[Federal Register Volume 75, Number 95 (Tuesday, May 18, 2010)]
[Notices]
[Pages 27866-27915]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 2010-11663]
[[Page 27865]]
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Part II
Department of Defense
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Science and Technology Reinvention Laboratory Personnel Management
Demonstration Project, Department of the Air Force, Air Force Research
Laboratory (AFRL); Notice
Federal Register / Vol. 75 , No. 95 / Tuesday, May 18, 2010 /
Notices
[[Page 27866]]
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DEPARTMENT OF DEFENSE
Office of the Secretary
Science and Technology Reinvention Laboratory Personnel
Management Demonstration Project, Department of the Air Force, Air
Force Research Laboratory (AFRL)
AGENCY: Office of the Deputy Under Secretary of Defense (Civilian
Personnel Policy) (DUSD (CPP)), DoD.
ACTION: Notice of amendment to modify existing demonstration project
initiatives.
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SUMMARY: This notice of amendment modifies existing demonstration
project initiatives, to adopt flexibilities from Science and Technology
Reinvention Laboratories (STRLs) and to propose expansion of coverage
of the AFRL Personnel Demonstration Project to AFRL employees in
Business Management and Professional, Technician, and Mission Support
occupations.
DATES: The adoption of the listed STRL demonstration project
flexibilities may be implemented beginning on the date of publication
of this notice in the Federal Register; and implementation of the
flexibilities will be through AFRL implementing issuances and notices
to appropriate stakeholders.
The proposed expansion of the AFRL Demonstration Project may not be
implemented until a 30-day comment period is provided, comments
addressed, and a final Federal Register notice published. To be
considered, written comments must be submitted on or before June 17,
2010.
ADDRESSES: Send comments on or before the comment due date by mail to
Ms. Betty A. Duffield, CPMS-PSSC, Suite B-200, 1400 Key Boulevard,
Arlington, VA 22209-5144; by e-mail to [email protected]; or
by Fax to 703-696-5462.
FOR FURTHER INFORMATION CONTACT: AFRL: Ms. Michelle Williams, AFRL/DPL,
1864 4th Street, Wright-Patterson AFB, Ohio 45433-7130.
DoD: Ms. Betty A. Duffield, CPMS-PSSC, Suite B-200, 1400 Key
Boulevard, Arlington, VA 22209-5144.
SUPPLEMENTARY INFORMATION: This notice of amendment modifies existing
demonstration project initiatives, to adopt flexibilities from Science
and Technology Reinvention Laboratories (STRLs), previously enumerated
in section 9902(c)(2) of title 5, United States Code (U.S.C.), now
redesignated in section 1105 of the National Defense Authorization Act
(NDAA) for Fiscal Year (FY) 2010, Public Law 111-84, 123 Stat. 2486,
and to propose expansion of coverage of the AFRL Personnel
Demonstration Project to AFRL employees in Business Management and
Professional, Technician, and Mission Support occupations.
Section 342(b) of the National Defense Authorization Act (NDAA) for
Fiscal Year (FY) 1995, as amended (10 U.S.C. 2358 note) by section 1109
of NDAA FY 2000 and section 1114 of NDAA FY 2001, authorizes the
Secretary of Defense to conduct personnel demonstration projects at DoD
laboratories designated as STRLs. The above-cited legislation
authorizes DoD to conduct demonstration projects to determine whether a
specified change in personnel management policies or procedures would
result in improved Federal personnel management. Section 1107 of Public
Law 110-181, as amended by section 1109 of Public Law 110-417 requires
the Secretary of Defense to execute a process and plan to employ the
personnel management demonstration project authorities granted to the
Office of Personnel Management under section 4703, title 5, U.S.C., at
the STRLs previously enumerated in section 9902(c)(2) of title 5,
U.S.C., which are now redesignated in section 1105 of the NDAA for FY
2010, Public Law 111-84, 123 Stat. 2486, and 73 FR 73248, to enhance
the performance of these laboratories. AFRL is listed as one of the
STRLs previously enumerated in section 9902(c)(2) of title 5, U.S.C.,
and now redesignated in section 1105 of the NDAA for FY 2010, Public
Law 111-84, 123 Stat. 2486.
1. Background
The STRL demonstration projects are ``generally similar in nature''
to the Navy's China Lake Demonstration Project. The terminology
``generally similar in nature'' does not imply an emulation of various
features, but rather ``that the effectiveness of Federal laboratories
can be enhanced by allowing greater managerial control over personnel
functions,'' * * * which * * * ``can help managers to operate with more
authority, responsibility, and skill to increase work force and
organizational effectiveness and efficiency.'' \1\
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\1\ Federal Register, Vol. 45, No. 77, Friday, April 18, 1980,
Proposed Demonstration Project: An Integrated Approach to Pay,
Performance Appraisal, and Position Classification for More
Effective Operation of Government Organizations.
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In August 1994, a special action ``Tiger Team'' was formed by the
Director of Science and Technology for Air Force Materiel Command in
response to the proposed DoD legislation allowing reinvention
laboratories to conduct personnel demonstration projects. The team was
chartered to take full opportunity of this legislation and develop
solutions that would alleviate or resolve many of the prevalent and
well-documented Laboratory personnel issues. The team composition
included managers from the original four Air Force Laboratories (which
merged and became AFRL in August 1997), retired and current Laboratory
directors, and subject matter experts from civilian personnel and
manpower. This team developed 27 initiatives which together represented
sweeping changes in the entire spectrum of human resource management
for the Laboratory. Several initiatives were designed to assist the
Laboratory in hiring and placing highly-qualified Scientist and
Engineer (S&E) candidates to fulfill mission requirements. Others
focused on developing, motivating, and equitably compensating employees
based on their contribution to the mission. Initiatives to effectively
manage workforce turnover and maintain organizational excellence were
also developed. These 27 initiatives were endorsed and accepted in
total by the four Laboratory Commanders.
After the authorizing legislation passed, a Demonstration Project
Office with four employees was established in September 1994. Under the
guidance of the Air Force Materiel Command Director of Science and
Technology, the Project Office was charged with further developing and
implementing the demonstration concept. Initially, the Project Office
solicited volunteers from across the then four Laboratories and the
servicing civilian personnel offices to staff six integrated product
teams. Sixty civilian managers and employees from most of the four
Laboratories' geographic locations and appropriate base level personnel
offices worked for nine months to develop the detailed concept and
implementation for each initiative.
After a thorough study, the original 27 initiatives were reduced to
20. Seven of these initiatives were published in the original Federal
Register notice and appear herein. The remaining initiatives were
subject to either DoD or AF regulation and waivers were sought at those
levels.
2. Overview
This Federal Register notice (FRN) supersedes the four previous
AFRL Demonstration Project FRNs. Substantive changes include updating
the demonstration project Reduction-in-Force (RIF) procedures;
expanding the
[[Page 27867]]
coverage of the Demonstration Project to include AFRL employees in
Business Management and Professional, Technician, and Mission Support
occupations; and the ability to establish an Above GS-15 authority
(broadband level V). In this FRN, AFRL is also adopting flexibilities
from other STRL personnel demonstration projects. Additional
flexibilities include using an alternative examining process;
implementing the Distinguished Scholastic Achievement Appointment
authority; expanding the use of temporary promotions and details;
authorizing pay setting flexibilities; and requiring the Demonstration
Project to be cost disciplined. Also, the expanded plan reduces the
number of factors from six to four, with corresponding descriptors for
each broadband level in a career path.
The original AFRL Personnel Management Demonstration Project plan
was published in 61 FR 60399, November 27, 1996. This Demonstration
Project plan involves simplified, delegated position classification,
two types of appointment authorities, an extended probationary period,
broadbanding, and a Contribution-based Compensation System (CCS). Three
amendments to the final plan were published in the Federal Register.
The first amendment to clarify which employees are subject to the
extended probationary period; provide the CCS bonus to eligible
employees subject to the General Schedule (GS) 15, step 10 pay cap; and
change the names of the descriptor ``Cooperation and Supervision'' and
CCS Factor 6, ``Cooperation and Supervision,'' to ``Teamwork and
Leadership'' was published in 65 FR 3498, January 21, 2000. The second
amendment changed the amount of time required to be assessed under CCS
from 180 to 90 calendar days and was published in 70 FR 60495, October
18, 2005. The third amendment eliminating mandatory factor weights was
published in 74 FR 15463, April 6, 2009.
Flexibilities published in this Federal Register notice shall be
available for use by all STRLs enumerated in section 9902(c)(2) of
title 5, U.S.C., which are now redesignated in section 1105 of the NDAA
for FY 2010, Public Law 111-84, 123 Stat. 2486, if they wish to adopt
them in accordance with DoD Instruction 1400.37; 73 FR 73248 to 73252;
and the fulfilling of any collective bargaining obligations.
Dated: May 12, 2010.
Mitchell S. Bryman,
Alternate OSD Federal Register Liaison Officer, Department of Defense.
Table of Contents
I. Executive Summary
II. Introduction
A. Purpose
B. Problems With the Present System
C. Changes Required/Expected Benefits
D. Participating Employees and Labor Participation
E. Project Design
III. Personnel System Changes
A. Hiring and Appointment Authorities
B. Pay Setting Outside the Contribution-Based Compensation
System
C. Broadbanding
D. Classification
E. Contribution-Based Compensation System
F. Dealing With Inadequate Contributions
G. Voluntary Emeritus Corps
H. Reduction-in-Force Procedures
IV. Training
V. Conversion
A. Conversion to the Demonstration Project
B. Conversion to Another Personnel System
VI. Project Duration and Changes
VII. Evaluation Plan
VIII. Demonstration Project Costs
IX. Required Waivers to Law and Regulation
A. Waivers to Title 5, United States Code
B. Waivers to Title 5, Code of Federal Regulations
Appendix A. Career Path Occupational Series
Appendix B. Descriptors Sorted by Career Path, Broadband Level, and
Factor
Appendix C. Descriptors Sorted By Career Path, Factor, and Broadband
Level
I. Executive Summary
The original Project was designed by the Department of the Air
Force (AF), with participation of and review by the DoD and the Office
of Personnel Management (OPM). The purpose was to achieve the best
workforce for the Laboratory mission, prepare the workforce for change,
and improve workforce quality. The Project framework addressed all
aspects of the human resources life cycle model. There were three major
areas of change: (1) Laboratory-controlled rapid hiring; (2) a
Contribution-based Compensation System; and (3) a streamlined removal
process.
Initially, the Project covered only professional S&E positions and
employees. This Federal Register notice incorporates a design for
coverage of not only S&E employees but also the AFRL employees in
Business Management and Professional, Technician, and Mission Support
occupations.
II. Introduction
A. Purpose
The purpose of the Project is to demonstrate that the effectiveness
of DoD laboratories can be enhanced by allowing greater managerial
control over personnel functions and, at the same time, expanding the
opportunities available to employees through a more responsive and
flexible personnel system. This Demonstration Project, in its entirety,
attempts to provide managers, at the lowest practical level, the
authority, control, and flexibility needed to achieve a quality
Laboratory and quality products.
B. Problems With the Present System
The success of the Demonstration Project for S&E personnel has
convinced AFRL management that the same system should be implemented
for the remaining AFRL workforce. The Laboratory Demonstration Project
implemented a broadbanding structure that replaced the 15 grades under
the GS classification structure. This flexibility has enabled
management to offer competitive starting salaries and seamlessly
progress employees through the broadband levels based on contribution
to the mission. The CCS has provided management an effective,
efficient, and flexible method for assessing, compensating, and
managing the S&E workforce. CCS has created more employee involvement
in the assessment process, increased communication between supervisors
and employees, promoted a clear accountability of contribution,
facilitated employee career progression, and has provided an
understandable basis for basic pay changes.
The civilian GS personnel system has several major inefficiencies,
which hinder management's ability to recruit and retain the best-
qualified personnel. Line managers have only limited flexibility to
administer personnel resources, and existing personnel regulations are
often in conflict with management's ability to support world-class
research. Current personnel action processes cause delays in
recruiting, reassigning, promoting, and removing employees. AFRL
received no hiring authorities with the initial Demonstration Project
implementation. Laboratories that implemented their authorities at a
later time received hiring flexibilities that AFRL now wishes to
pursue.
The GS classification system requires lengthy, narrative,
individual position descriptions, which have to be classified by the
use of complex and often outdated position classification
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standards. The classification process under the AFRL Demonstration
Project has been highly successful, can be accomplished quickly and
efficiently, and has given managers control over their workforce.
The current RIF system, for both GS and demonstration project
employees, does not adequately recognize contribution as a major
criterion in RIF situations. The RIF rules are complex and difficult to
understand and administer. The RIF process disrupts operations, due to
displacement of employees within their competitive levels and in the
exercise of bump and retreat rights.
The same flexibilities for attracting and retaining highly talented
employees from which AFRL currently benefits for the S&E workforce
should not be limited to the S&E career path. The success of the
Laboratory is dependent on its total workforce not just S&E personnel;
thus, the demonstration project flexibilities should be extended to the
entire Laboratory workforce. The new authorities will provide
additional management tools that will enable AFRL to attract and retain
the best and brightest employees for all career paths.
C. Changes Required/Expected Benefits
The AFRL Demonstration Project has demonstrated that a human
resource system tailored to the mission and needs of the Laboratory
results in: (a) Increased quality of the workforce and the Laboratory
products they produce; (b) increased timeliness of key personnel
processes; (c) trended workforce data that reveals increased retention
of ``excellent contributors'' and increased separation rates of ``poor
contributors;'' and (d) increased employee satisfaction with the
Laboratory.
D. Participating Employees and Labor Participation
There are approximately 5,025 employees assigned to AFRL, with the
majority located in or at Arlington, Virginia; Brooks City Base, Texas;
Edwards Air Force Base (AFB), California; Eglin AFB, Florida; Hanscom
AFB, Massachusetts; Kirtland AFB, New Mexico; Rome, New York; Tyndall
AFB, Florida; and Wright-Patterson AFB, Ohio. Employees are also
located at sites around the world.
Of the 5,025 AFRL employees, approximately 2,630 are currently in
the Demonstration Project. The National Federation of Federal Employees
(NFFE) and the American Federation of Government Employees (AFGE)
represent professional and nonprofessional employees at many sites
within AFRL. At this time, there are approximately 140 employees in the
NFFE and AFGE bargaining units that are in the Demonstration Project.
AFRL is proceeding to fulfill its obligation to consult or negotiate
with the unions, as appropriate, in accordance with 5 U.S.C. 4703(f)
and 7117. AFRL plans to initially convert the non-bargaining unit
workforce into the Project with the hope of successfully negotiating
with the impacted unions to convert the remaining Business Management
and Professional, Technician, and Mission Support workforce into the
Project at a later date.
In determining the original scope of the Demonstration Project,
primary consideration was given to the number and diversity of
occupations within the Laboratory and the need for adequate development
and testing of the Contribution-based Compensation System.
Additionally, DoD human resource management design goals and priorities
for the entire civilian workforce were considered. While the intent of
this Project is to provide the AFRL Commander/Executive Director and
subordinate supervisors with increased control and accountability for
their total workforce, the decision was made to initially restrict
development efforts to GS/GM positions within the professional S&E
specialties.
With this expansion effort, a total of 155 occupational series are
included in the Project. During the course of the Project, other series
may be included or moved to a more appropriate career path. For
instance, a path for physicians and dentists may be added to the
Project at a later date.
The series included in the initial implementation of the Project
were placed in the S&E career path (pay plan DR). The success of the
Demonstration Project for the S&Es has proven that it is prudent to
expand the flexibilities to the AFRL workforce in Business Management
and Professional, Technician, and Mission Support occupations. This
Federal Register notice proposes implementation of three new career
paths for the Business Management and Professional (pay plan DO),
Technician (pay plan DX), and Mission Support (pay plan DU)
occupations. The new career paths are constructed based on career
progression and occupational responsibilities, taking into
consideration the AFRL workforce, the existing S&E career path and the
design of other Defense laboratory broadbanding systems. The career
paths along with the occupational series included are listed in
Appendix A. Series may be added or deleted as mission work evolves and
new competencies are needed.
E. Project Design
For the expansion design, the AFRL Demonstration Project Office
recruited volunteers from the 10 AFRL directorates. Most team members
were drawn from the career fields being considered for expansion,
although some engineers were on the team to assist with understanding
the current authorities. The team considered existing AFRL authorities
in addition to authorities and design elements of the other DoD
Personnel Management Demonstration Project laboratories and other
Federal alternative personnel systems.
Although some of the original initiatives addressed recruiting and
hiring issues, the Demonstration Project was not able to implement
hiring flexibilities with the original publication. Additionally, the
RIF changes were denied at the last minute, leaving only a change in
how additional service credit was awarded based on the CCS scores. This
Federal Register notice adopts hiring authorities currently utilized by
other DoD STRL Personnel Demonstration Projects and implements a
redesigned RIF methodology, which simplifies and strengthens the
process.
III. Personnel System Changes
A. Hiring and Appointment Authorities
1. Description of Hiring Process
At this time, AFRL is implementing a streamlined examining process
as demonstrated in other Defense Personnel Management Demonstration
Project laboratories. This applies to all positions in AFRL, with the
exception of Senior Executive Service (SES), Scientific or Professional
(ST), and broadband V positions and any examining process covered by
court order. This authority includes the coordination of recruitment
and public notices, the administration of the examining process, the
certification of candidates, and selection and appointment consistent
with merit system principles, to include existing authorities under
title 5, U.S.C. and title 5, CFR. The ``rule of three'' is eliminated,
similar to the authorities granted to: (1) Naval Research Laboratory
(NRL), 64 FR 33970, June 24, 1999; (2) Naval Sea (NAVSEA) Systems
Command Warfare Centers, 62 FR 64049, December 3, 1997; and (3)
Communications-Electronics Research, Development, and Engineering
Center (CERDEC), 66 FR 54871, October 30, 2001. When there are no more
than 15 qualified applicants and no preference eligibles, all eligible
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applicants are immediately referred to the selecting official without
rating and ranking. Rating and ranking are required only when the
number of qualified candidates exceeds 15 or there is a mix of
preference and nonpreference applicants. Statutes and regulations
covering veterans' preference are observed in the selection process and
when rating and ranking are required.
AFRL's Distinguished Scholastic Achievement Appointment Authority
(DSAA) uses an alternative examining process which provides the
authority to appoint individuals with undergraduate or graduate degrees
through the doctoral level to positions up to the equivalent of GS-12
in series identified in the S&E or Business Management and Professional
career paths. This enables AFRL to respond quickly to hiring needs for
eminently qualified candidates possessing distinguished scholastic
achievements. This flexibility is similar in nature to the authority
granted to: (1) The Army Missile Research, Development, and Engineering
Center (AMRDEC), 64 FR 12216, March 11, 1999; (2) Army Research
Laboratory (ARL), 65 FR 3500, January 21, 2000; (3) Army Engineer
Research and Development Center (ERDC), 64 FR 12216, March 11, 1999;
and (4) NAVSEA, 62 FR 64064, December 3, 1997.
Candidates may be appointed provided they meet the minimum
standards for the position as published in OPM's operating manual,
``Qualification Standards for General Schedule Positions'' and the
candidate has a cumulative grade point average of 3.5 (on a 4.0 scale)
or better in their field of study (or other equivalent score) or are
within the top 10 percent of a university's major school of graduate
studies, such as Business School, Law School, etc.
2. Qualification Determinations
A candidate's basic eligibility is determined using OPM's
``Qualification Standards Handbook for General Schedule Positions.''
Selective placement factors may be established in accordance with OPM's
Qualification Handbook when judged to be critical to successful
position contribution. These factors are communicated to all candidates
for particular position vacancies and must be met for basic
eligibility.
S&E (pay plan DR) and Business Management and Professional (pay
plan DO) occupations: The DR and DO pay plans' broadband level I
minimum eligibility requirements are consistent with the GS-07
qualifications. Broadband level II minimum eligibility requirements are
consistent with the GS-12 qualifications. Broadband levels III and IV
are single-grade broadband levels and consistent with the minimum
qualifications for the respective GS grades of 14 and 15.
Technician (pay plan DX): The DX pay plan broadband level I minimum
eligibility requirements are consistent with the GS-01 qualifications.
Broadband level II minimum eligibility requirements are consistent with
the GS-05 qualifications. Broadband level III minimum eligibility
requirements are consistent with the GS-08 qualifications. Broadband IV
minimum eligibility requirements are consistent with the GS-11
qualifications.
Mission Support (pay plan DU): The DU pay plan broadband level I
minimum eligibility requirements are consistent with the GS-01
qualifications. Broadband level II minimum eligibility requirements are
consistent with the GS-05 qualifications. Broadband level III minimum
eligibility requirements are consistent with the GS-07 qualifications.
Broadband IV minimum eligibility requirements are consistent with the
GS-09 qualifications.
3. Appointment Authority
Under the Demonstration Project, there are two appointment options:
Regular career and modified term. The career-conditional appointment
authority is not used under the Demonstration Project. Regular career
appointments continue to use existing authorities and entitlements, and
employees serve a probationary period. Probationary career employees
are in tenure group I for RIF purposes. The modified term appointment
is described below.
4. Modified Term Appointments
The Laboratory conducts many research and development (R&D)
projects that range from three to six years. The current four-year
limitation on term appointments imposes a burden on the Laboratory by
forcing the termination of some term employees prior to completion of
projects they were hired to support. This disrupts the R&D process and
reduces the Laboratory's ability to serve its customers. Under the
Demonstration Project, AFRL has the authority to hire individuals under
modified term appointments. These appointments are used to fill
positions for a period of more than one year but not more than five
years when the need for an employee's services is not permanent. The
modified term appointment differs from term employment as described in
5 CFR part 316 in that it may be made for a period not to exceed five
years, rather than four years. In addition, the AFRL Commander/
Executive Director and pay pool managers are authorized to extend a
term appointment one additional year. Employees hired under the
modified term appointment authority may be eligible for conversion to
career appointments. To be converted, the employee must: (1) Have been
selected for the term position under competitive procedures, with the
announcement specifically stating that the individual(s) selected for
the term position(s) may be eligible for conversion to career
appointment at a later date; (2) served a minimum of two years of
continuous service in the term position; (3) be selected under merit
staffing procedures for the permanent position; and (4) have a current
delta CCS rating greater than -0.3.
Employees serving under regular term appointments at the time of
conversion to the Demonstration Project will be converted to the new
modified term appointments provided they were hired for their current
positions under competitive procedures. These employees will be
eligible for conversion to career appointment if they have a current
delta CCS rating greater than -0.3 and are selected under merit
staffing procedures for the permanent position after having completed
at least two years of continuous service.
5. Extended Probationary Period
A new employee needs time and opportunities to demonstrate adequate
contribution for a manager to render a thorough evaluation. The purpose
of the extended probationary period or trial period is to allow
supervisors an adequate period of time to fully evaluate an employee's
contribution and conduct. An extended probationary or trial period of
three years applies to all newly hired S&E employees, including
individuals entering the Demonstration Project after a break in service
of 30 calendar days or more. Employees who enter the Demonstration
Project with a break in service of less than 30 calendar days are not
required to complete an extended probationary or trial period if their
service was in the same line of work as determined by the employee's
actual duties and responsibilities. Current permanent Federal employees
hired into the Demonstration Project are not required to serve a new
probationary or trial period. Any employee appointed prior to the date
of this Federal Register notice will not be affected. Supervisory
probationary periods are made consistent with 5 CFR part 315.
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Student Career Experience Program (SCEP) students earning a
bachelor's degree are required to serve the extended probationary
period upon non-competitive conversion to career appointment. SCEPs
earning a master's degree or Ph.D. will have their SCEP employment time
counted toward the completion of the extended probationary period upon
non-competitive conversion to career appointment. The requirements in 5
CFR 315.802(c) apply when determining creditable service.
Aside from extending the time period, all other features of the
current probationary or trial period are retained including the
potential to remove an employee without providing the full substantive
and procedural rights afforded a non-probationary employee when the
employee fails to demonstrate proper conduct, competency, and/or
adequate contribution.
When terminating probationary or trial employees, AFRL provides
employees with written notification of the reasons for their separation
and provides the effective date of the action.
6. Expanded Temporary Promotions and Details
Under GS rules, details and temporary promotions to higher graded
positions cannot exceed 120 days without being made competitively. AFRL
may effect details to higher broadband level positions and temporary
promotions of not more than one year within a 24-month period without
competition, with the ability to extend one additional year, to
positions within the Demonstration Project. This is similar to the
authority granted to the NRL in 64 FR 33970, June 24, 1999.
B. Pay Setting Outside the CCS
Management has authority to establish appropriate basic pay for
employees moving within and into the Demonstration Project through
internal and external competitive and non-competitive authorities. The
basic pay of newly hired personnel entering the Demonstration Project
is set at a level consistent with the expected contribution of the
position based on the individual's academic qualifications,
competencies, experience, scope and level of difficulty of the
position, and/or expected level of contribution. Pay pool managers may
establish specific pay setting criteria. Basic pay is limited to that
equal to GS-15, step 10. A bonus may be considered in lieu of a basic
pay increase.
The authorities for retention, recruitment, and relocation payments
granted under 5 CFR part 575 have been delegated to the AFRL Commander/
Executive Director and pay pool managers. Eligibility and documentation
requirements, as described in 5 CFR part 575, are still in effect.
Recruitment of students is currently limited to the local commuting
area because college students frequently cannot afford to relocate to
accept job offers within the Laboratory and continue to attend school
in a different commuting area. Therefore, AFRL requires the ability to
expand recruitment to top universities and incentivize mobility by
paying additional expenses to students accepting employment outside of
their geographic area. The authority to pay relocation bonuses is
expanded to allow management to pay a bonus each time the co-operative
education student returns to duty to the Laboratory.
1. Local Interns
Outside of the rating cycle, a manager may grant a basic pay
increase to an entry-level Business Management and Professional and S&E
employee (broadband I) whose contribution justifies accelerated
compensation. This is similar to the authority granted to AMRDEC in 62
FR 34876, June 27, 1997.
C. Broadbanding
The use of broadbanding provides a stronger link between pay and
contribution to the mission of the Laboratory than what exists in the
GS system. It is simpler, less time consuming, and not as costly to
maintain. In addition, such a system is more easily understood by
managers and employees, is easily delegated to managers, coincides with
recognized career paths, and complements the other personnel management
aspects of the Demonstration Project.
In the Demonstration Project, the broadbanding system replaces the
GS structure. Initially, only S&E positions in AFRL were covered. This
Federal Register notice provides the authority to expand coverage of
the Demonstration Project to Business Management and Professional,
Technician, and Mission Support occupations. ST and SES employees are
not covered.
Table 2 shows the four broadband levels in each career path,
labeled I, II, III, and IV, with the exception of newly expanded
broadband V for the S&E career path. The broadband levels are designed
to facilitate pay progression and to allow for more competitive
recruitment of quality candidates at differing rates within the
appropriate broadband level(s). The S&E career path broadband level I
includes the current GS-07 through GS-11; level II, GS-12 and GS/GM-13;
level III, GS/GM-14; level IV, GS/GM-15; and level V, above GS/GM-15.
The Business Management and Professional career path broadband level I
includes the current GS-07 through GS-11; level II, GS-12 and GS/GM-13;
level III, GS/GM-14; and level IV, GS/GM-15. The Mission Support career
path broadband level I includes the current GS-01 through GS-04; level
II, GS-05 and GS-06; level III, GS-07 and GS-08; and level IV, GS-09
and 10. The Technician career path broadband level I includes the
current GS-01 through GS-04; level II, GS-05 through GS-07; level III,
GS-08 through GS-10; and level IV, GS-11 and 12. Comparison to the GS
grades was useful in setting the upper and lower dollar limits of the
broadband; however, once employees are moved into the Demonstration
Project, GS grades and steps no longer apply.
[GRAPHIC] [TIFF OMITTED] TN18MY10.000
The broadbanding plan for the S&E occupational family is being expanded
to include a broadband V to provide the ability to accommodate
positions having duties and responsibilities that exceed the GS-15
classification criteria. This broadband is based on the Above GS-15
Position concept found in other STRL personnel management
[[Page 27871]]
demonstration projects that was created to solve a critical
classification problem. The STRLs have positions warranting
classification above GS-15 because of their technical expertise
requirements including inherent supervisory and managerial
responsibilities. However, these positions are not considered to be
appropriately classified as ST positions because of the degree of
supervision and level of managerial responsibilities. Neither are these
positions appropriately classified as SES positions because of their
requirement for advanced specialized scientific or engineering
expertise and because the positions are not at the level of general
managerial authority and impact required for an SES position.
The original Above GS-15 Position concept was to be tested for a
five-year period. The number of trial positions was set at 40 with
periodic reviews to determine appropriate position requirements. The
Above GS-15 Position concept is currently being evaluated by DoD
management for its effectiveness and continued applicability to the
current STRL scientific, engineering, and technology workforce needs.
The degree to which AFRL plans to participate in this concept and
develop classification, compensation and performance management policy,
guidance, and implementation processes will be based on the final
outcome of this evaluation. Additional guidance will be included in
AFRL internal issuances.
D. Classification
1. Occupational Series
The OPM occupational series scheme, which frequently provides well-
recognized disciplines with which employees wish to be identified, is
maintained and facilitates movement of personnel into and out of the
Demonstration Project. Other series may be added to the Project as the
need for new competencies emerges within the Laboratory environment.
2. Classification Factors and Descriptors
The present system of OPM classification standards is used for the
identification of proper series and occupational titles of positions
within the Demonstration Project. OPM grading criteria are not used as
part of the Demonstration Project. Rather, the appropriate career path
broadband level factor descriptors are used to determine the broadband
level. These same factor descriptors are used for the annual CCS
employee assessments. For classification, only broadband level I
descriptors are applied for each of the factors for a broadband level I
position, for example. Therefore, the factors are sorted first by level
and then by factor. (The broadband level of the position is reviewed
and appropriately adjusted based on a yearly assessment of the
employee's level of contribution to the organization in relation to
these same factor descriptors, the position's duties, and the
corresponding CCS score.) Specific broadband level factor descriptors
for each career path are outlined in Appendix B and may be changed in
future AFRL internal issuances, as needed.
3. Classification Authority
The AFRL Laboratory Commander has delegated classification
authority and may further delegate this authority to no lower than two
management levels below the technical director. Classification
approval, however, must be exercised at least one management level
above the first-level supervisor of the employee or position under
review. The first-level supervisor provides classification
recommendations. Personnel specialists provide on-going consultation
and guidance to managers and supervisors throughout the classification
process.
4. Statement of Duties and Experience
Under the Demonstration Project's classification system, the
automated Statement of Duties and Experience (SDE) replaces the AF Form
1378, Civilian Personnel Position Description. The SDE includes a
description of position-specific information; references the broadband
level factor descriptors for the assigned broadband level and career
path; and provides data element information pertinent to the position.
Laboratory supervisors follow a computer assisted process to produce
the SDE.
5. Skill Codes
The AF presently uses skill code sets within the Defense Civilian
Personnel Data System (DCPDS) as a means to reflect duties of current
positions and employees' competencies and previous experiences. Each
code represents a specialization within the occupation. Specializations
are those described in classification or qualification standards and
those agreed upon by functional managers and personnel specialists to
be important to staffing patterns and career paths. These codes may be
used to refer candidates for employment with the AF; for placement of
current employees into other positions; and for training consideration
under competitive procedures. To facilitate the movement of personnel
into, out of, and within the Demonstration Project, the AF system of
skills coding continues to be used, as long as it is required by the
AF. Laboratory supervisors select appropriate skill code sets to
describe the work of each employee through the automated SDE
classification process, as described below.
6. Classification Process
The SDE is accomplished by completion of the following steps
utilizing an automated system:
(a) The supervisor enters, by typing free-form, the organizational
location, SDE number, and the employee's name. From the menu, the
supervisor selects the appropriate occupational series and title; the
level factor descriptors corresponding to the broadband level that is
most commensurate with the level of contribution necessary to
accomplish the duties and responsibilities of the position; the CCS job
category (if applicable); the functional classification code; and the
DCPDS supervisory level. For Business Management and Professional and
S&E positions, prefixes may be added to the titles to identify the
associated broadband level (i.e., Associate, Senior, and Principal).
The supervisor then completes a standard statement relating to the
level of certification and functional area for the Acquisition
Professional Development Program (APDP) if applicable.
(b) The supervisor creates a brief description of position-specific
information by typing free-form at the appropriate point. From a menu,
the supervisor chooses statements pertaining to physical requirements;
competencies required to perform the work; and special licenses or
certifications needed (other than APDP). Based on the supervisory level
of the position, the system produces mandatory statements pertaining to
affirmative employment, safety, and security programs.
(c) The supervisor selects up to three AF skill code sets (as used
within the AF) appropriate to the position, in addition to other
position data, such as position sensitivity, Fair Labor Standards Act
(FLSA) status, drug testing requirements, etc. These data elements are
maintained as a separate page of the SDE (i.e., an addendum) as this
information can change frequently. By maintaining this information as
an addendum, the need to create and classify a new SDE each time one of
these elements must be updated is eliminated.
(d) The supervisor accomplishes the SDE with a recommended
classification, then signs and dates the document. The
[[Page 27872]]
SDE is sent to the individual in the organization with delegated
classification authority for approval and classification, which is
documented by that person signing and dating the SDE.
The computer assisted system incorporates definitions for the CCS
job categories (if applicable), supervisory levels, occupational series
as well as their corresponding skill code sets (if applicable), and the
functional classification codes as appropriate. The FLSA status
selection must be in accordance with OPM guidance. Management analysts
and personnel specialists may advise Laboratory management as
necessary.
E. Contribution-Based Compensation System (CCS)
1. Overview
The purpose of the Contribution-based Compensation System is to
provide an effective, efficient, and flexible method for assessing,
compensating, and managing the Laboratory workforce. It is essential
for the development of a highly productive workforce and to provide
management, at the lowest practical level, the authority, control, and
flexibility needed to achieve a quality laboratory and quality
products. CCS allows for more employee involvement in the assessment
process, increases communication between supervisors and employees,
promotes a clear accountability of contribution, facilitates employee
career progression, provides an understandable basis for basic pay
changes, and delinks awards from the annual assessment process. (Funds
previously allocated for performance-based awards are reserved for
distribution under a separate Laboratory awards program.) The CCS
process described herein applies to broadband levels I through IV. The
assessment process for broadband V positions will be documented in AFRL
implementing issuances.
CCS is a contribution-based assessment system that goes beyond a
performance-based rating system. That is, it measures the employee's
contribution to the organization's mission, the contribution level, and
how well the employee performed a job. Contribution is simply defined
as the measure of the demonstrated value of what an employee did in
terms of accomplishing or advancing the organizational objectives and
mission impact. CCS promotes proactive basic pay adjustment decisions
on the basis of an individual's overall contribution to the
organization.
The same factor descriptors are used for classification and for the
annual CCS employee assessments. For the CCS assessment process, the
descriptors are sorted first by factor and then by level as shown in
Appendix C. The appropriate career path factor descriptors (as shown in
Appendix C) are used by the rating official to determine the employee's
actual contribution score. Each factor has four levels of increasing
contribution corresponding to the four broadband levels. Employees can
score within, above, or below their broadband level. For example, a
broadband level II employee could score in the broadband level I, III,
or IV range. Therefore, for the CCS process, descriptors for all four
levels of the career path factors are presented to better assist the
supervisor with the employee assessment.
The annual CCS assessment scoring process (section III, E.3.)
begins with employee input, which provides an opportunity to state the
perceived accomplishments and level of contribution. Scores have a
direct relationship with basic pay; therefore, the significance of an
employee's actual score is not known until it is compared to his/her
expected score. An employee's basic pay determines an expected score
when plotted on the appropriate career path Standard Pay Line (SPL)
(section III, E.2.). For instance, a Mission Support employee with a
basic pay of $30,117 in 2009 would have an expected score of 2.25,
while a Business Management and Professional employee with a basic pay
of $69,738 would have the same expected score. The comparison between
expected score and actual score provides an indication of equitable
compensation, undercompensation, or overcompensation. (Typically,
employees who are overcompensated are not meeting contribution
expectations and may be placed on a Contribution Improvement Plan
(CIP), which is described in further detail in section III, F.)
Broadband levels in each career path have the same expected score
range, as depicted in Table 2 below which also includes the basic pay
ranges for each broadband level. As the general basic pay rates
increase annually, the minimum and maximum basic pay rates of broadband
levels I through IV for each career path are adjusted accordingly.
Individual employees receive basic pay increases based on their
assessments under the Contribution-based Compensation System. There are
no changes to title 5, U.S.C., regarding locality pay under the
Demonstration Project.
[[Page 27873]]
[GRAPHIC] [TIFF OMITTED] TN18MY10.001
[[Page 27874]]
BILLING CODE 5001-06-P
2. Standard Pay Line (SPL)
A mathematical relationship between assessed contribution and basic
pay compensation was defined in order to create the SPLs for each
career path used in CCS. Initially, various mathematical relationships
between each CCS score and the appropriate corresponding basic pay rate
were examined and analyzed given the following systemic constraints.
First, CCS necessitates that the relationship be described by a single
equation that yields a reasonable correlation between basic pay rates
in the broadband levels and those of the corresponding GS grade(s).
Second, neither the equation nor its derivative(s) can exhibit
singularities within or between levels. That is, the equation must be
continuous, smooth, and well-defined across the broadband levels within
each career path. Third, the relationship may not yield disincentives
or inequities between employees or groups of employees; it must
demonstrate equitable (i.e., consistent) growth at each CCS score.
Mathematical analysis demonstrated that the most reasonable
relationship is a straight line--``the SPL.''
Derivation of the initial S&E career path SPL was based on
distributing the GS grades and steps of the incoming population across
the corresponding broadband levels and plotting these against the GS
basic pay rates. Although the data are not continuous, there is a
linear trend. Each of these data points was weighted by the actual
calendar year 1995 (CY95) population data for the Demonstration
Laboratory. Using a ``least squares error fit'' analysis, the best
straight line fit to this weighted data was computed.
Specifically, the equation of the original S&E SPL for CY95 was:
BASIC PAY = $13,572 + ($15,415 x CCS SCORE). The SPL for CY96 was
calculated from the SPL for CY95 plus the general pay increase (``G'')
given to GS employees in January 1996. The equation for the CY96 SPL
was: BASIC PAY = $13,843 + ($15,723 x CCS SCORE). The CY97 SPL was the
CY96 SPL increased by the ``G'' for CY97.
Currently, the equation for the 2009 S&E SPL is BASIC PAY = $19,613
+ ($22,278 x CCS SCORE). Figure 1 provides a pictorial representation
of the DR 2009 SPL. Since the Business Management and Professional
career path has the same banding structure as the existing S&E career
path, the same SPL equation is used for that career path as shown in
Figure 2.
[[Page 27875]]
[GRAPHIC] [TIFF OMITTED] TN18MY10.003
For the other two career paths, Technician and Mission Support, a
different approach was used to design the SPL. In order to encompass
all employees across the career path, a straight-line slope-intercept
equation
[[Page 27876]]
was utilized. A CCS score of 1.0 was set as equivalent to the basic pay
of a step one of the lowest GS grade in the career path, while a CCS
score of 4.9 is equivalent to the basic pay of step ten of the highest
GS grade. A straight line was then drawn between these two points,
creating the SPL. Consequently, the 2009 Mission Support SPL is BASIC
PAY = $2,034 + ($15,506 x CCS SCORE) and the 2009 Technician SPL is
BASIC PAY = $6,862 + ($10,678 x CCS SCORE) as shown in Figures 3 and 4.
[[Page 27877]]
[GRAPHIC] [TIFF OMITTED] TN18MY10.004
BILLING CODE 5001-06-C
For each of the career paths, the lines were extended to 0.75 and 5.25,
in order to provide a broader range of basic pay rates (i.e., an
overall score of 0.75
[[Page 27878]]
corresponds with the minimum basic pay of the career path and an
overall score of 5.25 corresponds with the maximum basic pay of the
career path). Rails were then constructed at + and - 0.3 CCS around the
SPL for all career paths. The area encompassed by the rails denotes the
acceptable contribution and compensation relationship.
Each SPL, and therefore, the basic pay rates, are increased by the
amount of the general basic pay increase authorized each year.
Continuing this calculation of the SPL maintains the same relationships
between the basic GS pay scale and the SPL in the Demonstration
Project. Locality pay is not included in the SPLs. Locality pay is
added to the basic pay rate based upon each employee's official duty
station.
3. The CCS Assessment Process
The rating official is the first-level supervisor of record for at
least 90 days during the rating cycle. If the current immediate
supervisor has been in place for less than 90 days during the rating
cycle, the second-level supervisor serves as the initial rating
official. If the second-level supervisor is in place for less than 90
days during the rating cycle, the next higher level supervisor in the
employee's rating chain conducts the assessment.
The annual assessment cycle begins on October 1 and ends on
September 30 of the following year. At the beginning of the annual
assessment period, the broadband level factor descriptors are provided
to employees so that they know the basis on which their contribution is
assessed.
A midyear review, in the March to April timeframe, is conducted for
employees. At this time, the employee's professional qualities,
competencies, developmental needs, and mission contribution are
discussed, as is future development and career opportunities.
Additionally, supervisors are provided feedback on their supervisory
qualities and skills. To highlight its importance, all feedback
sessions are certified as completed by the rating official conducting
the feedback session. While one documented formal midyear feedback is
required, supervisors can/should conduct informal feedback sessions
throughout the rating period. The preferable method for all feedback
sessions is face-to-face. (Dealing with inadequate employee
contribution is addressed in section III, F.)
At the end of the annual assessment period, employees summarize
their contributions in each factor for their rating official. Employee
written self-assessments are highly encouraged to ensure that all
contributions accomplished during the rating cycle are identified to
management for consideration. The rating official determines
preliminary CCS scores using the employee's input and the rating
official's assessment of the overall contribution to the Laboratory
mission based on the appropriate broadband level factor descriptors.
For each factor, the rating official places the employee's contribution
at a particular broadband level (I, II, III, or IV) and general range
(i.e., high, medium, or low) to arrive at the preliminary score.
(Inadequate employee contribution is addressed in section III, F.)
The rating officials (e.g., branch chiefs) and their next level
supervisor (e.g., the respective division chief) then meet as a group
(e.g., first-level Meeting of Managers (MoM)) to review and discuss all
proposed employee assessments and preliminary CCS scores. Giving
authority to the group of managers to determine scores ensures that
contributions are assessed and measured similarly for all employees.
During the MoMs, the preliminary factor scores are further refined into
decimal scores. For example, if the contribution level for a factor is
at the lowest level of level I, a factor score of 1.0 is assigned.
Higher levels of contribution are assigned factor scores increasing in
0.1 increments up to 4.9. A factor score of 0.0 can be assigned if the
employee does not demonstrate a minimum level I contribution. Likewise,
a factor score of 5.9 can be assigned if the employee demonstrates a
contribution that exceeds the broadband level IV descriptor. Rating
officials must document justification for each proposed factor score.
Factor scores are then averaged to give an overall CCS score. Each
broadband range is defined for overall CCS scores from 0.75 to 5.25 as
shown in Table 2. The maximum overall CCS score for broadband level IV
is set at 5.25, to be consistent with the maximum overall CCS scores
for other broadband levels (4.25 for broadband level III, 3.25 for
broadband level II, and 2.25 for broadband level I). Therefore, when
the average of CCS factor scores exceeds 5.25, the overall CCS score is
set to 5.25 with the individual identified to upper management as
having exceeded the maximum contribution defined by the broadband. The
maximum compensation for each broadband is the basic pay corresponding
with a n.25 overall CCS score (i.e., 2.25, 3.25, 4.25, and 5.25).
Once the scores have been finalized, the pay pool manager approves
the scores for the entire pay pool. Pay pool managers have the ability
to look across the entire pay pool and may address anomalies through
the appropriate management chain. However, CCS scores cannot be changed
by managerial levels above the original group of supervisors that
participated in the respective lowest level MoM. Contribution feedback
and any training and/or career development needs are then discussed
with the individual employees.
If, on October 1, the employee has served under CCS for less than
90 days, the rating official waits for the subsequent annual cycle to
assess the employee. The employee is considered ``presumptive due to
time'' and is assigned a score at the intersection of their basic pay
and the SPL. Periods of approved, paid leave are counted toward the 90-
day time period.
When an employee cannot be evaluated readily by the normal CCS
assessment process due to special circumstances that take the
individual away from normal duties or duty station (e.g., long-term
full-time training, reserve military deployments, extended sick leave,
leave without pay, etc.), the rating official documents the rating as
``presumptive due to circumstance'' in the CCS software. The rating
official then assesses the employee using one of the following options:
(a) Recertify the employee's last contribution assessment; or
(b) Assign a score at the intersection of the employee's basic pay
and the SPL.
Basic pay adjustments, i.e., decisions to give or withhold basic
pay increases, are based on the relationship between the employee's
actual CCS contribution score and the employee's current basic pay (as
discussed in section III, E.5). Decisions for broadband movement
(section III, E.6.) are also based on this relationship. Final pay
determinations and broadband level changes are made by the pay pool
manager.
4. Pay Pools
Pay pool structure is under the authority of the Laboratory
Commander/Executive Director, with each pay pool manager at the SES or
full colonel level. The following minimal guidelines apply: (a) A pay
pool is typically based on the organizational structure/functional
specialty and should include a range of basic pay rates and
contribution levels; (b) a pay pool must be large enough to constitute
a reasonable statistical sample, i.e., 35 or more employees; (c) a pay
pool must be large enough to encompass a second level of supervision
since the CCS process uses a group of supervisors in the pay pool to
determine assessments
[[Page 27879]]
and recommend basic pay adjustments; (d) the pay pool manager holds
yearly pay adjustment authority; and (e) neither the pay pool manager
nor supervisors within the pay pool recommend or set their own
individual pay.
The amount of money available for basic pay increases within a pay
pool is determined by the general increase (``G'') and an incentive
amount (``I'') drawn from money that would have been available for step
increases and career ladder promotions, previously utilized under the
General Schedule. The incentive amount is set by the AFRL Corporate
Board and is considered adjustable to ensure cost discipline over the
life of the Demonstration Project. The dollars derived from ``G'' and
``I'' included in the pay pool are computed based on the basic pay of
eligible employees in the pay pool as of September 30 of each year. Pay
pool dollars are not transferable between pay pools.
5. Basic Pay Adjustment Guidelines
The maximum compensation is limited to GS-15, step 10, basic pay.
Any employee who's basic pay would exceed a GS-15, step 10, based on
his or her overall CCS score, will be identified to upper management as
having exceeded the maximum allowable compensation and will be paid a
bonus to cover any difference between the GS-15, step 10, basic pay and
the basic pay associated with his or her overall CCS score. Locality
pay is added based upon each Demonstration Project employee's official
duty station.
Employees' annual contributions are determined by the CCS process
described in section E.3. Their CCS scores are then plotted on the
appropriate SPL graph based on their current basic pay as shown in
Figure 5. The position of those points in relation to the SPL provides
a relative measure (Delta Y) of the degree of overcompensation or
undercompensation for each employee. This permits all employees within
a pay pool to be rank-ordered by [Delta]Y, from the most
undercompensated employee to the most overcompensated.
[GRAPHIC] [TIFF OMITTED] TN18MY10.005
In general, those employees who fall below the SPL (indicating
undercompensation, for example, employee X in Figure 5) should expect
to receive greater basic pay increases than those who fall above the
line (indicating overcompensation, for example, employee Z). A CCS
assessment that falls on either rail is considered to be within the
rails. Over time, employees will migrate closer to the standard pay
line. The following provides more specific guidelines: (a) Those who
fall above the upper rail (for example, employee Z) are given an
increase ranging from zero to a maximum of ``G;'' (b) those who fall
within the rails (for example, employee Y) are given a minimum of
``G;'' and (c) those who fall below the lower rail (for example,
employee X) are given at least their basic pay times ``G'' and ``I.''
If the pay increase results in a broadband movement for employees who
do not meet APDP requirements that portion of the increase that takes
them beyond the top of the broadband is withheld. The pay pool manager
may give a bonus to an employee as compensation, in whole or part, to
cover any difference between the employee's current basic pay and the
basic pay associated with their new overall CCS score. This may be
appropriate in a situation when the employee's continued contribution
at this level is uncertain. Bonus criteria will be documented in AFRL
implementing issuances.
Each pay pool manager sets the necessary guidelines for the
gradation of pay adjustments in the pay pool within these general
rules: (1) Final decisions are standard and consistent within the pay
pool; (2) are fair and equitable to all stakeholders; (3) maintain cost
discipline over the Project life; and (4) be subject to review.
6. Broadband Level Movements
Under the Demonstration Project, non-competitive broadband movement
may occur once a year during the CCS process, if certain conditions are
met. A key concept of the Demonstration Project is that career growth
may be accomplished by movement through the broadband levels by
significantly increasing levels of employee contribution toward the
AFRL mission. An employee's contribution is a reflection of his/her CCS
score, which is derived from the factor descriptors. Because the factor
descriptors are written at progressively higher levels of work and are
the same factor descriptors used in the classification process, higher
scores reflect that the employee's contribution is equivalent to the
level associated with the score he/she is awarded. The broadband level
of a position may be increased when an employee consistently
contributes at the higher broadband level through increased expertise
and by performing expanded duties and responsibilities commensurate
with the higher broadband level factor descriptors. If an employee's
contributions impact and broaden the scope, nature, intent and
expectations of the position and are reflective of higher level factor
[[Page 27880]]
descriptors, the classification of the position is updated accordingly.
This form of movement through broadband levels is referred to as a
seamless broadband movement and can only happen within the same career
path; employees cannot cross over career paths through this process.
The criteria is similar to that used in an accretion of duties scenario
and must be met for an employee to move seamlessly to the higher
broadband level and for this movement to occur, that is: (1) The
employee's current position is absorbed into the reclassified position,
with the employee continuing to perform the same basic duties and
responsibilities (although at the higher level); and (2) the employee's
current position is reclassified to a higher broadband level as a
result of additional higher level duties and responsibilities. No
additional broadband movement is guaranteed since there are no
positions targeted to a higher broadband level within this system. It
may take a number of years for contribution levels to increase to the
extent a broadband level move is warranted, and not all employees
achieve the increased contribution levels required for such moves.
The simplified classification and broadbanding structure allows
management to assign duties consistent with the broadband level of a
position without the necessity to process a personnel action and
provides managers authority to move employees between positions within
their current broadband level, at any time during the year. However,
management also has the option to fill vacancies throughout the year
using various staffing avenues, to include details, reassignments, or
competitive selection procedures (as applicable and/or required) for
competitive promotions or temporary promotions (typically used for
filling supervisory positions). Employees may be considered for
vacancies at higher broadband level positions consistent with the
Demonstration Project competitive selection procedures.
Any resulting changes in broadband levels that occur through the
CCS process are not accompanied by pay increases normally associated
with formal promotion actions, but rather, they are processed and
documented with a pay adjustment action to include appropriate changes/
remarks (e.g., change in title (if appropriate), change in broadband
level, and accomplishment of a new SDE (section III, D.6.). The terms
``promotion'' and ``demotion'' are not used in connection with the CCS
process.
The banding structure creates an overlap between adjacent broadband
levels which facilitates broadband movement. Specifically, the basic
pay overlap between two levels is defined by the basic pay rates at -
to + 0.25 CCS around two whole number scores. For instance, the minimum
basic pay for a broadband level I is that basic pay from the SPL
corresponding to a CCS score of 0.75. And the maximum basic pay for
broadband level I is that basic pay from the SPL corresponding to a CCS
score of 2.25. The minimum basic pay for a broadband level II is that
basic pay from the SPL corresponding to a CCS score of 1.75. And the
maximum basic pay for broadband level II is that basic pay from the SPL
corresponding to a CCS score of 3.25. Likewise, the minimum basic pay
for level III would be the basic pay from the SPL corresponding to a
CCS score of 2.75 and so on for the different broadband levels. This
definition provides a basic pay overlap between broadband levels that
is consistent with and similar to basic pay overlaps in the GS
schedule.
Figure 6 shows the basic pay overlap areas between broadband
contribution levels. These basic pay overlap areas are divided into
three zones designated as CL (consideration for change to lower level),
CH (consideration for change to higher level), and E (eligible for
change to higher or lower level). All the E zones have the same width,
0.5 CCS, and height. The E zone is described as the box formed by the
intersection of the integer + and -0.25 CCS lines and the SPL.
[GRAPHIC] [TIFF OMITTED] TN18MY10.006
The E zones serve to stabilize the movement between adjacent
broadband levels. This allows for annual fluctuations in contribution
scores for people near the top or bottom of a level, without creating
the need for repeated broadband level changes. An employee whose
contribution score falls within an E zone is eligible for a change in
broadband level but one should not be given unless the supervisor has a
compelling reason to request the change
[[Page 27881]]
to increase or reduce the employee's level.
Those who consistently achieve increased contribution assessments
progress through their broadband level and find their basic pay
climbing into the corresponding CH zone. Once the employee's CCS score
is demonstrated to be consistently within the CH zone, a pay pool
determination should be made as to whether the criteria for movement to
a higher broadband level is justified unless the supervisor has a
compelling reason not to request the change (e.g., temporary
assignment; not a continuing assignment; unique circumstances for
specific rating period, etc.). Conversely, regression through the
broadband levels works the same way in the opposite direction. Those
who consistently receive decreasing contribution assessments regress
through their broadband level and do not receive any basic pay
adjustments greater than ``G.'' They will find that the CL zone at the
bottom of their current broadband level eventually aligns with their
current basic pay. If the employee's CCS score is demonstrated to be
consistently within the CL zone, a pay pool determination should be
made as to whether the employee should be moved to the lower broadband
level unless the supervisor has a compelling reason not to request the
change (e.g., temporary assignment; not a continuing assignment; unique
circumstances for specific rating period; etc.). If an employee moves
completely above the CH zone or below the CL zone, the employee is
considered to be in the mandatory zone and is automatically moved in
broadband level, as long as APDP requirements are met (if applicable).
If APDP requirements are not met, that portion of the basic pay
increase that takes them beyond the top of the broadband is withheld.
7. Voluntary Pay Reduction and Pay Raise Declination
Under CCS, an employee may voluntarily request a pay reduction or a
voluntary declination of a pay raise which would effectively place an
overcompensated employee's pay closer to or below the SPL. Since an
objective of CCS is to properly compensate employees for their
contribution, the granting of such requests is consistent with this
goal. Under normal circumstances, all employees should be encouraged to
advance their careers through increasing contribution rather than being
undercompensated at a fixed level of contribution.
To handle these special circumstances, employees must submit a
request for voluntary pay reduction or pay raise declination during the
30-day period immediately following the annual payout and document the
reasons for the request. Management must properly document all
decisions to approve or disapprove such requests. This type of basic
pay change is not considered to be an adverse personnel action.
8. CCS Grievance Procedures
An employee may grieve the assessment received under CCS, using the
administrative grievance system. Non-bargaining unit employees, and
bargaining unit employees covered by a negotiated grievance procedure
which does not permit grievances over performance ratings, must file
assessment grievances under administrative grievance procedures.
Bargaining unit employees, whose negotiated grievance procedures cover
performance rating grievances, must file assessment grievances under
those negotiated procedures. Additional CCS grievance information to
include the possible use of Alternative Dispute Resolution is
documented in AFRL implementing issuances.
F. Dealing With Inadequate Contribution
CCS is a contribution-based assessment system that goes beyond a
performance-based rating system. Contribution is measured against
factors, each having four levels of increasing contribution
corresponding to the four broadband levels. Employees are plotted
against the SPL based on their score and current basic pay, which
determines the amount of overcompensation or undercompensation. When an
employee's contribution plots in the area above the upper rail of the
SPL (section III, E.3.), the employee is overcompensated for his/her
level of contribution and is considered to be in the Automatic
Attention Zone (AAZ).
This section addresses reduction in pay or removal of Demonstration
Project employees based solely on inadequate contribution, as
determined by the amount of overcompensation. The following procedures
are similar to and replace those established in 5 CFR part 432
pertaining to performance-based reduction in grade and removal actions.
Adverse action procedures under 5 CFR part 752 remain unchanged.
The immediate supervisor has two options when an employee plots in
the AAZ. The first option is to write a memorandum for record
documenting the employee's inadequate contributions. The supervisor
states in writing the specifics on where the employee failed to
contribute at an adequate level and provide rationale for not taking a
formal action. Examples where this might be used is when an employee's
contribution plots just above the upper rail of the SPL or extenuating
circumstances exist that may have contributed to the employee's overall
score and are expected to be temporary in nature. A copy of this
memorandum is provided to the employee and to higher levels of
management. The second option is to take formal action by placing the
employee on a Contribution Improvement Plan (CIP), providing the
employee an opportunity to improve. The CIP must inform the employee,
in writing, that unless the contribution increases and is sustained at
a higher level, the employee may be reduced in pay or removed.
The supervisor will afford the employee a reasonable opportunity (a
minimum of 60 days) to demonstrate increased contribution commensurate
with the duties and responsibilities of the employee's position. As
part of the employee's opportunity to demonstrate increased
contribution, management will offer appropriate assistance to the
employee.
Once an employee has been afforded a reasonable opportunity to
demonstrate increased contribution, but fails to do so, management has
sole and exclusive discretion to initiate reduction in pay or removal.
If the employee's contribution increases to a higher level and is again
determined to deteriorate in any area within two years from the
beginning of the opportunity period, management has sole and exclusive
discretion to initiate reduction in pay or removal with no additional
opportunity to improve. If an employee has contributed appropriately
for two years from the beginning of an opportunity period and the
employee's overall contribution once again declines, management will
afford the employee an additional opportunity to demonstrate increased
contribution before determining whether or not to propose a reduction
in pay or removal.
An employee whose reduction in pay or removal is proposed is
entitled to at least a 30-day advance notice of the proposed action
that identifies specific instances of inadequate contribution by the
employee on whom the action is based. Management may extend this
advance notice for a period not to exceed an additional 30 days.
Management will afford the employee a reasonable time to answer the
notice of proposed action orally and/or in writing.
[[Page 27882]]
A decision to reduce pay or remove an employee for inadequate
contribution may only be based on those instances of inadequate
contribution that occurred during the two-year period ending on the
date of issuance of the notice of proposed action. Management will
issue written notice of its decision to the employee at or before the
time the action will be effective. Such notice will specify the
instances of inadequate contribution by the employee on which the
action is based and will inform the employee of any applicable appeal
or grievance rights as specified in 5 CFR 432.106.
Management will preserve all relevant documentation concerning a
reduction in pay or removal which is based on inadequate contribution
and make it available for review by the affected employee or designated
representative. At a minimum, the records will consist of a copy of the
notice of proposed action; the written answer of the employee or a
summary thereof when the employee makes an oral reply; and the written
notice of decision and the reasons therefore, along with any supporting
material including documentation regarding the opportunity afforded the
employee to demonstrate increased contribution.
When a reduction in pay or removal action is not taken because of
contribution improvement by the employee during the notice period and
the employee's contribution continues to be deemed adequate for two
years from the date of the advanced written notice, any entry or other
notation of the proposed action will be removed from management records
relating to the employee, in accordance with applicable directives.
These provisions also apply to an employee whose contribution
deteriorates during the year. In such instances, the group of
supervisors who meet during the CCS assessment process may reconvene
any time during the year to review an employee whose contribution is
not appropriate for his or her basic pay and decide if the employee
should be placed on a CIP.
G. Voluntary Emeritus Corps
Under the Demonstration Project, the AFRL Laboratory Commander/
Executive Director and pay pool managers have the authority to offer
retired or separated S&E, Business Management and Professional, Mission
Support, and Technical employees voluntary assignments in the
Laboratory. The Voluntary Emeritus Corps ensures continued quality
research, mentoring, support, and program management while reducing the
overall basic pay line by allowing higher paid employees to accept
retirement incentives with the opportunity to retain a presence in the
laboratory community. The program is beneficial during manpower
reductions as senior personnel accept retirement and return to provide
valuable on-the-job training or mentoring to less experienced
employees. (This authority is similar in nature to that utilized by
S&Es in AFRL and described in the CERDEC demonstration project plan, 66
FR 54871, October 30, 2001.)
This authority includes employees who have retired or separated
from Federal service. Voluntary Emeritus Corps assignments are not
considered employment by the Federal government (except for purposes of
on-the-job injury compensation). Thus, such assignments do not affect
an employee's entitlement to buyouts or severance payments based on an
earlier separation from Federal service.
To be accepted into the Emeritus Corps, a volunteer must be
recommended by a manager within the Laboratory. Everyone who applies is
not automatically entitled to a voluntary assignment. The Laboratory
Commander/Executive Director and/or pay pool manager must clearly
document the decision process for each applicant (whether accepted or
rejected) and retain the documentation throughout the assignment.
Documentation of rejections will be maintained according to applicable
records management requirements.
To encourage participation, the volunteer's Federal retirement pay
(whether military or civilian) will not be affected while serving in a
voluntary capacity.
Volunteers are not permitted to monitor contracts on behalf of the
government or to participate on any contracts or solicitations where a
conflict of interest exists.
An agreement is established between the volunteer, the pay pool
manager, and the servicing Civilian Personnel Office. The agreement is
reviewed by the local Staff Judge Advocate representative responsible
for ethics determinations under the DoD Joint Ethics Regulation, DoD
5500.7-R. The agreement must be finalized in advance and shall include
as a minimum:
(a) A statement that the voluntary assignment does not constitute
an appointment in the Civil Service and is without compensation;
(b) The volunteer waives any and all claims against the Government
because of the voluntary assignment except for purposes of on-the-job
injury compensation as provided in 5 U.S.C. 8101(1)(B);
(c) Volunteer's work schedule;
(d) Length of agreement (defined by length of project or time
defined by weeks, months, or years);
(e) Support provided by the Laboratory (travel, administrative,
office space, supplies);
(f) A one page SDE;
(g) A provision that states no additional time will be added to a
volunteer's service credit for such purposes as retirement, severance
pay, and leave as a result of being a member of the Voluntary Emeritus
Corps;
(h) A provision allowing either party to void the agreement with
ten working days written notice; and
(i) The level of security access required (any security clearance
required by the assignment is managed by the Laboratory while the
volunteer is a member of the Emeritus Corps).
H. Reduction-in-Force (RIF) Procedures
The competitive area may be determined by career paths (pay plans),
lines of business, product lines, organizational units, funding lines,
occupational series, functional area, technical directorate, and/or
geographical location, or a combination of these elements, and must
include all Demonstration Project employees within the defined
competitive area. The RIF system has a single round of competition to
replace the current two-round process. Once the position to be
abolished has been identified, the incumbent of that position may
displace another employee when the incumbent has a higher retention
standing and is fully qualified for the position occupied by the
employee with a lower standing.
Retention standing is based on tenure, veterans' preference,
overall CCS score, and length of service. There is no augmented service
credit based on contribution scores. Probationary career employees are
in tenure group I for RIF purposes. Modified term appointment employees
are in tenure group III for RIF purposes.
Displacement is limited to one broadband level below the employee's
present level within the career path. Broadband level I employees can
displace within their current broadband level. A preference eligible
employee with a compensable service connected disability of 30 percent
or more may displace up to two broadband levels below the employee's
present level within the career path. A broadband level I preference
eligible employee (with a compensable service connected disability of
30 percent or more) can displace within their current broadband.
Employees bumped to lower broadband levels maintain their existing
basic pay
[[Page 27883]]
for the remainder of the current CCS cycle. Any future basic pay
increases are dependent upon CCS assessments.
An employee whose current overall CCS scores places him/her in the
area above the upper rail, may only displace an employee in the same
zone during that same period. The same ``undue disruption'' standard
currently utilized serves as the criteria to determine if an employee
is fully qualified. The displaced individual may similarly displace
another employee. If/When there is no position in which an employee can
be placed by this process or assigned to a vacant position, that
employee will be separated.
After completion of the first rating cycle, employees are provided
credit for contribution based on their actual overall contribution
scores. After completion of the second rating cycle, employees are
provided contribution credit based on the average of their last two
contribution scores. After completion of the third rating cycle,
employees are provided contribution credit based on the average of
their last three contribution scores. The expected CCS score is used
for employees who have not yet received a CCS assessment.
IV. Training
An extensive training program is currently in place for
participants in the Demonstration Project. Supervisory training is
required for all new supervisors of Demonstration Project employees, to
include comprehensive CCS training, providing effective CCS feedback
training, and CCS software training. Additional training is planned for
and will be made available to support personnel and every employee who
converts into the Demonstration Project. Training will adequately
describe the features as they pertain to each career path and will
address employee concerns to ensure that everyone has a comprehensive
understanding of the program. Training requirements vary from an
overview of the Demonstration Project, to a more detailed package for
the employees now entering the Demonstration Project, as well as very
specific instructions for both civilian and military supervisors,
managers, and others who provide personnel and payroll support.
V. Conversion
A. Conversion to the Demonstration Project
Initial entry into the Demonstration Project for covered employees
is accomplished through a full employee protection approach that
ensures each employee an initial place in the appropriate broadband
level without loss of pay. Adverse action provisions do not apply to
the conversion process as there is no change in total adjusted pay.
Generally, employees are converted into the broadband level which
includes their permanent GS/GM grade of record.
Under the GS pay structure, employees progress through their
assigned grade in step increments. In the Demonstration Project, basic
pay progression through the levels depends on contribution to the
mission and there are no scheduled within-grade increases (WGIs). Rules
governing WGI under the current AF performance plan will continue in
effect until the implementation date. Adjustments to the employees'
basic pay for WGI equity will be computed effective the date of
conversion. WGI equity is acknowledged by increasing basic pay rates by
a prorated share based upon the number of days an employee has
completed towards the next higher step. Employees at step ten on the
date of implementation are not eligible for WGI equity adjustments
since they are already at the top of the step scale. As under the GS
system, supervisors are able to withhold these partial step increases
if the employee's performance has fallen below fully successful.
All employees are eligible for future locality pay increases of the
geographical areas of their official duty station. Special Salary Rates
are not applicable to Demonstration Project employees. Employees on
special salary rates at the time of conversion receive a new basic pay
rate which is computed by dividing their highest adjusted basic pay
(i.e., special pay rate or, if higher, the locality rate) by the
computation of one plus the locality pay factor for their area.
Multiply the new basic pay rate by the locality pay factor and add the
result to the new basic pay rate to obtain the adjusted basic pay,
which is equal to the preconversion adjusted basic pay.
Grade and pay retention entitlements are eliminated. At the time of
conversion, an employee on grade retention will be converted to the
career path and broadband level based on the assigned permanent
position of record, not the retained grade. The employee's basic pay
and adjusted basic pay while on grade retention status will be used in
setting appropriate pay upon conversion and in determining the amount
of any WGI buy-in. An employee's adjusted basic pay will not be reduced
upon conversion.
In order to ensure full employee compensation toward previous
performance, AFRL may conduct a GS annual or close-out appraisal which
may include a performance award. If an annual CCS assessment is not
possible due to the conversion date (i.e., less than a 90-day
evaluation period), employees will be entitled to the general pay
increase typically effective in January.
B. Conversion to Another Personnel System
Employees who leave the AFRL broadbanding system to accept Federal
employment in another personnel system will have their pay set by the
gaining activity. In the event the Project ends, a conversion back to
the former or applicable Federal Civil Service system may be required.
These conversion rules are to be used to determine the corresponding GS
rates (if applicable). Where a broadband level includes a single GS
grade, employees are considered to have attained the grade commensurate
with the broadband level they are leaving. Where broadband levels
include multiple grades, employees are considered to have progressed to
the next higher grade within that broadband level when they have been
in the level for one year and their basic pay equals or exceeds the
minimum basic pay of the higher grade. For employees who are entitled
to a special rate upon conversion, the Demonstration Project locality
rate must equal or exceed the minimum special rate of the higher grade.
To set GS pay upon conversion, an employee's Demonstration Project
locality rate is converted (prior to leaving the Project) to the
highest GS rate range (i.e., locality rate range or special rate range)
applicable to the employee. If the employee's rate falls between the
fixed rates for the applicable range, it is raised to the next higher
rate. The employee's GS basic rate (excluding special rates or locality
payments) is then derived based on the grade and step associated with
this converted rate.
VI. Project Duration and Changes
Public Law 103-337 removed any mandatory expiration date for this
Demonstration Project. The Project evaluation plan adequately addresses
how each intervention is comprehensively evaluated.
Many aspects of a Demonstration Project are experimental. Minor
modifications may be made from time to time as experience is gained,
results are analyzed, and conclusions are reached on how the system is
working. Flexibilities published in this Federal Register notice shall
be available for use by all STRLs, if they wish to adopt them.
[[Page 27884]]
VII. Evaluation Plan
Authorizing legislation mandates evaluation of the Demonstration
Project to assess the merits of Project outcomes and to evaluate the
feasibility of applications to other Federal organizations. The overall
evaluation consists of two components--external and internal
evaluation. The external evaluation for the AF Laboratory Demonstration
is part of a larger effort involving evaluation of demonstration
projects in reinvention laboratories in three military services.
External evaluation was originally overseen by the Office of Merit
Systems Oversight and Effectiveness, OPM, and the Director, Defense
Research and Engineering (DDR&E) and Civilian Personnel Policy (CPP),
DoD. OPM's Personnel Resources and Development Center (PRDC) served as
external evaluator for the first five years of the Project to ensure
the integrity of the evaluation process, outcomes, and interpretation
of results. After the five-year point decision to continue the
Demonstration Project, AFRL opted out of OPM's external evaluation
effort and continued its own internal evaluation. AFRL intends to
continue the same level of evaluation with the addition of the expanded
project coverage.
The main purpose of the evaluation is to determine the
effectiveness of the personnel system changes as they are expanded to
cover additional segments of the AFRL population and to ensure that
there are no unintended adverse outcomes of the changes. To the extent
possible, cause-and-effect relationships between the changes and
personnel system effectiveness criteria will be established. The
evaluation approach uses the intervention impact model shown in Table
3, which specifies each personnel system change as an intervention; the
expected effects of each intervention; the corresponding measures of
these effects; and the data sources for obtaining the measures.
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VIII. Demonstration Project Costs
The goal of this Demonstration Project is a system in which payroll
costs and resource utilization can be controlled consistent with the
organization's fiscal strategies. This Demonstration Project consists
of a system of pay incentives and processes that are flexible and can
operate in harmony with the operational and financial needs of the
larger organization. The costs of the Project are borne by AFRL. Costs
associated with the Demonstration Project include DCPDS and software
automation, training, WGI buy-in, buy-up to minimum for band, and
Project evaluation. The timing of the expenditures depends on the
implementation schedule. Because automation requirements will be
minimized as a result of existing software system similarities, costs
are estimated to be below $100K.
IX. Required Waivers to Law and Regulation
The following waivers and adaptations of certain 5 U.S.C. and 5 CFR
provisions are required only to the extent that these statutory and
regulatory provisions limit or are inconsistent with the actions
contemplated under this demonstration project. Nothing in this plan is
intended to preclude the demonstration project from adopting or
incorporating any law or regulation enacted, adopted, or amended after
the effective date of this demonstration project.
A. Waivers to Title 5, U.S.C.
Chapter 31, section 3111: Acceptance of Volunteer Service. (This
section is waived to allow for a Voluntary Emeritus Corps.)
Chapter 33, section 3308: Competitive Service; Examinations;
Educational Requirements Prohibited. (This section is waived with
respect to the scholastic achievement appointment authority.)
Chapter 33, sections 3317(a) and 3318(a): Competitive Service;
Related to certification and selection from registers. (These sections
are waived to eliminate the ``rule of three.'')
Chapter 33, section 3319: Alternative Ranking and Selection
Procedures. (This section is waived to eliminate quality categories.)
Chapter 33, section 3321: Competitive Service; Probationary Period.
(This section waived only to the extent necessary to replace ``grade''
with ``broadband level.'')
Chapter 33, section 3341: Details; Within Executive or Military
Departments. (This section is adapted to the extent necessary to waive
the time limits for details.)
Chapter 35, section 3502: Order of Retention. (This section waived
to the extent necessary to allow provisions of the RIF plan as
described in this Federal Register notice.)
Chapter 43, sections 4301-4305: Related to performance appraisal.
(These sections are waived to the extent necessary to allow provisions
of the contribution-based compensation system as described in this
Federal Register notice.)
Chapter 51, sections 5101-5102(a)(5), 5103, and sections 5104-5112:
Related to classification standards and grading. (These sections are
waived to the extent necessary to allow classification provisions
described in this Federal Register notice.)
Chapter 53, sections 5301-5307 and: Related to pay comparability
system and General Schedule pay rates. (This waiver applies to the
extent necessary to allow: (1) Demonstration Project employees to be
treated as GS employees and (2) basic rates of pay under the
Demonstration Project to be treated as scheduled rates of basic pay.
Chapter 53, sections 5331-5336: These waivers apply to the extent
necessary to allow: (1) Demonstration
[[Page 27887]]
Project employees to be treated as GS employees; (2) to allow the
provisions of this Federal Register notice pertaining to setting rates
of pay; and (3) waive sections 5335 and 5336 in their entirety.
Chapter 53, sections 5361-5366: Grade and Pay Retention. (These
sections waived to the extent necessary to: (1) Replace ``grade'' with
``broadband;'' (2) allow Demonstration Project employees to be treated
as GS employees; and (3) sections 5362-5366 are waived in their
entirety to allow provisions of this Federal Register notice pertaining
to grade and pay retention.)
Chapter 55, sections 5545 and 5547: Related to premium pay. (These
sections waived to the extent necessary to allow Demonstration Project
employees to be treated as GS employees.)
Chapter 57, sections 5753-5755: Related to recruitment, relocation,
retention payments, and supervisory differential. (These sections
waived to the extent necessary to allow: (1) Employees and positions
under the Demonstration Project to be treated as employees and
positions under the GS and (2) that management may offer a bonus to
incentivize geographic mobility to a SCEP student.)
Chapter 75, sections 7501(1), 7511(a)(1)(A)(ii), (a)(1)(B), and
(a)(1)(C)(ii): Related to removal, suspension, and reduction in grade
or pay. (These sections are waived to the extent that they refer to one
or two years of continuous service to allow up to a three-year
probationary period for S&Es.)
Chapter 75, section 7512(3): Related to adverse action. (This
section waived to the extent necessary to: (1) Replace ``grade'' with
``broadband level;'' and (2) exclude reductions in broadband level not
accompanied by a reduction in pay.)
Chapter 75, section 7512(4): Related to adverse action. (This
section is waived to the extent necessary to provide that adverse
action provisions do not apply to conversions from GS special rates to
Demonstration Project pay, as long as total pay is not reduced.)
B. Waivers to Title 5, CFR
Part 300, sections 300.601-300.605: Time-in-Grade Restrictions.
(Time-in-grade restrictions are eliminated in this demonstration
project.)
Part 308, sections 308.101-308.103: Volunteer Service. (Amended to
allow for a Voluntary Emeritus Corps.)
Part 315, sections 315.801(a); (b)(1); (c) and (e); and sections
315.802(a) and (b)(1): Related to probationary period. (Amended to
allow for extended probationary or trial period of 3 years for all
newly hired S&E employees.)
Part 315, section 315.901 and 315.907: Probation on Initial
Appointment to a Supervisory or Managerial Position. (This section
waived only to the extent necessary to replace ``grade'' with
``broadband level.'')
Part 316, sections 316.301, 316.303, and 316.304: Term Employment.
(These sections are waived to allow modified term appointments as
described in this Federal Register notice.)
Part 332, sections 332.401 and 332.404: Order on Registers and
Order of Selection from Certificates. (These sections are waived to the
extent necessary to allow: (1) No rating and ranking when there are 15
or fewer qualified applicants and no preference eligibles; (2) the
hiring and appointment authorities as described in this Federal
Register notice; and (3) elimination of the ``rule of three.'')
Part 335, section 335.103(c): Agency Promotion Programs. (This
section is waived to the extent necessary to: (1) Allow non-competitive
temporary job changes as described in this Federal Register notice and
(2) expand discretionary exemptions to agency promotion programs.)
Part 337, section 337.101(a): Rating Applicants. (This section is
waived when there are 15 or fewer qualified applicants and no
preference eligibles.)
Part 340, subpart A, subpart B, and subpart C: Other than Full-Time
Career Employment. (These subparts are waived to the extent necessary
to allow a Voluntary Emeritus Corps.)
Part 351, Reduction in Force. (This part is waived to the extent
necessary to allow provisions of the RIF plan as described in this
Federal Register notice. In accordance with this FRN, AFRL will define
the competitive area, retention standing, and displacement
limitations.) Specific waivers include: Sections 351.402-351.404: Scope
of Competition; sections 351.501-351.504: Retention Standing; sections
351.601-351.608: Release from Competitive Level; and section 351.701:
Assignment Involving Displacement.
Part 430, subpart A and subpart B: Performance Management;
Performance Appraisal. (These subparts are waived to the extent
necessary to allow provisions of the contribution-based compensation
system as described in this Federal Register notice.)
Part 432, sections 432.101-432.105: Regarding performance based
reduction in grade and removal actions. (These sections are waived to
the extent necessary to: (1) Replace ``grade'' with ``broadband;'' (2)
exclude reductions in broadband level not accompanied by a reduction in
pay; and (3) allow provisions of CCS and addressing inadequate
contribution as described in this Federal Register notice.)
Part 511, subpart A, subpart B: Classification under the General
Schedule. (These subparts are waived to the extent necessary to allow
classification provisions outlined in this Federal Register notice.)
Part 511, sections 511.601-511.612: Classification Appeals. (These
sections are waived to the extent necessary to: (1) Replace ``grade''
with ``broadband;'' (2) add to the list of issues that are neither
appealable or reviewable, the assignment of series under the project
plan to appropriate career paths; and (3) to allow informal appeals to
be decided by the AFRL pay pool manager. Formal appeal rights are
unchanged.)
Part 530, subpart C: Special Rate Schedules for Recruitment and
Retention. (This subpart is waived in its entirety.)
Part 531, subpart B: Determining Rate of Pay; subpart D: Within-
Grade Increases; subpart E: Quality Step Increases. (These subparts are
waived in their entirety to allow for the pay setting provisions as
described in this Federal Register notice.)
Part 531, subpart F: Locality Payments. (This subpart is waived to
the extent necessary to allow: (1) Demonstration Project employees to
be treated as GS employees; (2) replace ``grade'' with ``broadband;''
and (3) to allow basic rates of pay under the Demonstration Project to
be treated as scheduled rates of basic pay.)
Part 536, subpart A, subpart B, and subpart C: Grade and Pay
Retention. (These subparts are waived in their entirety.)
Part 550, section 550.703: Severance Pay. (This section is waived
to the extent to allow AFRL to define reasonable offer.)
Part 550, section 550.902: Hazard Pay. (Definition of ``employee,''
is waived only to the extent necessary to allow Demonstration Project
employees to be treated as GS employees.)
Part 575, sections 575.103(a), 575.203(a), 575.303(a), and subpart
D: Recruitment and Relocation Bonuses; Retention Allowances;
Supervisory Differentials. (These sections are adapted to the extent
necessary to allow employees and positions under the Demonstration
Project to be treated as employees and positions under the General
Schedule. Subpart D is waived in its entirety; pay is based on employee
contribution.)
Part 575, sections 575.201; 575.202; 575.205 (a); (b);
575.206(a)(1); (b); (c); 575.207(a)(3); and 575.208(a)(1)(i)(iv)(3):
Relocation Incentives. (These sections waived to the extent necessary
to allow:
[[Page 27888]]
(1) Relocation incentives to new SCEP students; (2) employees and
positions under the Demonstration Project to be treated as employees
and positions under the General Schedule; and (3) relocation incentives
to SCEP students whose worksite is in a different geographic location
than that of the college enrolled.)
Part 591, subpart B: Cost-of-Living Allowance and Post
Differential--Nonforeign Areas. (This subpart is adapted to the extent
necessary to allow employees and positions under the Demonstration
Project to be treated as employees and positions under the General
Schedule.)
Part 752, sections 752.101 and 752.301: Adverse Actions. (This
section is waived to the extent that they refer to one or two years of
continuous service to allow up to a three-year probationary period for
S&Es.)
Part 752, section 752.401(a)(3): Reduction in Grade. (This section
is waived to the extent necessary to replace ``grade'' with
``broadband'' and to exclude reductions in broadband level not
accompanied by a reduction in pay.)
Part 752, section 752.401(a)(4): Reduction in Pay. (This section is
waived to the extent necessary to provide that adverse action
provisions do not apply to conversions from GS special rates to
Demonstration Project pay, as long as total pay is not reduced.)
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Appendix B: Descriptors Sorted by Career Path, Broadband Level, and
Factor Scientists and Engineers Career Path (DR)
Level I Descriptors
Problem Solving Factor: Applies knowledge of science, technology,
or processes to assigned tasks. Efforts are within the technology area
or own organization. Analyzes and resolves routine to moderately-
difficult problems within assigned area, often under the guidance of
senior personnel. Develops limited variations to established methods
and/or techniques. Uses judgment in selecting, interpreting, and
adapting known scientific principles. Considers existing approaches and
researches novel alternatives. Efficiently provides solutions that
resolve assigned problems with some oversight/assistance from senior
personnel. Completed work is reviewed for soundness, appropriateness,
and conformity. Capability is recognized within own organization.
Communication Factor: Prepares information to use within own
organization and technical area. Exchanges information with other
functional areas or external contacts. Documents routine information in
a clear and timely manner. Effectively utilizes communications tools to
contribute to reports, documents, presentations, etc. Presents routine
information in a clear and timely manner. Actively listens and responds
appropriately. Develops speaking skills for basic briefings and
effectively adjusts to the audience with guidance. Provides reports,
documents, and presentations to senior personnel for review. Makes
necessary revisions per guidance from senior personnel.
Technology Management Factor: Interacts within technical area on
routine issues to communicate information and coordinate actions within
area of assigned responsibility. Conducts duties in support of
technical goals within own organization. Participates in technology
area planning within own organization. Contributes technical ideas to
proposal preparation and new technology development. Efficiently
performs tasks utilizing available resources, including one's own time,
to successfully accomplish assigned work. Provides inputs to risk
management and process improvements. Contributes within own
organization to the development and transition of technology solutions.
Seeks out and uses relevant outside technologies to support own
technical and functional activities.
Teamwork and Leadership Factor: Performs work within a team that
improves capability of a technology area or organization. Coordinates
actions and gains understanding of other areas sufficiently to make
appropriate recommendations. As team member, makes positive
contributions in assigned areas to meet team goals. Shares relevant
knowledge and information with others. Develops positive working
relationships with peers and superiors alike. Maintains currency in
area of expertise. Actively seeks guidance/opportunities to improve/
expand skills. Receives close guidance from others. Performs duties in
a professional, responsive, and cooperative manner in accordance with
established policies and procedures.
Level II Descriptors
Problem Solving Factor: Develops or modifies new methods,
approaches, or scientific knowledge to solve challenges. Efforts
involve multiple technology areas or organizations. Applies knowledge
of science/technology to analyze and resolve multifaceted issues/
problems with minimal guidance. Develops comprehensive modifications to
established methods and/or techniques. Uses judgment and originality in
developing innovative approaches to define and resolve highly complex
situations. Approaches to solving problems require initiative and
resourcefulness in interpreting and applying scientific principles that
are applicable but may be conflicting or not clearly understood.
Consults appropriately to develop objectives, priorities, and
deadlines. Plans and carries out work that is well aligned with
organizational goals. Completed work is generally accepted upon review.
Expertise is recognized internally and externally by academia,
industry, or government peers.
Communication Factor: Provides information to peers, senior
technical leaders, and/or managers within and beyond own organization
to influence decisions or recommend solutions. Exchanges information
with established internal/external networks. Documents complex
information, concepts, and ideas in a clear, concise, well-organized,
and timely manner. Authors reports, documents, and presentations
pertaining to area(s) of expertise. Presents complex information,
concepts, and ideas in a clear, concise, well-organized, and timely
manner. Actively listens to others' questions, ideas, and concerns and
considers diverse viewpoints. Demonstrates effective speaking skills
for advanced briefings, tailoring presentations to facilitate
understanding. Reviews own communication products prior to submittal to
peers, senior technical leaders, managers, and/or external contacts,
resulting in minimal revision. May assist with the communications of
others.
Technology Management Factor: Collaborates with technical area
stakeholders to develop strategies for effective execution within a
particular technology area. Executes activities within and beyond own
organization that ensure the technology mission. Recognizes
opportunities and formulates plans within own organization. Generates
key ideas and contributes technically to proposal preparation and
marketing to establish new business opportunities. Identifies and
advocates for resources necessary to support and contribute to mission
requirements. Demonstrates knowledge of corporate processes by
effective application of resources. Actively manages cost, schedule,
and resource risks seeking timely remedies. Engages others in using
resources more efficiently and suggests innovative ideas to optimize
available resources. Implements the development and transition/transfer
of technology
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solutions, within or beyond own organization, based upon awareness of
customer requirements. Evaluates and incorporates appropriate outside
technology to support research and development.
Teamwork and Leadership Factor: Performs work as a key team member
or leads others to improve capability of a technology area or
organization. Integrates efforts or works across disciplines. Provides
consultation on complex issues. As lead or key team member, makes
significant contributions to meet team goals in support of the
organizational goals. Works collaboratively with others in a dynamic
environment, demonstrating respect for other people and alternative
viewpoints. Recognizes when others need assistance and provides
support. Assists in the development and training of internal/external
team members. Works to develop/improve self in order to more
effectively accomplish team goals. May recommend selection of team
members. Receives general guidance in terms of established policies,
objectives, and decisions from others. Discusses novel concepts and
significant departures from previous practices with supervisor or team
leader.
Level III Descriptors
Problem Solving Factor: Performs duties across a broad range of
activities that require substantial depth of analysis and expertise.
Implements or recommends decisions which impact science or technology.
Applies and expands knowledge of science/technology to resolve
critical, multifaceted problems and/or develops new theories or
methods. Adapts to tasks involving changes or competing requirements.
Uses judgment and ingenuity in making decisions/developing technologies
for areas with substantial uncertainty in methodology, interpretation,
and/or evaluation. Approaches to solving problems require
interpretation, deviation from traditional methods, or research of
trends and patterns to develop new methods, scientific knowledge, or
organizational principles. Actively engages organizational planning
activities. Defines and leads work efforts that are focused on
organizational priorities. Results of work are considered
authoritative. Expertise is recognized at the national level across the
Laboratory, service, DoD agencies, industry, and/or academia.
Communication Factor: Communicates complex technical, programmatic,
and/or management information across multiple organizational levels to
drive decisions by senior leaders. Collaborates with broad functional
and technical areas. Leads documentation of diverse and highly complex
information, concepts, and ideas in a highly responsive and effective
manner. Authors and enables authoritative reports, documents, and
presentations pertaining to multiple areas of expertise. Leads
presentation of diverse and highly complex information, concepts, and
ideas in a highly responsive and effective manner. Seeks opinions and
ideas from others and carefully considers and incorporates diverse
viewpoints. Demonstrates expert speaking skills and adaptability for
critical briefings. Produces required forms of communication with
minimal guidance from others. Reviews communications of others for
appropriate and accurate content.
Technology Management Factor: Leads technology partners in highly
complex technical areas to develop strategies for research and
development programs. Leads development and execution at a broad level
in the Laboratory to advance the technology mission. Leads/contributes
significantly to program definition and/or planning. Pursues near-term
business opportunities by exploiting internal and/or external
resources. Identifies and develops mission relevant solutions while
leveraging collaborations across the Laboratory. Monitors evolution of
cost, schedule, and resource risk. Anticipates changes in resource
requirements and develops and advocates solutions in advance. Leads
others in using resources more efficiently and implements innovative
ideas to stretch limited resources. Leads development and transition/
transfer activities based upon extensive customer interactions and
appropriate partnerships. Develops technology solutions by exploiting
external technology to enhance research and development.
Teamwork and Leadership Factor: Leads critical aspects of team or
technology area with focused accountability for quality and
effectiveness. Integrates efforts across disciplines. Sought out for
consultation on complex issues that affect internal/external
organizations and/or relationships. Effectively seeks out and
capitalizes on opportunities for collaboration to achieve significant
results that support organizational goals. Is sought out for
consultation and leadership roles. Seeks out opportunities to share
knowledge with others. Volunteers to lead or serve on cross-functional/
integrated teams. Leads and supports the development and training of
subordinates and/or internal/external team members. Actively seeks out
mentoring opportunities. Proactively develops/improves self in order to
more effectively accomplish organizational goals. Recommends selection
and/or selects team members. Receives only broad policy/guidance.
Provides guidance/direction to others. May participate in position and
performance management.
Level IV Descriptors
Problem Solving Factor: Defines, leads, and manages an overall
technology area which includes multidisciplinary science and technology
(S&T) and/or non-S&T aspects. Makes critical decisions which
significantly impact science or technology. Applies considerable
judgment to resolve critical, multifaceted problems spanning multiple
disciplines. Expertly accomplishes tasks or resolves issues involving
significant uncertainties, changes, or competing requirements. Using
broadly stated organizational goals fosters a culture which rewards
ingenuity and generates/implements innovative ideas for developing new
technologies. Develops innovative approaches which significantly expand
the scientific knowledge base and/or the overall effectiveness of the
organization. Sets objectives and plans, designs, and directs work to
meet evolving organizational goals. Agency provides only broadly
defined missions and functions. Leadership is recognized at the
national/international level across various laboratories, services,
DoD, industry and/or academia.
Communication Factor: Communicates with a wide range of peers/
organizations across multiple levels inside and outside the Laboratory
to influence major technical, programmatic, and/or management
activities. Builds collaborative relationships across broad functional
and technical areas and engages with leaders at the national and/or
international level. Promotes a culture of excellence in synthesizing
and documenting diverse and highly complex information, concepts, and
ideas. Authors and directs authoritative reports, documents, and
presentations integrating multiple disciplines. Develops strategies to
improve presentations of diverse and highly complex information,
concepts, and ideas. Fosters an atmosphere of respect for others at all
levels and promotes expression of alternative viewpoints. Displays
mastery of speaking skills and delivers compelling, authoritative
briefings. Establishes guidance and
[[Page 27893]]
oversight requirements for communication in their organizational or
technical area. Responsible and accountable for overall development of
reports, documents, and presentations of self and others within area of
responsibility.
Technology Management Factor: Integrates wide-ranging activities at
a national/international level, involving multiple technical areas, to
develop strategic technology solutions. Directs program/process
formulation and implementation to achieve the mission goals at the
Laboratory/multi-agency level. Leads requirements generation, strategic
planning, and prioritization. Creates business opportunities based upon
market awareness and exploitation of internal and/or external
resources. Identifies, proposes, and develops diverse and timely
mission relevant solutions while leveraging national/international
collaborations. Manages and defends the resources needed to achieve
organizational goals and expertly guides the implementation of these
resources in a dynamic environment. Leads, promotes, and enables
process improvements to maximize resource utilization. Leads world
class research and development programs based upon anticipating
customer requirements and leveraging national/international activities.
Develops innovative solutions that exploit emerging technology and
fosters an environment of technology exploitation.
Teamwork and Leadership Factor: Leads/manages all aspects of
subordinate/team efforts with complete accountability for mission and
program success. Utilizes situational awareness to promote competitive
positioning of the organization. Has broad and substantial impact on
organizational decisions affecting internal/external organizations and/
or relationships. Cultivates and sustains a professional environment of
cooperation, cohesion, and teamwork. Formulates short- and long-term
teaming/collaboration strategies across organizations/disciplines.
Establishes team charters. Builds coalitions to establish integrated
approaches that meet overall organizational mission requirements.
Mentors and develops future organizational leaders and personnel
through evaluations/feedback. Fosters a culture that encourages and
rewards mentoring and development. Proactively develops/improves self
in order to more effectively accomplish agency goals. Identifies and
addresses skill deficiencies and selects team members. Works within the
framework of agency policies, mission objectives, and time and funding
limitations with minimal oversight. Establishes policy and/or provides
guidance/direction to others. Responsible for position and performance
management.
Business Management and Professional Career Path (DO)
Level I Descriptors
Problem Solving Factor: Applies knowledge of business management or
a professional field to perform duties supporting and/or improving the
efficiency and productivity of the organization. Analyzes and resolves
difficult but routine problems within assigned area of responsibility,
sometimes under the guidance of a senior specialist. Includes minor
adaptation to established methods and techniques. Plans and carries out
work based on established guidelines and supervisor's stated priorities
and deadlines. Completed work is evaluated for soundness,
appropriateness, and conformity to policy and requirements. Uses
judgment in selecting, interpreting, and adapting guidelines that are
readily available.
Communication Factor: Factual information and material is normally
presented to individuals within immediate office or within own
organization, but may involve external contacts. Communicates routine
information in a clear and timely manner. Develops formal written
communication often with supervisory review and revision. Actively
listens and appropriately responds to questions and concerns from
others. Uses tone that respects others' ideas, comments, and questions.
With guidance, effectively adjusts communications to the audience's
level of understanding. Has speaking skills required to deliver basic
briefings.
Business Management Factor: Interacts with customers on routine
issues to communicate information and coordinate actions within area of
assigned responsibility. Conducts duties in support of business goals
of the organization. Provides timely, flexible, and responsive products
and/or services to customers under guidance of senior specialist or
supervisor. Contributes ideas for improvement of established services
based on knowledge of a variety of business management or professional
programs and systems and an understanding of customer needs.
Demonstrates knowledge of available resources and the process for
acquiring the resources needed to accomplish assigned work. Makes
effective use of available resources including one's own time.
Teamwork and Leadership Factor: Makes positive contributions to all
aspects of the overall team's responsibilities. Pursues opportunities
for training and professional growth. Actively participates in team
training activities. Performs work that affects the accuracy,
reliability, or acceptability of broader projects and programs.
Coordinates joint actions and gains understanding of other areas
sufficient to make appropriate recommendations. Works flexibly with
others to accomplish team goals. Treats others fairly and
professionally. Shares relevant knowledge and information with others.
May participate as a member of cross-functional teams. May select or
recommend selection of staff or team members.
Level II Descriptors
Problem Solving Factor: Develops new methods, criteria, policies,
or precedents for business management or a professional field. Modifies
or adapts established methods and approaches to complex issues that
affect a wide range of organizational activities. May administer one or
more complex programs within a functional area. Applies substantial
knowledge of business management or a professional field to analyze and
resolve highly complex issues and problems. Includes refinement of
methods or development of new ones. Consults with supervisor to develop
deadlines, priorities, and objectives. Plans and carries out work,
effectively resolving most conflicts that arise. Keeps supervisor
informed of potentially controversial issues. Completed work is
reviewed primarily for meeting requirements and producing expected
results. Uses initiative and resourcefulness in interpreting and
applying policies, precedents, and guidelines that are applicable but
may be conflicting or stated only in general terms. Uses considerable
judgment and originality in developing innovative approaches to define
and resolve highly complex situations.
Communication Factor: Communicates important concepts to influence
decisions or recommend solutions with specialists and management
officials in own organization. Occasionally communicates with
individuals at higher levels and in other organizations. Communicates
moderately complex information, concepts, and ideas in a clear,
concise, well-organized, and timely manner. Written communication
typically requires minimal revision. Actively listens to others'
questions, ideas, and concerns. Uses respectful tone that considers
diverse viewpoints
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and appropriately responds to questions or requests. Effectively
adjusts communications to facilitate understanding. Tailors
presentations and briefings to meet an audience's needs and level of
understanding.
Business Management Factor: Works with customers to define/
anticipate problems and develop strategies for effective resolution
within a particular program area. Supports execution of activities that
advance the business-related goals of the organization. Develops
innovative or useful suggestions for designing and adapting customer-
focused products and/or services. Displays flexibility in responding to
changing customer needs. Contributes key ideas and/or strategies to
develop, implement, and promote new/improved programs or services
applicable to business management or a professional field. Identifies
and advocates for resources necessary to support and contribute to
mission requirements. Maximizes use of available resources.
Teamwork and Leadership Factor: Contributes as lead or key member
of the team performing the substantive analytical or professional
duties in support of the organizational mission. Effectively carries
out integrated advisory and program work. Leads/mentors/provides
oversight to specialists at same or lower level. Regularly consulted by
management officials on complex issues due to depth and breadth of
expertise. Works collaboratively and flexibly with others to accomplish
team goals. Treats others fairly and professionally. Shares relevant
knowledge and information with others. Recognizes when others need
assistance and provides support. May participate as a member of cross-
functional/integrated teams. Selects or recommends selection of staff
or team members. Supports development and training of subordinates.
Participates in mentoring and position/performance management.
Level III Descriptors
Problem Solving Factor: Performs duties across a broad range of
activities that require substantial depth of analysis and
organizational problem solving skills. Implements or recommends
decisions which significantly impact agency policies/programs. Resolves
critical problems or develops new theories for work products or
services which affect the work of other experts, the development of
major aspects of business management programs or missions, or impacts a
large number of people. Assignments involve continual program changes
or conflicting requirements. Supervisor outlines general objectives.
Independently plans and carries out the work. Complex issues are
resolved without reference to supervisor except for matters of a policy
nature. Results are considered technically authoritative and are
normally accepted without significant change. Uses judgment and
ingenuity in making decisions in major areas of uncertainty in
methodology, interpretation and/or evaluation. Guidelines require
interpretation, deviation from traditional methods, or research of
trends and patterns to develop new methods, criteria, or propose new
policies.
Communication Factor: Influences consensus among management
officials within AFRL, AF, and in other agencies and organizations to
accept ideas and implement recommendations designed to improve
effectiveness of major programs and policies. Communicates complex
information, concepts, and ideas in an accurate, clear, concise, well-
organized, and timely manner. Written communication typically accepted
without revision. Seeks opinions and ideas from others as appropriate.
Actively listens to others' questions, ideas, and concerns. Uses tone
that respects and carefully considers diverse viewpoints, responding
appropriately. Clearly communicates complex information, concepts, and
ideas through briefings and presentations to a wide range of audiences.
Business Management Factor: Works jointly with customers to
identify highly complex, sensitive, or controversial problems and
develop strategies for effective resolution. Contributes to refinement
of the business-related goals of the organization. Establishes
successful working relationships with customers to address and resolve
highly complex and/or controversial issues. Anticipates customer needs
in order to avoid potential problems resulting in improved customer
satisfaction. Develops effective plans and strategies for highly
complex programs or services involving broad business management or a
professional field. Successfully carries out and maintains such
programs/services at a high level of customer awareness and
satisfaction. Anticipates changes in workload requirements and
advocates for resources in advance of when they are needed. Actively
assists others in using resources more efficiently and suggests
innovative ideas to stretch limited resources.
Teamwork and Leadership Factor: Effectively seeks out and
capitalizes on opportunities for the work unit to achieve significant
results that support organizational goals. Is sought out for
consultation and leadership roles. Guides the critical aspects of
programmatic and business management efforts of individuals and/or
teams with focus on accountability, quality, and effectiveness. Has
impact on business recommendations that affect both internal and
external relationships. Leads and provides oversight to effectively
manage integrated advisory and program services. Regularly consulted by
management officials on highly complex issues. Seeks out opportunities
to share knowledge with others. Volunteers to lead or serve on cross-
functional/integrated teams. Selects or recommends selection of staff,
team members, and/or subordinate supervisors. Initiates development and
training of subordinates. Participates in mentoring, motivation,
coaching, instruction, and position/performance management.
Level IV Descriptors
Problem Solving Factor: Defines, leads, and manages an overall
business management or professional program area which includes a full
range of complex functional areas. Makes critical decisions which
significantly change, interpret, or develop important agency policies/
programs. Applies considerable judgment and ingenuity to interpret
existing guidelines and develop policies and procedures for broadly
based projects/programs. Independently plans, designs, and carries out
programs, projects, studies, etc., such that overall program objectives
are met. Supervisor provides only broadly defined missions and
functions. Results of work are considered technically authoritative and
are almost always accepted without change. Guidelines are broadly
stated and non-specific. Generates/implements innovative ideas for
increasing overall effectiveness of the organization.
Communication Factor: Interacts with high-ranking officials to
include AF level and other agencies and departments to influence major
program policies and/or defend controversial decisions. May also
communicate with leaders at the local, state, and/or national levels
for similar purposes. Tailors style to communicate critical information
effectively to diverse audiences at different levels. Accurately
communicates complex information, concepts, and ideas in a clear,
concise, well-organized, and timely manner. Written communication is
accepted without revision. Receptive to alternative viewpoints. Clearly
communicates complex information and
[[Page 27895]]
ideas to a range of audiences. Shows respect for others and responds
appropriately to people at all levels. Delivers compelling policy level
briefings.
Business Management Factor: Interacts at senior management levels
to negotiate and resolve conflicts concerning activity-wide policies
and programs. Resolutions are communicated across the organization/
agency. Contributes to the definition and improvement of processes that
affect the business goals of the organization. Fosters successful
working relationships with high-level officials both inside and outside
the organization that help achieve overall mission goals. Develops
innovative and useful approaches for improving or expanding products
and/or services, resulting in highly valued services that improve
overall customer satisfaction. Generates strategic plans and objectives
to develop, implement, and promote broadly-based programs and services
to meet organizational needs. Ensures overall effectiveness and
customer-oriented focus of managed programs, processes, and services.
Identifies, acquires, defends, and manages the resources needed to
achieve organizational goals.
Teamwork and Leadership Factor: Formulates short- and long-term
strategies across subordinate units to achieve significant results in
support of the organization's goals and long-term vision. Leads and
manages all aspects of subordinate/team efforts with complete
accountability for mission and program success. Utilizes situational
awareness to promote competitive positioning of the organization.
Builds coalitions to establish integrated approaches to meet overall
organizational mission requirements. Sets and maintains a tone of
cooperation, cohesion, and teamwork. Champions respect and value for
others. Selects or recommends selection of staff, team members, and
subordinate supervisors. Initiates development and training of
subordinates. Directs or recommends mentoring and position/performance
management. Develops future team leaders and supervisors.
Technician Career Path (DX)
Level I Descriptors
Problem Solving Factor: Applies basic knowledge to perform well-
defined work activities with guidance. Performs specific procedures
which are typically a segment of a project of broader scope. Work
products affect the accuracy, reliability, or acceptability of further
procedures, processes, or services. Performs duties that involve
related and established steps, processes, or methods. Operates and
adjusts varied equipment and instrumentation to perform standardized
tests or operations involved in testing, data analysis, and
presentation. Executes routine assignments without explicit
instructions if standard work methods can be used. Resolves recurring
routine problems with little supervision. Uses judgment in locating and
selecting the most appropriate procedures, making minor deviations to
adapt the guidelines to specific cases.
Communication Factor: Acquires or exchanges information with
individuals on same team or within own organization for routine and
recurring issues. May involve limited external contacts. Communicates
routine information in a clear and timely manner. Written communication
may require some revision. Actively listens and appropriately responds
to questions and concerns from others. Uses tone that respects others'
ideas, comments, and questions. With guidance, effectively adjusts
communications to facilitate understanding.
Business Management Factor: Interacts with customers to communicate
information and coordinate routine actions within area of assigned
responsibility. Conducts duties in support of business goals of the
organization. Provides timely, flexible, and responsive products and/or
services to customers under guidance of senior technician or
supervisor. Contributes ideas for improvement of products and services
to project lead/supervisor based on an understanding of customer needs.
Efficiently utilizes available resources, including one's own time, to
successfully accomplish assigned work.
Teamwork and Leadership Factor: Makes positive contributions to
specific aspects of the team's responsibilities. Actively takes
initiative to expand knowledge and assume more responsibilities.
Pursues opportunities for training and professional growth. Actively
participates in team training activities. Provides work product that is
a complete project of relatively conventional and limited scope or a
portion of a larger project. Work requires a limited degree of
coordination and integration of diverse phases carried out by others.
Personal interactions foster cooperation and teamwork. Works
effectively with others to accomplish tasks. Treats others respectfully
and professionally. Provides information and assistance to others as
needed. Attempts to handle minor work-related disagreements in a
positive manner.
Level II Descriptors
Problem Solving Factor: Plans and conducts work which is a complete
project of relatively limited scope or a portion of a large and more
diverse project. Work affects the operation of systems, equipment,
testing operations, research conclusions, or similar activities.
Applies practical knowledge of different but established technical
methods, principles, and practices within a narrow area to design,
plan, and carry out projects. Assignments require study, analysis, and
consideration and selection of several possible courses of action.
Supervisor outlines overall requirements, providing general
instructions regarding objectives, time limitations, and priorities.
Plans and carries out successive steps and handles problems in
accordance with accepted practices or instructions. Completed work is
evaluated for technical soundness, appropriateness, and conformity.
Applies knowledge and experience to a broad range of assignments. Seeks
novel solutions where appropriate. Adapts previous plans/techniques to
fit new situations.
Communication Factor: Communicates with co-workers and management
officials in own organization in order to plan and coordinate work,
communicate important technical concepts and requirements, or recommend
solutions. Also, communicates with various individuals at higher levels
and in other organizations. Communicates information in a clear,
concise, well-organized, and timely manner. Written communication
typically requires minimal revision. Actively listens to others'
questions, ideas, and concerns. Uses respectful tone that considers
diverse viewpoints. Tailors communications to ensure an effective level
of understanding. Clearly responds to questions or requests, following
up when appropriate.
Business Management Factor: Works with customers to define/
anticipate problems and develop strategies for effective resolution
within technical areas. Supports execution of activities that advance
the business-related goals of the organization. Develops innovative or
useful suggestions for designing and adapting customer-focused products
and/or services. Displays flexibility in responding to changing
customer needs. Contributes key ideas and/or strategies to develop,
implement, and apply new/improved methods and procedures applicable to
technical areas. Anticipates, identifies, and advocates for resources
necessary to support and
[[Page 27896]]
contribute to mission requirements. Maximizes use of available
resources.
Teamwork and Leadership Factor: Makes positive contributions to
multiple aspects of the team's responsibilities. Shares knowledge and
experience with team members. Provides a work product that is a
complete conventional project, or a portion of a larger, more diverse
project. Projects require coordination of several independent parts,
each requiring independent analysis and solution. Works collaboratively
and flexibly with others to accomplish team goals. Treats others
respectfully and professionally. Shares relevant knowledge and
information with others. Effectively contributes as a participating
member on other teams. Supports development and training of
subordinates and/or co-workers. Participates in mentoring and position/
performance management.
Level III Descriptors
Problem Solving Factor: Establishes criteria, formulates projects,
assesses program effectiveness, and investigates a variety of unusual
conditions or problems in areas which affect a wide range of major
activities. Identifies areas for investigation or improvement. Work
affects the design of systems, equipment, testing operations, research
conclusions, or similar activities. Applies considerable knowledge of a
wide range of technical methods, principles, and practices to design,
plan, and carry out complex projects. Assignments are frequently
complicated by many operations which equipment or systems must perform,
and many variables that must be considered. Precedents are sometimes
absent or obscure. Handles conflicting issues. Supervisor outlines
general requirements and objectives. Analyzes problems and develops
approaches/work plans. Requires little to no technical advice or
guidance. Technical decisions and recommendations are normally accepted
by higher authority. Applies extensive knowledge to unusual or highly
difficult assignments. Reviews, analyzes, and integrates work performed
by others along with adaptations from changes in technology as they
relate to the possible impact on projects, systems, or processes.
Communication Factor: Communicates with employees and management
officials both within own organization and in organizations outside the
agency to resolve problems, accept ideas, and implement recommendations
designed to improve effectiveness of operating systems, programs,
equipment, or services. Communicates complex information in a clear,
concise, well-organized, and timely manner. Written communication is
typically accepted without revision. Seeks opinions and ideas from
others as appropriate. Actively listens to others' questions, ideas,
and concerns. Uses respectful tone that considers diverse viewpoints,
responding appropriately. Communicates complex information, concepts,
and ideas through briefings or presentations to audiences in a manner
that facilitates understanding. Clearly responds to questions or
requests with follow up when appropriate.
Business Management Factor: Works with customers to identify highly
complex or controversial problems and develop strategies for effective
resolution. Contributes to refinement of the business-related goals of
the organization. Establishes successful working relationships with
customers to address and resolve highly complex and/or controversial
issues. Anticipates customer needs in order to avoid potential problems
resulting in improved customer satisfaction. Develops effective plans
and strategies for highly complex products or services involving a
broad technical area. Successfully carries out and maintains services
at a high level of customer awareness and satisfaction. Anticipates
changes in workload requirements and advocates for resources in advance
of when they are needed. Actively assists others in using resources
more efficiently and suggests innovative ideas to stretch limited
resources.
Teamwork and Leadership Factor: Is sought out for consultation and
serves as a mentor to other team members. Seeks out opportunities to
share experience and lessons learned with other team members, both
internal and external to own organization. Manages highly difficult
assignments in functional areas. Acts as a spokesperson authorizing
important modifications which conform to broad policy. Coordinates
assignments with subject matter experts in other areas. Reviews,
analyzes, and integrates work performed by other groups or individuals
outside the organization. Builds effective partnerships across units.
Volunteers and actively serves in leadership roles on integrated teams.
Regularly consulted by others on significant issues. Deals with
challenging conflicts in a manner that motivates and encourages
cooperation. Develops options to resolve disagreements that may require
resolution at a higher level. Provides recommendations for creation of
teams. Develops and identifies new training needs for the professional
growth of team members. Provides mentoring and position/performance
management.
Level IV Descriptors
Problem Solving Factor: Provides expert advisory services and
leadership for broad and complex programs, systems, and processes that
advance the state of the art. Plans, organizes, and/or directs
extensive development efforts associated with the latest advancements
in technology. Projects are multi-disciplinary and are greatly affected
by advances in technology. Projects are also characterized by highly
complex problems for which precedents are lacking. Uses judgment and
ingenuity to convert objectives into programs or policies. Adjusts
broad activities to align with changing program needs. Supervisor
outlines only broad policy and operational objectives/requirements.
Technical supervision is limited to reviewing broad hypotheses and
overall approach. Interpretations are generally accepted as technically
authoritative. Creates new techniques, establishing criteria and/or
developing new information. Approach is not easily determined and novel
approaches or considerable modification of existing techniques is
required. May contribute to or publish technical papers on modification
of existing theories or technology.
Communication Factor: Interacts with individuals or groups in
various agencies and departments to influence and/or defend
controversial decisions. Tailors style to communicate critical
information effectively to diverse audiences at different levels.
Communicates complex information in a clear, concise, well-organized,
and timely manner. Written communication is accepted without revision.
Prepares and delivers briefings to communicate complex information and
ideas to a range of audiences in a manner that facilitates
understanding. Receptive to alternative or dissenting viewpoints. Shows
respect for others and responds appropriately to people at all levels.
Business Management Factor: Interacts at senior management levels
to negotiate and resolve conflicts affecting a wide-range of
activities. Contributes to the definition and improvement of processes
that affect the business goals of the organization. Fosters successful
working relationships with high-level officials both inside and outside
the organization that help achieve overall mission goals. Develops
innovative and useful approaches for evaluating and improving
operations, equipment, and/or activities resulting in highly valued
services that improve overall customer satisfaction. Stays appraised of
current
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technologies and methods to develop techniques for new or modified work
methods, approaches, or procedure for substantive functions and
services to meet organizational and customer needs. Ensures overall
effectiveness and customer-oriented focus of managed programs,
processes, and services. Plans and allocates resources to accomplish
multiple customer needs simultaneously across the organization.
Develops and implements innovative approaches to attain goals and
minimize resource expenditures.
Teamwork and Leadership Factor: Recognized as a prominent
contributor to key technical fields as a leader of a productive team
directly contributing to the organization's mission. Considered a
leader in the conception and formulation of innovative concepts and
ideas. Serves as an expert in own field and is regularly sought out for
consultation and/or takes leadership on important committees dealing
with significant technical issues. Responsible for ensuring team
composition is sufficient to meet program objectives. Contributes to
achieving organizational goals by building flexible and effective
partnerships. Successfully resolves sensitive conflicts. Actively works
to ensure the continuous transfer of knowledge and skills throughout
the work unit by serving as a technical resource and initiating or
overseeing the development of formal knowledge sharing systems. Selects
or recommends selection of staff and/or team members. Develops and
identifies new training needs for the professional growth of
subordinates. Directs and provides mentoring and position/performance
management. May formally supervise at team-level.
Mission Support Career Path (DU)
Level I Descriptors
Problem Solving Factor: Performs clerical/assistant/support work
involving the application of a body of standardized rules, procedures,
or operations to resolve a variety of standard, recurring requirements.
Work affects the quality and timeliness of products or services within
the immediate office. Applies standard rules, procedures, or operations
to accomplish repetitive tasks and resolve routine matters. Carries out
recurring and routine work following supervisor's direction regarding
work to be done, priorities, and specific procedures/guidelines to be
followed. Completed work is reviewed for accuracy, timeliness, and
adherence to instructions. Uses judgment in selecting and applying
guidelines which are readily available.
Communication Factor: Communicates with individuals primarily in
own organization in order to exchange information and present findings.
Communicates routine information in a clear and timely manner. Written
communication may require some revision. Clearly communicates status of
assigned tasks. Actively listens and appropriately responds to
questions and concerns from others. Uses tone that respects others'
ideas, comments, and questions.
Business Management Factor: Interacts with customers on routine
issues to communicate information and clarify instructions for tasking
within area of assigned responsibility. Conducts administrative duties
in support of business goals of the organization. Provides timely,
flexible, and responsive products and/or services to customers under
guidance of senior team member or supervisor. Suggests ideas for
improvement of products and services based on an understanding of
customer needs. Efficiently utilizes available resources to
successfully accomplish assigned work. Appropriately prioritizes work;
manages own time.
Teamwork and Leadership Factor: Contributes to specific aspects of
the team's responsibilities. Pursues opportunities for training and
professional growth. Actively participates in team training activities.
Provides work product or service of limited scope that requires a
minimal degree of coordination and integration of work carried out by
others. Personal attitude/conduct fosters cooperation and teamwork
needed to accomplish tasks. Treats others fairly and professionally.
Provides information and assistance to others as requested/needed.
Attempts to handle minor work-related disagreements in a positive
manner.
Level II Descriptors
Problem Solving Factor: Applies well-developed knowledge and skills
to effectively perform a full range of moderately complex clerical/
assistant/support work. Work affects the quality and timeliness of
products or services within the organization. Applies standard rules,
procedures, or operations to accomplish a variety of tasks and resolve
moderately complex matters. Supervisor defines objectives, priorities,
and deadlines. Independently plans and carries out steps required to
complete assignments. Resolves recurring problems/deviations without
assistance. Completed work is reviewed for accuracy, timeliness, and
compliance with established methods/procedures/guidelines. Takes
initiative to identify, locate, and appropriately apply guidelines and
procedures.
Communication Factor: Communicates with co-workers and management
officials in own organization in order to plan and coordinate work,
communicate important concepts and requirements, or recommend
solutions. Also, communicates with counterparts at various levels both
inside and outside the organization. Communicates information in a
clear, concise, well-organized, and timely manner. Written
communication typically requires minimal revision. Actively listens and
appropriately responds to questions and concerns from others. Shows
respect for others' ideas, comments, and questions. With guidance,
effectively adjusts communications to facilitate understanding.
Business Management Factor: Effectively interacts with customers to
understand their needs, answer questions, and provide routine
information about products and/or services. Supports execution of
activities that advance the business-related goals of the organization.
Takes initiative to develop innovative ideas for adapting customer-
focused products and/or services. Displays flexibility in responding to
changing customer needs. Develops effective plans and strategies for
improving the effectiveness of important products or services for an
identified mission support area. Successfully provides services with a
high level of customer satisfaction. Identifies and advocates for
resources necessary to support and contribute to mission requirements.
Teamwork and Leadership Factor: Contributes as a member of the team
performing substantive clerical/assistant/support duties in support of
the organizational mission. Assists in the development and training of
individuals or team members. Participates in mentoring and assists with
team management. Effectively carries out important mission support
work. Leads/mentors/provides oversight to employees at same or lower
level. Regularly assists specialists/managers on support issues due to
depth of knowledge and breadth of expertise. Works flexibly with others
to accomplish team goals. Treats others fairly and professionally.
Seeks opportunities to share relevant knowledge and information with
others. May participate as a member on other teams.
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Level III Descriptors
Problem Solving Factor: Performs clerical/assistant/support work
involving application of an extensive body of rules, procedures, and
operations to resolve a wide variety of complex organizational support
activities. Work may occasionally have influence beyond immediate
organization. Work has a direct impact on the effectiveness and
efficiency of the work products and services of specialists within the
organization. Applies considerable knowledge of the rules, procedures,
and operations to accomplish a variety of tasks within the assigned
area of responsibility. Applies guidelines and techniques to resolve
complex problems involving related, procedural processes. Supervisor
defines overall objectives, priorities, and deadlines. Works
independently, resolving difficult problems that may arise. Completed
work is reviewed for accuracy and compliance with established methods/
procedures. Selects, interprets, and applies guidelines which are
available but not completely applicable or have gaps in specificity.
Uses considerable judgment by applying modified or new guidelines to
resolve unique problems. May assist in the development of new
guidelines for administrative procedures.
Communication Factor: Routine contacts are with co-workers,
managers in organizations for which services are performed, and staff
at higher echelons to coordinate work, communicate important concepts
and requirements, or recommend solutions. May also interact with
individuals in other agencies, departments, or public office.
Communicates moderately complex information, concepts, and ideas in a
clear, concise, well-organized, and timely manner. Written
communication typically accepted without revision. Actively listens to
others' questions, ideas, and concerns. Uses respectful tone that
considers diverse viewpoints and clearly responds to questions or
requests, following up to ensure understanding. Tailors communications
to ensure an effective level of understanding.
Business Management Factor: Serves as a central point of contact to
provide authoritative explanations of requirements, regulations, and
procedures, and to effectively resolve problems or disagreements
affecting assigned areas. Contributes to refinement of the business-
related goals of the organization. Establishes successful working
relationships with customers to address and resolve complex and/or
controversial mission support issues. Anticipates customer needs in
order to avoid potential problems resulting in improved customer
satisfaction. Develops and implements effective plans and strategies
for improving important products or services involving a broad mission
support area. Successfully provides services with a high level of
customer awareness and satisfaction. Anticipates changes in workload
requirements and advocates for resources in advance of when they are
needed. Actively assists others in using resources more efficiently and
suggests innovative ideas to stretch limited resources.
Teamwork and Leadership Factor: Effectively seeks out and
capitalizes on opportunities to assist specialists/managers in
achieving significant results that support organizational goals. Is
sought out for consultation. Accomplishes and/or guides the critical
aspects of mission support efforts with focus on accountability,
quality, and effectiveness. Assists in development of guidelines and
processes that affect mission performance. Leads and/or provides
oversight for integrated mission support services. Regularly consulted
by others on significant issues. Seeks out opportunities to share
knowledge with others. Volunteers to lead or serve on cross-functional/
integrated teams. May recommend selection of staff or team members.
Initiates development and training of subordinates. Participates in
mentoring and position/performance management. Develops others through
mentoring, coaching, and instruction.
Level IV Descriptors
Problem Solving Factor: Applies expert-level knowledge and skills
to effectively perform a wide-range of highly complex organizational
support activities. Work often has influence beyond immediate
organization. Work has a direct and significant impact on the
effectiveness and efficiency of the work products and services of
specialists and management officials within the organization. Typically
leads other mission support personnel in defining and carrying out
overall organizational support objectives. Develops guidelines,
techniques, procedures, and/or operations for the most complex and
difficult problems within the subject matter area for the organization.
Operates with a great deal of independence. Plans and carries out
assignments such that overall program objectives are met.
Recommendations are generally accepted as technically authoritative.
Work is evaluated only for conformance with broad objectives and is
almost always accepted without change. Applies considerable judgment
and ingenuity to interpret existing policies/procedures and develop new
guidelines and techniques that have a direct impact on specific
programs/services within the organization.
Communication Factor: Routine contacts are with co-workers,
managers in organizations for which services are performed, and staff
at higher echelons to coordinate work, communicate important concepts
and requirements, or recommend solutions. May also interact with high-
ranking individuals in other agencies, departments, or public office.
Tailors style to communicate critical information effectively to
diverse audiences at different levels. Communicates complex
information, concepts, and ideas in a clear, concise, well-organized,
and timely manner. Written communication is accepted without revision.
Seeks opinions and ideas from others as appropriate. Actively listens
to others' questions, ideas, and concerns. Uses respectful tone that
considers diverse viewpoints, responding appropriately. Communicates
complex information, concepts, and ideas through briefings or
presentations to a range of audiences in a manner that facilitates
understanding.
Business Management Factor: Interacts at senior management levels
to negotiate and resolve conflicts affecting a wide-range of mission
support activities. Assists in the definition and improvement of
processes that affect the business goals of the organization. Fosters
successful working relationships with high-level officials both inside
and outside the organization that help achieve overall mission goals.
Establishes innovative and useful approaches for evaluating and
improving mission support operations, processes, and/or activities
resulting in highly valued services that improve overall customer
satisfaction. Takes initiative to develop and implement techniques for
new or modified methods, approaches, or procedures for substantive
mission support functions and services to meet organizational and
customer needs. Ensures overall effectiveness and customer-oriented
focus of managed programs, processes, and services. Identifies,
acquires, defends, and manages the resources needed to accomplish
duties directly supporting organizational goals. Balances competing
resource requirements to ensure alignment with mission objectives.
Teamwork and Leadership Factor: Recognized as a significant
contributor within a key mission support area by serving as a leader of
a productive team
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or a leader in the conception and formulation of relevant concepts and
ideas. Serves as an expert in own field and is regularly sought out for
consultation and/or takes leadership on important committees dealing
with significant mission support issues. Contributes to achieving
organizational goals by building flexible and effective partnerships.
Manages the most sensitive conflicts in a positive manner. Actively
works to foster collaboration by serving as a leadership resource.
Selects or recommends selection of staff, team members, and subordinate
supervisors. Formal supervisors in this broadband conduct performance
evaluation/rating of subordinates. Initiates development and training
of subordinates. Directs or recommends mentoring and position/
performance management. Develops others through motivation, mentoring,
coaching, and instruction.
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[FR Doc. 2010-11663 Filed 5-17-10; 8:45 am]
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