# Presentation: 694029

## Civilian Acquisition Workforce Personnel Demonstration Project

- An Introduction to CCAS
- [Contribution-based Compensation and Appraisal System]

- June 2, 2000

**To start this introduction, please go to the next slide.**

## Instructions

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## There are three career paths with broadband levels. 

- The salary range for a given broadband level of a career path corresponds to the General Schedule Pay Rates.

**Notes:**
What is broadbanding? Simply stated, this key feature of the demonstration project is a much simplified replacement for the current General Schedule or "GS" system and General Manager or "GM" system, consisting of broad “bands" of career paths.

It is important to understand how broadbanding works, because, among other things, your professional growth and compensation relate directly to broadbanding.   Advancement within broadband levels is contingent on contribution to the mission; advancement to a higher broadband level requires a promotion.

All current occupations are grouped into three (3) career paths:
       Business Management and Technical Management Professional (NH)
       Technical Management Support (NJ)
       Administrative Support (NK)

## There are point ranges associated with each career path and broadband level.

- High, Med(ium), Low in any broadband level refers to your
- salary in relation to the salary range for your broadband.
- You are either in the high range, medium range, or low range
- of the salary range for the broadband.  High, Med, Low does
- not mean that you are high, medium, or low contributor.

**Notes:**
Notice that different point ranges relate to different career paths. For example, a medium overall rating at level II could be as high as a 50 point rating in the Business Management and Technical Management Professional career path, but no higher than 40 points in the Technical Management Support career path or 41 points in the Administrative Support career path. This difference relates to the different GS-equivalents in the career paths: up to GS-11 for level II of Business Management and Technical Management Professional, but only to GS-8 of Technical Management Support and GS-7 of Administrative Support. The "Very High" category is reserved for those individuals who score well above the descriptors in any one of the six factors.   Placement into this category is designed to ensure equity for those individuals who begin                               the cycle at the top of the rails and to recognize exceptional contribution. Typically, employees placed in the "Very High" point range will be those individuals at the top salary limit of their career path.

## How Am I Evaluated Under the Contribution-based Compensation and Appraisal System (CCAS)?

## You are evaluated against six factors.

-   Factors
-   Problem Solving
-   Teamwork/Cooperation
-   Customer Relations
-   Leadership/Supervision
-   Communications
-   Resource Management
-   Discriminators
-   Refine the Factors
-   Are the _*Same*__ for All Levels_ of Contribution
-   No Modification
-   Descriptors
-   Define Increasing Levels of Contribution
-   Are _*Different*__ for Each Level of Each Career Path_
-   No Modification

## An example of a factor.  This is for Resource Management for the Business Management career path.

- Please note that
-  DISCRIMINATORS are the same
- for all levels.

- Please note that
-  DESCRIPTORS are different
- for each level.

## An example of a factor.  This is for Resource Management for the Business Management career path.

**Factors are in the Federal Register,**
**Army Operating Procedures, **
**and**
**Position Requirements Document**
**or go to**
- _[http://](http://dacm.sarda.army.mil/demo)__[dacm](http://dacm.sarda.army.mil/demo)__[.](http://dacm.sarda.army.mil/demo)__[sarda](http://dacm.sarda.army.mil/demo)__[.army.mil/demo](http://dacm.sarda.army.mil/demo)_

## Before discussing what appraisal forms to use and how 

- Before discussing what appraisal forms to use and how
- to complete the forms, four basic concepts must be
- understood.
- These four basic concepts are....
-   Normal Pay Range and eligibility for compensation
-   Expected Level of Contribution
-   Delta OCS and Delta Salary
-   Compensation from the Pay Pool

## Concept # 1Normal Pay Range and Eligibility for Compensation

## The  Normal Pay Range is the region bounded by the upper and lower rails, also called “between the rails”.

-   Above the Upper Rail = Inappropriately Compensated A Region
-   Normal Pay Range (Between the Rails)  = Appropriately Compensated
-   Below the Lower Rail = Inappropriately Compensated B Region

**Notes:**
The Normal Pay Range (NPR) is a graphical illustration of the relationship between contribution and salary.  It is calculated every year based on the General Schedule pay increase.  The NPR was established using the following parameters:
1. The lowest possible score is an OCS of 0, which equates to the lowest salary paid under this demonstration, GS-1, step 1. 
2. The highest possible score is an OCS of 115. 
3. Changes in OCS correspond to a constant percentage change in salary  along the rails.
4. The upper and lower rails encompass an area of +/- 4.0 OCS points, or +/- 8.0 percent in terms of salary, relative to the points established in parameters 1 and 2, above. 
Given these constraints, the formulae for the rails above are:
	Salary upper rail =13997* (1.020043) OCS
                        Salary lower rail =11923* (1.020043) OCS

The area above the upper rail is the Inappropriately Compensated A Region, the area below the lower rail is the Inappropriately Compensated B Region, and the area between the upper and lower rails is the Appropriately Compensated Region.  These contribution eligibility regions will determine the eligibility for the General Pay Increase, Contribution Rating Increase and Contribution Award.

## The region determines your eligibility for compensation.  These are the compensation rules and limits.

**Notes:**
CCAS promotes salary adjustment decisions made on the basis of an individual’s overall annual contribution when compared to all other employees and level of compensation.  Therefore, larger than average salary increases are possible for employees who are determined to be “inappropriately compensated - below the rails (B)” and smaller than average increases are permitted for employees who are deemed to be “inappropriately compensated - above the rails (A)” in relation to their organizational contributions.  The above chart depicts the contribution eligibility categories.

Employees rated above the Upper Rail are categorized as “Inappropriately Compensated A” 
Employees rated between the rails are categorized as “Appropriately Compensated”
Employees rated below the Lower Rail are categorized as “Inappropriately Compensated B”
Only employees who are rated as “Appropriately Compensated” (between the rails) and “Inappropriately Compensated B” (below the Lower Rail) are eligible for compensation from the Contribution Rating Increase and Contribution Award pay pools.

## The Normal Pay Range was previously defined as the region bounded by the upper and lower rails.  Midway between the upper and lower rail is the Standard Pay Line or SPL.  

- Upper Rail

- Lower Rail

**Standard Pay Line**

## The Standard Pay Line or SPL is a mathematical relationship between contribution and salary.  The SPL tracks from the lowest pay, GS-1 Step 1, to the highest pay, GS-15 Step 10.  It is increased annually in accordance with the General Schedule pay increase.

**GS1/1**

**GS15/10**

##  Another way to show this is the Normal Pay Range and Standard Pay Line Chart 

**Notes:**
To determine the expected level of contribution:

Step 1 - The rating official must know the employee’s base salary.  Base Salary  does not include Locality Pay.  The rating official can find the base salary on the employee’s SF50 or obtain it from the employee.

Step 2 – Using the table on the next page, find the base salary dollar amount in the “SPL” column closest to the employee’s base salary.  Do not round up round down, but find the SPL dollar amount that is the closest to the employee’s base salary.  For example, if the employee’s base salary is $32,310. $32,310 is between SPLs $31,994 and $32,635; but is closest to $31,994 because $32,310 - $$31,994 = $316 while $32,635 - $32,310 = $325.

Step 3 – Look to the “OCS” column immediately to the left of that dollar amount for the Overall Contribution Score (OCS).  If the employee’s base salary is $32,310, the closest SPL is $31,994, and the OCS is 44.  The OCS of 44 is the employee’s expected level of contribution, in relation to the employee’s base salary.

##     From the NPR and SPL Chart, you can determine your Expected Level of Contribution.  

    The Expected Level of Contribution is derived by equating your current base salary to an Overall Contribution Score (OCS) on the NPR and SPL Chart.   

-     The Expected Level of Contribution is derived by equating your current **base** salary to an Overall Contribution Score (OCS) on the NPR and SPL Chart.

- Concept # 2
- Expected Level of Contribution

## How is the Expected Level of Contribution Determined?

- Find the closest dollar amount     in the SPL column to the employee’s base salary

**Expected Level of Contribution is 44**

- The NPR and SPL Table
- is updated annually
- upon the effective date
- of the
-  General Schedule Pay Tables.
- For the current Table,
- go to or click on
- _[http://](http://dacm.sarda.army.mil/demo)__[dacm](http://dacm.sarda.army.mil/demo)__[.](http://dacm.sarda.army.mil/demo)__[sarda](http://dacm.sarda.army.mil/demo)__[.army.mil/demo](http://dacm.sarda.army.mil/demo)__[ ](http://dacm.sarda.army.mil/demo)_

**Notes:**
To determine the expected level of contribution:

Step 1 - The rating official must know the employee’s base salary.  Base Salary  does not include Locality Pay.  The rating official can find the base salary on the employee’s SF50 or obtain it from the employee.

Step 2 – Using the table on the next page, find the base salary dollar amount in the “SPL” column closest to the employee’s base salary.  Do not round up round down, but find the SPL dollar amount that is the closest to the employee’s base salary.  For example, if the employee’s base salary is $32,310. $32,310 is between SPLs $31,994 and $32,635; but is closest to $31,994 because $32,310 - $$31,994 = $316 while $32,635 - $32,310 = $325.

Step 3 – Look to the “OCS” column immediately to the left of that dollar amount for the Overall Contribution Score (OCS).  If the employee’s base salary is $32,310, the closest SPL is $31,994, and the OCS is 44.  The OCS of 44 is the employee’s expected level of contribution, in relation to the employee’s base salary.

## The Expected Level of Contribution for a base salary of $32,310 is 44.

**Notes:**
Supervisors may also use the table on the previous page to explain the Normal Pay Range.  Continuing with the example, the employee’s base salary is $32,310 and the employee’s expected OCS is 44 that places the employee on the Standard Pay Line and within the Normal Pay Range.  This is the expected level of contribution.

## What is the approximate OCS range to remain within the Appropriately Compensated region?

## A score less than 40 places this individual above the upper rail- Inappropriately Compensated -A.

## A score greater than 48 places this individual below the lower rail - Inappropriately Compensated - B

##  
 If you want to calculate your expected level of contribution,

please select either 
the CCAS Calculator or the current NPR and SPL Chart 
at the following web address

 http://dacm.sarda.army.mil/demo

if not, please page down or left click on the mouse 
to advance to the next slide.    

-  If you want to calculate your expected level of contribution,
- please select either
- the CCAS Calculator _or_ the current NPR and SPL Chart
- at the following web address
- _[ ](http://dacm.sarda.army.mil/demo)__[http://](http://dacm.sarda.army.mil/demo)__[dacm](http://dacm.sarda.army.mil/demo)__[.](http://dacm.sarda.army.mil/demo)__[sarda](http://dacm.sarda.army.mil/demo)__[.army.mil/demo](http://dacm.sarda.army.mil/demo)_
- if not, please page down or left click on the mouse
- to advance to the next slide.

## Concept # 3Delta OCS and Delta Salary 

## If my base salary is $32,310, then my Expected OCS is 44.

## The Pay Pool Approved an OCS of  60.

*****

## OCS score 60 - Expected OCS 44 = Delta OCS +16 

- Standard Pay Line for 1999

** ****Inappropriately Compensated**
**B Region **

*****

## The Target Salary for Army is the Upper Rail Salary (also called Beta +1).

- Beta +1 (Upper Rail) means if Pay Pool approved an OCS of 60, the target salary is $47,466.

- Target Salary:

- Beta 0 (SPL) means an OCS of 60’s target salary is $43,950.

- Beta -1 (Lower Rail means an OCS of 60’s target salary is $40,434.

## $47,466 is the target salary for OCS 60.

- Standard Pay Line for 1999

**Inappropriately Compensated**
**B Region **

** ****Inappropriately Compensated**
**B Region **

*****

- Army Policy on Target Salary  is the Upper Rail

## OCS Salary $47,466 - Base Salary $32,310 = Delta Salary $15,156

- Standard Pay Line for 1999

** ****Inappropriately Compensated**
**B Region **

*****

## $15,156 !!!

**Not  $15,156...**
**but continue on**
**for the answer**

## Concept # 4Compensation from the Pay Pool

## How Much of the Delta Salary Do I Get?

- Answer:
- Depends on how much money
- is in the pay pool for
- Contribution Rating Increase
- and Contribution Award.
- Go to the next slide to see how a pay pool is built.

## How Much of the Delta Salary Do I Get?

## How Much of the Delta Salary Do I Get?

- CRI - 2.4% Was the Minimum Percent for First Year of the Project, 2.0% for Subsequent Years.
- Award - 1.3% of Which 90% Was the Minimum for CA, 1.0% for Subsequent Years.
-                    These Are Minimum Percentages That Can Be Increased by your activity.

## How Much of the Delta Salary Do I Get?

- Pay Pool Dollars
- Total Base Salary * 2.4% for CRI Pool = $7,838
- Total Base Salary * (1.3% * 90% or 1.17) = $3,821

- Army Policy on Target Salary  is the Upper Rail

## How Much of the Delta Salary Do I Get?

- Pay Pool Dollars
- Total Base Salary * 2.4% for CRI Pool = $7,838
- Total Base Salary * (1.3% * 90% or 1.17) = $3,821

## How Much of the Delta Salary Do I Get?

- Pay Pool Dollars
- Total Base Salary * 2.4% for CRI Pool = $7,838
- Total Base Salary * (1.3% * 90% or 1.17) = $3,821

## How Much of the Delta Salary Do I Get?

## How Much of the Delta Salary Do I Get?

## What forms do I use to do my CCAS? 

- Part IV - Employee Support Form
- Part III - Employee Self Assessment
- Part II - Supervisor Assessment
- Part I -  CCAS Salary Appraisal

## Part IV - Employee Support Form

- The Employee lists proposed individual contribution objectives based on mission priorities, needs, and duties of his or her position.

- Contribution objectives should include milestones, fiscal resources, and other measurable aspects to supplement the generic Position Requirements Document.

## Part III - Employee Self Assessment

- Starting about September 1 of each year, the employee fills out  a self-assessment which will be given to the supervisor not later than October 5.  The employee provides a bulletized description of his/her contribution against each of the evaluation factors.  The supervisor will discuss this input directly with the employee between October 5 and 30 to clarify any potential discrepancy, disagreement, and/or misunderstanding.

- NOTE:  Dates may vary by Pay Pools.

## Part III - Employee Self Assessment

- Factor Weights:
-   All factors are critical.
-   At the discretion of the pay pool manager, different weights may be applied to the factors to produce a weighted average.
-   Weights must be consistent within the job category (OCC Series) and applied uniformly across the pay pool.
-   Employees must be  advised at the beginning of the rating period.
-   Weighting may not result in any factor given a weight of less than 0.5.
-   For an example of Factor Weighting, click on _[http:](http://dacm.sarda.army.mil/demo)__[dacm](http://dacm.sarda.army.mil/demo)__[.](http://dacm.sarda.army.mil/demo)__[sarda](http://dacm.sarda.army.mil/demo)__[.army.mil/demo](http://dacm.sarda.army.mil/demo)_
- and select DoD/Army Operating Procedures (Chapter 6, Paragraph 6.5).

## Part II - Supervisor Assessment

- After receiving Part III from the employee, the supervisor completes a draft of Part II, Supervisor Assessment, for each employee.  The draft assessment is completed not later than October 30 and  is the basis for discussions during the annual pay pool meetings which are held prior to November 10.  After  discussions and approval, the completed form becomes the basis for discussion with each employee.

- NOTE:  Dates may vary by Pay Pools.

## Part I - CCAS Salary Appraisal

- Part I, Summary Evaluation, is produced for each employee in December and contains the overall contribution score and space for the signature of the supervisor and the employee.  The signature of the supervisor will be completed before presentation to the employee.  After discussing the evaluation with the employee, the employee will be asked to sign the form indicating that discussions occurred and a copy of the evaluation was provided.

## Part I - CCAS Salary Appraisal

**To get the CCAS forms, **
**click on**
- _[http://](http://dacm.sarda.army.mil/demo)__[dacm](http://dacm.sarda.army.mil/demo)__[.](http://dacm.sarda.army.mil/demo)__[sarda](http://dacm.sarda.army.mil/demo)__[.army.mil/demo](http://dacm.sarda.army.mil/demo)_

## How Do I Complete My Self Assessment?

**Modify thinking **
**from just **

**“****WHAT” ****(the activity) and**** “HOW” ****(the level of performance)**

**to include **

**“****WHY”**** (the benefit that helps meet the mission) and ****“WHO”**** (the customer)**

**“****I did X that resulted in Y which is related to Z (the mission).”**

**Remember to think in terms of cause and effect.**

##     The following examples are actual employees’ contribution objectives and self assessments from the 1999 CCAS rating cycle.  

     The objectives and self assessments are from different employees and have been given fictitious names, such as Employee Iron, Employee Blue, Employee Zinc, Employee Jade, etc.     

     The number appearing next to the discriminators is the expected contribution level for the factor for the employee.  

    For example: 
    Factor is Problem Solving
    Discriminator is Scope/Impact    67

-      *The objectives and self assessments are from different employees and have been given fictitious names, such as Employee Iron, Employee Blue, Employee Zinc, Employee Jade, etc.*
-      The number appearing next to the discriminators is the _expected contribution level for the factor_ for the employee.
-     For example:
-     Factor is *Problem Solving*
*    *Discriminator is* Scope/Impact    ****67***

## Part IV - Employee Support Form 

**Scope/Impact:**  **Employee IRON ****75**
- Develop all justifications for OSD
- program and budget review.
**Complexity/Difficulty: ****Employee BLUE ****100**
- Prepare for and conduct the Investment IPT,
- Systems Integration IPT, and support
- TRADOC funding IPT.
**Independence:  ****Employee ZINC ****48**
- Develop procedures and policies to identify
- and provide solutions to office management.
**Creativity:**

**Problem Solving**

## Part IV - Employee Support Form

**Scope of Team Effort: ****Employee JADE ****80**
- Chair a team of logistics experts who select
- the annual DAILS team and individual
- award winners.
**Contribution to Team:** **Employee IRON ****75**
- Synchronize funding requirements with
- external agencies, defend and justify  to
- external agencies.
**Effectiveness:  ****Employee RUBY ****93**
- Participate and represent the agency in
- conference/meeting to exchange
- information, evaluate/coordinate projects,
- defend actions, propose solutions and
- resolve problems.

**Teamwork/Cooperation**

## Part IV - Employee Support Form  

**Breadth of Influence:  ****Employee PINK ****75**
- Provides customer service to all levels of
- management, the Project Officers and the
- Districts in a professional and courteous
- manner.
**Customer Needs: ****Employee IRON**** ****75**
- Work to assess PM/PEO requirements
- for MDEP FPTA resourcing.
**Customer Interaction Level:**
**Employee LIME** ** ****85**
- Works at senior level to stimulate customer
- alliances for program/project support.

**Customer Relations**

## Part IV - Employee Support Form

**Leadership Role:  ****Employee GOLD ****38**
- Provides leadership in understanding of
- correspondence documentation, briefing
- materials, and administrative processes.
**Breadth of Influence: ****Employee IRON ****75**
- Provides necessary leadership and
- supervision to ensure project guidance
- is in HQDA/OSD PPBES guidance
- documents.
**Mentoring/Employee Development:**
**Employee BLUE** **100**
- Support implementation of the Acquisition
- Personnel Demonstration.  Provide
- environment where personnel have the
- opportunity to develop personally and
- professionally.

**Leadership/Supervision**

## Part IV - Employee Support Form 

**Level of Interaction (Audience): **
**Employee BEAR ****86**
- Direct and coordinate Operations Team
- actions in supporting the Director
- interactions with Congress, DoD, JSTAF,
- ARSTAF, and MACOMs.  Ensure that
- the interactions communicate the Army’s
- digitization story to the target audiences.
- Interact with the modernization community
- in parallel with and support of the Director.
**Written:  ****Employee IRON ****75**
- Prepares written report on FPTA MDEP
- restructuring  and briefs to agency
- leadership.
**Oral:**  **Employee FISH** **71**
- Prepare and present briefings to higher
- headquarters.

**Communication**

## Part IV - Employee Support Form 

**Scope of Responsibility:  **
**Employee ZINC ****48**
- Monitor supply account balance at DSSW.  Project funds needed based on supplies on-hand, special events, fiscal year-end, etc.
**Planning/Budgeting:  **
**Employee CORN  ****89**
- Develops, acquires, and allocates resources to digitize the force in the FY 00 budget, and FY 01-05 POM.
**Execution/Efficiency:**
**Employee IRON** **75**
- Properly plans and manages resources, to include time, to accomplish all assigned tasks within suspense dates.

**Resource Management**

## Part III - Employee Self Assessment

**Problem Solving**

**Scope/Impact:** **Employee IRON ****75**
- Did not provide self assessment.
**Complexity/Difficulty:  ****Employee BLUE ****100**
- Prepared for and conducted the Investment
- Strategy IPT which focused the Army Staff
- and Secretariat on the digitization require-
- ments and funding levels for FY-2-07 POM.
- This resulted in an informed group of HQDA
- action officers who understand the ADMS,
- those systems that are to be fielded against
- that schedule, and the approximate systems
- architecture numbers.  End result will be a
- better POM development process that
- determines if the ADMS is executable and
- affordable.
**Independence:  ****See Next Slide**

**Result**
**(Contribution)**

## Part III - Employee Self Assessment

**Problem Solving**

**Independence:  ****Employee JADE ****48**
- Independently conducted an analysis of
- existing organization level payroll
- information for CDG, AWSS, Interns and
- Developmental Assignment employees at
- geographically separated payroll offices and
- supported by their local CPACs.  Identified
- errors and inconsistencies with DCPDS to
- DCPS interface, prepared, coordinated and
- submitted to DFAS-IN requests to modify
- employing activity records and accounting
- activity records.
**Creativity:**

## Part III - Employee Self Assessment

**Teamwork/Cooperation**

**Scope of Team Effort:  ****Employee JADE ****80**
- Served as chairman of the DA ILS Awards
- board.  Worked with members from
- ASAALT, TRADOC, HQ AMC to select
- deserving ILS individual and team winners
- in 3 major categories...the process is
- important because of the espirit de corps
- it creates in ILS and the proliferation and
- acknowledgment of ILS studies and work
- definitely enhances the supportability
- posture.
**Contribution to Team:** **Employee IRON ****75**
- Did not provide self assessment.
**Effectiveness:  ****Employee RUBY ****93**
- Encouraged PEO AVN participation in
- team EBC.  Developed agency’s Risk
- Management Team.  Worked with Executive
- Review Panel to facilitate integrating EBC
- into Bradley and Abrams.

## Part III - Employee Self Assessment

**Customer Relations**

**Breadth of Influence:  ****Employee PINK ****75**
- Works closely with Districts, Project
- Officers, and higher headquarters to
- identify problems with current planning,
- programming, budgeting and execution of
- FASST travel dollars and AIS Training
- funds.
**Customer Needs: ****Employee IRON ****75**
- Did not provide self assessment.
**Customer Interaction Level:**
**Employee LIME ****85**
- Solidified, from a strategic standpoint,
- relationship with the Office of the
- DADCSPER, PERSCOM, and the General
- Officer Management Office on the
- management of military members of the
- Army Acquisition Corps.  This relationship
- afforded the opportunity to resolve Officer
- Reduction Initiative before it became an
- issue at the senior leadership level.  The
- result of this resolution was no reductions
- in the AAESA community.

## Part III - Employee Self Assessment

**Leadership/Supervision**

**Leadership Role:  ****Employee GOLD ****38**
- Always provided leadership in
- correspondence documentation, briefing
- materials and administrative, and as a result
- ARD is viewed as an efficient and very
- professional organization.
**Breadth of Influence: ****Employee IRON ****75**
- Did not provide self assessment.
**Mentoring/Employee Development:**
-                   **See Next Slide**

## Part III - Employee Self Assessment

**Leadership/Supervision**

**Mentoring/Employee Development:**
**Employee BLUE ****100**
- Enthusiastically supported the
- implementation of the Personnel
- Demonstration resulting in employees who
- understand the reengineering process.
- Provided an environment where personnel
- had the opportunity to develop personally
- and professionally.  Encouraged attendance
- at one acquisition course annually equating
- to 80 hours or $2000 of other training to
- maintain professional proficiency.  Ensured
- Individual Development Plans were
- constructed, approved, and supported.
- Result is a team of employees with
- increasing technical knowledge enabling
- them to contribute in numerous ways to
- the ADO mission.  I failed in the
- development of one employee.

## Part III - Employee Self Assessment

**Level of Interaction (Audience): **
** ****Employee BEAR ****86**
- Directed the team efforts to tell the Army’s
- digitization story to Congress, DoD,
- ARSTAF, and MACOMs.  Result was
- target audiences gained understanding of
- and accepted operational benefits derived
- from the Army’s digitization efforts.
**Written: ****Employee IRON ****75**
- Did not provide self assessment.
**Oral:**  **Employee FISH ****71**
- Developed and presented briefings to the
- MILDEP ASA (ALT) and DCG AMC
- which resulted in definition of workshop
- agenda.  Proposed agenda concept was
- accepted with no changes.  All workshop
- attendees benefited from appropriateness
- of presentations.

**Communication**

## Part III - Employee Self Assessment

**Resource Management**

**Scope of Responsibility:  ****Employee ZINC ****48**
- Employee did not provide contribution.
**Planning/Budgeting:  ****Employee CORN ****89**
- Continually developed and implemented contingency plans to accommodate dynamic program requirements with severely limited resources to ensure all tasks were accomplished in a timely and accurate manner.  Worked with TR, FORSCOM and TRADOC in an attempt to deconflict POM 99 plus up to FORSCOM and TRADOC budgets for AECP efforts that potentially would reduce out year UFRs.  Developed required FPTA POM issue papers as required and tracked the MDEP changes with FDR and SIS to ensure accuracy in reporting.
**Execution/Efficiency:** **Employee IRON ****75**
- Did not provide self assessment.

##     The following examples are actual supervisor assessments from the 1999 CCAS rating cycle.

	Again, these assessments are from different supervisors but are their assessments of the employees previously identified.   

     The first number appearing next to the discriminators is the expected contribution level for that employee’s comment and the second number is the score approved by the pay pool for the factor.  

    For example: 
    Factor is Problem Solving
    Discriminator is Scope/Impact    67           70    

- 	Again, these assessments are from different supervisors but are their assessments of the employees previously identified.
-      The first number appearing next to the discriminators is the expected contribution level for that employee’s comment and the second number is the score approved by the pay pool for the factor.
-     For example:
-     Factor is *Problem Solving*
*    *Discriminator is* Scope/Impact    ****67           70***

## Part II - Supervisor Assessment

**Scope/Impact:** **Employee IRON ****75 -scored 45**
- Did not develop all justifications for OSD
- program and budget reviews resulting in
- someone else doing that work to ensure the
- agency was adequately resource.
**Complexity/Difficulty:  **
**Employee BLUE ****100 - scored 115**
- Prepared for and conducted the Investment
- Strategy IPT which focused the Army Staff
- and Secretariat on the digitization require-
- ments and funding levels for FY-2-07 POM.
- This resulted in an informed group of HQDA
- action officers who understand the ADMS,
- those systems that are to be fielded against
- that schedule, and the approximate systems
- architecture numbers.  End result will be a
- better POM development process that
- determines if the ADMS is executable and
- affordable, and ensure priority programs
- are funded in FY02-07 POM.
**Independence:  ****See Next Slide**

**Problem Solving**

## Part II - Supervisor Assessment

**Independence:  ****Employee ZINC ****48 - scored 54**
- Independently researched and resolved issues
- related to payroll.  Her proactive approach
- ensured the pay of civilians in many
- geographic regions.
**Creativity:**

**Problem Solving**

## Part II - Supervisor Assessment

**Scope of Team Effort:  **
**Employee JADE ****80 - scored 83**
- Chaired the DA Technical Review Panel
- which reviewed nominations and selected
- winners for the DA ILS Achievement of the
- Year Awards.  Panel consisted of reps from
- ODCSLOG, AMC, SAALT and TRADOC.
- Panel reviewed and ranked 17 nomination
- packets for 6 awards.  Results were
- approved.
**Contribution to Team:**
**Employee IRON ****75 -scored 55**
- Did not synchronize funding requirements
- with external agencies, defend and justify
- to external agencies resulting in others
- doing the work and decreasing the
- effectiveness of the office.
**Effectiveness:  ****See Next Slide.**

**Teamwork/Cooperation**

## Part II - Supervisor Assessment

**Effectiveness:  **
**Employee RUBY ****93 - scored 100**
- Went beyond all expectations to bring
- contentious issues to resolution and have
- cooperation drive the execution.  Brought
- all PEOs into a single team to resolve
- technical problems with weapons and C2
- systems development.

## Part II - Supervisor Assessment

**Breadth of Influence:  **
**Employee PINK ****75 - scored 79**
- Provided exceptionally valued advice and
- support to Districts, Project Officers and
- higher headquarters staff, solving problems
- with PPB.  Proactively and very effectively
- provided advice and direction on
- information technology budget matters
- with DLA, the Command Staff, three
- districts, and over 100 Contract
- Administration Offices.
**Customer Needs: **
**Employee IRON ****75 -scored 55**
- Did not work to assess PM/PEO
- requirements for MDEP FPTA resourcing,
- resulting in an outdated MDEP where
- individual proponents view the office
- as irrelevant.
**Customer Interaction Level:**
** ****See Next Slide****                                      **

**Customer Relations**

## Part II - Supervisor Assessment

**Customer Interaction Level:**
** ****Employee LIME  ****85 - scored 96**
- .... resolved Officer Reduction
- Initiative before it became an issue at the
- senior leadership level.  The result was
- no reductions in the AAESA community.

**Customer Relations**

## Part II - Supervisor Assessment

**Leadership Role:  **
**Employee GOLD ****38 - scored 46**
- Always provided leadership in
- correspondence documentation, briefing
- materials and administrative processes,
- resulting in ARD being  viewed as an
- efficient and very  professional
- organization.
**Breadth of Influence: **
**Employee IRON ****75 -scored 50**
- Was not subject matter expert on POM
- and agency information, and did not
- provide leadership/supervision to
- participants of the OSD review cycles,
- resulting in others doing that work with
- reduced efficiency.
**Mentoring/Employee Development:**
**      ****See Next Slide**

**Leadership/Supervision**

## Part II - Supervisor Assessment

**Mentoring/Employee Development:**
**Employee BLUE ****100 - scored 100**
- Enthusiastically supported the
- implementation of the Personnel
- Demonstration resulting in employees who
- understand the reengineering process.
- Provided an environment where personnel
- had the opportunity to develop personally
- and professionally.  Encouraged attendance
- at one acquisition course annually equating
- to 80 hours or $2000 of other training to
- maintain professional proficiency.  Ensured
- Individual Development Plans were
- constructed, approved, and supported.
- Result is a team of employees with
- increasing technical knowledge enabling
- them to contribute in numerous ways to
- the ADO mission.  I failed in the
- development of one employee.

**Leadership/Supervision**

## Part II - Supervisor Assessment

**Level of Interaction (Audience):  **
**Employee BEAR ****86 - scored 90**
- Contributions of an Automation Plan and
- internal logistics policy resulted in a
- logical structure process for the
- development of short and long range
- automation objectives, and the resource
- plan to achieve.
**Written: ****Employee IRON ****75 -scored 45**
- Did not prepare written report on FPTA
- MDEP restructuring and did not brief the
- leadership as this work was not done.
**Oral:**   Employee FISH **71 - scored 79**
- Independently developed and presented
- briefings related to the Annual Army
- Acquisition Workshop to the Military
- Deputy, ASA (ALT) and Deputy
- Commanding General, AMC.  The briefings
- were well received and proposed plans
- were approved.

**Communication**

## Part II - Supervisor Assessment

**Scope of Responsibility:  **
**Employee ZINC ****48 - scored 55**
- Successfully managed the DSSW supply account.   Maintained balance and identified the need for additional funding prior to an emergency arising.
**Planning/Budgeting:  **
**              ****See Next Slide**

**Resource Management**

## Part II - Supervisor Assessment

**Planning/Budgeting:  **
**Employee CORN  ****89 - scored 98**
- Continually developed and implemented contingency plans to accommodate dynamic program requirements with severely limited resources to ensure all tasks were accomplished in a timely and accurate manner.  Worked with TR, FORSCOM and TRADOC in an attempt to deconflict POM 99 plus up to FORSCOM and TRADOC budgets for AECP efforts that potentially wold reduce out year UFRs.  Developed required FPTA POM issue papers as required and tracked the MDEP changes with FDR and SIS to ensure accuracy in reporting.  This enabled this program to remain funded at current levels.
**Execution/Efficiency:**
-                    **See Next Slide**

**Resource Management**

## Part II - Supervisor Assessment

**Execution/Efficiency:**
- Employee IRON **75 -scored 50**
- Did not properly plan and manage resources, to include time, to accomplish all assigned tasks within suspense date, resulting in numerous tasks not being accomplished.

**Resource Management**

## This concludes the Introduction to CCAS.

**If you have any questions, please contact **
**Local Point of Contact**
**at (###) POC-FONE**
**or email address poc@something.army.mil**

*This introduction was developed by the Army Project Office for the Civilian Acquisition Workforce Personnel Demonstration Project.  Points of Contact are Spencer Hudson, 703-604-7026, DSN 664-7026 or hudsons@sarda.army.mil or Jerry Lee, 703-604-7027, DSN 664-7027 or leeja@sarda.army.mil*