# Presentation: 752534

## DoD Civilian Acquisition Workforce Personnel Demonstration Project

**PROJECT MANAGER: ANTHONY D. ECHOLS**

**FEBRUARY 1999 - PRESENT**

## BRIEFING OUTLINE

- PROGRAM OVERVIEW
- Objectives and History of Acquisition Demo
- CCAS FIRST CYCLE RESULTS
- BROADBANDING
- PROJECT CHALLENGES
- SUMMARY

## AUTHORITY AND IMPLEMENTATION HISTORY

- Enabled by FY1996 DoD Authorization Act
- Acquisition Reform Initiative
- Concept Paper Finalized December 1996
- Public Hearings Conducted  in 1998
- Operating Procedures & Training 1998-1999
- Federal Register Notice January 1999
- Conversion of Participants Feb-March 1999
- USD (AT&L) Joined October 1999

## ACQUISITION DEMO PROJECT OBJECTIVES 

** ****Set Pay**
** ****Seamless Movement**

**ACQUISITION DEMO PROJECT OBJECTIVES**

**Gain Greater Managerial Control/Authority over Personnel Processes**
**Link Pay to Employee Contributions**
**Achieve Flexible/Responsive Personnel System**
**Attract, Motivate, and Retain a High-Quality Acquisition Workforce**

**Pay Setting Sends ****a Clear Message –****if Supervisors Do Their Job**

**AcqDemo Uniqueness**
-  **Across Acq Community**
** ****All Services/Agency**
** ****Numerous Career Fields**
** ****Geographically Dispersed**

**Notes:**
Depicted on this slide are the fundamental objectives of the Demo
The 1st three ....... Are the tools that when used properly will help us achieve some of our intermediate objectives, e.g., Attract, Motivate ......

The key words here are using the tools properly because I want to address a significant issue on this slide and that is Linking Pay To Contributions without a doubt sends a very clear message to employees but if our supervisors are not doing their job ... This Project will fail!!

By that I mean Supervisor must take the time to: Clearly Communicate the organizations mission, What Is Expected Of The Employees, How the employee will contribute to mission Initially, Mid-Term, and End of Cycle Counceling. My observations lead me to believe that we are not doing such a good job at this.  If people are our greatest resource, than we all need to focus on the Supervisor. This is a very objective process and if not administered properly will send the wrong message to our workforce.  Use one example - Employees only want to know what they need to improve in (Strengths and Weaknesses)

However, giving the Supervisors the benefit of the doubt... this is a new and very unique Demo as you can see.  Unlike other Demos that are Service oriented and focused on S & E this Demo...Discuss uniqueness .... This brings complexity in itself
It will take a lot of hard work and proper use of all the tools and I think if we do that we can achieve that bottom bullet because it is clearly linked to Major Outcomes that the Leadership has established.

## ACQUISITION DEMO PROJECT BENEFITS

**Notes:**
Here is one Major Outcome that Leadership has established. As I mentioned, the Demo has the tools to help us achieve this outcome and its subordinate outcomes not only fit nicely in the overall strategy but are clearly linked.

First let me share with you that this is a 5-year Project and we are currently in our infant stage - started in Feb 99.  I feel we have good data points located throughout the life of the Demo and an excellent strategy for collecting and analysing this data. However, this will take time; this is only our first year.

Our Evaluation Plan focuses us on these subordinate outcomes and in some cases we have good quantifiable metrics to check our course to help us determine if in fact we are on the right path in achieving our objective.
As I will discuss in the next slide, we have metrics in place to measure our Interventions that are linked to these subordinate outcomes but we have not gotten our arms around the Organizational Effectiveness Issue.

This is where we need help and look to OSD/Gov Perf Review Agency and the commercial sector to see if there are any existing metrics that can be used to help us measure this; help us develop metrics for this outcome.
Bottom line:  We need good quantifiable metrics so that we paint the correct picture for Leadership to make sound and valid decisions on the Demos future. Sir: If time permits, perhaps you could provide some guidance during discussions following the briefing. 

## POPULATION PROFILE 

**USD (AT&L) Joined**
**Oct 99:  253***

**POPULATION PROFILE**

**1469**

**572**

** ****633****   **

**Air Force**

**Navy**

** ****Marines**

**Army**

**2027**

-  (AT&L not included in 1st evaluation cycle)

**Notes:**
Now Let Me Turn Your Attention To Some Of The Stats Associated With Our 1st Pay Cycle Starting With the Demo Population Profile

Acq Demo participation was originally offered to units containing over 70,000 people across all services and Defense agencies.  Ultimately, units with a total of about 5,000 people decided to join the demo. I feel this was based on reluctance on the part of the Unions and Communicating the Project
 4,701 employees in Air Force, Army, Navy, and Marine Corps were in units that joined the demo at its start in February 1999, and were therefore eligible for the first CCAS pay cycle just completed as of Sep 30th.
 253 employees from your organization joined the demo in October 1999.  They will be eligible for the second CCAS pay cycle in the coming year.
 As you can see, Acq Demo participants are located at 63 sites across the U.S. and in Korea.  They work in a variety of functional areas from base operations support to weapons system acquisition and testing.

## PAY IS LINKED TO CONTRIBUTION VIA THE SPL

- 0

- 115

**Zone A = Inappropriately**
**Compensated - Above the Rails**

**Zone B = Inappropriately**
**Compensated - Below the Rails**

- 

****** ****OCS**

****** ****Y**

**Zone C = Normal**
**Pay Range**

**Expected OCS**

**Target**
**Pay**

- 

- 

**{**

**PAY IS LINKED TO CONTRIBUTION VIA THE SPL**

## PAYPOOLS AND POPULATION BY SERVICE

**Population**

**Paypools**

**Average**
**Paypool**
**Size**

**Population is 78% NH, 6% NJ, and 16% NK**

## SCATTER PLOT FOR ALL PARTICIPANTS

**   ****7% Above Rails (A)**
** ****63% Within Rails (C)**
** ****30% Below Rails (B)**

**C**

** ****• ****316 Above the Rails           ****• ****296 Denied Full/Partial      ****• ****16 Mandatory Contribution **
**	****	****	****    ****General Pay Increase****	****   Improvement Plans**
**	****	****  ****	****            ****(7%)                                    (6.3%)                               (0.3%)**

**Notes:**
This chart dipicts a scatter plot for all demo participants. Each dot represents an employee.  As you recall from my previous slide an employees OCS is listed horizontally and salaries are listed vertical from a GS 1/1 to a GS 15/10.  Where the two intersect is the region that an employee will plot in

Explain The Regions 

Based on where an employee plots determines how they will be compensated from  

3 Sources of Funds:

General Pay Increase Fund
Contribution Rating Increase Fund
Contribution Award Fund

 Explain the Stats in each Region

## BROADBANDINGLESSONS LEARNED

- Training
- Improve Communication - Supervisor/Employee
- Proposed Federal Register Changes at OPM
-  Flexibility to Set Pay for Transfer
-  “Buy-in”
-  Minimum Rating Period

## BROADBANDINGLESSONS LEARNED (cont’d)

- Method for Additional Years -
- 	     Retention Service Credit
- Vacancy Announcements -
- 	     Targeting Right Applicants
- Cultural Change -
- 	     Assimilation to Higher Set of Duties

## WHAT’S HAPPENING NOW?FOCUS ON OTHER INTERVENTIONS

_**Intervention**__**	**__**Expected Outcome**_
- Simplified Hiring	Faster Hiring
- CCAS		Retention of Higher 			  Contributors
- Appointment	Capability to  Expand &
- 	  Authority	  Reduce Workforce
- Classification	Reduced Admin Workload
- Academic	Increased Career Progression
- 	  Training

_**Metric**__**	**__**	**__**Data Source**_
- Time Required	Personnel Office Data
- Turnover Rates	Workforce Data
- # of Term	Workforce Data
- _	_    Appointments
- Time Savings	Personnel Office Data
- Employee	Attitude Survey
- 	  Satisfaction

## PROJECT CHALLENGES

**Supervisor Training and Performance**
- Success Measures for Increased Employee Contribution
- Next Generation Software CCAS
- Balance of CCAS with Other Interventions
- Union Participation
- Demonstration Population Growth
- Evaluation
-  Measuring Organizational Effectiveness

**Notes:**
Supervisor Training and Performance: Supervisors’ ability to execute the game plan is the key to success of the Demo.  
Next CCAS Generation:
Balance CCAS with other Project Interventions:
Realignment Initiative: 
Union Participation:
Evaluation:
Effectiveness Measurement – looking for GPRA measures and existing customer satisfaction data to create a base line for evaluating organizational effectiveness.  According to OPM, no Demo has yet been successful in clearly measuring Demo effects on organizational effectiveness.  Thus far, have identified POCs in each service, also working with Bill Mounts, seeking industry metrics and benchmarks.  Challenge will be to get measurable data so that we can compare demo performance to non-demo organizations.
Unintended Outcomes—Potential consequences that are not intended by the Demo, such as additional grievances or prohibited personnel practices.  Careful attention throughout the evaluation process.

## SUMMARY

- Excellent Opportunity--If Expanded, Will Make a Major Contribution to Achieving 2005 Workforce Objectives
- Good Metrics to Measure Benefits/Outcomes Over Time
- Supervisors Play a Key Role
- Participation and Visibility at Senior Levels Required

**Notes:**
 Sir:  In summary, I feel the Demo will provide you the tools in not only achieving one of your 2000 initiatives ... A high-quality Acquisition Workforce,... but it also has the capability to assist you, if substantially expanded, e.g., including cooperate practices, a major solution to your 2005 opportunity 

 I feel we are off to good start first with focusing on some of the fundamentals - building blocks, e.g., primary interventions, and then moving up to the more complex Outcomes - Again, we will need your/OSD help with getting our arms around some of these; getting good metrics 

 We still have a lot of hard work ahead of us with the Supervisors and I firmly believe that if we do not get on top of this and turn it around the project could fail.  I will do all I can within my authority to help this and continue to encourage the Services to take advantage of tools that already exists within and across DoD, e.g., Schooling, Personnel Policy Boards, Reviewing PP Compositions

 My last bullet I echo from the field.  I encourage leaders at all levels to get involved, support the project and be visible