survey percentile agreed upon. The same FSN classification and compensation
methodologies are applied consistently world-wide. Since the results of the
compensation methodology always are the products of the local prevailing salary rates,
they vary from country to country. But the grade of the position resulting from the
application of the FSN classification standard will be the same for identical positions in
different posts of the same complexity. One variable which may change the classification
results is complexity of the post and the individual position. Thus, the average Peace
Corps Program Assistant to two APCDs, over 50 Volunteers, who travels sporadically
and provides logistical support, in a country with a different language, will typically be
an FSN-07, whether the position is located in Belize, Poland, Micronesia or Benin. But
the pay may vary greatly, based on differences in the LCP.
Sometimes we have what appear to be identical positions that are graded differently. For
Peace Corps FSN APCD positions this is because post size has an impact on the grade of
our positions. Post size has an impact on grade in most of the classification standards
currently published. We will review this impact during our review of the FSN 4020
(Peace Corps Program Series) standard and do what we can to expand on any program or
environmental complexities that outweigh the post size criteria.
11.

How do we justify a request for exception grade for an FSN?

To justify a request for exception grade, one of the four criteria outlined in Appendix A
of the 3 FAH 2, Chapter 4 (on CD-ROM at the Embassy) must apply. Remember that an
exception grade is any grade for which there is no established grade level in the standard.
It can be an FSN-8, if a position is classified as an FSN-7, and so on. We are usually
thinking of the FSN-13 level, since our FSN 4020 standard stops at FSN-12. Your
thought process should begin with establishing that a significant difference in level of
complexity and responsibility exists between the FSN-12 level as described in the FSN4020 (or other) series and the contribution being made by the FSN-potential-13. HR/OE
will also review the correctness of currently classified FSN-12 positions
The next step is to identify criteria on which to base the request. The two criteria most
frequently used as the basis for the FSN-13 exception grade requests are (1) regular and
recurring duties and responsibilities that significantly exceed those described at the
highest level in the standard or (2) peculiar, major and exceptionally valuable
contributions made by an employee on a continuing basis which significantly enhances a

posts ability to accomplish its mission. There is a quota of 20% of our total FSN 12/13
population eligible for the FSN-13 level. In all instances posts should determine if a
compensation or awards issue exists and not a classification issue, before initiating a
request for an exception grade. If you have any questions, please refer to Appendix A
prior to contacting HRM/ your CAO for guidance.
12.

When should we process an FSN personnel action through the Embassy

and when should it go to Peace Corps HQ?

All FSN direct-hire personnel actions are processed through the Embassy. Please consult
PCMS 602 and your Regions CAO/Staffing Analyst for guidance on which personnel
actions require concurrence from the individual Regional Directors before processing
through the Embassy. It is not necessary to process any FSN actions through HRM; you
should refer to your CAO/Staffing Analyst for guidance at anytime, especially when you
are unsure about the proper procedures to follow or for guidance at anytime, especially
when you are unsure about the proper procedures to follow or for guidance on
classification or compensation issues. For posts without State Department presence,
normally, it would be through the Embassy servicing that post at a hub. Personal service
contracts are processed by Peace Corps at post as per established practice.
13.

Why do we want equity between State and Peace Corps FSNs when we dont
have equity between State and PC U.S. citizen-hires?

Equity between FSNs and equity between U.S. citizen-hires are based on separate sets of
principles. Equity for the FSNs is an integral part of the Foreign Service Act (FSA) of
1980, which requires coordination in the employment of host country nationals, with all
USG agencies at post acting as one employer. In this manner we do not compete
among ourselves for the best employees and we extend our FSNs career possibilities
within a larger employment community after all career opportunities at Peace Corps have
been exhausted.
The Foreign Service Act is applicable to our U.S. international staff as well. The FSA
gives the authority to the head of each agency to develop and administer their own U.S.
personnel program. This means that each agency can tailor its own U.S. personnel
program to fit that agencys mission and needs. In Peace Corps, it was decided that to
achieve our development assistance goals through a grassroots approach it would be
advantageous to establish a physical distance from the Embassy and philosophical
difference in our personnel policy and administration from that of the Department of
State.
14.

Will a revision of the Peace Corps Classification Standard (FSN-4020)

provide the opportunity to upgrade our FSN positions?

It is highly unlikely that any revision of the FSN-4020 standard will have a widespread
impact on the grades of our FSN positions. Hopefully through thoughtful and careful
revisions we will develop a standard that incorporates changes in the procedures and

identifies complexities of the work we expect from our FSN employees. By carefully
and clearly documenting these new procedures and complexities at the various grade
levels we hope to facilitate the correct classification of Peace Corps positions worldwide.
It is not realistic to believe that we have changed our way of doing business to such an
extent that there will be a mass impact on grades.
The current FSN-4020 series was written by Peace Corps in the early 1980s following a
detailed survey of all the regions. The changes that have occurred exist in the
implementation of the Computer Assistant Job Evaluation, which measures
responsibility, knowledge, intellectual skills, communication and working environment,
with pre-established gradations. Nevertheless, the FSN-4020 series were used to
determine PC position classification.
15.

Why doesnt the Local Compensation Plan (LCP) apply to PSCs?

Please refer to Peace Corps Manual Sections 743 (addressed to the procurement of
personal services from host-country residents, regardless of their nationality) and 744
(addressed to the procurement of personal services from NON-host country residents).
The Local Compensation Plan may be used as the foundation for establishing labor
market rates in country, but the user should take into account which grade to use in the
comparison.
16.

Can Peace Corps establish supplemental retirement or health insurance

plans for its FSN direct-hire employees?

No. We are obliged to follow the LCP and all attachments, including health/retirement
plans, severance plans, etc. Where Peace Corps posts feel there is a need for
supplemental plans, the Country Director and the AO should work closely with the
Embassy Management Officer/Human Resources Officer to ensure that the next
compensation survey includes a request for information on the existence of such
supplemental plans among comparators.
17.

How often should we expect FSN salaries to be adjusted? How often are
salary surveys conducted?

FSN salaries may be adjusted as often as every month, if seriously deteriorating local
economic conditions so warrant. Typically a Full Salary Survey is conducted every four
to five years this may occur more often in countries with fast changing economic
conditions. A Salary Change Survey should be conducted each year on the anniversary
of the Full Survey. A Spot Check may be done as needed which could be every three to
six months. Nevertheless, normally, surveys and compensation adjustments, if
warranted, are done yearly as close as possibly to their anniversary. The post usually
stays in continuous contact with the personnel officers of the comparator companies. In
this manner they are aware of any salary movements and can decide the appropriate
timing of any Spot Check. For more information on the Salary Survey Process, please
refer to the 3 FAH 2, Foreign Service National Compensation Handbook and the Foreign

Service National Personnel Administration Handbook (FSNPAH); these are or will be

available on CD-ROM at the Embassy.
18.

I cant terminate my FSN because I do not want to pay the severance pay.
How can I handle this situation?

Severance pay is cheap compared with the negative message sent to other FSNs when we
tolerate inadequate performance. The cost is twofold: First, in continuing direct payment
of salary to an FSN who is not performing at a successful level and, second, in lowering
the performance level of other FSN staff. This is caused by low morale and also the
recognition of a new inferior level of acceptable performance. Furthermore, the Agency
has a central no-year fund from which it pays severance.
How to handle this situation? Develop fair performance goals and standards, based on
the full performance level of the position. Communicate the satisfactory performance
indicators to each FSN ensuring a complete understanding at the onset of work or at least
at the anniversary evaluation. Counsel and coach your FSNs throughout the
performance cycle providing positive feedback, as well as making positive suggestions
for improved performance. Provide the tools (training, equipment, etc.) necessary for
successful performance. Utilize Performance Improvement Plans, to gauge necessary
improvement or to Document unsuccessful performance. Consult the post
Management/Human Resources Officers for guidance on adverse actions in accordance
with local labor law and the post disciplinary plan. Each Embassy usually has a local
labor lawyer on retainer or at least identified and readily available. Use their services.
Is there a short-cut to handling performance issues? Yes. Dont let them start! At the
beginning of their employment, FSNs serve a required probationary period, the length of
which is established by the post in accordance with prevailing practice, which is based on
local law. It is usually found in the local employee handbook that most embassies
prepare or in an attachment to the local compensation plan. Take this probationary
period seriously. Termination during the probationary period usually does not require the
payment of severance pay. Half way through the probationary period, conduct a
performance review with your FSN. Give notice that any deficiencies will be grounds for
not extending employment. You may terminate an employee at any time during the
probationary period, but use care and good common sense in treating staff fairly.
Peace Corps has a special fund to pay severances, but accessing this fund requires the
previous authorization of the corresponding Regional CAO.
19.

What rules apply for FSNs Performance Management?

The policy for FSN performance management if found in 3 FAM 900. The procedures
are located in the Foreign Service National Personnel Administration Handbook. Helpful
hints to supervisors are found in the Handbook on Supervision of Foreign Service
Nationals. All the above documents are or will be on CD-ROM at the Embassy. The
procedures and format for FSN Performance Management have been recently changed.

The current version provides a thorough performance evaluation that can be tailored as
closely to the evaluation of American Staff as you want. It will take a bit more work on
your part.
20.

Does the Five-Year Rule apply to FSNs? Why Not?

The Five-Year Rule does not apply to FSNs. Under the provisions of the Peace Corps
Act, Section 7 (a) (2) (A), time limited appointments apply to Foreign Service
appointments. There is a no indication that alien or local employee appointments are
also to be subject to this rule. While it would be possible for Peace Corps to introduce
legislation to amend the Peace Corps Act, the following legislation would still apply: (1)
the Foreign Service Act, Section 203, gives the Chief of Mission (Ambassador) at post
the authority to coordinate all activities at post, including assuring equal treatment for all
FSNs despite agency affiliation; (2) Section 4 (c) of the Peace Corps Act limits the Peace
Corps ability to use any authority under the Act to the extent that it may interfere with
the ability of the Secretary of State to control and direct the foreign policy of the United
States; and (3) the Vienna Convention contains provisions for diplomatic immunity but
excludes sovereign immunity for commercial activities including the employment of
local nationals. This suggests that imposing time limitations to appointments may not be
legal under local law. Where it is legal, such time-limited appointments would be subject
to the separation indemnities (read extra $$$).
As a matter of fact, in many posts, labor law identifies functions that are considered to be
of an indefinite nature. In those cases, services procured under a personal services
contract, although having an expiration date, will be considered to be indefinite in nature
and the payment of severance will be required at the end, according to local labor law.
21. Is it true that FSNs are eligible for Special Immigrant Visas? What is the
policy? How do they apply?
After 15 years of loyal service, FSNs are eligible to apply at post for Special Immigrant
Visas (SIV) for themselves and their accompanying spouse and children. While we do
not believe that all FSN employees aspire to live in the United States, this indirect benefit
of employment with the U.S. Government can be an important one.
Applications are forwarded to the Department of State in Washington, provided that a
recommendation for granting such status is presented by the Principal Officer of a
Foreign Service post and that the FSN is identified as having met the exceptional
circumstances requirement of 9 FAM, Part III (22 CFR 42.26) during his/her USG
career. Please consult post for additional information on the procedures.
Applying for an SIV is an important personal decision that an FSN should make only
after careful consideration. If you have an FSN who would like to apply for an SIV, you
may wish to suggest that they make an extended visit to the States first. They may also
need advice and guidance on financial planning for such a move. Unfortunately, while
there are success stories, there are also sad cases of FSNs who were not able to make the

transition and lost lump sum CSR/ Retirement payments or all their savings before
returning to their home country.