12508 Federal Register / Vol. 76, No. 44 / Monday, March 7, 2011 / Notices 

DEPARTMENT OF DEFENSE 

Office of the Secretary 

Science and Technology Reinvention 

Laboratory Personnel Management 

Demonstration Project, Department of 

the Army, Army Research, 

Development and Engineering 

Command, Tank Automotive Research, 

Development and Engineering Center 

(TARDEC) 

AGENCY: Office of the Deputy Under 

Secretary of Defense (Civilian Personnel 

Policy) (DUSD (CPP)), DoD. 

ACTION: Notice. 

SUMMARY: Section 342(b) of the National 

Defense Authorization Act (NDAA) for 

Fiscal Year (FY) 1995, Public Law (Pub. 

L.) 103–337, (10 U.S.C. 2358 note), as 

amended by section 1109 of NDAA for 

FY 2000, Public Law 106–65, and 

section 1114 of NDAA for FY 2001, 

Public Law 106–398, authorizes the 

Secretary of Defense to conduct 

personnel demonstration projects at 

DoD laboratories designated as Science 

and Technology Reinvention 

Laboratories (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 1105 of 

the NDAA for FY 2010, Public Law 111– 

84, 123 Stat. 2486, October 28, 2009, 

designates additional DoD laboratories 

as STRLs for the purpose of designing 

and implementing personnel 

management demonstration projects for 

conversion of employees from the 

personnel system which applied on 

October 28, 2009. The TARDEC is listed 

in subsection 1105(a) of NDAA for FY 

2010 as one of the newly designated 

STRLs. 

DATES: Implementation of this 

demonstration project will begin no 

earlier than March 9, 2010. 

FOR FURTHER INFORMATION CONTACT: 

TARDEC: U.S. Army Tank 

Automotive Research, Development and 

Engineering Center (TARDEC), 6501 

East 11 Mile Road, Warren, MI 48397– 

5000, ATTN: RDTA–COS/MS 204 Mr. 

Gregory L. Berry, Warren, MI 48397– 

5000. 

DoD: Ms. Betty Duffield, CPMS–PSSC, 

Suite B–200, 1400 Key Boulevard, 

Arlington, VA 22209–5144. 

SUPPLEMENTARY INFORMATION: 

1. Background 

Since 1966, many studies of DoD 

laboratories have been conducted on 

laboratory quality and personnel. 

Almost all of these studies have 

recommended improvements in civilian 

personnel policy, organization, and 

management. Pursuant to the authority 

provided in section 342(b) of Public 

Law 103–337, as amended, a number of 

DoD STRL personnel demonstration 

projects were approved. These projects 

are ‘‘generally similar in nature’’ to the 

Department of Navy’s ‘‘China Lake’’ 

Personnel Demonstration Project. The 

terminology, ‘‘generally similar in 

nature,’’ does not imply an emulation of 

various features, but rather implies a 

similar opportunity and authority to 

develop personnel flexibilities that 

significantly increase the decision 

authority of laboratory commanders 

and/or directors. 

This demonstration project involves: 

(1) Two appointment authorities 

(permanent and modified term); (2) 

extended probationary period for newly 

hired engineering and science 

employees; (3) pay banding; (4) 

streamlined delegated examining; (5) 

modified reduction-in-force (RIF) 

procedures; (6) simplified job 

classification; (7) the Contribution-based 

Compensation and Appraisal System 

(CCAS); (8) academic degree and 

certificate training; (9) sabbaticals; (10) 

a Voluntary Emeritus Corps; (11) direct 

hire authority for candidates with 

advanced degrees for scientific and 

engineering positions; and (12) 

Distinguished Scholastic Achievement 

Appointment Authority. 

2. Overview 

The NDAA for FY 2010 not only 

designated new STRLs but also repealed 

the National Security Personnel System 

(NSPS) mandating conversion of NSPS 

covered employees to their former 

personnel system or one that would 

have applied absent the NSPS. A 

number of TARDEC employees are 

covered by the NSPS and must be 

converted to another personnel system. 

Section 1105 of NDAA for FY 2010 

stipulates the STRLs designated in 

subsection (a) of section 1105 may not 

implement any personnel system, other 

than a personnel system under an 

appropriate demonstration project as 

defined in section 342(b) of Public Law 

103–337, as amended, without prior 

congressional authorization. In addition, 

any conversion under the provisions of 

section 1105 shall not adversely affect 

any employee with respect to pay or any 

other term or condition of employment; 

shall be consistent with section 4703(f) 

of title 5 United States Code (U.S.C.); 

and shall be completed within 18 

months after enactment of NDAA for FY 

2010. Therefore, since TARDEC is both 

designated an STRL by section 1105 of 

NDAA for FY 2010 and has NSPS 

covered employees, it must convert, at 

a minimum, its NSPS covered 

employees to a personnel management 

demonstration project before the end of 

April 2011. 

On September 9, 2010, DoD published 

the proposed STRL Demonstration 

Project for TARDEC in 75 FR 55109– 

55157. During the public comment 

period ending October 12, 2010, DoD 

received comments from five 

individuals. All comments were 

carefully considered. The following 

summary addresses all the comments 

received, provides responses, and note 

resultant changes to the original project 

plan in the first Federal Register notice. 

Most commenters addressed several 

topics, which were counted separately. 

A total of 39 comments were received 

from the five commenters. The 

following summary addresses all 

comments received, provides responses, 

and notes resultant changes to the 

original project plan in the first Federal 

Register notice. 

A. General Overview of Comments 

None of the comments received gave 

an overall opinion supporting or not 

supporting the demonstration project. 

The comments received are categorized 

as desiring further clarification or 

offering constructive recommendations 

on improving the details of the 

demonstration project. Generally, the 

comments were very helpful in pointing 

out areas that needed refinement or 

correction and were directed to a 

specific topic. In order to maintain the 

greatest flexibilities additional detailed 

instructions will be contained in the 

TAREC Demonstration Project Internal 

Operating Instructions. 

B. Personnel Management Board 

One (1) comment was received under 

this section. 

Comment: What does ‘‘ensure inhouse budget discipline’’ mean? Is this 

the ‘‘Control Gates’’ or ‘‘Swim Lanes’’ as 

TARDEC currently calls it under 

acquisition demonstration where 

maximum pay in a given band is being 

limited to less than the band allows and 

what the position is advertised to 

encompass? 

Response: The TARDEC Personnel 

Management Board has the 

responsibility to ensure that expenses 

associated with the demonstration 

project are maintained within proper 

funding levels. The use of ‘‘control 

gates’’ for the demonstration project, if 

used, will be contained in the 

Demonstration Project Operating 

Instructions. No changes were made as 

a result of this comment. 


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C. Pay Banding 

One (1) comment was received under 

this section. 

Comment: Within the Engineering 

and Science DB pay band at the II level, 

it is identified as a developmental track 

covering GS–5, step 1, through GS–11, 

step 10. TARDEC has Chemists whose 

full performance grade (GS–9/11) falls 

in this band. As written, this is 

misleading as it implies that these 

people are in a developmental position 

when in fact they are not. 

Response: Concur with comment. The 

DB Pay Band Level II covers positions 

that may be either developmental in 

nature or at the full performance level. 

Federal Register notice Section III.A.1.b 

is modified to read: ‘‘Band II is 

developmental/full performance track 

covering GS–5, step 1, through GS–11, 

step 10. 

D. Classification 

One (1) comment was received under 

this section. 

Comment: The Federal Register 

notice does not talk about how 

supervisory and/or team leader 

positions will be determined from the 

standpoint of meeting some type of 

established criteria. Recommend a 

review of the language with the 

possibility of adding that Office of 

Personnel Management (OPM) 

Functional Classification Standards 

could be used to form applicability 

determinations for positions. 

Response: Concur with the comment. 

The OPM Functional Classification 

Standards such as the General Schedule 

Team Leader Guide, General Schedule 

Supervisory Guide, Research Grade 

Evaluation Guide, Equipment 

Development Grade Evaluation Guide, 

etc., will be used as foundation guides 

in making proper classification 

applicability determinations. Federal 

Register notice Section III.B.2 is 

modified to read: ‘‘Current OPM 

functional classification standards may 

be used to aid in position applicability 

and the framework for pay band level 

determinations.’’ 

E. Contribution-Based Compensation 

and Appraisal System (CCAS) 

A total of eleven (11) comments were 

received under this category relating to 

four subtopics as follows: 

1. Pay Pools 

Comments: Two similar comments 

addressed the guidelines for sizing of 

pay pools and that in the past TARDEC 

had exceeded the size guidelines for pay 

pools under the DoD Civilian 

Acquisition Workforce Personnel 

Demonstration Project. Does TARDEC 

intend to continue having a single pay 

pool with upwards of 700 employees in 

it? 

Response: It is projected that the 

makeup of demonstration project pay 

pools will typically be constructed 

within normal pay pool size guidelines. 

However, to provide additional 

flexibility, some specific language in 

Section III.C.3. Pay Pools was deleted 

with the actual construct of pay pools to 

be further defined in the Demonstration 

Project Internal Operating Instructions. 

Comment: One comment addressed 

whether it will be a requirement that 

supervisory personnel be in a separate 

pay pool from non-supervisory 

personnel. 

Response: To maintain flexibility the 

construct of pay pools will be further 

defined in the Demonstration Project 

Internal Operating Instructions. Federal 

Register notice Section III.C.3 was 

modified to delete the sentence: 

‘‘Supervisory personnel typically will be 

placed in a pay pool separate from 

subordinate non-supervisory 

personnel.’’ 

Comment: One comment addressed 

the amount of the performance payouts; 

whether they are based on an 

established pay calculation such as the 

DoD Civilian Acquisition Workforce 

Personnel Demonstration Project’s 

CAS2NET system; and if the formulas 

will be made available. 

Response: The final decision for the 

amounts given for performance pay outs 

rests with the TARDEC Director with a 

recommendation by a Pay Pool 

Manager. While an automated tool may 

perform generalized calculations, the 

amounts to be given for continuing pay 

increases and bonus awards are the Pay 

Pool Manager’s determination. No 

changes in the Federal Register notice 

have been made in response to this 

comment. 

Comment: One comment addressed 

the funding levels and the fact that 

TARDEC has a number of employees 

that are co-located with other offices 

such as Program Executive Offices 

which complicates the pay pool funding 

situation since these offices may fund at 

different levels. 

Response: The decisions on funding 

levels for the Demonstration Project are 

at the sole discretion of the TARDEC 

Director with recommendations 

provided by the TARDEC Personnel 

Management Board. Consultation with 

other organizations is desirable, but will 

not be required by the Demonstration 

Project. No changes in the Federal 

Register notice have been made in 

response to this comment. 

2. Annual Rating Cycle and Rating 

Process 

Comment: One comment addressed 

that all Overall Contribution Scores 

(OCS) will be rounded up to the nearest 

whole number. For clarification 

purposes, an OCS of 70.1 would be 

rounded up to 71. Is that correct? 

Response: This comment has been 

carefully considered; and it is agreed 

that it needs clarification. Federal 

Register notice Section III.C.4 is 

modified to read: ‘‘All OCS’s will be 

rounded to the nearest whole number.’’ 

Comment: One comment addressed 

when the expected OCS for an 

individual would be established and set 

for the appraisal year in order for the 

employee to perform throughout the 

year to a level associated with the 

expected OCS. 

Response: The expected OCS is 

directly tied to an employee’s base pay. 

Therefore, it is the base pay the 

employee has at the end of the rating 

cycle that will determine the final 

expected OCS. This does not preclude 

the employee and the rating official 

from discussing performance at the 

beginning and mid-point of the rating 

cycle. The demonstration project 

encourages employees and supervisors 

to actively participate in on-going 

performance discussions. The 

demonstration project has established 

six performance factors with each factor 

having multiple levels of increasing 

contribution corresponding to the pay 

band levels; this will allow meaningful 

discussions without the final expected 

OCS being determined until the end of 

the rating cycle. No changes in the 

Federal Register notice have been made 

in response to this comment. 

Comment: One comment addressed 

Table 4 with respect to the OCS point 

ranges for the Business and Technical 

(DE) Occupational Family. It was 

suggested the table may need further 

review and refinement to allow for the 

possibility of higher scores. 

Response: This comment was 

carefully considered. It was agreed that 

Table 4 needs to be modified to revise 

the point ranges of the Business and 

Technical (DE) occupational family. 

This will allow for and maintain proper 

growth potential within this 

occupational family. Federal Register 

notice Table 4 was modified 

accordingly. 

3. Base Pay Increases and Bonuses 

Comment: One comment pointed out 

that base pay increases may be limited 

and that base pay is capped when an 

employee reaches the maximum rate of 

base pay in an assigned pay band. The 


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commenter asked if these are one in the 

same or if they refer to ‘‘control gates.’’ 

Compensation should not be limited to 

something lower than what the pay 

band allows, otherwise a return to 

General Schedule may be appropriate. 

Response: The demonstration project 

gives final authority to the TARDEC 

Director in the distribution of the 

amount of individual pay increases and 

bonuses as recommended by a Pay Pool 

Manager. No changes in the Federal 

Register notice have been made in 

response to this comment. 

4. Awards 

Comment: One commenter requested 

clarification as to whether the $25,000 

ceiling applies only to group awards or 

if it may also apply to individual 

awards. 

Response: The delegation of awards 

authority is an internal Army decision 

and will be considered as such. 

Comment: One commenter 

recommended expanding the TARDEC 

Director’s awards authority to provide 

final approval authority for two Army 

civilian honorary achievement medals. 

Response: The delegation of awards 

authority is an internal Army decision 

and will be considered as such. 

F. Hiring Authority 

A total of nine comments were 

received under this category relating to 

five subtopics as follows: 

1. Delegated Examining 

Comment: In regard to rating and 

ranking being required only when the 

number of qualified candidates exceed 

15 or there is a mix of preference and 

non-preference applicants, one 

commenter wanted to know who 

determines the number of qualified 

candidates. The question was posed as 

to whether this was left to the selecting 

official as the commenter wanted to 

make sure the integrity of the qualified 

determinations were maintained under 

the demonstration project. 

Response: The servicing Civilian 

Personnel Advisory Center will 

determine the number of qualified 

candidates based on the number of 

applications received and the number of 

applicants determined to fully meet the 

prescribed OPM qualification standards. 

This is a function of the servicing 

Civilian Personnel Advisory Center and 

not the selecting official. No changes in 

the Federal Register notice have been 

made in response to this comment. 

Comment: One comment addressed 

that there was no mention of positions 

covered by the Administrative Careers 

With America (ACWA) at the proposed 

Business and Technical Lab Demo Pay 

Band DE–II, GS–5 through GS–11 level 

equivalent. Since the demonstration 

project will recruit at the lowest GS 

equivalent of the band, so the DE–II 

positions would be recruited at the GS– 

5 equivalent, and many, if not all, 

positions in that occupational family 

would be covered by ACWA, therefore 

they recommended that we modified 

our language to include the use of the 

OPM ACWA Assessment Tool for these 

positions. 

Response: This comment has been 

carefully reviewed resulting in the 

addition of the following clarifying 

information to the Federal Register 

notice Section III.D.2: ‘‘The 

Demonstration Project will utilize the 

current OPM Administrative Careers 

With America (ACWA) or successor 

procedures for occupational series 

which have been designated as having 

a testing requirement. This will allow 

for the recruitment of positions covered 

by the Business and Technical 

Occupational Family at the DE–II pay 

band level.’’ 

Comment: One comment 

recommended identifying an upper and 

lower level within the DE–II pay band 

for recruitment purposes only in order 

to qualify candidates at the higher level 

of the pay band say at the GS–9 level. 

They recognized that many positions 

require work at the full performance 

level (GS–9/11 equivalent), which 

cannot be met with the standard as 

written. Plus they said many positions 

within the laboratory are covered under 

the Luevano Decree, and must meet the 

ACWA requirements if recruited using 

GS–5 Level standards. 

Response: This comment has been 

carefully considered. While adding an 

upper and lower qualifications 

determination within a pay band may 

appear to be desirable, we have retained 

our DE–II pay band structure and the 

minimum qualification requirements. 

Selective placement factors may still be 

used to distinguish higher level 

experience, skills, competencies. No 

changes in the Federal Register notice 

have been made in response to this 

comment. 

Comment: One comment 

recommended modification to say that if 

delegated examining authority has been 

granted for the GS equivalent position, 

that delegated examining authority also 

applies to positions covered under this 

demonstration project. Absent this 

language, additional delegated authority 

must be requested from OPM to fill 

positions covered by this project. 

Response: This comment has been 

carefully considered. It was concluded 

that the current language in Section D. 

II covers projected authorities. No 

changes in the Federal Register notice 

have been made in response to this 

comment. 

2. Distinguished Scholastic 

Achievement Appointment 

Comment: One comment 

recommended the needed flexibility to 

make ‘‘on the spot’’ appointments at job 

fairs, college visits, etc., and that a 

public announcement should not be 

required for this hiring authority. 

Response: This comment has been 

carefully considered. While the notion 

of making ‘‘on the spot’’ appointments is 

highly desirable, no changes in the 

Federal Register notice have been made 

in response to this comment. 

Comment: One comment addressed 

the current labor market conditions 

being extremely competitive with 

industry and academia for the small 

supply of highly-qualified and security 

clearable candidates with Masters 

Degrees or Ph.D.’s. in science or 

engineering. This might have been the 

case four years ago, but not today in 

southeast Michigan. If TARDEC believes 

this, why have people been told 

TARDEC doesn’t participate in the 

tuition reimbursement program since 

we don’t have trouble finding and 

keeping qualified people? 

Response: The Distinguished 

Scholastic Achievement Appointment 

authority coupled with the Federal 

Register notice language in Section 

III.G.1.b, Critical Skills Training 

(Training for Degrees) provides enough 

flexibility for the ever changing labor 

markets. No changes in the Federal 

Register notice have been made in 

response to this comment. 

3. Initial Probationary Period 

Comment: One commenter 

recommended changing the language in 

this section to clarify authority of the 

TARDEC Director with respect to 

extending the three-year probationary 

period and to customizing the 

probationary period. 

Response: The initial probationary 

period will not exceed three years for all 

newly hired employees. The TARDEC 

Director cannot extend this period of 

time but may limit it. To maintain 

flexibility, the construct of Initial 

Probationary Periods will be further 

defined in the Demonstration Project 

Internal Operating Instructions. No 

changes in the Federal Register notice 

have been made in response to this 

comment. 

4. Supervisory Probationary Periods 

Comment. One comment was received 

recommending that an existing 

supervisor should only be subject to an 


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additional one-year probationary period 

if the change of assignment was 

initiated/requested by the employee. 

Response: This comment has been 

carefully considered. The determination 

as to when a new supervisory 

probationary period is to be applicable 

will be a management decision and not 

initiated by an employee’s request. No 

change in the Federal Register notice 

have been made in response to this 

comment. 

5. Voluntary Emeritus Corps 

Comment: One comment was received 

recommending deleting the sentences 

that state that voluntary emeritus 

assignments are not considered 

employee assignments and replace with, 

Voluntary Emeritus Corps service is 

gratuitous if the intent is to extend the 

Voluntary Emeritus individuals 

additional benefits of employees, such 

as the ability to go TDY and represent 

the government in non-contractual 

matters. 

Response: This comment has been 

carefully considered. The intent of this 

new authority is to develop a 

mechanism to allow retired or separated 

employees to volunteer their services. 

They are not taking the place of 

government workers. To maintain 

consistency Section III.D.k, m, and n are 

modified to remove the word 

‘‘employee’’ and replace with the word 

‘‘volunteer.’’ 

G. Internal Placement 

A total of two comments were 

received under this category relating to 

two subtopics as follows: 

1. Promotion 

Comment: One comment identified 

that promotion actions may not result in 

an increase in employees’ base pay 

since there is an overlap of salaries in 

different pay bands. The 

recommendation was to delete the 

sentence: ‘‘The move from one band to 

another must result in an increase in the 

employee’s base pay to be considered a 

promotion.’’ 

Response: This comment has been 

carefully reviewed. It is agreed that the 

identified sentence should be deleted. 

The following sentence is deleted from 

the Federal Register notice Section 

III.E.1: ‘‘The move from one band to 

another must result in an increase in the 

employee’s base pay to be considered a 

promotion.’’ Since base pay dollars can 

overlap, the movement from a lower pay 

band to a higher pay band (e.g., DE–III 

to DE–IV) using the word ‘‘must’’ was 

incorrect. 

2. Reassignment 

Comment: One comment 

recommended all of Section III.(E)(6) 

beyond the first paragraph be moved to 

the pay setting Section III.F.6. 

Response: The current sections are 

considered to be in a proper placement 

within the Federal Register notice. No 

changes in the Federal Register notice 

have been made in response to this 

comment. 

H. Pay Administration 

A total of four comments were 

received under this category relating to 

four subtopics as follows: 

1. Pay and Compensation Ceilings 

Comment: One comment mentioned 

base pay will be limited to the 

maximum base pay payable for each 

band. The commenter wanted to know 

if ‘‘control gates’’ are being eliminated 

under the demonstration project. 

Response: The use of ‘‘control gates,’’ 

for the demonstration project, if used, 

will be described in the Demonstration 

Project Internal Operating Instructions. 

No changes in the Federal Register 

notice have been made in response to 

this comment. 

2. Pay Setting for Appointment 

Comment: One comment contained 

the recommendation that the Pay 

Setting for Appointments section be 

modified to specifically state that pay 

setting for initial entrance into the 

demonstration project from another 

personnel system is considered the 

same as an initial appointment. 

Response: This comment has been 

carefully considered. It has been 

determined the current language 

provides the necessary flexibilities. No 

changes in the Federal Register notice 

have been made in response to this 

comment. 

3. Pay Setting for Promotion 

Comment: One comment contained 

the recommendation that the $10,000 

limit on promotions be replaced by a 

percentage of base pay to create a 

system that can adapt as the General 

Schedule salary tables change. Over 

time, a fixed $10,000 amount will 

constitute a smaller and smaller 

percentage of base pay. 

Response: The following sentence has 

been deleted from the Federal Register 

notice, Section III.F.5: ‘‘The maximum 

amount of a base pay increase for a 

promotion will not exceed $10,000, or 

other such amounts as established by 

the Personnel Management Board.’’ This 

sentence had an unintended limiting 

effect. 

4. Supervisory and Team Leader Pay 

Differentials 

Comment: One comment requested 

clarification on whether a supervisory/ 

leader is eligible for a supervisory/ 

leader pay adjustment and a 

supervisory/leader differential, or if the 

supervisor/leader is ineligible for one if 

another is received. 

Response: Additional guidance on the 

Supervisory and Team Leader Pay 

Adjustments will be contained in the 

Demonstration Project Internal 

Operating Instructions. No changes in 

the Federal Register notice have been 

made in response to this comment. 

I. Employee Development 

One (1) comment was received under 

this section. 

Comment: A commenter requested 

clarification on how the service 

obligation period will be computed. 

Will one academic year of training (30 

semester hours or equivalent) require 

one year of service, or will the service 

obligation be computed based on actual 

classroom hours, which is a much 

shorter period of time? 

Response: Additional guidance on 

critical skills training obligations will be 

contained in the Demonstration Project 

Internal Operating Instructions. No 

changes in the Federal Register notice 

have been made in response to this 

comment. 

J. Reduction-In-Force 

A total of four comments were 

received under this category relating to 

three subtopics as follows: 

1. Retention Standing for Modified 

Term Appointments 

Comment: Two comments requested 

clarification of the retention standing for 

employees on either a modified term 

appointment or a temporary 

appointment. Normally these two 

categories of appointments are not listed 

in Tenure Group. Both commenters 

suggested a review of Tenure Group 

determinations with a recommendation 

that both groups be identified as Tenure 

Group 0, and, therefore, not eligible to 

compete within a Reduction-In-Force 

(RIF). 

Response: This suggestion has been 

fully reviewed; and it is agreed that 

employees in these two appointment 

groups should not receive Tenure Group 

III status for RIF purposes. The 

following sentence is deleted from the 

Federal Register notice Section III. H: 

‘‘Modified term appointment and 

temporary employees are in tenure 

group III for RIF for purposes.’’ The 

following sentence is added to Section 

III.H: ‘‘Modified term appointment and 


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temporary employees are in Tenure 

Group 0 and are not eligible to compete 

in a RIF.’’ 

2. RIF Service Credit for Performance 

Comment: One comment addressed 

the use of seven and four years with 

specific percentage of service credit 

based upon the OCS. A 

recommendation was provided for a 

review to determine if the seven and 

four years could be replaced with a 

mechanism by which 20, 16, and 12 

years of additional RIF service credit 

could be used relating to the OCS 

similar to the traditional RIF 

procedures. 

Response: After a careful review, 

there is agreement that additional RIF 

service credit for performance would be 

better defined using a three tiered credit 

system relating to the traditional format 

found in most General Schedule 

procedures. The last three OCS scores 

will still be used plus a percentage of 

the expected OCS. Federal Register 

notice Sections III.H.a and b are 

removed and replaced with the 

following: ‘‘a. 20 years of credit for each 

year the OCS is equal to or greater than 

94 percent of the expected OCS. b. 16 

years of credit for each year the OCS is 

less than 94 percent but greater than 92 

percent of the expected OCS. c. 12 years 

of credit for each year the OCS is less 

than 92 percent but greater than 90 

percent of the expected OCS. d. Zero (0) 

years of credit for each year the 

employee’s OCS is less than 90 percent 

of the expected 0CS.’’ 

3. Contribution Improvement Plan 

Assignment Rights 

Comment: One comment called 

attention to granting assignment rights 

to any employee currently serving on a 

Contribution Improvement Plan (CIP) 

for RIF purposes and suggested it was 

not in the interest of the mission to 

place a nonperforming employee in a 

different position that has been 

identified as critical in a period of 

downsizing. 

Response: The Federal Register notice 

language contained in Section III. H. has 

been reconsidered; and it has been 

concluded it appropriately addresses 

assignment rights for employees on a 

CIP. No changes in the Federal Register 

notice have been made in response to 

this comment. 

K. Conversion From NSPS to the 

Demonstration Project 

One (1) comment was received under 

this section. 

Comment: A commenter 

recommended providing additional 

details addressing when and why 

conversions from NSPS to Lab Demo 

may not be at the current NSPS bands. 

Response: The current Federal 

Register notice language contained in 

Section V.A.b. sets forth a conversion 

procedure that best fits the applicability 

of the TARDEC conversion situation. No 

changes have been made as a result of 

this comment. 

L. Conversion From a Non-NSPS System 

to the Demonstration Project 

Two (2) comments were received 

under this section. 

Comment: One comment drew 

attention to the provision that 

employees who are on retained grade 

would not receive prorated Within 

Grade Increases if they are on a retained 

rate. Absent conversion to the 

demonstration project these employees 

would continue to receive Within Grade 

Increases for the duration of the period 

of retained grade as if they were never 

demoted. 

Response: This comment has been 

carefully considered. General Schedule 

(GS) employees on retained Grade at the 

time of conversion into Lab Demo 

Project will be afforded the prorated 

Within-Grade Increase equity provisions 

as outlined in Section V.B. No changes 

in the Federal Register notice have been 

made in response to this comment. 

Comment: One comment 

recommended deleting the sentence: 

‘‘Employees who enter the 

demonstration project from other pay 

systems (DCIPS, ACQ Demo, or other 

STRLs) after initial implementation by 

lateral transfer, promotion, 

reassignment, reduction in band, or 

realignment will be subject to the pay 

rules that govern conversion out of their 

respective systems.’’ The commenter 

believes that it limits the ability to set 

pay in the lab demo. 

Response: This comment has been 

carefully considered. This sentence 

refers to the losing activity providing 

pay equivalencies for use by the Lab 

Demo in setting pay under Lab Demo 

rules. Employees are placed into the Lab 

Demo using the Lab Demo pay setting 

provisions. No changes in the Federal 

Register notice have been made in 

response to this comment. 

M. Conversion Out of the Demonstration 

Project 

One (1) comment was received under 

this section. 

Comment: This comment 

recommended deletion of the sentence, 

‘‘For lateral reassignments, the 

equivalent GS grade and rate will 

become the employee’s converted GS 

grade and rate after leaving the 

demonstration project (before any other 

action).’’ This sentence assumes that the 

lateral action is determined prior to 

identification of the conversion grade. 

In place of this sentence, recommend 

rewording the following sentence to 

include reassignment as well as 

promotion, transfers, etc. The 

conversion grade must first be identified 

in order to determine if the subsequent 

action is a promotion, reassignment or 

downgrade. 

Response: This comment has been 

carefully considered. The detailed 

information contained in this sentence 

helps the receiving/gaining Human 

Resource Office to better understand 

how the Lab Demo system works. No 

changes in the Federal Register notice 

have been made in response to this 

comment. 

N. Demonstration Project Costs 

One (1) comment was received under 

this section. 

Comment: It was recommended a 

review of the Design and Transition to 

NSPS expenses also be documented in 

addition to the three categories already 

identified in the Federal Register notice 

for Fiscal Years 2010 and 2011 in order 

to properly account for the actual and 

projected expenses made in conjunction 

of with the demonstration project. 

Response: Table 9—Projected 

Development Costs has been modified 

to include related NSPS expenses. A 

line to cover Design and Transition from 

NSPS expenditures for FY 10 and FY 11 

was added, plus the projected 

expenditures for the remaining 

categories were updated. 

3. Access to Flexibilities of Other STRLs 

Flexibilities published in this Federal 

Register notice shall be available for use 

by the STRLs previously enumerated in 

section 9902(c)(2) of title 5, United 

States Code, which are now 

redesignated in section 1105 of the 

NDAA for FY 2010, Public Law 111–84, 

123 Stat. 2486, October 28, 2009, if they 

wish to adopt them in accordance with 

DoD Instruction 1400.37; pages 73248 to 

73252 of volume 73, Federal Register; 

and after the fulfilling of any collective 

bargaining obligations. 

Dated: March 1, 2011. 

Morgan F. Park, 

Alternate OSD Federal Register Liaison 

Office, 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 Organizations 


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E. Participating Employees and Union 

Representation 

F. Project Design 

G. Personnel Management Board 

III. Personnel System Changes 

A. Pay Banding 

B. Classification 

C. Contribution-based Compensation and 

Appraisal System (CCAS) 

D. Hiring Authority 

E. Internal Placement 

F. Pay Administration 

G. Employee Development 

H. Reduction-in-Force (RIF) Procedures 

IV. Implementation Training 

V. Conversion Into the Demonstration Project 

A. Conversion from NSPS to the 

Demonstration Project 

B. Conversion from Non-NSPS System to 

the Demonstration Project 

C. Movement Out of the Demonstration 

Project 

D. Personnel Administration 

E. Automation 

F. Experimentation and Revision 

VI. Project Duration 

VII. Evaluation Plan 

A. Overview 

B. Evaluation Model 

C. Evaluation 

D. Method of Data Collection 

VIII. Demonstration Project Costs 

A. Cost Discipline 

B. Developmental Costs 

IX. Required Waivers to Law and Regulation 

Appendix A: TARDEC Employees by Duty 

Location 

Appendix B: Occupational Series by 

Occupational Family 

Appendix C: Contribution-Based 

Compensation and Appraisal System 

(CCAS) Factors 

Appendix D: Intervention Model 

I. Executive Summary 

TARDEC is a subordinate organization 

of the U.S. Army Research, 

Development and Engineering 

Command (RDECOM). TARDEC is the 

U.S. Army’s Ground Vehicle Center of 

Excellence and the ground systems 

integration domain owner for RDECOM. 

TARDEC provides engineering and 

scientific expertise for DoD manned and 

unmanned ground systems and ground 

support systems. It is the Nation’s 

laboratory for advanced military 

automotive technology and the Army’s 

lead for advanced science and 

technology research, demonstration, 

development, and full Life Cycle 

engineering for ground vehicle 

electronics and architecture, power and 

mobility, intelligent ground systems, 

maneuver support and sustainment, and 

survivability. 

At TARDEC, the top priority is to 

deliver the most advanced technology 

solutions to improve the Nation’s 

ground vehicle fleet. To do this 

effectively requires more than just hard 

work and dedication. It takes 

leadership, vision, and the 

determination to execute that vision. To 

be truly successful, the workforce needs 

to be able to lead, innovate, integrate, 

and deliver. 

To achieve this goal, TARDEC must 

be able to hire, retain, and continually 

motivate enthusiastic, innovative, and 

highly-educated scientists and 

engineers, supported by accomplished 

business management and 

administrative professionals as well as a 

skilled administrative and technical 

support staff. 

The goal of the project is to enhance 

the quality and professionalism of the 

TARDEC workforce through 

improvements in the efficiency and 

effectiveness of the human resource 

system. The project interventions will 

strive to achieve the best workforce for 

the TARDEC mission, adjust the 

workforce for change, and improve 

workforce satisfaction. The TARDEC 

proposed demonstration project is 

similar to the Department of Defense 

Civilian Acquisition Workforce 

Personnel Demonstration Project, 

commonly known as the ‘‘Acq Demo.’’ 

TARDEC has been using the Acq Demo’s 

Contribution-Based Compensation and 

Appraisal System (CCAS) and its pay 

banding structure for a number of years. 

The TARDEC Project also uses concepts 

from the U.S. Army CommunicationsElectronics Research, Development and 

Engineering Center (CERDEC) 

demonstration project and the Naval 

Research Laboratory demonstration 

project. The results of the project will be 

evaluated within five years of 

implementation. 

II. Introduction 

A. Purpose 

The purpose of the project is to 

demonstrate that the effectiveness of 

DoD STRLs can be enhanced by 

expanding opportunities available to 

employees and by allowing greater 

managerial control over personnel 

functions through a more responsive 

and flexible personnel system. Federal 

laboratories need more efficient, costeffective, and timely processes and 

methods to acquire and retain a highly 

creative, productive, educated, and 

trained workforce. This project, in its 

entirety, attempts to improve 

employees’ opportunities and provide 

managers, at the lowest practical level, 

the authority, control, and flexibility 

needed to achieve the highest quality 

organization and hold them accountable 

for the proper exercise of this authority 

within the framework of an improved 

personnel management system. 

Many aspects of a demonstration 

project are experimental. 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. The 

provisions of this project plan will not 

be modified, or extended to individuals 

or groups of employees not included in 

the project plan, without the approval of 

the ODUSD(CPP). The provisions of 

DoDI 1400.37 are to be followed for any 

modifications, adoptions, or changes to 

this demonstration project plan. 

B. Problems With the Present System 

TARDEC has participated in a number 

of personnel systems and personnel 

demonstrations over the past 25 years. 

These include the current Civil Service 

General Schedule (GS) system, the Acq 

Demo Project, and the NSPS. In October 

2009, as part of the NDAA for FY 2010, 

TARDEC was designated as a STRL for 

the purpose of designing and 

implementing a personnel management 

demonstration project for conversion of 

employees from the personnel system(s) 

which applied to them on October 28, 

2009. TARDEC’s experience with each 

of these prior personnel systems was 

that, although each had positive 

features, each also had negative aspects. 

As a result of TARDEC’s experience, it 

was determined that certain features 

from the earlier systems were 

worthwhile to carry forward and any 

shortcomings/limitations corrected or 

alleviated. 

The current GS system has existed in 

essentially the same form since 1949. 

Work is classified into one of fifteen 

overlapping pay ranges that correspond 

with the fifteen grades. Base pay is set 

at one of those fifteen grades and the ten 

interim steps within each grade. The 

Classification Act of 1949 rigidly 

defines types of work by occupational 

series and grade, with very precise 

qualifications for each job. This system 

does not quickly or easily respond to 

new ways of designing work and 

changes in the work itself. 

The performance management model 

that has existed since the passage of the 

Civil Service Reform Act in 1980 has 

come under extreme criticism. 

Employees frequently report there is 

inadequate communication of 

performance expectations and feedback 

on performance. There are perceived 

inaccuracies in performance ratings 

with general agreement that the ratings 

are inflated and often unevenly 

distributed by grade, occupation, and 

geographic location. 

The need to change the current hiring 

system is essential as TARDEC must be 

able to recruit and retain scientific, 

engineering, acquisition support and 

other professionals, and skilled 


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technicians. TARDEC must be able to 

compete with the private sector for the 

best talent and be able to make job offers 

in a timely manner with the attendant 

bonuses and incentives to attract high 

quality employees and be in compliance 

with public law. 

Finally, current limitations on 

training, retraining and otherwise 

developing employees make it difficult 

to correct skill imbalances and to 

prepare current employees for new lines 

of work to meet changing missions and 

emerging technologies. 

TARDEC’s proposed personnel 

management demonstration project, by 

building on previous strengths and 

addressing shortcomings, is intended to 

provide the highest potential for 

movement to a single system that will 

meet the needs of TARDEC and all its 

employees. 

C. Changes Required/Expected Benefits 

The primary benefit expected from 

this demonstration project is greater 

organizational effectiveness through 

increased employee satisfaction. The 

long-standing Department of the Navy’s 

‘‘China Lake’’ and the National Institute 

of Standards and Technology (NIST) 

demonstration projects have produced 

impressive statistics on increased job 

satisfaction and quality of work versus 

that for the Federal workforce in 

general. This project will demonstrate 

that a human resource system tailored to 

the mission and needs of the TARDEC 

workforce will facilitate increased: 

1. Quality in the workforce and 

resultant products; 

2. Timeliness of key personnel 

processes; 

3. Retention of ‘‘excellent performers;’’ 

4. Success in recruitment of personnel 

with critical skills; 

5. Management authority and 

accountability; 

6. Satisfaction of customers; and 

7. Workforce satisfaction with the 

personnel management system. 

An evaluation model was developed 

for the Director, Defense, Research and 

Engineering (DDR&E) in conjunction 

with STRL service representatives and 

the Office of Personnel Management 

(OPM). The model will measure the 

effectiveness of this demonstration 

project and will be used to measure the 

results of specific personnel system 

changes. 

D. Participating Organizations 

TARDEC is comprised of employees 

located at the main site in Warren, MI, 

with others geographically dispersed at 

the locations shown in Appendix A. 

TARDEC has employees matrixed to 

Program Executive Office Combat 

Support and Combat Service Support; 

Program Executive Office Ground 

Combat Systems; Program Executive 

Office Integration; and Tank Automotive 

Command (TACOM) Life Cycle 

Management Command (LCMC) Joint 

Project Office. Successor organizations 

will continue coverage in the 

demonstration project. 

E. Participating Employees and Union 

Representation 

This demonstration project will cover 

approximately 1,427 TARDEC civilian 

employees under title 5, U.S.C. in the 

occupations listed in Appendix B. The 

project plan does not cover members of 

the Senior Executive Service (SES), 

Scientific and Professional (ST) 

employees, Federal Wage System (FWS) 

employees, employees covered by the 

Defense Civilian Intelligence Personnel 

System (DCIPS), Department of Army 

(DA) and Army Command centrally 

funded interns, or students employed 

under the Summer Hire Program. 

Department of Army and Army 

Material Command centrally funded 

interns will not be converted to the 

demonstration project until they reach 

their full performance level. They will 

continue to be covered under the Total 

Army Performance Evaluation System 

(TAPES). The American Federation of 

Government Employees (AFGE) Local 

1658 represents approximately 90% of 

TARDEC’s professional and nonprofessional workforce. 

To foster union acceptance of 

TARDEC’s proposed personnel 

demonstration project, initial 

discussions with the Union officials 

began in December 2009. Negotiations 

will begin in earnest after publication of 

this Federal Register notice (FRN). 

TARDEC will continue to fulfill its 

obligation to consult and/or negotiate 

with all labor organizations in 

accordance with 5 U.S.C. 4703(f) and 

7117, as applicable. 

F. Project Design 

In October 2009, section 1105 of 

NDAA for FY 2010 directed TARDEC to 

transition to a laboratory demonstration 

project. TARDEC senior leadership 

decided to move toward adopting many 

aspects of both the Acq Demo and the 

CERDEC laboratory personnel 

demonstration project as modified by 

this FRN. The Acq Demo project was 

approved in 1999 and the CERDEC 

project was approved in 2001. TARDEC 

hopes to benefit from using the best 

practices from these demonstration 

projects. 

G. Personnel Management Board 

1. TARDEC is creating a Personnel 

Management Board to oversee and 

monitor the fair, equitable, and 

consistent implementation of the 

provisions of the demonstration project 

to include establishment of internal 

controls and accountability. Members of 

the board will be senior leaders 

appointed by the TARDEC Director. As 

needed, ad hoc members (such as labor 

counsel, human resource 

representatives, etc.) will serve as 

advisory members to the board. 

2. The board will execute the 

following: 

a. Determine the composition of the 

CCAS pay pools in accordance with the 

guidelines of this proposal and internal 

procedures; 

b. Review operation of pay pools and 

provide guidance to pay pool managers; 

c. Oversee disputes in pay pool 

issues; 

d. Formulate and execute the civilian 

pay budget; 

e. Manage the awards pools; 

f. Determine hiring and promotionbased pay as well as exceptions to CCAS 

base pay increases; 

g. Conduct classification review and 

oversight, monitor and adjust 

classification practices, and decide 

board classification issues; 

h. Approve major changes in position 

structure; 

i. Address issues associated with 

multiple pay systems during the 

demonstration project; 

j. Establish contribution goals and 

other evaluation descriptors; 

k. Assess the need for changes to 

demonstration project procedures and 

policies; 

l. Review requests for Supervisory/ 

Team Leader Base Pay Adjustments and 

provide recommendations to the 

appropriate Center Director; 

m. Ensure in-house budget discipline; 

n. Manage the number of employees 

by occupational family and pay band; 

o. Develop policies and procedures 

for administering Developmental 

Opportunity Programs; 

p. Ensure that all employees are 

treated in a fair and equitable manner in 

accordance with the policies, 

regulations and guidelines covering this 

demonstration project; and, 

q. Monitor the evaluation of the 

project. 

III. Personnel System Changes 

A. Pay Banding 

The design of the TARDEC pay 

banding system takes advantage of the 

many reviews performed by OPM, DoD, 

and DA. The design has the benefit of 


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being preceded by exhaustive studies of 

pay banding systems currently practiced 

in the Federal sector, to include those 

practiced by the Navy’s ‘‘China Lake’’ 

experiment and NIST. The pay band 

system is designed to facilitate 

conversion, when and if appropriate, of 

GS, Acq Demo, and NSPS employees 

into the TARDEC demo. 

1. Occupational Families, Career Paths, 

and Pay Band Levels 

Occupations with similar 

characteristics will be grouped together 

into one of three occupational families 

with career paths and pay band levels 

designed to facilitate pay progression. 

These occupational families are 

Engineering and Science (E&S), 

Business and Technical (B&T), and 

General Support (GEN). Each 

occupational family’s career path will 

be composed of pay bands 

corresponding to recognized 

advancement and career progression 

expected within the occupations. These 

career paths and their pay bands will 

not be the same for each occupational 

family. Each career path will be divided 

into three to five pay bands. Employees 

track into an occupational family based 

on their current OPM classification 

series as provided in Appendix B. The 

current occupations have been 

examined, and their characteristics and 

distribution have served as guidelines in 

the development of the following three 

occupational families: 

Engineering and Science (E&S) (Pay 

Plan DB): This occupational family 

includes technical professional 

positions such as engineers, physicists, 

chemists, mathematicians, operations 

research analysts, and computer 

scientists. Specific course work or 

educational degrees are required for 

these occupations. Five pay bands have 

been established for the E&S 

occupational family: 

a. Band I is a student trainee track 

covering GS–1, step 1, through GS–4, 

step 10. 

b. Band II is a developmental/full 

performance level track covering GS–5, 

step 1, through GS–11, step 10. 

c. Band III is a full-performance 

technical track covering GS–12, step 1, 

through GS–13, step 10. Some first-level 

supervisory positions may also be 

included in this band. 

d. Band IV includes both senior 

technical positions along with 

supervisors-managers covering GS–14, 

step 1, through GS–15, step 10. 

e. Band V provides the ability to 

accommodate science and engineering 

positions having duties and 

responsibilities that exceed the GS–15 

classification criteria. The DoD is 

developing classification, 

compensation, and performance 

management policy, guidance, and 

implementation processes for this pay 

band level that will be published in a 

separate FRN. TARDEC will supplement 

this information through internal 

operating guidance. 

Business & Technical (B&T) (Pay Plan 

DE): This occupational family includes 

such positions as program acquisition 

specialists, equipment specialists, 

engineering and electronics technicians, 

finance, accounting, administrative, and 

management analysts. Employees in 

these positions may or may not require 

specific course work or educational 

degrees. Four pay bands have been 

established for the B&T occupational 

family: 

a. Band I is a student trainee track 

covering GS–1, step 1, through GS–4, 

step 10. 

b. Band II is a developmental/full 

performance track covering GS–5, step 

1, through GS–11, step 10. 

c. Band III is a full performance track 

covering GS–12, step 1, through GS–13, 

step 10. 

d. Band IV is a senior technical/ 

manager track covering GS–14, step 1, 

through GS–15, step 10. 

General Support (GEN) (Pay Plan DK): 

This occupational family is composed of 

positions for which specific course work 

or educational degrees are not required. 

Clerical work usually involves the 

processing and maintenance of records. 

Assistant work requires knowledge of 

methods and procedures within a 

specific administrative area. This family 

includes such positions as secretaries, 

office automation clerks, and budget/ 

program/computer assistants. Three pay 

bands have been established for the 

GEN occupational family: 

a. Band I includes entry-level 

positions covering GS–1, step 1, through 

GS–4, step 10. 

b. Band II includes full-performance 

positions covering GS–5, step 1, through 

GS–7, step 10. 

c. Band III includes senior 

technicians/assistants/secretaries 

covering GS–8, step 1, through GS–10, 

step 10. 

2. Pay Band Design 

The pay bands for the TARDEC Lab 

Demo occupational families and how 

they relate to the current GS framework 

are shown in Table 1. 

TABLE 1—TARDEC LAB DEMO PAY BANDS WITH EQUIVALENT GS GRADES

Occupational family 

Lab demo pay bands with equivalent GS grades 

I II III IV V 

DB, Engineering & Science ................ GS1–4 GS 5–11 GS 12–13 GS 14–15 > GS–15 

DE, Business & Technical .................. GS 1–4 GS 5–11 GS–12–13 GS–14–15 

DK, General Support .......................... GS 1–4 GS 5–7 GS 8–10 

The pay bands for the TARDEC Lab 

Demo occupational families and how 

they relate to the current Department of 

Defense Civilian Acquisition Workforce 

Personnel Demonstration Project 

framework are shown in Table 2. 

TABLE 2—TARDEC LAB DEMO PAY BANDS WITH EQUIVALENT ACQ DEMO PAY BANDS

Occupational family 

Lab demo pay bands with equivalent Acq demo pay bands 

I II III IV V 

DB, Engineering & Science ................ NH–I NH–II NH–III NH–IV 

DE, Business & Technical .................. NH–I, NJ–I NH–II, NJ–II, NJ– 

III 

NH–III, NJ–IV NH–IV 

DK, General Support .......................... NK–I NK–II NK–III 


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The pay bands for the TARDEC Lab 

Demo occupational families and how 

they relate to the NSPS conversion 

framework are shown in Table 3. 

TABLE 3—TARDEC LAB DEMO PAY BANDS WITH EQUIVALENT NSPS PAY BANDS

Occupational family 

Lab demo pay bands with equivalent NSPS pay bands* 

I II III IV V 

DB, E&S ..................... YP–1 YD–1, YP–1 YD–2, YF–2 YD–3, YF–2, YF–3 

DE, Business & Technical.YP–1, YB–1, YE–1 YA–1, YA–2, YB–1, 

YB–2, YB–3, YE–1, 

YE–2, YE–3, YP–1 

YA–2, YB–3, YC–2, 

YE–3, YE–4 

YA–3, YC–2, YC–3 

DK, General Support .. YB–1, YE–1, YP–1 YB–1, YB–2, YE–1, 

YE–2, YP–1 

YB–2, YE–2, YP–1 

*NSPS Pay Bands overlap Lab Demo bands and Occupational Families 

3. Science and Engineering Positions 

Classified Above GS–15 (Pay Band V) 

The career path pay banding plan for 

the E&S occupational family includes a 

pay band V to provide the ability to 

accommodate positions having duties 

and responsibilities that exceed the GS– 

15 classification criteria. This pay band 

is based on the Above GS–15 Position 

concept found in other STRL personnel 

management 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 Scientific 

and Professional Positions (STs) because 

of the degree of supervision and level of 

managerial responsibilities. Neither are 

these positions appropriately classified 

as Senior Executive Service (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; continued applicability to 

the current STRL scientific, engineering, 

and technology workforce needs; and 

appropriate allocation of billets based 

on mission requirements. The degree to 

which the laboratory 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 the DoD evaluation (see 

Section III.A.1.e). 

B. Classification 

1. Occupational Series 

The GS classification system has over 

400 occupational series, which are 

divided into 23 occupational groupings. 

TARDEC currently has positions in 

approximately 65 occupational series 

that fall into approximately three 

occupational groupings. All positions 

listed in Appendix B will be in the 

classification structure. Provisions will 

be made for including other occupations 

in response to changing missions. 

2. Classification Standards and Position 

Descriptions 

TARDEC will use an automated 

classification system. The present 

system of OPM classification standards 

will be used for the identification of 

proper series and occupational titles of 

positions within the demonstration 

project. Current OPM Functional Guides 

for Within White Collar Work will be 

used to aid in position classification 

suitability and form the framework for 

pay band level determinations. Current 

OPM position classification standards 

will not be used to grade positions in 

this project. However, the grading 

criteria in those standards will be used 

as a framework to develop new and 

simplified pay band factor level 

descriptors for each pay band 

determination. The objective is to record 

the essential criteria for each pay band 

within each occupational family career 

path by stating the characteristics of the 

work, the responsibilities of the 

position, the competencies required, 

and the expected contributions. The pay 

band factor level descriptors will serve 

as both classification criteria and 

assessment criteria and may be found in 

Appendix C New position descriptions 

will replace the current position/job 

descriptions. The pay band factor level 

descriptors for each pay band will serve 

as an important component in the new 

position description, which will also 

include position-specific information, 

and provide data element information 

pertinent to the job. The computerassisted process will produce 

information necessary for position 

descriptions. The new descriptions will 

be easier to prepare, minimize the 

amount of writing time, and make the 

position description a more useful and 

accurate tool for other personnel 

management functions. 

Specialty work codes (narrative 

descriptions) may be used to further 

differentiate types of work and the 

competencies required for particular 

positions within an occupational family 

and pay band. Each code represents a 

specialization or type of work within 

the occupation. 

3. Fair Labor Standards Act 

Fair Labor Standards Act (FLSA) 

exemption and non-exemption 

determinations will be consistent with 

criteria found in 5 CFR part 551. All 

demonstration project positions are 

covered by the FLSA unless they meet 

the criteria for exemption. Classification 

Specialists will evaluate positions on a 

case-by-case basis comparing the duties 

and responsibilities assigned, the pay 

band factor level descriptors for each 

pay band level, and the FLSA criteria in 

accordance with 5 CFR part 551. 

Additionally, the advice and assistance 

of the servicing Civilian Personnel 

Advisory Center will be obtained in 

making determinations. The benchmark 

position descriptions will not be the 

sole basis for the determination. Basis 

for exemption will be documented and 

attached to each position description. 

Exemption criteria will be narrowly 

construed and applied only to those 

employees who clearly meet the spirit of 

the exemption. Changes will be 

documented and provided to the 

Civilian Personnel Advisory Center. 


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4. Classification Authority 

The TARDEC Director will have 

delegated classification authority and 

may, in turn, re-delegate this authority 

to appropriate levels. Position 

descriptions will be developed to assist 

managers in exercising delegated 

position classification authority. 

Managers will identify the occupational 

family, job series, functional code, 

specialty work code, pay band level, 

and the appropriate acquisition codes. 

Personnel specialists will provide 

ongoing consultation and guidance to 

managers and supervisors throughout 

the classification process. These 

decisions will be documented on the 

position description. 

5. Classification Appeals 

Classification appeals under this 

demonstration project will be processed 

using the following procedures: An 

employee may appeal the determination 

of occupational family, occupational 

series, position title, and pay band level 

of his/her position at any time. An 

employee must formally raise the area of 

concern to supervisors in the immediate 

chain of command, either verbally or in 

writing. If an employee is not satisfied 

with the DoD response, he or she may 

then appeal to OPM only after DoD has 

rendered a decision on all the 

provisions of the demonstration project. 

Appellate decisions from OPM are final 

and binding on all administrative, 

certifying, payroll, dispersing, and 

accounting officials of the Government. 

Time periods for cases processed under 

5 CFR part 511 apply. 

An employee may not appeal the 

accuracy of the position description, the 

demonstration project classification 

criteria, or the pay-setting criteria; the 

assignment of occupational series to the 

occupational family; the propriety of a 

pay schedule; or matters grievable under 

an administrative or negotiated 

grievance procedure. 

The evaluations of classification 

appeals under this demonstration 

project are based upon the 

demonstration project classification 

criteria. Case files will be forwarded for 

adjudication through the CPAC/CHRA 

providing personnel service and will 

include copies of appropriate 

demonstration project criteria. 

C. Contribution-Based Compensation 

and Appraisal System (CCAS) 

1. Overview 

The purpose of CCAS is to provide an 

effective, efficient, and flexible method 

for assessing, compensating, and 

managing the TARDEC workforce. 

CCAS is essential for the development 

and continued growth of the high 

quality, extremely productive, and 

innovative workforce needed to achieve 

a quality, agile and innovative 

organization and meet mission 

requirements. The CCAS allows for 

more employee involvement in the 

assessment process, fosters increased 

communication between supervisor and 

employee, promotes a clear 

accountability of performance, 

facilitates employee career progression, 

and provides an understandable and 

rational basis for pay changes by linking 

pay, performance, and contribution. The 

CCAS process described herein applies 

to all career paths and pay band levels 

I through IV. The assessment process for 

E&S Pay Band V positions will be based 

on the final outcome of the DoD 

evaluation and documented in TARDEC 

Internal Operating Instructions (see 

Section III.A.1. e. for additional 

information). 

CCAS is an assessment system that 

measures the employee’s level of 

contribution to the organization’s 

mission 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. CCAS 

promotes base pay adjustment decisions 

made on the basis of an individual’s 

overall annual contribution and current 

base pay, in relation to the other 

contributions and their level of base pay 

in the pay pool. The measurement of 

overall contribution is through a rating 

process which determines the Overall 

Contribution Score (OCS). 

An employee’s performance is a 

component of contribution that 

influences the ultimate OCS. 

Contribution is measured by using a set 

of factors, discriminators, and 

descriptors, each of which is relevant to 

the success of the TARDEC mission. 

Taken together, these factors, 

discriminators, and descriptors capture 

the critical content of jobs in each career 

path. These factors, discriminators, and 

descriptors may be modified or 

supplemented if experience or changing 

mission requirements indicates a need 

to do so. These factors, discriminators, 

and descriptors are the same as those to 

classify a position at the appropriate pay 

band level. 

The six (6) factors are: 

1. Problem Solving, 

2. Teamwork/Cooperation, 

3. Customer Relations, 

4. Leadership/Supervision, 

5. Communication, and 

6. Resource Management. 

Each factor has multiple levels of 

increasing contribution corresponding 

to the pay band levels. Each factor 

contains descriptors for each respective 

level within the relevant career path. 

See Appendix C for CCAS Factor 

Descriptions, Level Descriptors, and 

Discriminators. 

The appropriate occupational family 

career path pay band level performance 

factor descriptors are used by the rating 

official to determine the employee’s 

actual contribution score. Employees 

can score within, above, or below their 

pay band level. For example, a pay band 

level II employee could score in the pay 

band level I, II, III, or IV range. 

Therefore, for the CCAS process, 

descriptors for all pay band levels of the 

occupational family performance factors 

are presented to better assist the 

supervisor with the employee 

assessment. 

Normally, the rating period will be 

one year. The minimum rating period 

will be 90 days. CCAS payouts can be 

in the form of increases to base pay and/ 

or in the form of bonuses that are not 

added to base pay but rather are given 

as a lump sum payment. Other awards 

such as special acts, time-off awards, 

etc., will be retained separately from the 

CCAS payouts. 

The system will have the flexibility to 

be modified, if necessary, as more 

experience is gained under the project. 

3. Pay Pools 

TARDEC employees will be placed 

into pay pools that are defined for the 

purpose of determining performance 

payouts under the CCAS system. The 

TARDEC Director will establish pay 

pools. Typically, pay pools will have 

between 35 and 300 employees. A pay 

pool should be large enough to 

encompass a reasonable distribution of 

ratings but not so large as to 

compromise rating consistency. Neither 

the pay pool manager nor supervisors 

within a pay pool will recommend or 

set their own individual pay. Decisions 

regarding the amount of the 

performance payout are based on the 

established formal payout calculations. 

Funds within a pay pool available for 

performance payouts are divided into 

two components, base pay and bonus. 

These funds will be defined based on 

historical data. Base pay increase fund 

will be set at no less than two percent 

of total base pay. The bonus amount 

will be set at no less than one percent 

of total base pay. The TARDEC 

Personnel Management Board will 

annually review the pay pool funding 

and recommend adjustments to the 

TARDEC Director to ensure cost 


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discipline over the life of the 

demonstration project. 

4. Annual Appraisal Cycle and Rating 

Process 

Typically, the annual appraisal cycle 

begins on October 1 and ends on 

September 30 of the following year. At 

the beginning of the annual appraisal 

period, the pay band level descriptors 

for each factor will be provided to 

employees so that they know the basis 

on which their performance will be 

assessed. At the discretion of the pay 

pool manager, weights will be applied 

to the factors. A weight of zero may not 

be applied to any factor and the sum of 

all weights must equal 100. Employees 

will be informed of the weights at the 

beginning of the rating cycle. 

Supervisor and employee discussion 

of specific work assignments and 

established contribution goals for the 

rating period for each of the six factors 

should be conducted on an ongoing 

basis. These goals can be modified 

during the rating period and form the 

foundation of the contributions 

expected to be achieved. 

Typically, the rating official is the 

first-level supervisor. If the current firstlevel 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. 

Employees and supervisors alike are 

expected to actively participate in ongoing formal and informal performance 

discussions regarding expectations. The 

timing of these discussions will vary 

based on the nature of work performed, 

but will occur at least at the mid-point 

and end of the rating period. At least 

one review, normally the mid-point 

review, will be documented as a 

progress review. More frequent, task 

specific, discussions may be appropriate 

in some organizations. 

The employee will provide a list of 

his/her accomplishments to the 

supervisor at both the mid-point and 

end of the rating period using the six 

Contribution Factors described in 

Section III.C.1. An employee may elect 

to provide self-ratings on the 

contribution/performance factors and/or 

solicit input from team members, 

customers, peers, supervisors in other 

units, subordinates, and other sources 

which will assist the supervisor in fully 

evaluating contributions. At the end of 

the annual appraisal period, the 

immediate supervisor (rating official), 

from employees’ inputs and his/her own 

knowledge, identifies for each employee 

the appropriate contribution level and 

recommends the OCS. 

To determine the OCS, numerical 

values are assigned based on the 

contribution levels of individuals, using 

the ranges shown in Table 4. Generally, 

the OCS is calculated by averaging the 

numerical values (as weighted) assigned 

for each of the six performance/ 

contribution factors. (All OCS’s will be 

rounded to the nearest whole number). 

The rating official in conjunction with 

the second-level supervisor reviews the 

OCS for all employees, correcting any 

inconsistencies identified and making 

the appropriate adjustments in the 

factor ratings. 

TABLE 4—CONTRIBUTION SCORE RANGES BY OCCUPATIONAL FAMILY

Pay band levels 

Engineering & 

science (DB) 

Business & 

technical (DE) 

General support 

(DK) 

Point range Point range Point range 

Very High .............................................. 115 115 70 

V ............................................................. Range .................................................... 100–114 .............................. ..............................

High ....................................................... 96–100 96–100 ..............................

IV ............................................................ Med ....................................................... 84–95 84–95 ..............................

Low ........................................................ 79–83 79–83 ..............................

High ....................................................... 79–83 79–83 57–61 

III ............................................................ Med ....................................................... 67–78 67–78 47–56 

Low ........................................................ 61–66 61–66 38–46 

High ....................................................... 62–66 62–66 42–46 

II ............................................................. MH ......................................................... 51–61 51–61 ..............................

Med ....................................................... 41–50 41–50 30–41 

ML ......................................................... 30–40 30–40 ..............................

Low ........................................................ 22–29 22–29 22–29 

High ....................................................... 24–29 24–29 24–29 

I .............................................................. Med ....................................................... 06–23 06–23 06–23 

Low ........................................................ 0–5 0–5 0–5 

The pay pool panel conducts a final 

review of the OCS for each employee in 

the pay pool. The pay pool panel has 

the authority to make OCS adjustments, 

after discussion with the initial rating 

officials, to ensure equity and 

consistency. Final approval of OCS rests 

with the pay pool manager, the 

individual within the organization 

responsible for managing the CCAS 

process. The OCS, as approved by the 

pay pool manager, becomes the rating of 

record. Rating officials will 

communicate the factor scores and OCS 

to each employee and discuss the 

results. 

If on October 1, the employee has 

served under CCAS for less than ninety 

(90) consecutive calendar days, the 

rating official shall wait for the 

subsequent annual cycle to assess the 

employee. 

Employees who have served under 

CCAS for less than 90 consecutive 

calendar days shall not receive 

contribution rating increases or 

contribution awards for that cycle. 

5. Linking OCS to Base Pay Adjustment 

a. The Normal Pay Range (NPR) 

The CCAS integrated pay schedule 

provides a direct link between 

contribution, performance, and base 


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pay. This is shown by the graph in 

Table 5. The horizontal axis spans from 

0 to the maximum OCS of 115 for 

positions in pay band levels I through 

V. Employees who are performing above 

the defined criteria of the top pay band 

level may not exceed the OCS score of 

115. The vertical axis spans from zero 

dollars to the dollar equivalent of the 

highest positions authorized under this 

lab demonstration. This encompasses 

the full base pay range (excluding 

locality pay and staffing supplements) 

under this demonstration for the given 

calendar year (note: Table 5 currently 

depicts Calendar Year 2010). Each year 

the rails for the NPR are adjusted based 

on the GS general pay increase under 5 

U.S.C. 5303. The area between the 

upper and lower rails is considered the 

normal pay range; when an annual 

overall contribution score (OCS) plotted 

against a base pay rate falls on or within 

the NPR rails, the base pay rate is 

considered to be appropriate. While 

there may be rates of base pay that fall 

above or below the NPR that could be 

considered not appropriate, there may 

be circumstances to account for these 

rates of base pay outside the NPR. Such 

circumstances as saved pay or minimal 

contributions/performance could 

account for base pay rates above the 

NPR. For base pay rates below the NPR, 

such situations as exceptional 

contributions or growth in position 

responsibilities may warrant higher base 

pay. Employees whose annual OCS 

plotted against their base pay falls on or 

within the rails are considered 

appropriately compensated. Employees 

whose current base pay falls above or 

below the NPR for their assessed 

contribution score are considered 

inappropriately compensated. 

b. The NPR was established using the 

following parameters: 

(1) The lowest possible score is an 

OCS of 0, which equates to the lowest 

base pay under this demonstration 

project, GS–1, step 1, 

(2) The OCS of 115 equates to the 

maximum base pay of Pay Band V. 

The upper and lower rails are 

determined by the formulae below, 

encompass an area of +/- 8.0 percent in 

terms of base pay which correlates to 

approximately +/- 4.0 OCS points. 

TABLE 5—NORMAL PAY

c. Formulae: 

Given these constraints, the formulae 

for the upper and lower rails found in 

Table 5 are: 

Base pay upper rail = (GS–1, Step 1) 

* (1.0800) * (1.020043) OCS

Base pay lower rail = (GS–1, Step 1) 

* (0.9200) * (1.020043) OCS

d. The NPR is the same for all the 

occupational families. What varies 

among the occupational families are the 

beginnings and endings of the pay band 

levels. The minimum and maximum 

numerical OCS values and associated 

base pay for each pay band level by 

occupational family are provided in 

Table 5. These minimum and maximum 

breakpoints represent the lowest and 

highest base pay for the bands; and the 

minimum and maximum base pay 

possible for each pay band level. 

Locality pay or staffing supplements are 

not included in the NPR but are added 

to base pay as appropriate. 


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TABLE 6—OCS AND PAY BAND BASE PAY RANGES

Occupational family 

$ (CY10 OCS salaries) 

I II III IV V * 

E&S (DB) .................... $17,803–$31,871 $27,431–$65,731 $60,283–$93,175 $84,697–$129,517 TBD 

0–29 22–66 61–83 79–100 100–115 

Business & Technical 

(DE).

$17,803–$31,871 

0–29 

$27,431–$65,731 

22–66 

$60,283–$93,175 

61–83 

$84,697–$129,517 

79–100 

General Support (DK) $17,803–$31,871 $27,431–$44,176 $37,631–$59,505 

0–29 22–51 38–61 

* Pay Band V is above GS–15. Base pay amounts to be determined. 

e. OCS Base Pay Adjustment 

Guidelines 

After the pay pool manager approves 

the OCS for all employees in the pay 

pool, the current base pay versus OCS 

is plotted for all employees on a chart 

similar to Table 7. This plot relates 

contribution to base pay, and identifies 

the placement of each employee into 

one of three regions: Inappropriately 

Compensated (A Region—above the 

NPR), Appropriately Compensated (C 

Region—within the NPR), or 

Inappropriately Compensated (B 

Region—below the NPR). 

In Table 7, employee C is in the 

Appropriately Compensated Region 

(falls on or within the NPR). Employee 

B is in the Inappropriately Compensated 

Region (falls below the lower NPR) for 

his/her contribution to the organization. 

Employee A is in the Inappropriately 

Compensated Region above the NPR 

(i.e., receives high base pay due to such 

circumstances such as saved pay or 

contributions do not justify the base 

pay). 

f. Table 8 illustrates the additional 

pay categories available for the three 

groupings of employees. 

The employees whose base pay falls 

within the NPR must receive the full 

General Pay Increase (GPI), may receive 

a contribution rating increase of up to 6 

percent, and may receive a contribution 

award. The contribution rating increase 

is included as a permanent increase in 

base pay, but the contribution award is 

a lump-sum payment that does not 

affect base pay. 

The employees whose base pay falls 

above the NPR could be denied part or 


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all of the GPI and may receive no 

contribution rating increase or 

contribution bonus. The intent of the 

demonstration project is to allow 

managers to retain the ability to 

determine how much, if any, of the 

general pay increase would be 

authorized on a case-by-case basis. 

The employees whose base pay falls 

below the NPR must receive the full 

general pay increase, may receive up to 

a 20 percent permanent increase in pay, 

and also may receive a contribution 

award. 

Employees on retained rate in the 

demonstration plan will receive base 

pay adjustments in accordance with 5 

U.S.C. 5363 and 5 CFR Part 536. An 

employee receiving a retained rate is not 

eligible for a contribution rating 

increase, but may receive a contribution 

award. 

In general, those employees whose 

base pay falls below the NPR should 

expect to receive greater percentage base 

pay increases than those whose base pay 

is above the NPR. Over time, people will 

migrate closer to the normal pay range 

and receive base pay appropriate for 

their level of contribution. 

Employees whose OCS would result 

in awarding a contribution rating 

increase such that the base pay exceeds 

the maximum base pay for their current 

pay band level may receive a 

contribution award equaling the 

difference. 

TABLE 8—COMPENSATION ELIGIBILITY CHART

Category General pay increase Contribution base pay 

increase Contribution bonus Locality pay 1 Staffing 

supplement 

Above the NPR .......... Could be reduced or 

denied.

NO ............................. NO ............................. YES ........................... Could be reduced or 

denied. 

Within the NPR .......... YES ........................... YES2—Up to 6 percent.YES5 ......................... YES ........................... YES. 

Below the NPR ........... YES ........................... YES3,4—Up to 20 

percent.

YES5 ......................... YES ........................... YES. 

1Base pay plus locality pay may not exceed Executive Level IV adjusted base pay. S&E pay band level V cap to be determined. 

2 May not exceed upper rail of NPR for employee’s OCS or maximum base pay for current pay band level. 

3Over 20 percent requires Director’s approval. 

4 May not exceed 6 percent above the lower rail or the maximum base pay for current pay band level. 

5Pay pool manager approves up to $10,000. Amounts exceeding $10,000 require Director’s approval. 

6. Accelerated Compensation for 

Developmental Positions (ACDP) 

(a) Accelerated Compensation for 

Developmental Positions (ACDP) is a 

pay-setting provision that may be used 

to recognize the development and 

attainment of job-related competencies 

for TARDEC employees participating in 

training programs, internships, or other 

developmental capacities as determined 

by the TARDEC Director. The ACDP 

includes TARDEC employees serving 

under the Student Career Experience 

Program (SCEP) and Student Temporary 

Employment Program (STEP). ACDP is 

an increase to base salary. It provides 

management the opportunity to increase 

the base pay of employees in 

developmental positions at rates which 

match or exceed career ladder 

promotion rates under the GS system or 

other labor market forces. 

(b) An ACDP increase to base salary 

may be awarded at anytime throughout 

the rating year. In order to receive an 

ACDP, the employee must be in a pay 

and duty status, have been on an 

approved CCAS standard for 90 

consecutive days and have successfully 

met the Contribution Goal Objectives of 

the CCAS standard as determined by a 

management official. 

(c) ACDP is payment in addition to 

the annual contribution rating increase 

and contribution award. It generally will 

not exceed 20 percent of the employee’s 

base pay; however, a higher increase 

may be provided on a case-by-case basis 

if approved by an official who is at a 

higher level than the official who made 

the initial decision. 

(d) ACDP base pay increase is 

separate funding from the pay pool 

process. 

7. Inadequate CCAS Contribution 

Inadequate performance at any time 

during the appraisal period is 

considered grounds for initiation of a 

reduction-in-pay or removal action. The 

following procedures replace those 

established in 5 U.S.C. 4303 pertaining 

to reductions in grade or removal for 

unacceptable performance except with 

respect to appeals of such actions. 5 

U.S.C. 4303(e) provides the statutory 

authority for appeals of contributionbased actions. As is currently the 

situation for performance-based actions 

taken under 5 U.S.C. 4303, contributionbased actions shall be sustained if the 

decision is supported by substantial 

evidence and the Merit Systems 

Protection Board shall not have 

mitigation authority with respect to 

such actions. The separate statutory 

authority to take contribution-based 

actions under chapter 75 of title 5, 

U.S.C., as modified in the waiver 

section of this notice (section IX), 

remains unchanged by these 

procedures. 

When an employee’s OCS plots above 

the upper rail of the NPR and the 

employee is considered to be 

contributing inadequately the 

supervisor has two options. The first is 

to take no action but to document this 

decision in a memorandum for the 

record. A copy of this memorandum 

will be provided to the employee and to 

higher levels of management. The 

second option is to inform the 

employee, in writing, that unless the 

contribution increases to, and is 

sustained at, a higher level, the 

employee may be reduced in pay, 

reduced in pay band level, or removed. 

The second option will include a 

Contribution Improvement Plan (CIP). 

The CIP will state how the employee’s 

contribution is inadequate, what 

improvements/results are required, 

recommendations on how to achieve 

adequate contribution, assistance that 

the laboratory may offer to the employee 

to assist in improving contribution, and 

consequences of failure to improve. 

Additionally, the CIP must include 

standards for adequate contribution, 

actions required of the employee, and 

time in which they must be 

accomplished to increase and sustain 

the employee’s contribution at an 

adequate level. When an employee is 

placed on a CIP, the rating official will 

afford the employee a reasonable 

opportunity (a minimum of 60 days) to 

demonstrate acceptable contribution. 

These provisions also apply to an 

employee whose contribution 

deteriorates during the year. 

Employees who are on a CIP at the 

time pay determinations are made do 


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not receive performance payouts or the 

annual GPI. An employee who receives 

an unacceptable OCS rating of record 

will not receive any portion of the GPI 

or RIF service credit until such time as 

his/her performance improves to the 

acceptable level and remains acceptable 

for at least 90 days. When the employee 

has performed acceptably for at least 90 

days, the GPI will not be retroactive but 

will be granted at the beginning of the 

next pay period after the supervisor 

authorizes its payment. 

Once an employee has been afforded 

a reasonable opportunity to demonstrate 

adequate contribution but fails to do so, 

a reduction-in-pay (which may include 

a change to a lower pay band level and/ 

or reassignment), or removal action may 

be proposed. If the employee’s 

contribution increases to an acceptable 

level and is again determined to 

deteriorate in any factor within two 

years from the beginning of the 

opportunity period, actions may be 

initiated to effect reduction in pay or 

removal with no additional opportunity 

to improve. If an employee has 

contributed acceptably for two years 

from the beginning of an opportunity 

period, and the employee’s overall 

contribution once again declines to an 

inadequate level, the employee will be 

afforded an additional opportunity to 

demonstrate adequate contribution 

before it is determined whether or not 

to propose a reduction in pay or 

removal. 

An employee whose reduction in pay 

or removal is proposed is entitled to a 

30-day advance notice of the proposed 

action that identifies specific instances 

of inadequate contribution by the 

employee on which the action is based. 

The employee will be afforded a 

reasonable time to answer the notice of 

proposed action orally and/or in 

writing. 

A decision to reduce pay or remove 

an employee for inadequate 

contribution may be based only on those 

instances of inadequate contribution 

that occurred during the two-year 

period ending on the date of issuance of 

the proposed action. The employee will 

be issued written notice 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. 

All relevant documentation 

concerning a reduction in pay or 

removal that is based on inadequate 

contribution will be preserved and 

made available for review by the 

affected employee or a 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 

when the employee makes an oral reply; 

and the written notice of decision and 

the reasons thereof, along with any 

supporting material including 

documentation regarding the 

opportunity afforded the employee to 

demonstrate adequate contribution. 

8. Base Pay Increases and Bonuses 

The payouts made to employees from 

the pay pool may be a mix of base pay 

increases and/or one-time bonuses, such 

that all of the allocated funds are 

disbursed as intended. To continue to 

provide performance incentives while 

also ensuring cost discipline, base pay 

increases may be limited. Certain 

employees will not be able to receive 

the projected base pay increase due to 

base pay caps. Base pay is capped when 

an employee reaches the maximum rate 

of base pay in an assigned pay band. 

Also, for employees receiving retained 

rates above the applicable pay band 

maximum, the entire performance 

payout will be in the form of a bonus 

payment. 

In addition, a pay pool manager may 

request approval from the TARDEC 

Director for use of an Extraordinary 

Achievement Recognition. Such 

recognition grants a base pay increase 

and/or bonus to an employee. The funds 

available for an Extraordinary 

Achievement Recognition are separately 

funded within the constraints of the 

budget. 

9. Awards 

To provide additional flexibility in 

motivating and rewarding individuals 

and groups, some portion of the award 

budget will be reserved for special acts 

and other categories as they occur. 

Awards may include, but are not limited 

to, special acts, patents, suggestions, onthe-spot, and time-off. The funds 

available to be used for traditional 5 

U.S.C. awards are separately funded 

within the constraints of the laboratory’s 

budget. 

While not directly linked to the CCAS 

system, this additional flexibility is 

important to encourage outstanding 

accomplishments and innovation in 

accomplishing the diverse mission of 

TARDEC. Additionally, to foster and 

encourage teamwork among its 

employees, organizations may give 

group awards. The delegation of awards 

authority is an internal Army decision 

and will be considered as such. 

10. Reverse Feedback 

Employee feedback to supervisors is 

considered essential for the success of 

the TARDEC CCAS system. A feedback 

instrument for subordinates to 

anonymously evaluate the effectiveness 

of their supervisors is being developed 

and shall be implemented as part of the 

demonstration project. Supervisors and 

their managers will be provided the 

results of that feedback in a format that 

does not identify individual raters or 

ratings. The data will be aggregated into 

a summary and used to establish both 

personal and organizational 

performance development goals. The 

use of this type of instrument will help 

focus attention on desired leadership 

behaviors, structure the feedback in a 

constructive manner, and offset the 

power imbalance that often prevents 

supervisors from getting useful feedback 

from their employees. 

11. Adverse Actions 

Except where specifically waived or 

modified in this plan, adverse action 

procedures under 5 CFR part 752 

remain unchanged. 

12. Grievance of Overall Contribution 

Score 

An employee may grieve the OCS 

received under the CCAS system. Nonbargaining unit employees, and 

bargaining unit employees covered by a 

negotiated grievance procedure that 

does not permit grievances over 

performance ratings, must file under 

administrative grievance procedures. 

Bargaining unit employees whose 

negotiated grievance procedures cover 

performance rating grievances must file 

under those negotiated procedures. 

Contribution payout amounts resulting 

from OCS cannot be grieved. 

D. Hiring Authority 

1. Qualifications 

The qualifications required for 

placement into a position in a pay band 

within an occupational family career 

path will be determined using the OPM 

Operating Manual for Qualification 

Standards for GS Positions. Since the 

pay bands are anchored to the GS grade 

levels, the minimum qualification 

requirements for a position will be those 

corresponding to the lowest GS grade 

incorporated into that pay band. For 

example, for a position in the E&S 

occupational family Pay Band II, 

individuals must meet the basic 

requirements for a GS–5 as specified in 

the OPM Qualification Standard for 

Professional and Scientific Positions. 

Selective factors may be established 

for a position in accordance with the 

OPM Operating Manual for 

Qualification Standards for GS 

Positions, when determined to be 


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critical to successful job performance. 

These factors will become part of the 

minimum requirements for the position, 

and applicants must meet them in order 

to be eligible. If used, selective factors 

will be stated as part of the qualification 

requirements in vacancy 

announcements and recruiting bulletins. 

2. Delegated Examining 

Competitive service positions will be 

filled through Merit Staffing, direct-hire 

authority, Delegated Examining, or other 

sources. Where delegated to the 

laboratory level, hiring authority will be 

exercised in accordance with the 

requirements of the delegation of 

authority. The Rule of Three will be 

eliminated. When there are no more 

than 15 qualified, eligible applicants 

and all are either preference eligibles or 

there are no preference eligibles, all will 

be immediately referred to the selecting 

official without rating and ranking. 

Rating and ranking will be required only 

when the number of qualified 

candidates exceeds 15 or there is a mix 

of preference and non-preference 

applicants. Statutes and regulations 

covering veterans’ preference will be 

observed in the selection process and 

when rating and ranking are required. 

This project includes the authority to 

utilize the OPM Administrative Careers 

With America (ACWA) or successor 

procedures for occupational series 

which have been designated as having 

a testing requirement. This allows for 

the recruitment of entry level positions 

covered by the Business and Technical 

Occupational Family at the DE–II pay 

band. 

3. Distinguished Scholastic 

Achievement Appointment 

This demonstration project 

establishes a Distinguished Scholastic 

Achievement Appointment using an 

alternative examining process which 

provides the authority to appoint 

undergraduates and graduates through 

the doctoral level to professional 

positions at the equivalent of GS–7 

through GS–11, and GS–12 positions. 

At the undergraduate level, 

candidates may be appointed to 

positions at a base pay level no greater 

than the equivalent of GS–7, step 10, 

provided that: 

(1) They meet minimum standards for 

the positions as published in OPM’s 

Operating Manual ‘‘Qualification 

Standards for General Schedule 

Positions’’ plus any selective factors 

stated in the vacancy announcement; 

(2) The occupation has a positive 

education requirement; and 

(3) The candidate has a cumulative 

grade point average (GPA) of 3.5 or 

better (on a 4.0 scale) in those courses 

in those fields of study that are specified 

in the Qualifications Standards for the 

occupational series. 

Appointments may also be made at 

the equivalent of GS–9 through GS–12 

on the basis of graduate education and/ 

or experience for those candidates with 

a GPA of 3.5 or better (on a scale of 4.0) 

for graduate level courses in the field of 

study required for the occupation. 

Veterans’ preference procedures will 

apply when selecting candidates under 

this authority. Preference eligibles who 

meet the above criteria will be 

considered ahead of nonpreference 

eligibles. In making selections, to pass 

over any preference eligible(s) to select 

a nonpreference eligible requires 

approval under current pass-over or 

objection procedures. Priority must also 

be given to displaced employees as may 

be specified in OPM and DoD 

regulations. 

4. Direct Hire Authority for Candidates 

With Advanced Degrees for Scientific 

and Engineering Positions 

a. Background: 

The TARDEC has an urgent need for 

direct hire authority to appoint qualified 

candidates possessing an advanced 

degree to scientific and engineering 

positions. The market is extremely 

competitive with industry and academia 

for the small supply of highly-qualified 

and security clearable candidates with a 

Masters Degree or Ph.D. in science or 

engineering. There are 35,000 scientists 

and engineers employed in the DoD 

laboratories; 27% hold Masters Degrees, 

while 10% are in possession of a Ph.D. 

The TARDEC employs around 1,427 

scientists and engineers; 21% holding 

Masters Degrees, while 2% percent are 

in possession of a Ph.D. Over the next 

five years, the TARDEC plans to hire 

approximately 500 of the country’s best 

and brightest scientists and engineers 

(S&Es) just to keep pace with attrition. 

This number does not include the 

impact that actions such as Base 

Realignment and Closure may have on 

the attrition of S&Es from the TARDEC. 

Statistics indicate that the available pool 

of advanced degree, clearable 

candidates is substantially diminished 

by the number of non-U.S. citizens 

granted degrees by U.S. institutions. For 

instance, in 2006, 20% of Masters 

Degrees in science and over 35% of 

Ph.D.s in science were awarded to 

temporary residents. 

It is expected that this hiring 

authority, together with streamlined 

recruitment processes, will be very 

effective in hiring candidates possessing 

a Masters or Ph.D. and accelerating the 

hiring process. For instance, under a 

similar authority found in the NDAA for 

FY 2009, section 1108, Public Law 110– 

417, October 28, 2009, one STRL had 

fifteen Ph.D. selectees in 2009 for the 

sixteen vacancies for which they were 

using this hiring authority. Another 

STRL, using this expedited hiring 

authority in calendar year 2009, made 

thirty firm hiring offers in an average of 

thirteen days from receipt of paper work 

in the Human Resources Office. Of these 

thirty selectees, twenty-three possessed 

Ph.D.s. 

b. Definitions: 

(1) Scientific and engineering 

positions are defined as all professional 

positions in scientific and engineering 

occupations (with a positive education 

requirement) utilized by the laboratory. 

(2) An advanced degree is a Master’s 

or higher degree from an accredited 

college or university in a field of 

scientific or engineering study directly 

related to the duties of the position to 

be filled. 

(3) Qualified candidates are defined 

as candidates who: 

(a) Meet the minimum standards for 

the position as published in OPM’s 

operating manual, ‘‘Qualification 

Standards for General Schedule 

Positions,’’ or the laboratory’s 

demonstration project qualification 

standards specific to the position to be 

filled; 

(b) Possess an advanced degree; and 

(c) Meet any selective factors. 

(4) ‘‘Employee’’ is defined by section 

2105 of title 5, U.S.C. 

c. Provisions: 

(1) Use of this appointing authority 

must comply with merit system 

principles when recruiting and 

appointing candidates with advanced 

degrees to covered occupations. 

(2) Qualified candidates possessing an 

advanced degree may be appointed 

without regard to the provisions of 

subchapter 1 of chapter 33 of title 5, 

United States Code, other than sections 

3303, 3321, and 3328 of such title. 

(3) The hiring threshold for this 

authority shall be consistent with DoD 

policy and legislative language as 

expressed in any National Defense 

Authorization Act addressing such. 

(4) Positions and candidates must be 

counted on a full-time equivalent basis. 

(5) Science and engineering positions 

that are filled as of the close of the fiscal 

year are those positions encumbered on 

the last day of the fiscal year. 

(6) When completing the personnel 

action, the following will be given as the 

authority for the Career-Conditional, 

Career, Term, Temporary, or special 

demonstration project appointment 

authority: Section 1108, NDAA for FY 

09. 


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(7) Evaluation of this hiring authority 

will include information and data on its 

use, such as numerical limitation, hires 

made, how many veterans hired, 

declinations, difficulties encountered, 

and/or recognized efficiencies. 

5. Legal Authority 

For actions taken under the auspices 

of this demonstration project, the legal 

authorities, Public Law 103–337, as 

amended, and Public Law 111–84 will 

be used. For all other actions, the nature 

of action codes and legal authority 

codes prescribed by OPM, DoD, or DA 

will continue to be used. 

6. Modified Term Appointments 

TARDEC conducts a variety of 

projects that range from three to six 

years. The current four-year limitation 

on term appointments for competitive 

service employees often forces the 

termination of these employees prior to 

completion of projects they were hired 

to support. This disrupts the research 

and development process and affects the 

organization’s ability to accomplish the 

mission and serve its customers. 

TARDEC will continue to have career 

and career-conditional appointments 

and temporary appointments not-toexceed one year. These appointments 

will use existing authorities and 

entitlements. Under the demonstration 

project, TARDEC will have the added 

authority to hire individuals under a 

modified term appointment. These 

appointments will be used to fill 

positions for a period of more than one 

year, but not more than a total of five 

years when the need for an employee’s 

services is not permanent. The modified 

term appointments differ from term 

employment as described in 5 CFR 316 

in that they may be made for a period 

not to exceed five, rather than four 

years. The TARDEC Director is 

authorized to extend a term 

appointment one additional year. 

Employees hired under the modified 

term appointment authority are in a 

non-permanent status, but may be 

eligible for non-competitive conversion 

to career or career-conditional 

appointments. To be converted, the 

employee must: 

a. Have been selected for the term 

position under competitive procedures, 

with the announcement specifically 

stating that the individual(s) selected for 

the term position may be eligible for 

conversion to a career or careerconditional appointment at a later date; 

b. Have served two years of 

continuous service in the term position; 

and 

c. Have not been placed on a CIP. 

Employees serving under 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-conditional or 

career appointments if they: 

(1) Have served two years of 

continuous service in the term position; 

(2) Are selected under merit 

promotion procedures for the 

permanent position; and 

(3) Have not been placed on a CIP. 

Time served in term positions prior to 

conversion to the modified term 

appointment is creditable, provided the 

service was continuous. 

7. Initial Probationary Period 

The initial probationary period will 

not be less than one year and will not 

exceed three years for all newly hired 

employees as defined in 5 CFR 315. The 

specific probationary period will be 

defined and controlled by the TARDEC 

Director. The purpose of the 

probationary period is to allow 

supervisors an adequate period of time 

to fully evaluate an employee’s ability to 

complete a cycle of work and to fully 

assess an employee’s contribution and 

conduct. All other features of the 

current probationary period are retained 

including the potential to remove an 

employee without providing the full 

substantive and procedural rights 

afforded a non-probationary employee. 

These provisions only apply to those 

employees who have been appointed 

under the authority of this 

demonstration project. 

8. Termination of Initial Probationary 

Period Employees 

The probationary or trial period is 

designed to give supervisors the 

opportunity to assess how well an 

employee can perform the duties of a 

job and if the employee is otherwise 

well suited for the position. 

Probationary employees may be 

terminated for any lawful reason 

including, but not limited to, failure to 

demonstrate proper conduct, technical 

competency, and/or acceptable 

contribution for continued employment. 

They may also be terminated for 

conditions arising before employment. 

When a supervisor decides to terminate 

an employee during the probationary 

period, the supervisor shall terminate 

the employee’s services by written 

notification stating the reasons for 

termination and the effective date of the 

action. The information in the notice 

shall, at a minimum, outline the 

supervisor’s reasons for termination. 

9. Supervisory Probationary Periods 

New supervisors, that is, those who 

have not previously completed a 

supervisory probationary period, will be 

required to complete a one-year 

probationary period for the initial 

appointment to a supervisory position. 

An additional supervisory probationary 

period of one year may be required 

when an employee is officially assigned 

to a different supervisory position that 

constitutes a major change in 

supervisory responsibilities from any 

previously held supervisory position. If, 

during a supervisory probationary 

period, the decision is made to return 

the employee to a non-supervisory 

position for reasons related to 

supervisory performance, the employee 

will be returned to a comparable 

position of no lower base pay than the 

position from which promoted or 

reassigned. 

10. Voluntary Emeritus Corps 

Under the demonstration project, the 

Director will have the authority to offer 

retired or separated employees 

voluntary positions. The Director may 

redelegate this authority. Voluntary 

Emeritus Corps assignments are not 

considered employment by the Federal 

government (except for purposes of 

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. 

The Voluntary Emeritus Corps will 

ensure continued quality services while 

reducing the overall salary line by 

allowing higher paid employees to 

accept retirement incentives with the 

opportunity to retain a presence in the 

TARDEC community. The program will 

be beneficial during manpower 

reductions, as employees accept 

retirement and return to provide a 

continuing source of corporate 

knowledge and valuable on-the-job 

training or mentoring to less 

experienced employees. 

To be accepted into the Volunteer 

Emeritus Corps, a volunteer must be 

recommended by a TARDEC manager to 

the TARDEC Director or delegated 

authority. Not everyone who applies is 

entitled to an emeritus position. The 

responsible official will document 

acceptance or rejection of the applicant. 

For acceptance, documentation must be 

retained throughout the assignment. For 

rejection, documentation will be 

maintained for two years. 

To ensure success and encourage 

participation, the volunteer’s Federal 


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retirement pay (whether military or 

civilian) will not be affected while 

serving in a voluntary capacity. Retired 

or separated Federal employees may 

accept an emeritus position without a 

break or mandatory waiting period. 

Voluntary Emeritus Corps volunteers 

will not be permitted to monitor 

contracts on behalf of the Government 

or to participate on any contracts or 

solicitations where a conflict of interest 

exists. The volunteers may be required 

to submit a financial disclosure form 

annually. The same rules that currently 

apply to source selection members will 

apply to volunteers. 

An agreement will be established 

among the volunteer, the responsible 

official, and the Civilian Personnel 

Advisory Center. The agreement must 

be finalized before the assumption of 

duties and shall include the following: 

a. Statement that the voluntary 

assignment does not constitute an 

appointment in the Civil Service, is 

without compensation, and the 

volunteer waives any claims against the 

Government based on the voluntary 

assignment; 

b. Statement that the volunteer will be 

considered a Federal employee only for 

the purpose of injury compensation; 

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 

organization (travel, administrative 

support, office space, and supplies); 

f. Statement of duties; 

g. Statement providing that 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 

volunteer; 

h. Provision allowing either party to 

void the agreement with two working 

days written notice; 

i. Level of security access required by 

the volunteer (any security clearance 

required by the position will be 

managed by the employing 

organization); 

j. Provision that any publication(s) 

resulting from his/her work will be 

submitted to the Director for review and 

approval; 

k. Statement that the volunteer 

accepts accountability for loss or 

damage to Government property 

occasioned by his/her negligence or 

willful action; 

l. Statement that his/her activities on 

the premises will conform to the 

regulations and requirements of the 

organization; 

m. Statement that the volunteer will 

not release any sensitive or proprietary 

information without the written 

approval of the employing organization 

and further agrees to execute additional 

non-disclosure agreements as 

appropriate, if required, by the nature of 

the anticipated services; 

n. Statement that the volunteer will 

not disclose any inventions made in the 

course of work performed at the 

TARDEC. The Director has the option to 

obtain title to any such invention on 

behalf of the U.S. Government. Should 

the Director elect not to take title, the 

TARDEC shall at a minimum retain a 

non-exclusive, irrevocable, paid-up, 

royalty-free license to practice or have 

practiced the invention worldwide on 

behalf of the U.S. Government; and 

o. Statement that he/she agrees to 

comply with designated mandatory 

training. 

Exceptions to the provisions in this 

procedure may be granted by the 

Director on a case-by-case basis. 

E. Internal Placement 

1. Promotion 

A promotion is the movement of an 

employee to a higher pay band in the 

same occupational family career path or 

to another pay band in a different 

occupational family career path, 

wherein the pay band in the new 

occupational family has a higher 

maximum base pay than the band from 

which the employee is moving. 

Positions with known promotion 

potential to a higher band within an 

occupational family career path will be 

identified when they are filled. 

Movement from one occupational 

family to another will depend upon 

individual competencies, qualifications, 

and the needs of the organization. 

Supervisors may consider promoting 

employees at any time, since 

promotions are not tied to the CCAS 

system. Progression within a pay band 

is based upon contribution/performance 

base pay increases; as such, these 

actions are not considered promotions 

and are not subject to the provisions of 

this section. Except as specified below, 

promotions will be processed under 

competitive procedures in accordance 

with Merit System Principles and 

requirements of the local merit 

promotion plan. 

2. Reassignment 

A reassignment is the movement of an 

employee from one position to a 

different position within the same 

occupational family and pay band or to 

another occupational family and pay 

band wherein the pay band in the new 

family has the same maximum base pay. 

The employee must meet the 

qualifications requirements for the 

occupational family and pay band. 

Employees may be eligible for an 

increase to base salary upon temporary 

or permanent reassignment as described 

in this section. A decision to increase an 

employee’s pay under this section will 

be based upon business rules that will 

define criteria necessary to justify a base 

pay increase. Examples of criteria may 

include, but are not limited to, one or 

more of the following factors: 

a. A determination that an employee’s 

responsibilities will significantly 

increase; 

b. Critical mission or business 

requirements; 

c. Need to advance multi-functional 

competencies; 

d. Labor market conditions, e.g., 

availability of candidates and labor 

market rates; 

e. Reassignment from a 

nonsupervisory to a supervisory 

position; 

f. Employee’s past and anticipated 

performance and contribution; 

g. Physical location of position; 

h. Specialized skills, knowledge, or 

education possessed by the employee in 

relation to those required by the 

position; and 

i. Salaries of other employees in the 

organization performing similar work. 

When an employee is reassigned 

within his/her current pay band or to a 

comparable pay band, an authorized 

management official will set base pay at 

an amount no less than the employee’s 

current base pay and may increase the 

employee’s current base pay by up to 6 

percent. If the employee’s current base 

pay exceeds the maximum of the new 

pay band, no increase is provided, and 

the employee’s rate will be set at that 

maximum rate. There is no limit to the 

number of times an employee can be 

reassigned, but local business rules will 

be established to monitor and control all 

cases that receive a reassignment base 

pay change to ensure fairness and 

consistency across the workforce. 

Reassignment base pay thresholds may 

be modified or increased by internal 

business rules, policies, or procedures 

as organizational experience dictates. 

3. Demotion or Placement in a Lower 

Pay Band 

A demotion is a placement of an 

employee into a lower pay band within 

the same occupational family or 

placement into a pay band in a different 

occupational family with a lower 

maximum base pay. Demotions may be 

for cause (performance or conduct) or 

for reasons other than cause (e.g., 

erosion of duties, reclassification of 

duties to a lower pay band, application 


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under competitive announcements, at 

the employee’s request, or placement 

actions resulting from RIF procedures). 

4. Simplified Assignment Process 

Today’s environment of downsizing 

and workforce fluctuations mandates 

that the organization have maximum 

flexibility to assign duties and 

responsibilities to individuals. Pay 

banding can be used to address this 

need, as it enables the organization to 

have maximum flexibility to assign an 

employee with either no change or an 

increase in base pay within broad 

descriptions consistent with the needs 

of the organization and the individual’s 

qualifications and level. Subsequent 

assignments to projects, tasks, or 

functions anywhere within the 

organization requiring the same level, 

area of expertise, and qualifications 

would not constitute an assignment 

outside the scope or coverage of the 

current position description. For 

instance, a technical expert could be 

assigned to any project, task, or function 

requiring similar technical expertise. 

Likewise, a manager could be assigned 

to manage any similar function or 

organization consistent with that 

individual’s qualifications. This 

flexibility allows broader latitude in 

assignments and further streamlines the 

administrative process and system 

while providing management the option 

of granting additional base pay in 

recognition of more complex work or 

broader scope of responsibility. 

5. Details 

The temporary assignment of an 

employee to a different demonstration 

project position for a specific period 

when the employee is expected to 

return to his or her regular duties at the 

end of an assignment. (An employee 

who is on detail is considered for pay 

and strength purposes to be 

permanently occupying his or her 

regular position.) 

6. Exceptions to Competitive Procedures 

The following actions are excepted 

from competitive procedures: 

a. Re-promotion to a position which is 

in the same pay band or GS equivalent 

and occupational family as the 

employee previously held on a 

permanent basis within the competitive 

service. 

b. Promotion, reassignment, 

demotion, transfer, or reinstatement to a 

position having promotion potential no 

greater than the potential of a position 

an employee currently holds or 

previously held on a permanent basis in 

the competitive service. 

c. A position change permitted by 

reduction-in-force procedures. 

d. Promotion without current 

competition when the employee was 

appointed through competitive 

procedures to a position with a 

documented career ladder. 

e. A temporary promotion or detail to 

a position in a higher pay band of 180 

days or less. 

f. A promotion due to the 

reclassification of positions based on 

accretion (addition) of duties. 

g. A promotion resulting from the 

correction of an initial classification 

error or the issuance of a new 

classification standard. 

h. Consideration of a candidate who 

did not receive proper consideration in 

a competitive promotion action. 

i. Impact of person in the job and 

Factor IV process (application of the 

Research Grade Evaluation Guide, 

Equipment Development Grade 

Evaluation Guide, Part III, or similar 

guides) promotions. 

F. Pay Administration 

1. General 

Pay administration policies will be 

established by the Personnel 

Management Board. These policies will 

be exempt from Army Regulations or 

RDECOM local pay fixing policies, but 

will conform to basic governmental pay 

fixing policy. Employees whose 

performance is acceptable may be 

eligible for the full annual general pay 

increase and the full locality pay. 

TARDEC may make full use of 

recruitment, retention, and relocation 

payments as provided for by OPM under 

5 U.S.C. and 5 CFR pay flexibilities 

unless waived by this FRN. 

2. Pay and Compensation Ceilings 

An employee’s total monetary 

compensation paid in a calendar year 

may not exceed the rate of pay for Level 

I of the Executive Schedule to be 

consistent with 5 CFR 530.201 and 

consistent with 5 U.S.C. 5307 and 5 CFR 

530, subpart B. In addition, each pay 

band will have its own base pay ceiling. 

Base pay rates for the various pay bands 

will be linked to the OCS of the CCAS 

system. Other than where a retained rate 

applies, base pay will be limited to the 

maximum base pay payable for each pay 

band. 

3. Pay Setting for Appointment 

Upon initial appointment, the 

individual’s base pay may be set at the 

lowest base pay in the pay band or 

anywhere within the pay band level 

consistent with the special 

qualifications of the individual and the 

unique requirements of the position. 

These special qualifications may be in 

the form of education, training, 

experience, or any combination thereof 

that is pertinent to the position in which 

the employee is being placed. Guidance 

on pay setting for new hires will be 

established by the Personnel 

Management Board. 

4. Highest Previous Rate (HPR) 

HPR will be considered in placement 

actions authorized under rules similar 

to the HPR rules in 5 CFR 531.221. Use 

of HPR will be at the supervisor’s 

discretion; but if used, HPR is subject to 

policies established by the Personnel 

Management Board. 

5. Pay Setting for Promotion 

The minimum base pay increase upon 

promotion to a higher pay band will be 

six percent or the minimum base pay 

rate of the new pay band, whichever is 

greater. In no case will the increase 

exceed the maximum base pay for the 

pay band. The maximum base pay 

increase for promotion may be exceeded 

when necessary to allow for the 

minimum base pay increase. When a 

temporary promotion is terminated, the 

employee’s pay entitlements will be redetermined based on the employee’s 

position of record, with appropriate 

adjustments to reflect pay events during 

the temporary promotion, subject to the 

specific policies and rules established 

by the Personnel Management Board. In 

no case may those adjustments increase 

the base pay for the position of record 

beyond the applicable pay range 

maximum base pay rate. 

6. Pay Setting for Reassignment 

A reassignment may be effected 

without a change in base pay. However, 

a base pay increase may be granted 

where a reassignment significantly 

increases the complexity, responsibility, 

and authority or for other compelling 

reasons. Such an increase is subject to 

the specific guidelines established by 

the Personnel Management Board. 

7. Pay Setting for Demotion or 

Placement in a Lower Pay Band 

Employees demoted for cause 

(performance or conduct) are not 

entitled to pay retention and will 

receive a minimum of a five percent 

decrease in base pay. Employees 

demoted for reasons other than cause 

(e.g., erosion of duties, reclassification 

of duties to a lower pay band, 

application under competitive 

announcements or at the employee’s 

request, or placement actions resulting 

from RIF procedures) may be entitled to 

pay retention in accordance with the 


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provisions of 5 U.S.C. 5363 and 5 CFR 

536, except as waived or modified in 

section IX of this plan. 

Employees who are on a CIP at the 

time base pay determinations are made 

do not receive contribution payouts or 

the general pay increase. This action 

may result in a base pay that is 

identified in a lower pay band. This 

occurs because the minimum rate of 

base pay in a pay band increases as the 

result of the general pay increase (5 

U.S.C. 5303). 

8. Supervisory and Team Leader Pay 

Adjustments 

a. Supervisory and team leader pay 

adjustments may be approved by the 

TARDEC Director based on the 

recommendation of the Personnel 

Management Board to compensate 

employees with supervisory or team 

leader responsibilities. Only employees 

in supervisory or team leader positions 

as defined by the OPM GS Supervisory 

Guide or GS Leader Grade Evaluation 

Guide may be considered for the pay 

adjustment. These pay adjustments are 

funded separately from performance pay 

pools. These pay adjustments are 

increases to base pay, ranging up to ten 

percent of that pay rate for supervisors 

and up to five percent of that pay rate 

for team leaders. Pay adjustments are 

subject to the constraint that the 

adjustment may not cause the 

employee’s base pay to exceed the pay 

band maximum base pay. Criteria to be 

considered in determining the base pay 

increase percentage include: 

(1) Needs of the organization to 

attract, retain, and motivate high quality 

supervisors/team leaders; 

(2) Budgetary constraints; 

(3) Years and quality of related 

experience; 

(4) Relevant training; 

(5) Performance appraisals and 

experience as a supervisor/team leader; 

(6) Organizational level of position; 

and 

(7) Impact on the organization. 

a. The pay adjustment will not apply 

to employees in Pay Band V of the E&S 

occupational family. 

b. After the date of conversion into 

the demonstration project, a pay 

adjustment may be considered under 

the following conditions: 

(1) New hires into supervisory/team 

leader positions will have their initial 

rate of base pay set at the supervisor’s 

discretion within the pay range of the 

applicable pay band. This rate of pay 

may include a pay adjustment 

determined by using the ranges and 

criteria outlined above. 

(2) An employee selected for a 

supervisory/team leader position that is 

within the employee’s current pay band 

may also be considered for a base pay 

adjustment. If a supervisor/team leader 

is already authorized a base pay 

adjustment and is subsequently selected 

for another supervisor/team leader 

position within the same pay band, then 

the base pay adjustment will be redetermined. 

(3) Existing Supervisors/Team 

Leaders will be converted at their 

existing base rate of pay and may be 

eligible for a base pay adjustment upon 

review of the Personnel Management 

Board following the conversion. 

c. The supervisor/team leader pay 

adjustment will be reviewed annually, 

with possible increases or decreases 

based on the appraisal scores for the 

performance element, Team/Project 

Leadership or Supervision/EEO. The 

initial dollar amount of a base pay 

adjustment will be removed when the 

employee voluntarily leaves the 

position. The cancellation of the 

adjustment under these circumstances is 

not an adverse action and is not subject 

to appeal. If an employee is 

involuntarily removed from a nonprobationary supervisory/team leader 

position for unacceptable performance 

or conduct, the base pay adjustment will 

be removed under adverse action 

procedures. However, if an employee is 

involuntarily removed from a nonprobationary supervisory/team leader 

position for conditions other than 

unacceptable performance or conduct, 

then pay retention will follow current 

law and regulations at 5 U.S.C. 5362 and 

5363 and 5 CFR part 536, except as 

waived or modified in section IX. 

9. Supervisory and Team Leader Pay 

Differentials 

Supervisory and team leader pay 

differentials may be used by the 

TARDEC Director to provide an 

incentive and to reward supervisors and 

team leaders as defined by the OPM GS 

Supervisory Guide and GS Leader Grade 

Evaluation Guide. Pay differentials are 

not funded from performance pay pools. 

A pay differential is a cash incentive 

that may range up to ten percent of base 

pay for supervisors and up to five 

percent of base pay for team leaders. It 

is paid on a pay-period basis for a 

specified period of time not to exceed 

(NTE) one year and is not included as 

part of the base pay. Criteria to be 

considered in determining the amount 

of the pay differential are the same as 

those identified for Supervisory and 

Team Leader Pay Adjustments. The pay 

differential will not apply to employees 

in Pay Band V of the E&S occupational 

family. 

The pay differential may be 

considered, either during conversion 

into or after initiation of the 

demonstration project, if the supervisor/ 

team leader has subordinate employees 

in the same pay band. The differential 

must be terminated if the employee is 

removed from a supervisory/team leader 

position, regardless of cause. 

After initiation of the demonstration 

project, all personnel actions involving 

a supervisory or team leader differential 

will require a statement signed by the 

employee acknowledging that the 

differential may be terminated or 

reduced at the discretion of the 

TARDEC Director. The termination or 

reduction of the differential is not an 

adverse action and is not subject to 

appeal. 

10. Staffing Supplements 

Employees assigned to occupational 

categories and geographic areas covered 

by GS special rates will be entitled to a 

staffing supplement if the maximum 

adjusted base pay for the banded GS 

grades (i.e., the maximum GS locality 

rate) to which assigned is a special rate 

that exceeds the maximum GS locality 

rate for the banded grades. The staffing 

supplement is added to the base pay, 

much like locality rates are added to 

base pay. For employees being 

converted into the demonstration 

project, total pay immediately after 

conversion will be the same as 

immediately before (excluding the 

impact of any WGI buy-in for GS 

employees), but a portion of the total 

pay will be in the form of a staffing 

supplement. Adverse action and pay 

retention provisions will not apply to 

the conversion process, as there will be 

no loss or decrease in total pay. 

The staffing supplement is calculated 

as follows. Upon conversion, the 

demonstration base rate will be 

established by dividing the employee’s 

former GS basic pay (including any 

locality pay or special salary rate) or, for 

former NSPS employees, the NSPS 

adjusted salary (including any local 

market supplement) by the staffing 

factor. The staffing factor will be 

determined by dividing the maximum 

special rate for the banded grades by the 

GS unadjusted rate corresponding to 

that special rate (step 10 of the GS rate 

for the same grade as the special rate). 

The employee’s demonstration staffing 

supplement is derived by multiplying 

the demonstration base pay rate by the 

staffing factor minus one. Therefore, the 

employee’s final demonstration special 

staffing rate equals the demonstration 

base pay rate plus the staffing 

supplement. This amount will equal the 

employee’s former GS or NSPS adjusted 


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base pay rate. Simplified, the formula is 

this: 

If an employee is in a band where the 

maximum GS or NSPS adjusted base 

pay rate for the banded grades is a 

locality rate, when the employee enters 

into the demonstration project, the 

demonstration base pay rate is derived 

by dividing the employee’s former GS 

adjusted base pay rate (the higher of 

locality rate or special rate) by the 

applicable locality pay factor. The 

employee’s demonstration localityadjusted base pay rate will equal the 

employee’s former GS adjusted base pay 

rate in accordance with the above 

provisions using the new special salary 

rate. Any GS or special rate schedule 

adjustment will require computing the 

staffing supplement again. Employees 

receiving a staffing supplement remain 

entitled to an underlying locality rate, 

which may over time supersede the 

need for a staffing supplement. If OPM 

discontinues or decreases a special rate 

schedule, pay retention provisions will 

be applied. Upon geographic movement, 

an employee who receives the staffing 

supplement will have the supplement 

recomputed. Any resulting reduction in 

pay will not be considered an adverse 

action or a basis for pay retention. 

An established base pay rate plus the 

staffing supplement will be considered 

adjusted base pay for the same purposes 

as a locality rate under 5 CFR 531.610, 

i.e., for purposes of retirement, life 

insurance, premium pay, severance pay, 

and advances in pay. It will also be used 

to compute worker’s compensation 

payments and lump-sum payments for 

accrued and accumulated annual leave. 

If an employee is in an occupational 

category covered by a new or modified 

special salary rate table, and the pay 

band to which assigned is not entitled 

to a staffing supplement, then the 

employee’s adjusted base pay may be 

reviewed and adjusted to accommodate 

the rate increase provided by the special 

salary rate table. The review may result 

in a one-time base pay increase if the 

employee’s adjusted base pay equals or 

is less than the highest special salary 

rate grade and step that exceeds the 

comparable locality grade and step. 

Demonstration project operating 

procedures will identify the officials 

responsible to make such reviews and 

determinations. 

11. Pay Retention Within the 

Demonstration Project 

For purposes of actions within the 

TARDEC demonstration project that 

provide entitlement to pay retention the 

standard provisions of pay retention (5 

U.S.C. 5362 and 5363 and 5 CFR 536) 

shall apply to employees after 

conversion to the demonstration project, 

except as waived or modified in Section 

IX of this plan. Wherever the term 

‘‘grade’’ is used in the law or regulation 

the term ‘‘pay band’’ will be substituted. 

The TARDEC Director may also grant 

pay retention to employees who meet 

general eligibility requirements, but do 

not have specific entitlement by law, 

provided they are not specifically 

excluded. 

G. Employee Development 

1. Expanded Developmental 

Opportunity Program 

The Expanded Developmental 

Opportunity Program will be available 

to all demonstration project employees. 

Expanded developmental opportunities 

complement existing developmental 

opportunities such as long-term 

training; rotational job assignments; 

developmental assignments to Army 

Materiel Command/Army/DoD; and 

self-directed study via correspondence 

courses, local colleges, and universities. 

Each developmental opportunity must 

result in a product, service, report, or 

study that will benefit the TARDEC or 

customer organization as well as 

increase the employee’s individual 

effectiveness. The developmental 

opportunity period will not result in 

loss of (or reduction) in base pay, leave 

to which the employee is otherwise 

entitled, or credit for service time. The 

positions of employees on expanded 

developmental opportunities may be 

back-filled (i.e., with temporarily 

assigned, detailed or promoted 

employees or with term employees). 

However, that position or its equivalent 

must be made available to the employee 

upon return from the developmental 

period. The Personnel Management 

Board will provide written guidance for 

employees on application procedures 

and develop a process that will be used 

to review and evaluate applicants for 

developmental opportunities. 

a. Sabbaticals. The TARDEC Director 

has the authority to grant paid or unpaid 

sabbaticals to all career employees. The 

purpose of a sabbatical will be to permit 

an employee to engage in study or 

uncompensated work experience that 

will benefit the organization and 

contribute to the employee’s 

development and effectiveness. Each 

sabbatical must result in a product, 

service, report, or study that will benefit 

the TARDEC mission as well as increase 

the employee’s individual effectiveness. 

Various learning or developmental 

experiences may be considered, such as 

advanced academic teaching; research; 

self-directed or guided study; and onthe-job work experience. 

One paid sabbatical of up to twelve 

months in duration or one unpaid 

sabbatical of up to six months in a 

calendar year may be granted to an 

employee in any seven-year period. 

Employees will be eligible to request a 


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sabbatical after completion of seven 

years of Federal service. Employees 

approved for a paid sabbatical must sign 

a service obligation agreement to 

continue in service in the TARDEC for 

a period three times the length of the 

sabbatical. If an employee voluntarily 

leaves TARDEC before the service 

obligation is completed, he/she is liable 

for repayment of expenses incurred by 

TARDEC that are associated with 

training during the sabbatical. Expenses 

do not include salary costs. The 

TARDEC Director has the authority to 

waive this requirement. Criteria for such 

waivers will be addressed in the 

operating procedures. 

Specific procedures will be developed 

for processing sabbatical applications 

upon implementation of the 

demonstration project. 

b. Critical Skills Training (Training 

for Degrees). The TARDEC Director has 

the authority to approve academic 

degree training consistent with 5 U.S.C. 

4107. Training is an essential 

component of an organization that 

requires continuous acquisition of 

advanced and specialized knowledge. 

Degree training is also a critical tool for 

recruiting and retaining employees with 

or requiring critical skills. Academic 

degree training will ensure continuous 

acquisition of advanced specialized 

knowledge essential to the organization, 

and enhance our ability to recruit and 

retain personnel critical to the present 

and future requirements of the 

organization. Degree or certificate 

payment may not be authorized where 

it would result in a tax liability for the 

employee without the employee’s 

express and written consent. Any 

variance from this policy must be 

rigorously determined and documented. 

Guidelines will be developed to ensure 

competitive approval of degree or 

certificate payment and that such 

decisions are fully documented. 

Employees approved for degree training 

must sign a service obligation agreement 

to continue in service in TARDEC for a 

period three times the length of the 

training period. If an employee 

voluntarily leaves the TARDEC before 

the service obligation is completed, he/ 

she is liable for repayment of expenses 

incurred by TARDEC related to the 

critical skills training. Expenses do not 

include salary costs. The TARDEC 

Director has the authority to waive this 

requirement. Criteria for such waivers 

will be addressed in the operating 

procedures. 

c. Student Career Experience Program 

(SCEP) Service Agreement. The 

extended repayment period also applies 

to employees under the SCEP who have 

received tuition assistance. They will be 

required to sign a service agreement up 

to three times the length of the academic 

training period or periods (semesters, 

trimesters, or quarters). 

H. Reduction-in-Force (RIF) Procedures 

The competitive area may be 

determined by occupational family, 

lines of business, product lines, 

organizational units, funding lines, 

occupational series, functional area, 

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 GS 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, and length of 

service augmented by performance. 

Modified term appointment and 

temporary appointment employees are 

in Tenure Group 0, and are not eligible 

to complete within a RIF. RIF 

procedures are not required when 

separating these employees when their 

appointments expire. 

Displacement is limited to one pay 

band level below the employee’s present 

pay band level within the occupational 

family career path. Pay band level I 

employees can displace within their 

current pay band level. A veterans’ 

preference eligible employee with a 

compensable service connected 

disability of 30 percent or more may 

displace up to two pay band levels 

below the employee’s present level 

within the career path. A pay band level 

I preference eligible employee (with a 

compensable service connected 

disability of 30 percent or more) can 

displace within their current pay band. 

The same ‘‘undue disruption’’ standard 

currently utilized, serves as the criteria 

to determine if an employee is fully 

qualified. 

The additional RIF service credit for 

performance shall be based on the last 

three OCS scores and will be applied as 

follows: 

a. 20 years of credit for each year the 

OCS is equal to or greater than 94 

percent of the expected OCS. 

b. 16 years of credit for each year the 

OCS is less than 94 percent but greater 

than 92 percent of the expected OCS. 

c. 12 years of credit for each year the 

OCS is less than 92 percent but greater 

than 90 percent of the expected OCS. 

d. Zero (0) year of credit for each year 

the employees OCS is less than 90 

percent of the expected OCS. 

Note 1: Expected OCS is the OCS that 

corresponds to the employee’s base pay at the 

time of rating. 

An employee whose current overall 

contribution score places him/her in the 

area above the upper rail and on a CIP, 

any time during the rating cycle, may 

only displace an employee who is also 

above the upper rail and also on a CIP 

during that same period. The displaced 

individual may similarly displace 

another employee on a CIP. 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. If an 

employee has not been rated under the 

demonstration project their rating will 

be considered acceptable and they will 

be given the full 21 years of 

performance credit. After completion of 

the first or second rating cycle the total 

years of service will be prorated based 

on ratings received to date. 

IV. Implementation Training 

A. Critical to the success of the 

demonstration project is the training 

developed to promote understanding of 

the broad concepts and finer details 

needed to implement and successfully 

execute this project. New pay banding, 

job classification, and performance 

management systems all contribute to 

significant cultural change to the 

organization. Training will be tailored to 

address employee concerns and to 

encourage comprehensive 

understanding of the demonstration 

project. Training will be required both 

prior to implementation and at various 

times during the life of the 

demonstration project. 

B. A training program will begin prior 

to implementation and will include 

modules tailored for employees, 

supervisors, senior managers, and 

administrative staff. Typical modules 

are: 

1. An overview of the demonstration 

project personnel system; 

2. How employees are converted into 

and out of the system; 

3. Pay banding; 

4. The CCAS system; 

5. Defining contribution goals; 

6. How to assign weights; 

7. Assessing performance—giving 

feedback; 

8. New position descriptions; and 

9. Demonstration project 

administration and formal evaluation. 

C. Various types of training are being 

considered, including videos, on-line 

tutorials, and train-the-trainer concepts. 


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V. Conversion Into the Demonstration 

Project 

A. Conversion From NSPS to the 

Demonstration Project 

1. Placement into Demonstration Project 

Occupational Families, Career Paths, 

Pay Plans, and Pay Bands 

The employee’s NSPS occupational 

series, pay plan, pay band, and 

supervisory code will be considered 

upon converting into the demonstration 

project as follows: 

a. Determine the appropriate 

demonstration project pay plan. 

Employees will be converted into an 

occupational family career path pay 

plan based on the occupational series of 

their position. If there is a separate pay 

plan for supervisors, conversion to that 

pay plan will be without regard to the 

occupational series. In cases where the 

employee is assigned to a NSPS-unique 

occupational series, a corresponding 

OPM occupational series must be 

identified using OPM GS classification 

standards and guidance to determine 

the proper demonstration project pay 

plan. 

b. Determine the appropriate 

demonstration project pay band. The 

appropriate pay band will be 

determined by establishing the 

corresponding GS grade for the 

employee’s NSPS position using OPM 

GS classification standards and 

guidance. Once the GS grade has been 

determined, the employee’s position 

will be placed in the appropriate 

demonstration project pay band in the 

occupational family career path. In 

cases where a GS grade is encompassed 

in more than one pay band of a career 

path, a careful review will be required 

using demonstration project 

classification criteria to determine the 

appropriate pay band in which to place 

the position. 

2. Setting Pay Upon Conversion to the 

Demonstration Project 

a. Determine the appropriate base 

salary. Conversion from NSPS into the 

demonstration project will be 

accomplished with full employee pay 

protection. Adverse action provisions 

will not apply to the conversion action. 

In accordance with section 1113(c)(1) of 

NDAA 2010, which prohibits a loss of 

or decrease in pay upon transition from 

NSPS, employees converting to the 

demonstration project will retain the 

adjusted salary (as defined in 5 CFR 

9901.304) from their NSPS permanent 

or temporary position at the time the 

position converts. Upon conversion, the 

retained NSPS adjusted salary may not 

exceed Level IV of the Executive 

Schedule plus 5 percent. If the 

employee’s base pay exceeds the 

maximum rate for his or her assigned 

demonstration project pay band, the 

employee will be placed on indefinite 

pay retention until an event, as 

described in 5 CFR 536.308, results in 

a loss of eligibility for or termination of 

pay retention. Increases to the retained 

rate after conversion will be in 

accordance with applicable regulations; 

however, for any NSPS employee whose 

retained rate exceeds Executive Level IV 

upon conversion, any adjustment to the 

retained rate in accordance with 

applicable pay retention regulations 

may not cause the employee’s adjusted 

pay to exceed Executive Level IV plus 

5 percent. 

b. Employees Previously Covered by 

an NSPS Targeted Local Market 

Supplement (TLMS) 

Employees who were covered by an 

NSPS TLMS prior to conversion to the 

demonstration project will no longer be 

covered by a TLMS. Instead they may 

receive a locality or similar supplement 

(e.g., a staffing supplement), whichever 

is greater, or pay retention, if applicable. 

The adjusted base pay upon conversion 

will not change. 

c. Other Pay. Once converted, 

employees may receive other 

adjustments and/or differentials, as 

applicable, as described in this Federal 

Register notice or an internal operating 

instruction. 

3. Fair Labor Standards Act (FLSA) 

Status 

Since FLSA provisions were not 

waived under NSPS and duties do not 

change upon conversion to the 

demonstration project, the FLSA status 

determination will remain the same 

upon conversion. Employees will be 

converted to the demonstration project 

with the same FLSA status they had 

under NSPS. 

4. Transition Equity 

During the first 12 months following 

conversion to the demonstration project, 

management may approve certain 

adjustments within the pay band for pay 

equity reasons stemming from 

conversion. For example, if an employee 

would have been otherwise promoted 

but demonstration project pay band 

placement no longer provides a 

promotion opportunity, a pay equity 

adjustment may be authorized provided 

the adjustment does not cause the 

employee’s base pay to exceed the 

maximum rate of his or her assigned pay 

band and the employee’s performance 

warrants an adjustment. The decision to 

grant a pay equity adjustment is at the 

sole discretion of TARDEC management 

and is not subject to employee appeal 

procedures. 

During the first 12 months following 

conversion, management may approve 

an adjustment of not more than 10 

percent, provided the adjustment does 

not cause the employee’s base pay to 

exceed the maximum rate of his or her 

assigned pay band and the employee’s 

performance warrants an adjustment, to 

mitigate base pay inequities that may be 

caused by artifacts of the process of 

conversion into STRL pay bands. For 

instance, inappropriate ‘‘leap-frogging’’ 

of more senior employees by more 

junior employees when the inversion of 

compensation levels are not warranted 

by performance or mission 

accomplishment outcomes. 

5. Pay Band Retention 

Employees converting from NSPS to 

the demonstration project will not be 

granted pay band retention based on the 

pay band formerly assigned to their 

NSPS position. 

6. Converting Employees on NSPS Term 

and Temporary Appointments 

a. Employees serving under term 

appointments at the time of conversion 

to the demonstration project will be 

converted to modified term 

appointments provided they were hired 

for their current positions under 

competitive procedures. These 

employees will be eligible for 

conversion to career or careerconditional appointments in the 

competitive service provided they: 

(1) Have served two years of 

continuous service in the term position; 

(2) Were selected for the term position 

under competitive procedures; and 

(3) Are performing at a satisfactory 

level. 

Converted term employees who do 

not meet these criteria may continue on 

their term appointment up to the not-toexceed date established under NSPS. 

Extensions of term appointments after 

conversion may be granted in 

accordance with 5 CFR part 316, subpart 

D. 

b. Employees serving under 

temporary appointments under NSPS 

when their organization converts to the 

demonstration project will be converted 

and may continue on their temporary 

appointment up to the not-to-exceed 

date established under NSPS. 

Extensions of temporary appointments 

after conversion may be granted in 

accordance with 5 CFR 213.104 for 

excepted service employees and 5 CFR 

part 316, subpart D, for competitive 

service employees. 


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7. Probationary Periods 

a. Initial probationary period. NSPS 

employees who have completed an 

initial probationary period prior to 

conversion from NSPS will not be 

required to serve a new or extended 

initial probationary period. NSPS 

employees who are serving an initial 

probationary period upon conversion 

from NSPS will serve the time 

remaining on their initial probationary 

period and may have their initial 

probationary period extended in 

accordance with the demonstration 

project regulation and implementing 

issuances. 

b. Supervisory probationary period. 

NSPS employees who have completed a 

supervisory probationary period prior to 

conversion from NSPS will not be 

required to serve a new or extended 

supervisory probationary period while 

in their current position. NSPS 

employees who are serving a 

supervisory probationary period upon 

conversion from NSPS will serve the 

time remaining on their supervisory 

probationary period. 

B. Conversion From Non-NSPS System 

to the Demonstration Project 

Conversion from current GS, Acq 

Demo, or other systems not covered by 

NSPS into the new pay band system 

will be accomplished during 

implementation of the demonstration 

project (refer Section III.A.2 and Table 

1). Initial entry into the demonstration 

project will be accomplished through a 

full employee-protection approach that 

ensures each employee an initial place 

in the appropriate pay band without 

loss or decrease of adjusted base pay on 

conversion. If the employee’s base pay 

exceeds the maximum rate for his or her 

assigned demonstration project pay 

band, the employee will be placed on 

pay retention. 

Employees serving under term 

appointments at the time of the 

implementation of the demonstration 

project will be converted to the 

modified term appointment if all 

requirements (refer III.D.4 Revisions to 

Term Appointments) have been 

satisfied. Position announcements, etc., 

will not be required for these term 

appointments. 

Employees serving under temporary 

appointments at the time of the 

implementation of the demonstration 

project will be converted to the 

demonstration project. Employees on 

temporary appointments at the time of 

conversion may continue on those 

appointments up to the not-to-exceed 

date established under the former 

system. Extensions of temporary 

appointments may be granted in 

accordance with 5 CFR 213.104 for 

excepted service employees and 5 CFR 

part 316, subpart D, for competitive 

service employees. 

Employees who are covered by GS 

special salary rates prior to entering the 

demonstration project will no longer be 

considered a special salary rate 

employee under the demonstration 

project. Instead, they will receive 

locality pay or a staffing supplement, 

whichever is greater. Special conversion 

rules, as described in III.F.10, describe 

staffing supplements which replace GS 

special salary rates and NSPS targeted 

local market supplements and apply to 

employees in occupations and 

geographic locations to which GS 

special salary rates or NSPS targeted 

local market supplements would 

otherwise apply. The adjusted base pay 

of these employees will not change. 

Rather, the employees will receive a 

new adjusted base pay rate computed 

under the staffing supplement rules in 

section III.F.10. 

Employees who are on temporary 

promotions at the time of conversion 

will be converted to a pay band 

commensurate with the grade of the 

position to which temporarily 

promoted. At the conclusion of the 

temporary promotion, the employee will 

revert to the grade or pay band that 

corresponds to the position of record. 

When a temporary promotion is 

terminated, pay will be determined 

based on the position of record, with 

appropriate adjustments to reflect pay 

events during the temporary promotion, 

subject to the specific policies and rules 

established by the Personnel 

Management Board. In no case may 

those adjustments increase the pay for 

the position of record beyond the 

applicable pay band maximum base 

pay. The only exception will be if the 

original competitive promotion 

announcement stipulated that the 

promotion could be made permanent; in 

these cases, actions to make the 

temporary promotion permanent will be 

considered, and if implemented, will be 

subject to all existing priority placement 

programs. 

During the first 12 months following 

conversion, employees will receive pay 

increases for non-competitive 

promotion equivalents when the grade 

level of the promotion is encompassed 

within the same pay band, the 

employee’s performance warrants the 

promotion, and promotions would have 

otherwise occurred during that period. 

For employees who receive an in-level 

promotion in accordance with this 

provision at the time of conversion, a 

prorated step increase equivalent as 

defined below will not be provided. 

For GS employees, rules governing GS 

within-grade increases (WGIs) will 

continue in effect until conversion. 

Adjustments to a GS employee’s base 

pay for WGI equity will be computed as 

of the effective date of conversion 

provided the employee is performing at 

an acceptable level of competence as 

defined in 5 CFR 531.403. WGI equity 

will be acknowledged by increasing 

base pay by a prorated share based upon 

the number of full weeks an employee 

has completed toward the next higher 

step. Payment will equal the value of 

the employee’s next WGI times the 

proportion of the waiting period 

completed (weeks completed in waiting 

period/weeks in the waiting period) at 

the time of conversion. GS employees at 

step 10 or receiving retained rates, on 

the day of implementation will not be 

eligible for WGI equity adjustments 

since they are already at or above the 

top of the step scale. GS employees 

serving on retained grade will receive 

WGI equity adjustments provided they 

are not at step 10 or receiving a retained 

rate. Acq Demo and NSPS employees do 

not receive WGI’s and will convert into 

the demonstration project without WGI 

adjustments. 

Employees who enter the 

demonstration project from other pay 

systems (DCIPS, Acq Demo, or other 

STRLs) after initial implementation by 

lateral transfer, promotion, 

reassignment, reduction in band, or 

realignment will be subject to the pay 

rules that govern conversion out of their 

respective systems. Pay conversion into 

Lab Demo will be based upon the job 

classification of the employee’s new 

position. 

C. Movement Out of the Demonstration 

Project 

1. Termination of Coverage Under the 

TARDEC Demonstration Project Pay 

Plans 

In the event employees’ coverage 

under the TARDEC demonstration 

project pay plans is terminated, 

employees move with their 

demonstration project position to 

another system applicable to TARDEC 

employees. The grade of their 

demonstration project position in the 

new system will be based upon the 

position classification criteria of the 

gaining system. Employees when 

converted to their positions classified 

under the new system will be eligible 

for pay retention under 5 CFR part 536, 

if applicable. 


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2. Determining a GS-Equivalent Grade 

and GS-Equivalent Rate of Pay for Pay 

Setting Purposes When a TARDEC 

Employee’s Coverage by a 

Demonstration Project Pay Plan 

Terminates or the Employee Voluntarily 

Exits the TARDEC Demonstration 

Project 

a. If a demonstration project employee 

is moving to a GS or other pay system 

position, the following procedures will 

be used to translate the employee’s 

project pay band to a GS-equivalent 

grade and the employee’s project base 

pay to the GS-equivalent rate of pay for 

pay setting purposes. The equivalent GS 

grade and GS rate of pay must be 

determined before movement out of the 

demonstration project and any 

accompanying geographic movement, 

promotion, or other simultaneous 

action. For lateral reassignments, the 

equivalent GS grade and rate will 

become the employee’s converted GS 

grade and rate after leaving the 

demonstration project (before any other 

action). For transfers, promotions, and 

other actions, the converted GS grade 

and rate will be used in applying any 

GS pay administration rules applicable 

in connection with the employee’s 

movement out of the project (e.g., 

promotion rules, highest previous rate 

rules, pay retention rules), as if the GS 

converted grade and rate were actually 

in effect immediately before the 

employee left the demonstration project. 

(1) Equivalent GS–Grade-Setting 

Provisions 

An employee in a pay band 

corresponding to a single GS grade is 

provided that grade as the GSequivalent grade. An employee in a pay 

band corresponding to two or more 

grades is determined to have a GSequivalent grade corresponding to one 

of those grades according to the 

following rules: 

(a) The employee’s adjusted base pay 

under the demonstration project 

(including any locality payment or 

staffing supplement) is compared with 

step 4 rates in the highest applicable GS 

rate range. For this purpose, a GS rate 

range includes a rate in: 

i. The GS base schedule; 

ii. The locality rate schedule for the 

locality pay area in which the position 

is located; or 

iii. The appropriate special rate 

schedule for the employee’s 

occupational series, as applicable. 

If the series is a two-grade interval 

series, only odd-numbered grades are 

considered below GS–11. 

(b) If the employee’s adjusted base 

pay under the demonstration project 

equals or exceeds the applicable step 4 

adjusted base pay rate of the highest GS 

grade in the band, the employee is 

converted to that grade. 

(c) If the employee’s adjusted base pay 

under the demonstration project is 

lower than the applicable step 4 

adjusted base pay rate of the highest 

grade, the adjusted base pay under the 

demonstration project is compared with 

the step 4 adjusted base pay rate of the 

second highest grade in the employee’s 

pay band. If the employee’s adjusted 

base pay under the demonstration 

project equals or exceeds the step 4 

adjusted base pay rate of the second 

highest grade, the employee is 

converted to that grade. 

(d) This process is repeated for each 

successively lower grade in the band 

until a grade is found in which the 

employee’s adjusted base pay under the 

demonstration project rate equals or 

exceeds the applicable step 4 adjusted 

base pay rate of the grade. The employee 

is then converted at that grade. If the 

employee’s adjusted base pay is below 

the step 4 adjusted base pay rate of the 

lowest grade in the band, the employee 

is converted to the lowest grade. 

(e) Exception: An employee will not 

be provided a lower grade than the 

grade held by the employee 

immediately preceding a conversion, 

lateral reassignment, or lateral transfer 

into the project, unless since that time 

the employee has either undergone a 

reduction in band or a reduction within 

the same pay band due to unacceptable 

performance. 

(2) Equivalent GS-Rate-of-Pay-Setting 

Provisions 

An employee’s pay within the 

converted GS grade is set by converting 

the employee’s demonstration project 

rates of pay to GS rates of pay in 

accordance with the following rules: 

(a) The pay conversion is done before 

any geographic movement or other payrelated action that coincides with the 

employee’s movement or conversion out 

of the demonstration project. 

(b) An employee’s adjusted base pay 

under the demonstration project (i.e., 

including any locality payment or 

staffing supplement) is converted to a 

GS adjusted base pay rate on the highest 

applicable GS rate range for the 

converted GS grade. For this purpose, a 

GS rate range includes a rate range in: 

i. The GS base schedule, 

ii. An applicable locality rate 

schedule, or 

iii. An applicable special rate 

schedule. 

(c) If the highest applicable GS rate 

range is a locality pay rate range, the 

employee’s adjusted base pay under the 

demonstration project is converted to a 

GS locality rate of pay. If this rate falls 

between two steps in the localityadjusted schedule, the rate must be set 

at the higher step. The converted GS 

unadjusted rate of base pay would be 

the GS base rate corresponding to the 

converted GS locality rate (i.e., same 

step position). 

(d) If the highest applicable GS rate 

range is a special rate range, the 

employee’s adjusted base pay under the 

demonstration project is converted to a 

special rate. If this rate falls between 

two steps in the special rate schedule, 

the rate must be set at the higher step. 

The converted GS unadjusted rate of 

base pay will be the GS rate 

corresponding to the converted special 

rate (i.e., same step position). 

(3) Employees with Pay Retention 

If an employee is receiving a retained 

rate under the demonstration project, 

the employee’s GS-equivalent grade is 

the highest grade encompassed in his or 

her pay band level. Demonstration 

project operating procedures will 

outline the methodology for 

determining the GS-equivalent pay rate 

for an employee retaining a rate under 

the demonstration project. 

3. Within-Grade Increase—Equivalent 

Increase Determinations 

Service under the demonstration 

project is creditable for within-grade 

increase purposes upon conversion back 

to the GS pay system. Performance pay 

increases (including a zero increase) 

under the demonstration project are 

equivalent increases for the purpose of 

determining the commencement of a 

within-grade increase waiting period 

under 5 CFR Section 531.405(b). 

D. Personnel Administration 

All personnel laws, regulations, and 

guidelines not waived by this plan will 

remain in effect. Basic employee rights 

will be safeguarded and Merit System 

Principles will be maintained. Servicing 

CPACs will continue to process 

personnel-related actions and to provide 

other appropriate services. 

E. Automation 

The TARDEC will continue to use the 

Defense Civilian Personnel Data System 

(DCPDS) for the processing of 

personnel-related data. Payroll servicing 

will continue from the respective 

payroll offices. 

An automated tool will be used to 

support computation of performancerelated pay increases and awards and 

other personnel processes and systems 

associated with this project. 

F. Experimentation and Revision 

Many aspects of a demonstration 

project are experimental. Modifications 


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may be made from time to time as 

experience is gained, results are 

analyzed, and conclusions are reached 

on how the new system is working. 

DoDI 1400.37, July 28, 2009, provides 

instructions for adopting other STRL 

flexibilities, making minor changes to 

an existing demonstration project, and 

requesting new initiatives. 

VI. Project Duration 

Public Law 103–337 removed any 

mandatory expiration date for section 

342(b) demonstration projects. TARDEC, 

DA, and DoD will ensure this project is 

evaluated for the first five years after 

implementation in accordance with 5 

U.S.C. 4703. Modifications to the 

original evaluation plan or any new 

evaluation will ensure the project is 

evaluated for its effectiveness, its impact 

on mission, and any potential adverse 

impact on any employee groups. Major 

changes and modifications to the 

interventions will be made if warranted 

by formative evaluation data and will be 

published in the Federal Register to the 

extent required. At the five-year point, 

the demonstration project will be 

reexamined for permanent 

implementation, modification and 

additional testing, or termination of the 

entire demonstration project. 

VII. Evaluation Plan 

A. Overview 

Chapter 47 of title 5 U.S.C. requires 

that an evaluation be performed to 

measure the effectiveness of the 

demonstration project and its impact on 

improving public management. A 

comprehensive evaluation plan for the 

entire demonstration program, 

originally covering 24 DoD laboratories, 

was developed by a joint OPM/DoD 

Evaluation Committee in 1995. This 

plan was submitted to the Office of 

Defense Research and Engineering and 

was subsequently approved. The main 

purpose of the evaluation is to 

determine whether the waivers granted 

result in a more effective personnel 

system and improvements in ultimate 

outcomes (i.e., organizational 

effectiveness, mission accomplishment, 

and customer satisfaction). 

B. Evaluation Model 

1. Appendix D shows an intervention 

model for the evaluation of the 

demonstration project. The model is 

designed to evaluate two levels of 

organizational performance: 

Intermediate and ultimate outcomes. 

The intermediate outcomes are defined 

as the results from specific personnel 

system changes and the associated 

waivers of law and regulation expected 

to improve human resource (HR) 

management (i.e., cost, quality, and 

timeliness). The ultimate outcomes are 

determined through improved 

organizational performance, mission 

accomplishment, and customer 

satisfaction. Although it is not possible 

to establish a direct causal link between 

changes in the HR management system 

and organizational effectiveness, it is 

hypothesized that the new HR system 

will contribute to improved 

organizational effectiveness. 

2. Organizational performance 

measures established by the 

organization will be used to evaluate the 

impact of a new HR system on the 

ultimate outcomes. The evaluation of 

the new HR system for any given 

organization will take into account the 

influence of three factors on 

organizational performance: Context, 

degree of implementation, and support 

of implementation. The context factor 

refers to the impact which intervening 

variables (e.g., downsizing, changes in 

mission, or the economy) can have on 

the effectiveness of the program. The 

degree of implementation considers: 

a. The extent to which the HR changes 

are given a fair trial period; 

b. The extent to which the changes are 

implemented; and 

c. The extent to which the changes 

conform to the HR interventions as 

planned. 

The support of implementation factor 

accounts for the impact that factors such 

as training, internal regulations and 

automated support systems have on the 

support available for program 

implementation. The support for 

program implementation factor can also 

be affected by the personal 

characteristics (e.g., attitudes) of 

individuals who are implementing the 

program. 

3. The degree to which the project is 

implemented and operated will be 

tracked to ensure that the evaluation 

results reflect the project as it was 

intended. Data will be collected to 

measure changes in both intermediate 

and ultimate outcomes, as well as any 

unintended outcomes, which may 

happen as a result of any organizational 

change. In addition, the evaluation will 

track the impact of the project and its 

interventions on veterans and other 

protected groups, the Merit System 

Principles, and the Prohibited Personnel 

Practices. Additional measures may be 

added to the model in the event that 

changes or modifications are made to 

the demonstration plan. 

4. The intervention model at 

Appendix D will be used to measure the 

effectiveness of the personnel system 

interventions implemented. The 

intervention model specifies each 

personnel system change or 

‘‘intervention’’ that will be measured 

and shows: 

a. The expected effects of the 

intervention, 

b. The corresponding measures, and 

c. The data sources for obtaining the 

measures. 

Although the model makes 

predictions about the outcomes of 

specific interventions, causal 

attributions about the full impact of 

specific interventions will not always be 

possible for several reasons. For 

example, many of the initiatives are 

expected to interact with each other and 

contribute to the same outcomes. In 

addition, the impact of changes in the 

HR system may be mitigated by context 

variables (e.g., the job market, 

legislation, and internal support 

systems) or support factors (e.g., 

training, automation support systems). 

C. Evaluation 

A modified quasi-experimental design 

will be used for the evaluation of the 

STRL Personnel Demonstration 

Program. Because most of the eligible 

laboratories are participating in the 

program, a title 5 U.S.C. comparison 

group will be compiled from the Central 

Personnel Data File (CPDF). This 

comparison group will consist of 

workforce data from Government-wide 

research organizations in civilian 

Federal agencies with missions and job 

series matching those in the DoD 

laboratories. This comparison group 

will be used primarily in the analysis of 

pay banding costs and turnover rates. 

D. Method of Data Collection 

1. Data from several sources will be 

used in the evaluation. Information from 

existing management information 

systems and from personnel office 

records will be supplemented with 

perceptual survey data from employees 

to assess the effectiveness and 

perception of the project. The multiple 

sources of data collection will provide 

a more complete picture as to how the 

interventions are working. The 

information gathered from one source 

will serve to validate information 

obtained through another source. In so 

doing, the confidence of overall findings 

will be strengthened as the different 

collection methods substantiate each 

other. 

2. Both quantitative and qualitative 

data will be used when evaluating 

outcomes. The following data will be 

collected: 

a. Workforce data; 

b. Personnel office data; 

c. Employee attitude surveys; 


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d. Focus group data; 

e. Local site historian logs and 

implementation information; 

f. Customer satisfaction surveys; and 

g. Core measures of organizational 

performance. 

3. The evaluation effort will consist of 

two phases, formative and summative 

evaluation, covering at least 5 years to 

permit inter- and intra-organizational 

estimates of effectiveness. The formative 

evaluation phase will include baseline 

data collection and analysis, 

implementation evaluation, and interim 

assessments. The formal reports and 

interim assessments will provide 

information on the accuracy of project 

operation and current information on 

impact of the project on veterans and 

protected groups, Merit System 

Principles, and Prohibited Personnel 

Practices. The summative evaluation 

will focus on an overall assessment of 

project outcomes after five years. The 

final report will provide information on 

how well the HR system changes 

achieved the desired goals, which 

interventions were most effective, and 

whether the results can be generalized 

to other Federal installations. 

VIII. Demonstration Project Costs 

A. Cost Discipline 

An objective of the demonstration 

project is to ensure in-house cost 

discipline. A baseline will be 

established at the start of the project, 

and labor expenditures will be tracked 

yearly. Implementation costs (including 

project development, automation costs, 

step buy-in costs, and evaluation costs) 

are considered one-time costs and will 

not be included in the cost discipline. 

The Personnel Management Board 

will track personnel cost changes and 

recommend adjustments if required to 

achieve the objective of cost discipline. 

B. Developmental Costs 

Costs associated with the 

development of the personnel 

demonstration project include software 

automation, training, and project 

evaluation. All funding will be provided 

through the organization’s budget. The 

projected annual expenses are 

summarized in Table 9. Project 

evaluation costs are not expected to 

continue beyond the first five years 

unless the results and external 

requirements warrant further 

evaluation. 

TABLE 9—PROJECTED DEVELOPMENT COSTS

[In thousands of dollars] 

FY10 FY11 FY12 FY13 FY14 

Design & Termination From NSPS .................................................................................................. 2–K 2–K 

Training ............................................................................................................................................ 5–K 20–K 10–K 5–K 5–K 

Project Evaluation ............................................................................................................................ 0–K 35–K 25–K 25–K 25–K 

Automation ....................................................................................................................................... 0–K 190–K 40–K 40–K 40–K 

Totals ........................................................................................................................................ 7–K 247–K 75–K 70–K 70–K 

IX. Required Waivers to Law and 

Regulation 

Public Law 106–398 gave the DoD the 

authority to experiment with several 

personnel management innovations. In 

addition to the authorities granted by 

the law, the following are waivers of law 

and regulation that will be necessary for 

implementation of the demonstration 

project. In due course, additional laws 

and regulations may be identified for 

waiver request. 

The following waivers and 

adaptations of certain title 5 U.S.C. and 

5 CFR provisions are required only to 

the extent that these statutory 

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 5, section 552a: Records 

maintained on individuals. This section 

is waived only to the extent required to 

clarify that volunteers under the 

Voluntary Emeritus Corps are 

considered employees of the Federal 

government for purposes of this section. 

Chapter 31, section 3111: Acceptance 

of Volunteer Service. Waived to allow 

for a Volunteer Emeritus Corps in 

addition to student volunteers. 

Chapter 33, subchapter 1, section 

3318(a): Competitive Service, Selection 

from Certificate. Waived to the extent 

necessary to eliminate the requirement 

for selection using 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 ‘‘pay 

band level.’’ 

Chapter 33, section 3341: Details. 

Waived as necessary to extend the time 

limits for details. 

Chapter 41, section 4108 (a)–(c): 

Employee Agreements: Service After 

Training. Waived to the extent 

necessary to: (1) Provide that the 

employee’s service obligation is to 

continue in the service of TARDEC for 

the period of the required service; (2) 

permit the TARDEC Director, to waive 

in whole or in part, a right of recovery; 

and (3) require employees under the 

Student Career Experience Program who 

have received tuition assistance to sign 

a service agreement up to three times 

the length of the training. 

Chapter 43, section 4302 and 4303: 

Waived to the extent necessary to: (1) 

Substitute pay band for grade; and (2) 

provide that moving to a lower pay band 

as a result of not receiving the general 

pay increase because of poor 

performance is not an action covered by 

the provisions of sections 4303(a) 

through (d). 

Chapter 43, section 4304(b)(1) and (3): 

Responsibilities of the OPM. Waived in 

its entirety to remove the 

responsibilities of the OPM with respect 

to the performance appraisal system. 

Chapter 45, subchapter I, section 

4502(a) and (b)—Waiver to permit 

TARDEC to approve awards up to 

$25,000 for individual employees. 

Chapter 51, sections 5101–5112: 

Classification. Waived as necessary to 

allow for the demonstration project pay 

banding system. 

Chapter 53, sections 5301, 5302 (8) 

and (9), 5303, and 5304: Pay 

Comparability System. Sections 5301, 

5302, and 5304 are waived 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 pay. 


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Chapter 53, section 5305: Special Pay 

Authority. Waived to the extent 

necessary to allow for use of a staffing 

supplement in lieu of the special pay 

authority. 

Chapter 53, sections 5331–5336: 

General Schedule Pay Rates. Waived in 

its entirety to allow for the 

demonstration project’s pay banding 

system and pay provisions. 

Chapter 53, sections 5361–5366: 

Grade and Pay Retention. Waived to the 

extent necessary to: (1) Replace ‘‘grade’’ 

with ‘‘pay band;’’ (2) allow 

demonstration project employees to be 

treated as GS employees; (3) provide 

that pay band retention provisions do 

not apply to conversions from GS 

special rates or NSPS Targeted Local 

Market Supplements to demonstration 

project pay, as long as total pay is not 

reduced, to reductions in pay due solely 

to the removal of a supervisory pay 

adjustment upon voluntarily leaving a 

supervisory position, and to movements 

to a lower pay band as a result of not 

receiving the general pay increase due 

to a rating of record of ‘‘Unacceptable’’ 

contribution; (4) provide that an 

employee on pay retention whose rating 

of record is ‘‘Unacceptable’’ contribution 

is not entitled to 50 percent of the 

amount of the increase in the maximum 

rate of base pay payable for the pay 

band of the employee’s position; and (5) 

provide that pay retention does not 

apply to reduction in base pay due 

solely to the reallocation of 

demonstration project pay rates in the 

implementation of a staffing 

supplement. 

Chapter 55, section 5542(a) (1)–(2): 

Overtime rates; computation. Waived to 

the extent necessary to provide that the 

GS–10 minimum special rate (if any) for 

the special rate category to which a 

project employee belongs is deemed to 

be the ‘‘applicable special rate’’ in 

applying the pay cap provisions. 

Chapter 55, section 5545(d): 

Hazardous duty differential. Waived to 

the extent necessary to allow 

demonstration project employees to be 

treated as GS employees. Chapter 55, 

section 5546: Waived to allow holiday 

premium pay at twice an employee’s 

adjusted salary hourly rate for each hour 

worked as directed or approved, 

including overtime hours. 

Chapter 55, section 5547 (a)–(b): 

Limitation on premium pay. Waived to 

the extent necessary to provide that the 

GS–15 maximum special rate (if any) for 

the special rate category to which an 

employee belongs is deemed to be the 

applicable special rate in applying the 

pay cap provisions in 5 U.S.C. 5547. 

Chapter 57, section 5753, 5754, and 

5755: Recruitment and relocation 

bonuses, retention incentives and 

supervisory differentials. 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 59, section 5941: Allowances 

based on living costs and conditions of 

environment; employees stationed 

outside continental U.S. or Alaska. 

Waived to the extent necessary to 

provide that cost of living allowances 

paid to employees under the 

demonstration project are paid in 

accordance with regulations prescribed 

by the President (as delegated to OPM). 

Chapter 75, sections 7501(1), 

7511(a)(1)(A)(ii), and 7511(a)(1)(C)(ii): 

Adverse Actions—Definitions. Waived 

to the extent necessary to allow for up 

to a three-year probationary period and 

to permit termination during the 

extended probationary period without 

using adverse action procedures for 

those employees serving a probationary 

period under an initial appointment 

except for those with veterans’ 

preference. 

Chapter 75, section 7512(3): Adverse 

actions. Waived to the extent necessary 

to replace ‘‘Grade’’ with ‘‘Pay Band.’’ 

Chapter 75, section 7512(4): Adverse 

actions. Waived to the extent necessary 

to provide that adverse action 

provisions do not apply to: (1) 

Conversions from GS special rates to 

demonstration project pay, as long as 

total pay is not reduced; (2) reductions 

in pay due to the removal of a 

supervisory or team leader pay 

adjustment upon voluntary movement 

to a non-supervisory or non-team leader 

position; and (3) reduction in 

supervisory pay due to a performance 

review. 

B. Waivers to Title 5 CFR 

Part 300, sections 300.601 through 

605: Time-in-Grade restrictions. Waived 

to eliminate time-in-grade restrictions in 

the demonstration project. 

Part 308, sections 308.101 through 

308.103: Volunteer service. Waived to 

allow for a Voluntary Emeritus Corps in 

addition to student volunteers. 

Part 315, section 315.801(a), 

315.801(b)(1), (c), and (e), and 

315.802(a) and (b)(1): Probationary 

period and Length of probationary 

period. Waived to the extent necessary 

to allow for up to a three-year 

probationary period and to permit 

termination during the extended 

probationary period without using 

adverse action procedures for those 

employees serving a probationary 

period under an initial appointment 

except for those with veterans’ 

preference. 

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 ‘‘pay 

band 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)(1) i and 

ii: Agency promotion programs. Waived 

to the extent necessary to extend the 

length of details and temporary 

promotions without requiring 

competitive procedures or numerous 

short-term renewals. 

Part 337, section 337.101(a): Rating 

applicants. Waived to the extent 

necessary to allow referral without 

rating when there are 15 or fewer 

qualified candidates and no qualified 

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 Volunteer 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 FR, 

TARDEC will define the competitive 

area, retention standing, and 

displacement limitations. Specific 

waivers include: 

Part 351.402(b): Competitive area. 

Waived to expand the definition of a 

competitive area. 

Part 351, section 351.504: Credit for 

performance. Waived as necessary to 

revise the method for adding years of 

service based on performance; to allow 

for single round of competition; and 

modified displacement. 

Part 351, sections 351.601–351.608: 

Release from Competitive Level. Waived 

order of release from a competitive level 

based upon augmented service 

performance. 

Part 351, section 351.701: Assignment 

involving displacement. Waived to the 

extent that bump and retreat rights are 


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limited to one pay band with the 

exception of 30 percent preference 

eligibles who are limited to two pay 

bands (or equivalent of five GS grades); 

to limit the assignment rights of 

employees with an unacceptable current 

rating of record to a position held by 

another employee with an unacceptable 

rating of record; and to modify 

assignment rights to allow for a single 

round of competition. 

Part 410, section 410.309: Agreements 

to continue in service. Waived to the 

extent necessary to allow the TARDEC 

Director to determine requirements 

related to continued service agreements, 

including employees under the Student 

Career Experience Program who have 

received tuition assistance. 

Part 430, subpart B: Performance 

Appraisal for GS and Certain Other 

Employees. Waived to the extent 

necessary to be consistent with the 

demonstration project’s CCAS system. 

Part 430, section 430.208(a)(1) and (2): 

Rating Performance. Waived to allow 

presumptive ratings for new employees 

hired 90 days or less before the end of 

the appraisal cycle or for other 

situations not providing adequate time 

for an appraisal 

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 

‘‘pay band;’’ (2) exclude reductions in 

pay band level not accompanied by a 

reduction in pay; and (3) allow 

provisions of CCAS. For employees who 

are reduced in pay band level without 

a reduction in pay, sections 432.105 and 

432.106 (a) do not apply. 

Part 451, subpart A, section 

451.103(c)(2): Waived with respect to 

performance awards under the TARDEC 

CCAS. 

Part 451, Sections 451.106(b) and 

451.107(b): Awards. Waived to permit 

TARDEC to approve awards up to 

$25,000 for individual employees. 

Part 511, subpart A: General 

Provisions and subpart B: Coverage of 

the GS. Waived to the extent necessary 

to allow for the demonstration project 

classification system and pay banding 

structure. 

Part 511, section 511.601: 

Applicability of regulations. 

Classification appeals modified to the 

extent that white collar positions 

established under the project plan, 

although specifically excluded from title 

5 CFR, are covered by the classification 

appeal process outlined in this FRN 

section III.B.5, as amended below. 

Part 511, section 511.603(a): Right to 

appeal. Waived to the extent necessary 

to substitute pay band for grade. 

Part 511, section 511.607(b): NonAppealable Issues. Add to the list of 

issues that are neither appealable nor 

reviewable, the assignment of series 

under the project plan to appropriate 

occupational families and the 

demonstration project classification 

criteria. 

Part 530, subpart C: Special Rate 

Schedules for Recruitment and 

Retention. Waived in its entirety to 

allow for staffing supplements. 

Part 531, subparts B: Determining 

Rate of Basic Pay. Waived to the extent 

necessary to allow for pay setting and 

CCAS under the provisions of the 

demonstration project. 

Part 531, subparts D and E: WithinGrade Increases and Quality Step 

Increases. Waived in its entirety. 

Part 531, subpart F: Locality-Based 

Comparability Payments. Waived to the 

extent necessary to allow: (1) 

Demonstration project employees, 

except employees in Pay Band V of the 

E&S occupational family, to be treated 

as GS employees; and (2) base rates of 

pay under the demonstration project to 

be treated as scheduled annual rates of 

pay. 

Part 536: Grade and Pay Retention: 

These sections waived to the extent 

necessary to: (1) Replace grade with 

‘‘pay band;’’ (2) allow Demonstration 

project employees to be treated as GS 

employees; and (3) to allow provisions 

of this Federal Register notice 

pertaining to pay band and pay 

retention. 

Part 550, sections 550.105 and 

550.106: Bi-weekly and annual 

maximum earnings limitations. Waived 

to the extent necessary to provide that 

the GS–15 maximum special rate (if 

any) for the special rate category to 

which a project employee belongs is 

deemed to be the applicable special rate 

in applying the pay cap provisions in 5 

U.S.C. 5547. 

Part 550, section 550.703: Definitions. 

Waived to the extent necessary to 

modify the definition of ‘‘reasonable 

offer’’ by replacing ‘‘two grade or pay 

levels’’ with ‘‘one band level’’ and ‘‘grade 

or pay level’’ with ‘‘band level.’’ 

Part 550, section 550.902: Definitions. 

Waived to the extent necessary to allow 

demonstration project employees to be 

treated as GS employees. 

Part 575, subparts A, B, and C: 

Recruitment, Relocation, and Retention 

Incentives. Waived to the extent 

necessary to allow: (1) Employees and 

positions under the demonstration 

project covered by pay banding to be 

treated as employees and positions 

under the GS; (2) Occupational Family 

relocation incentives to new SCEP 

students; and (3) relocation incentives 

to SCEP students whose worksite is in 

a different geographic location than that 

of the college enrolled. 

Part 575, subpart D: Supervisory 

Differentials. Subpart D is waived in its 

entirety. 

Part 591, subpart B: Cost-of-Living 

Allowance and Post Differential—Nonforeign Areas. Waived to the extent 

necessary to allow: (1) Demonstration 

project employees to be treated as 

employees under the GS. 

Part 752, sections 752.101, 752.201, 

752.301 and 752.401: Principal statutory 

requirements and Coverage. Waived to 

the extent necessary to allow for up to 

a three-year probationary period and to 

permit termination during the extended 

probationary period without using 

adverse action procedures for those 

employees serving a probationary 

period under an initial appointment 

except for those with veterans’ 

preference. 

Part 752, section 752.401: Coverage. 

Waived to the extent necessary to 

replace grade with pay band and to 

provide that a reduction in pay band 

level is not an adverse action if it results 

from the employee’s rate of base pay 

being exceeded by the minimum rate of 

base pay for his/her pay band. 

Part 752, section 752.401(a)(4): 

Coverage. Waived to the extent 

necessary to provide that adverse action 

provisions do not apply to: (1) 

Conversions from GS special rates or 

NSPS Targeted Local Market 

Supplements to demonstration project 

pay, as long as total pay is not reduced; 

and (2) reductions in pay due to the 

removal of a supervisory or team leader 

pay adjustment upon voluntary 

movement to a non-supervisory or nonteam leader position or decreases in the 

amount of a supervisory or team leader 

pay adjustment based on the annual 

review. 

Appendix A: TARDEC Employees by 

Duty Location 


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[Total excludes SES, ST, and Wage Grade] 

Duty location Employees Servicing personnel 

office 

TARDEC Warren, MI ......................................................................................................................................... 1093 NE Region. 

Matrixed to PEO’s .............................................................................................................................................. 312 NE Region. 

York, PA ............................................................................................................................................................. 1 NE Region. 

New Cumberland, PA ........................................................................................................................................ 11 NE Region. 

Selfridge AFB, MI ............................................................................................................................................... 1 NE Region. 

Ft. Hood, TX ...................................................................................................................................................... 2 NE Region. 

Ft. Bragg, NC ..................................................................................................................................................... 1 NE Region. 

Ft. Lewis, WA ..................................................................................................................................................... 1 NE Region. 

Ft. Hueneme, CA ............................................................................................................................................... 2 NE Region. 

Alexandria, VA ................................................................................................................................................... 1 NE Region. 

Ft. Benning, GA ................................................................................................................................................. 1 NE Region. 

McClean, VA ...................................................................................................................................................... 1 NE Region. 

Total All Employees .................................................................................................................................... 1427 

Appendix B: Occupational Series by 

Occupational Family 

Engineering & Science 

0801 General Engineering and Architecture 

Series 

0803 Safety Engineering Series 

0806 Materials Engineering Series 

0819 Environmental Engineering Series 

0830 Mechanical Engineering Series 

0850 Electrical Engineering Series 

0854 Computer Engineering Series 

0855 Electronics Engineering Series 

0858 Bioengineering and Biomedical 

Engineering Series 

0861 Aerospace Engineering Series 

0893 Chemical Engineering Series 

0896 Industrial Engineering Series 

0899 General Engineering Student Trainee 

Series 

1301 General Physical Science Series 

1306 Health Physics Series 

1310 Physics Series 

1320 Chemistry Series 

1321 Metallurgy Series 

1399 Physical Science Student Trainee 

Series 

1501 General Mathematics and Statistics 

Series 

1515 Operations Research Series 

1520 Mathematics Series 

1550 Computer Science Series 

1599 Mathematics and Statistics Student 

Trainee Series 

Business/Technical 

0018 Safety and Occupational Health 

Management Series 

0301 Miscellaneous Administration and 

Program Series 

0340 Management Series 

0341 Administrative Officer Series 

0342 Support Services Administration 

Series 

0343 Management and Program Analysis 

Series 

0346 Logistics Management Series 

0501 Financial Administration and Program 

Series 

0510 Accounting Series 

0802 Engineering Technical Series 

0856 Electronics Technical Series 

0895 Industrial Engineering Technical 

Series 

0905 General Attorney Series 

0950 Paralegal Specialist Series 

1000 Information and Arts Group Series 

1035 Public Affairs Series 

1071 Audiovisual Production Series 

1083 Technical Writing and Editing Series 

1084 Visual Information Series 

1100 Business and Industry Series 

1102 Contracting Series 

1222 Patent Attorney Series 

1311 Physical Science Technician Series 

1410 Librarian Series 

1412 Technical Information Services Series 

1670 Equipment Services Series 

1702 Education and Training Technician 

Series 

1712 Training Instructor Series 

1910 Quality Assurance Series 

2032 Packaging Series 

2210 Information Technology Management 

Series 

General Support 

0303 Miscellaneous Clerk and Assistant 

Series 

0318 Secretary Series 

0326 Office Automation Clerical and 

Assistance Series 

0335 Computer Clerk and Assistant Series 

0344 Management and Program Clerical 

and Assistance Series 

Appendix C: Contribution-Based 

Compensation and Appraisal System 

(CCAS) Factors 

CAREER PATH 1: ENGINEERING AND 

SCIENCE PROFESSIONAL 

FACTOR 1: PROBLEM SOLVING 

FACTOR DESCRIPTION: This factor 

describes/captures personal and 

organizational problem-solving results. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Completed work meets projects/ 

programs objectives. Flexibility, adaptability, 

and decisiveness are exercised appropriately. 

Descriptors indicate the type of contribution 

appropriate for the high end of each level. 

Descriptors are not to be used individually to 

assess contributions, but rather are to be 

taken as a group to derive a single evaluation 

of the factor. 

Level descriptors Discriminators 

Level I: 

• Performs activities on a task; assists supervisor or other appropriate personnel.• Scope/Impact. 

• Resolves routine problems within established guidelines ............................. • Complexity/Difficulty. 

• Independently performs assigned tasks within area of responsibility; refers 

situations to supervisor or other appropriate personnel when existing 

guidelines do not apply.

• Independence. 

• Takes initiative in determining and implementing appropriate procedures ... • Creativity. 

Level II: 

• Plans and conducts functional technical activities for projects/programs ..... • Scope/Impact. 

• Identifies, analyzes, and resolves complex/difficult problems ....................... • Complexity/Difficulty. 

• Independently identifies and resolves conventional problems which may require deviations from accepted policies or instructions.• Independence. 


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Level descriptors Discriminators 

• Adapts existing plans and techniques to accomplish complex projects/programs. Recommends improvements to the design or operation of systems, 

equipment, or processes.

• Creativity. 

Level III: 

• Independently defines, directs, or leads highly challenging projects/programs. Identifies and resolves highly complex problems not susceptible to 

treatment by accepted methods.

• Scope/Impact. 

• Develops, integrates, and implements solutions to diverse, highly complex 

problems across multiple areas and disciplines.

• Complexity/Difficulty. 

• Anticipates problems, develops sound solutions and action plans to ensure 

program/mission accomplishment.

• Independence. 

• Develops plans and techniques to fit new situations to improve overall program and policies. Establishes precedents in application of problem-solving 

techniques to enhance existing processes.

• Creativity. 

Level IV: 

• Defines, establishes, and directs organizational focus (on challenging and 

highly complex project/programs). Identifies and resolves highly complex 

problems that cross organizational boundaries and promulgates solutions. 

Resolution of problems requires mastery of the field to develop new 

hypotheses or fundamental new concepts.

• Scope/Impact. 

• Assesses and provides strategic direction for resolution of mission critical 

problems, policies, and procedures.

• Complexity/Difficulty. 

• Works at senior level to define, integrate, and implement strategic direction 

for vital programs with long-term impact on large numbers of people. Initiates actions to resolve major organizational issues. Promulgates innovative 

solutions and methodologies.

• Independence. 

• Works with senior management to establish new fundamental concepts 

and criteria and stimulate the development of new policies, methodologies, 

and techniques. Converts strategic goals into programs or policies.

• Creativity. 

FACTOR 2: TEAMWORK/COOPERATION 

FACTOR DESCRIPTION: This factor, 

applicable to all teams, describes/captures 

individual and organizational teamwork and 

cooperation. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Personal and organizational 

interactions exhibit and foster cooperation 

and teamwork. Flexibility, adaptability, and 

decisiveness are exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Works with others to accomplish routine tasks .......................................................................................... • Scope of Team Effort. 

• Contributes ideas in own area of expertise. Interacts cooperatively with others ....................................... • Contribution to Team. 

• Regularly completes assignments in support of team goals ...................................................................... • Effectiveness. 

Level II: 

• Works with others to accomplish projects/programs .................................................................................. • Scope of Team Effort. 

• Uses varied approaches to resolve or collaborate on projects/programs issues. Facilitates cooperative 

interactions with others.

• Contribution to Team. 

• Guides/supports others in executing team assignments. Proactively functions as an integral part of the 

team.

• Effectiveness. 

Level III: 

• Works with others to accomplish complex projects/programs ................................................................... • Scope of Team Effort. 

• Applies innovative approaches to resolve unusual/difficult issues significantly impacting important policies or programs. Promotes and maintains environment for cooperation and teamwork.• Contribution to Team. 

• Leads and guides others in formulating and executing team plans. Expertise is sought by peers .......... • Effectiveness. 

Level IV: 

• Leads/guides/mentors workforce in dealing with complex problems ......................................................... • Scope of Team Effort. 

• Solves broad organizational issues. Implements strategic plans within and across organizational components. Ensures a cooperative teamwork environment.• Contribution to Team. 

• Leads/guides workforce in achieving organizational goals. Participates on high-level teams. Is sought 

out for consultation.

• Effectiveness. 

FACTOR 3: CUSTOMER RELATIONS 

FACTOR DESCRIPTION: This factor 

describes/captures the effectiveness of 

personal and organizational interactions with 

customers (anyone to whom services or 

products are provided), both internal (within 

an assigned organization) and external 

(outside an assigned organization). 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Personal and organizational 

interactions enhance customer relations and 

actively promote rapport with customers. 

Flexibility, adaptability, and decisiveness are 

exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 


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Level descriptors Discriminators 

Level I: 

• Independently carries out routine customer requests ................................................................................ • Breadth of Influence. 

• Participates as a team member to meet customer needs ......................................................................... • Customer Needs. 

• Interacts with customers on routine issues with appropriate guidance ..................................................... • Customer Interaction Level. 

Level II: 

• Guides the technical/functional efforts of individuals or team members as they interact with customers • Breadth of Influence. 

• Initiates meetings and interactions with customers to understand customer needs/expectations ............ • Customer Needs. 

• Interacts independently with customers to communicate information and coordinate actions .................. • Customer Interaction Level. 

Level III: 

• Guides and integrates functional efforts of individuals or teams in support of customer interaction. 

Seeks innovative approaches to satisfy customers.

• Breadth of Influence. 

• Establishes customer alliances, anticipates and fulfills customer needs, and translates customer needs 

to programs/projects.

• Customer Needs. 

• Interacts independently and proactively with customers to identify and define complex/difficult problems and to develop and implement strategies or techniques for resolving program/project problems 

(e.g., determining priorities and resolving conflict among customers’ requirements).

• Customer Interaction Level. 

Level IV: 

• Leads and manages the organizational interactions with customers from a strategic standpoint ............ • Breadth of Influence. 

• Works to assess and promulgate political, fiscal, and other factors affecting customer and program/ 

project needs. Works with customer at management levels to resolve problems affecting programs/ 

projects (e.g., problems that involve determining priorities and resolving conflicts among customers’ requirements).

• Customer Needs. 

• Works at senior level to stimulate customer alliances for program/project support. Stimulates, organizes, and leads overall customer interactions.• Customer Interaction Level. 

FACTOR 4: LEADERSHIP/SUPERVISION 

FACTOR DESCRIPTION: This factor 

describes/captures individual and 

organizational leadership and/or supervision. 

Recruits, develops, motivates, and retains 

quality team members in accordance with 

EEO/AA and Merit Principles. Takes timely/ 

appropriate personnel actions, communicates 

mission and organizational goals; by 

example, creates a positive, safe, and 

challenging work environment; distributes 

work and empowers team members. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Leadership and/or supervision 

effectively promotes commitment to mission 

accomplishment. Flexibility, adaptability, 

and decisiveness are exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Takes initiative in accomplishing assigned tasks ....................................................................................... • Leadership Role. 

• Provides inputs to others in own technical/functional area ........................................................................ • Breadth of Influence. 

• Seeks and takes advantage of developmental opportunities ..................................................................... • Mentoring/Employee Development. 

Level II: 

• Actively contributes as a team member/leader; provides insight and recommends changes or solutions 

to problems.

• Leadership Role. 

• Proactively guides, coordinates, and consults with others to accomplish projects ................................... • Breadth of Influence. 

• Identifies and pursues individual/team development opportunities ............................................................ • Mentoring/Employee Development. 

Level III: 

• Provides guidance to individuals/teams; resolves conflicts. Considered a functional/technical expert by 

others in the organization; is regularly sought out by others for advice and assistance.

• Leadership Role. 

• Defines, organizes, and assigns activities to accomplish projects/programs goals. Guides, motivates, 

and oversees the activities of individuals and teams with focus on projects/programs issues.

• Breadth of Influence. 

• Fosters individual/team development by mentoring. Pursues or creates training development programs 

for self and others.

• Mentoring/Employee Development. 

Level IV: 

• Establishes and/or leads teams to carry out complex projects or programs. Resolves conflicts. Creates 

climate where empowerment and creativity thrive. Recognized as a technical/functional authority on 

specific issues.

• Leadership Role. 

• Leads, defines, manages, and integrates efforts of several groups or teams. Ensures organizational 

mission and program success.

• Breadth of Influence. 

• Fosters the development of other team members by providing guidance or sharing expertise. Directs 

assignments to encourage employee development and cross-functional growth to meet organizational 

needs. Pursues personal professional development.

• Mentoring/Employee Development. 

FACTOR 5: COMMUNICATION 

FACTOR DESCRIPTION: This factor 

describes/captures the effectiveness of oral/ 

written communications. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Communications are clear, concise, 

and at appropriate level. Flexibility, 

adaptability, and decisiveness are exercised 

appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 


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individually to assess contributions, but rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Communicates routine task status/results as required .............................................................................. • Level of Interaction (Audience). 

• Provides timely data and written analyses for input to management/technical reports or contractual 

documents.

• Written. 

• Explains status/results of assigned tasks ................................................................................................... • Oral. 

Level II: 

• Communicates team or group tasking results, internally and externally, at peer levels ........................... • Level of Interaction (Audience). 

• Writes, or is a major contributor to, management/technical reports or contractual documents ................ • Written. 

• Presents informational briefings ................................................................................................................. • Oral. 

Level III: 

• Communicates project or program results to all levels, internally and externally ...................................... • Level of Interaction (Audience). 

• Reviews and approves, or is a major contributor to/lead author of, management reports or contractual 

documents for external distribution. Provides inputs to policies.

• Written. 

• Presents briefings to obtain consensus/approval ....................................................................................... • Oral. 

Level IV: 

• Determines and communicates organizational positions on major projects or policies to senior level ..... • Level of Interaction (Audience). 

• Prepares, reviews, and approves major reports or policies of organization for internal and external distribution. Resolves diverse viewpoints/controversial issues.• Written. 

• Presents organizational briefings to convey strategic vision or organizational policies ............................ • Oral. 

FACTOR 6: RESOURCE MANAGEMENT 

FACTOR DESCRIPTION: This factor 

describes/captures personal and 

organizational utilization of resources to 

accomplish the mission. (Resources include, 

but are not limited to, personal time, 

equipment and facilities, human resources, 

and funds.) 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Resources are utilized effectively to 

accomplish mission. Flexibility, adaptability, 

and decisiveness are exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Uses assigned resources needed to accomplish tasks ............................................................................. • Scope of Responsibility. 

• Plans individual time and assigned resources to accomplish tasks .......................................................... • Planning/Budgeting. 

• Effectively accomplishes assigned tasks .................................................................................................... • Execution/Efficiency. 

Level II: 

• Plans and utilizes appropriate resources to accomplish project goals ...................................................... • Scope of Responsibility 

• Optimizes resources to accomplish projects/programs within established schedules ............................... • Planning/Budgeting. 

• Effectively accomplishes projects/programs goals within established resource guidelines ....................... • Execution/Efficiency. 

Level III: 

• Plans and allocates resources to accomplish multiple projects/programs ................................................. • Scope of Responsibility. 

• Identifies and optimizes resources to accomplish multiple projects/programs goals ................................ • Planning/Budgeting. 

• Effectively accomplishes multiple projects/programs goals within established guidelines ........................ • Execution/Efficiency. 

Level IV: 

• Develops, acquires, and allocates resources to accomplish mission goals and strategic objectives ....... • Scope of Responsibility. 

• Formulates organizational strategies, tactics, and budget/action plan to acquire and allocate resources • Planning/Budgeting. 

• Optimizes, controls, and manages all resources across projects/programs. Develops and integrates innovative approaches to attain goals and minimize expenditures.• Execution/Efficiency. 

CAREER PATH 2: BUSINESS AND 

TECHNICAL SUPPORT 

FACTOR 1: PROBLEM SOLVING 

FACTOR DESCRIPTION: This factor 

describes/captures personal and 

organizational problem-solving. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Completed work meets project/ 

program objectives. Flexibility, adaptability, 

and decisiveness are exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Conducts activities on a task; assists supervisors or other appropriate personnel ................................... • Scope/Impact. 

• Resolves routine problems within established guidelines .......................................................................... • Complexity/Difficulty. 

• Works with others in solving problems with appropriate guidance ............................................................ • Independence. 

• Takes initiative in selecting and implementing appropriate procedures .................................................... • Creativity. 

Level II: 

• Plans and conducts technical activities for projects ................................................................................... • Scope/Impact. 

• Identifies and resolves non-routine technical problems utilizing established patterns and methods ........ • Complexity/Difficulty. 


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Level descriptors Discriminators 

• Identifies and resolves problems; adapts accepted policies, procedures, or methods with moderate 

guidance.

• Independence. 

• Adapts existing plans and techniques to accomplish projects ................................................................... • Creativity. 

Level III: 

• Plans and conducts challenging and difficult technical activities for projects/programs ............................ • Scope/Impact. 

• Develops, integrates, and implements solutions to complex problems on projects/programs .................. • Complexity/Difficulty. 

• Identifies problems; develops solutions and action plans with minimal guidance ..................................... • Independence. 

• Develops plans and techniques to fit new situations ................................................................................. • Creativity. 

Level IV: 

• Identifies and resolves complex problems that may cross functional/technical boundaries and promulgates solutions.• Scope/Impact. 

• Develops, integrates/implements solutions to diverse, complex problems which may cross multiple 

projects/programs or functional/technical areas.

• Complexity/Difficulty. 

• Independently resolves and coordinates technical problems involving multiple projects/programs .......... • Independence. 

• Develops plans and techniques to fit new situations and/or to address issues that cross technical/functional areas.• Creativity. 

FACTOR 2: TEAMWORK/COOPERATION 

FACTOR DESCRIPTION: This factor 

describes/captures individual and 

organizational teamwork and cooperation. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Personal and organizational 

interactions exhibit and foster cooperation 

and teamwork. Flexibility, adaptability, and 

decisiveness are exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Works with others to accomplish routine tasks .......................................................................................... • Scope of Team Effort. 

• Contributes ideas in own area of expertise. Interacts cooperatively with others ....................................... • Contribution to Team. 

• Regularly completes assignments in support of team goals ...................................................................... • Effectiveness. 

Level II: 

• Works with others in accomplishing projects ............................................................................................. • Scope of Team Effort. 

• Contributes ideas in own area of expertise. Facilitates cooperative interactions with others ................... • Contribution to Team. 

• Supports others in executing team assignments. Proactively functions as an integral part of the team .. • Effectiveness. 

Level III: 

• Works with others to accomplish complex projects/programs ................................................................... • Scope of Team Effort. 

• Guides others to resolve or collaborate on complex projects/programs issues. Promotes cooperative 

interactions with others.

• Contribution to Team. 

• Integrates technical expertise and guides activities to support team accomplishment ............................. • Effectiveness. 

Level IV: 

• Leads others to accomplish complex projects and programs .................................................................... • Scope of Team Effort 

• Applies innovative approaches to resolve unusual/difficult technical/management issues. Promotes and 

maintains environment for cooperation and teamwork.

• Contribution to Team. 

• Leads and guides others in formulating and executing team plans. Expertise is sought by others ......... • Effectiveness. 

FACTOR 3: CUSTOMER RELATIONS 

FACTOR DESCRIPTION: This factor 

describes/captures the effectiveness of 

personal and organizational interactions with 

customers (anyone to whom services or 

products are provided), both internal (within 

an assigned organization) and external 

(outside an assigned organization). 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Personal and organizational 

interactions enhance customer relations and 

actively promote rapport with customers. 

Flexibility, adaptability, and decisiveness are 

exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Assists customer support activities ............................................................................................................. • Breadth of Influence. 

• Participates as a team member to meet customer needs ......................................................................... • Customer Needs. 

• Interacts with customers on routine issues with appropriate guidance ..................................................... • Customer Interaction Level. 

Level II: 

• Actively participates with others to satisfy customer requests ................................................................... • Breadth of Influence. 

• Interacts with customers to respond to customer needs/expectations ...................................................... • Customer Needs. 

• Interacts with customers to communicate information and coordinate action ........................................... • Customer Interaction Level. 

Level III: 

• Guides the technical efforts of individuals or teams as they relate with customers. Deviates from 

standard approaches when necessary.

• Breadth of Influence. 

• Initiates meetings and interactions with customers to understand customer needs/expectations ............ • Customer Needs. 

• Interacts independently and proactively with customers to identify/define problems and to implement 

solutions.

• Customer Interaction Level. 


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Level descriptors Discriminators 

• Level IV: 

• Leads and coordinates technical efforts of individuals or teams in support of customer interactions. 

Develops innovative approaches to satisfy customers.

• Breadth of Influence. 

• Establishes customer alliances; anticipates and fulfills customer needs and translates customer needs 

to projects/programs. Organizes and leads customer interactions.

• Customer Needs. 

• Interacts proactively with customers to identify and define complex/controversial problems and to develop and implement strategies or techniques for resolving projects/programs issues.• Customer Interaction Level. 

FACTOR 4: LEADERSHIP/SUPERVISION 

FACTOR DESCRIPTION: This factor 

describes/captures individual and 

organizational leadership and/or supervision. 

Recruits, develops, motivates, and retains 

quality team members in accordance with 

EEO/AA and Merit Principles. Takes timely/ 

appropriate personnel actions, communicates 

mission and organizational goals; by 

example, creates a positive, safe, and 

challenging work environment; distributes 

work and empowers team members. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Leadership and/or supervision 

effectively promotes commitment to mission 

accomplishment. Flexibility, adaptability, 

and decisiveness are exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Takes initiative in accomplishing assigned tasks. Asks for assistance as appropriate ............................. • Leadership Role. 

• Provides input to others in technical/functional area .................................................................................. • Breadth of Influence. 

• Seeks and takes advantage of developmental opportunities ..................................................................... • Mentoring and Employee Development. 

Level II: 

• Actively contributes as team member; takes initiative to accomplish assigned projects ........................... • Leadership Role. 

• Consults and coordinates with others to complete projects within established guidelines ....................... • Breadth of Influence. 

• Identifies and pursues individual/team developmental opportunities ......................................................... • Mentoring and Employee Development. 

Level III: 

• Actively contributes as team member or leader. Recognized for functional/technical expertise ............... • Leadership Role. 

• Defines, organizes, and assigns activities to accomplish goals. Guides, motivates and oversees others 

in accomplishing projects/programs.

• Breadth of Influence. 

• Promotes developmental opportunities for self and team. Advises others to seek specific training ......... • Mentoring and Employee Development. 

Level IV: 

• Provides guidance to individuals/teams; resolves conflicts. Serves as subject matter expert .................. • Leadership Role. 

• Guides, motivates, and oversees multiple complex projects/programs ..................................................... • Breadth of Influence. 

• Directs assignments to encourage employee development and cross-technical/functional growth to 

meet organizational needs. Pursues self-development.

• Mentoring and Employee Development. 

FACTOR 5: COMMUNICATION 

FACTOR DESCRIPTION: This factor 

describes/captures the effectiveness of oral/ 

written communications. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Communications are clear, concise, 

and at appropriate level. Flexibility, 

adaptability, and decisiveness are exercised 

appropriately. Descriptors indicate the type 

of contribution appropriate for the high end 

of each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Communicates routine task/status/results as required ............................................................................... • Level of Interaction (Audience). 

• Provides data and accurate draft documentation of assigned tasks for input to reports or documents ... • Written. 

• Explains status/results of assigned tasks ................................................................................................... • Oral. 

Level II: 

• Communicates team or group project status/results at equivalent levels within the agency .................... • Level of Interaction (Audience). 

• Writes segments of management/technical reports or documents ............................................................ • Written. 

• Communicates group/team results ............................................................................................................. • Oral. 

Level III: 

• Communicates projects/programs status/results to management ............................................................. • Level of Interaction (Audience). 

• Consolidates input and writes management/technical reports/documents for projects/programs ............. • Written. 

• Presents projects/programs briefings ......................................................................................................... • Oral. 

Level IV: 

• Determines and communicates projects/programs positions at senior levels ........................................... • Level of Interaction (Audience). 

• Prepares, reviews, and approves management/technical reports for internal and external distribution ... • Written. 

• Presents projects/programs briefings to obtain consensus/approval. Represents the organization as 

technical subject matter expert.

• Oral. 


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FACTOR 6: RESOURCE MANAGEMENT 

FACTOR DESCRIPTION: This factor 

describes/captures personal and 

organizational utilization of resources to 

accomplish the mission. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Resources are utilized effectively to 

accomplish mission. Flexibility, adaptability, 

and decisiveness are exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Uses assigned resources to accomplish tasks .......................................................................................... • Scope of Responsibility. 

• Plans individual time to accomplish tasks .................................................................................................. • Planning/Budgeting. 

• Effectively accomplishes assigned tasks with appropriate guidance ......................................................... • Execution/Efficiency. 

Level II: 

• Identifies and uses resources appropriately to accomplish projects .......................................................... • Scope of Responsibility. 

• Plans resources to achieve task schedules ............................................................................................... • Planning/Budgeting. 

• Independently accomplishes assigned tasks ............................................................................................. • Execution/Efficiency. 

Level III: 

• Plans and utilizes appropriate resources to accomplish projects/programs .............................................. • Scope of Responsibility. 

• Optimizes resources to accomplish projects within established milestones .............................................. • Planning/Budgeting. 

• Effectively accomplishes projects/programs within established resource guidelines ................................ • Execution/Efficiency. 

Level IV: 

• Plans and allocates resources to accomplish multiple project/program goals .......................................... • Scope of Responsibility. 

• Identifies and optimizes resources to accomplish multiple project/program goals .................................... • Planning/Budgeting. 

• Effectively accomplishes multiple project/program goals within established thresholds. Develops innovative approaches to attain goals and minimize resource expenditures.• Execution/Efficiency. 

CAREER PATH 3: GENERAL SUPPORT 

FACTOR 1: PROBLEM SOLVING 

FACTOR DESCRIPTION: This factor 

describes/captures personal and 

organizational problem solving. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Completed work meets project/ 

program objectives. Flexibility, adaptability, 

and decisiveness are exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Conducts activities on a segment of a task. Assists supervisor or other appropriate personnel .............. • Scope/Impact. 

• Applies standard rules, procedures, or operations to resolve routine problems ....................................... • Complexity/Difficulty. 

• Independently carries out routine tasks ...................................................................................................... • Independence. 

• Takes initiative in selecting and implementing appropriate procedures .................................................... • Creativity. 

Level II: 

• Plans and conducts administrative activities for projects ........................................................................... • Scope/Impact. 

• Develops, modifies, and/or applies rules, procedures, or operations to resolve problems of moderate 

complexity/difficulty.

• Complexity/Difficulty. 

• Independently plans and executes assignments; resolves problems and handles deviations .................. • Independence. 

• Identifies and adapts guidelines for new or unusual situations ................................................................. • Creativity. 

Level III: 

• Plans and conducts complex administrative activities ............................................................................... • Scope/Impact. 

• Develops rules, procedures, or operations for complex/difficult organizational tasks ............................... • Complexity/Difficulty. 

• Identifies issues and determines approaches and methods to accomplish tasks. Initiates effective actions and resolves related conflicts.• Independence. 

• Identifies issues requiring new procedures and develops appropriate guidelines ..................................... • Creativity. 

FACTOR 2: TEAMWORK/COOPERATION 

FACTOR DESCRIPTION: This factor 

describes/captures individual and 

organizational teamwork and cooperation. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Personal and organizational 

interactions exhibit and foster cooperation 

and teamwork. Flexibility, adaptability, and 

decisiveness are exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Works with others to accomplish routine tasks .......................................................................................... • Scope of Team Effort. 

• Contributes ideas on routine procedures. Interacts cooperatively with others .......................................... • Contribution to Team. 

• Regularly completes tasks in support of team goals ................................................................................. • Effectiveness. 

Level II: 

• Works with others to accomplish tasks ...................................................................................................... • Scope of Team Effort. 

• Resolves administrative problems; facilitates cooperative interactions with others ................................... • Contribution to Team. 

• Guides others and coordinates activities in support of team goals. Proactively functions as an integral 

part of the team.

• Effectiveness. 


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Level descriptors Discriminators 

Level III: 

• Works with others on complex issues/problems that may cross functional areas .................................... • Scope of Team Effort. 

• Applies expertise in resolving complex administrative issues. Promotes and maintains environment for 

cooperation/teamwork. Sets tone for internal/external cooperation.

• Contribution to Team. 

• Leads and guides others in formulating and executing plans in support of team goals ........................... • Effectiveness. 

FACTOR 3: CUSTOMER RELATIONS 

FACTOR DESCRIPTION: This factor 

describes/captures the effectiveness of 

personal and organizational interactions with 

customers (anyone to whom services or 

products are provided), both internal (within 

an assigned organization) and external 

(outside an assigned organization). 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Personal and organizational 

interactions enhance customer relations and 

actively promote rapport with customers. 

Flexibility, adaptability, and decisiveness are 

exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Assists customer support activities ............................................................................................................. • Breadth of Influence. 

• Meets routine customer needs ................................................................................................................... • Customer Needs. 

• Interacts with customers on routine issues within specific guidelines ....................................................... • Customer Interaction Level. 

Level II: 

• Guides the administrative efforts of individuals or team members as they interact with customers ......... • Breadth of Influence. 

• Independently interacts with customers to understand customer needs/expectations .............................. • Customer Needs. 

• Interacts independently with customers to communicate information and coordinate actions .................. • Customer Interaction Level. 

Level III: 

• Identifies, defines, and guides administrative efforts in support of customer interactions; coordinates 

and focuses activities to support multiple customers.

• Breadth of Influence. 

• Establishes customer alliances and translates needs to customer service ............................................... • Customer Needs. 

• Works independently with customers at all levels to define services and resolve non-routine problems • Customer Interaction Level. 

FACTOR 4: LEADERSHIP/SUPERVISION 

FACTOR DESCRIPTION: This factor 

describes/captures individual and 

organizational leadership and/or supervision. 

Recruits, develops, motivates, and retains 

quality team members in accordance with 

EEO/AA and Merit Principles. Takes timely/ 

appropriate personnel actions, communicates 

mission and organizational goals; by 

example, creates a positive, safe, and 

challenging work environment; distributes 

work and empowers team members. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Leadership and/or supervision 

effectively promotes commitment to mission 

accomplishment. Flexibility, adaptability, 

and decisiveness are exercised appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Takes initiative in accomplishing assigned tasks Asks for assistance as appropriate .............................. • Leadership Role. 

• Provides input in administrative/functional area ......................................................................................... • Breadth of Influence. 

• Seeks and takes advantage of developmental opportunities ..................................................................... • Mentoring and Employee Development. 

Level II: 

• Actively contributes as team member or leader; takes initiative to accomplish assigned projects ........... • Leadership Role. 

• Guides others in accomplishing projects .................................................................................................... • Breadth of Influence. 

• Identifies and pursues individual/team developmental opportunities ......................................................... • Mentoring and Employee Development. 

Level III: 

• Provides guidance to individuals/teams; resolves conflicts. Expertise solicited by others ........................ • Leadership Role. 

• Guides and accounts for results or activities of individuals, teams, or projects ........................................ • Breadth of Influence. 

• Promotes individual/team development; leads development of training programs for self and others ..... • Mentoring and Employee Development. 

FACTOR 5: COMMUNICATION 

FACTOR DESCRIPTION: This factor 

describes/captures the effectiveness of oral/ 

written communications. 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Communications are clear, concise, 

and at appropriate level. Flexibility, 

adaptability, and decisiveness are exercised 

appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 


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Level descriptors Discriminators 

Level I: 

• Communicates routine task/status results as required .............................................................................. • Level of Interaction (Audience). 

• Writes timely and accurate draft documentation ........................................................................................ • Written. 

• Explains status/results of assigned tasks ................................................................................................... • Oral. 

Level II: 

• Interprets and communicates administrative procedures within immediate organization .......................... • Level of Interaction (Audience). 

• Prepares, coordinates, and consolidates documents, reports, or briefings ............................................... • Written. 

• Communicates/presents internal administrative/functional procedures and tasks internally and externally.• Oral. 

Level III: 

• Develops and advises on administrative procedures and communicates them to all levels, both internally and externally.• Level of Interaction (Audience). 

• Prepares, reviews, and/or approves documents, reports, or briefings ...................................................... • Written. 

• Explains and/or communicates administrative/functional procedures at all levels .................................... • Oral. 

FACTOR 6: RESOURCE MANAGEMENT 

FACTOR DESCRIPTION: This factor 

describes/captures personal and 

organizational utilization of resources to 

accomplish the mission. (Resources include, 

but are not limited to, personal time, 

equipment and facilities, human resources, 

and funds.) 

EXPECTED PERFORMANCE CRITERIA 

(Applicable to all contributions at all levels): 

Work is timely, efficient, and of acceptable 

quality. Available resources are utilized 

effectively to accomplish mission. Flexibility, 

adaptability, and decisiveness are exercised 

appropriately. 

Descriptors indicate the type of 

contribution appropriate for the high end of 

each level. Descriptors are not to be used 

individually to assess contributions, but 

rather are to be taken as a group to derive a 

single evaluation of the factor. 

Level descriptors Discriminators 

Level I: 

• Uses assigned resources to accomplish tasks .......................................................................................... • Scope of Responsibility. 

• Plans individual time and assigned resources to accomplish tasks .......................................................... • Planning/Budgeting. 

• Effectively accomplishes assigned tasks .................................................................................................... • Execution/Efficiency. 

Level II: 

• Identifies and uses resources to accomplish projects ................................................................................ • Scope of Responsibility. 

• Plans resources to achieve project schedules ........................................................................................... • Planning/Budgeting. 

• Effectively accomplishes projects within established resource guidelines ................................................. • Execution/Efficiency. 

Level III: 

• Plans, acquires, and allocates resources to accomplish objectives .......................................................... • Scope of Responsibility. 

• Coordinates resources across projects ...................................................................................................... • Planning/Budgeting. 

• Optimizes resource utilization across projects ........................................................................................... • Execution/Efficiency. 

Appendix D: Intervention Model 

Intervention Expected effects Measures Data sources 

1. Compensation 

a. Pay banding ............................... Increased organizational flexibility Perceived flexibility ....................... Attitude survey. 

Reduced administrative workload, 

paper work reduction.

Actual/perceived time savings ...... Personnel office data, PME results, attitude survey. 

Advanced in-hire rates ................. Starting salaries of banded v. 

non-banded employees.

Workforce data. 

Slower pay progression at entry 

levels.

Progression of new hires over 

time by band, career path.

Workforce data. 

Increased pay potential ................ Mean salaries by band, group, 

demographics.

Workforce data. 

Total payroll costs ........................ Personnel office data. 

Increased satisfaction with advancement.Employee perceptions of advancement.Attitude survey. 

Increased pay satisfaction ............ Pay satisfaction, internal/external 

equity.

Attitude survey. 

Improved recruitment .................... Offer/acceptance ratios; Percent 

declinations.

Personnel office data. 

b. Conversion buy-in ...................... Employee acceptance .................. Employee perceptions of equity, 

fairness.

Attitude survey. 

Cost as a percent of payroll ......... Workforce data. 

c. Pay differentials/adjustments ..... Increased incentive to accept supervisory/team leader positions.Perceived motivational power ...... Attitude survey. 

2. Performance Management 

a. Cash awards/bonuses ............... Reward/motivate performance ..... Perceived motivational power ...... Attitude survey. 


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Intervention Expected effects Measures Data sources 

To support fair and appropriate 

distribution of awards.

Amount and number of awards by 

group, demographics.

Workforce data. 

Perceived fairness of awards ....... Attitude survey. 

Satisfaction with monetary awards Attitude survey. 

b. Performance based pay progression.Increased pay-performance link ... Perceived pay-performance link ... Attitude survey. 

Perceived fairness of ratings ........ Attitude survey. 

Improved performance feedback .. Satisfaction with ratings ................ Attitude survey. 

Employee trust in supervisors ...... Attitude survey. 

Adequacy of performance feedback.Attitude survey. 

Decreased turnover of high performers/Increased turnover of 

low performers.

Turnover by performance rating 

scores.

Workforce data. 

Differential pay progression of 

high/low performers.

Pay progression by performance 

scores, career path.

Workforce data. 

Alignment of organizational and 

individual performance objectives and results.

Linkage of performance objectives 

to strategic plans/goals.

Performance objectives, strategic 

plans. 

Increased employee involvement 

in performance planning and 

assessment.

Perceived involvement ................. Attitude survey/focus groups. 

Performance management ........... Personnel regulations. 

c. New appraisal process .............. Reduced administrative burden .... Employee and supervisor perceptions of revised procedures.Attitude survey. 

Improved communication ............. Perceived fairness of process ...... Focus groups. 

d. Performance development ......... Better communication of performance expectations.Feedback and coaching procedures used.Focus groups. 

Time, funds spent on training by 

demographics.

Personnel office data. 

Training records. 

Improved satisfaction and quality 

of workforce.

Perceived workforce quality ......... Attitude survey. 

3. ‘‘White Collar’’ Classification 

a. Improved classification systems 

with generic standards.

Reduction in amount of time and 

paperwork spent on classification.

Time spent on classification procedures.Personnel office data. 

Reduction of paperwork/number 

of personnel actions (classification/promotion). 

Personnel office data. 

Ease of use .................................. Managers’ perceptions of time 

savings, ease of use.

Attitude survey. 

b. Classification authority delegated to managers.Increased supervisory authority/ 

accountability.

Perceived authority ....................... Attitude survey. 

Decreased conflict between management and personnel staff.Number of classification disputes/ 

appeals pre/post.

Personnel records. 

Management satisfaction with 

service provided by personnel 

office.

Attitude survey. 

No negative impact on internal 

pay equity.

Internal pay equity ........................ Attitude survey. 

c. Dual career ladder ..................... Increased flexibility to assign employees.Assignment flexibility .................... Focus groups, surveys. 

Improved internal mobility ............ Perceived internal mobility ........... Attitude survey. 

Increased pay equity .................... Perceived pay equity .................... Attitude survey. 

Flatter organization ....................... Supervisory/non-supervisory ratios.Workforce data. 

Attitude survey. 

Improved quality of supervisory 

staff.

Employee perceptions of quality 

or supervisory.

Attitude survey. 

4. Modified RIF 

Minimize loss of high performing 

employees with needed skills.

Separated employees by demographics, performance scores.Workforce data. 

Attitude survey/focus group. 

Contain cost and disruption .......... Satisfaction with RIF Process ...... Attitude survey/focus group. 

Cost comparison of traditional vs. 

Modified RIF.

Personnel office/budget Data. 

Time to conduct RIF—personnel 

office data.

Personnel office data. 


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Intervention Expected effects Measures Data sources 

Number of Appeals/reinstatements.Personnel office data. 

5. Hiring Authority 

a. Delegated Examining ................ Improved ease and timeliness of 

hiring process.

Perceived flexibility in authority to 

hire.

Attitude survey. 

Improved recruitment of employees in shortage categories.Offer/accept ratios ........................ Personnel office data. 

Percent declinations ..................... Personnel office data. 

Timeliness of job offers ................ Personnel office data. 

GPAs of new hires, educational 

levels.

Personnel office data. 

Reduced administrative workload/ 

paperwork reduction.

Actual/perceived skills .................. Attitude survey. 

b. Term Appointment Authority ...... Increased capability to expand 

and contract workforce.

Number/percentage of conversions from modified term to permanent appointments.Workforce data. 

Personnel office data. 

c. Flexible Probationary Period ...... Expanded employee assessment Average conversion period to permanent status.Workforce data. 

Personnel office data. 

Number/percentage of employees 

completing probationary period.

Workforce data. 

Personnel office data. 

Number of separations during 

probationary period.

Workforce data. 

Personnel office data. 

d. Distinguish Scholastic Achievement Appointment.Improved ease and timeliness of 

hiring process.

Perceived flexibility in authority to 

hire.

Attitude survey. 

Improved recruitment of employees in shortage categories.Offer/accept ratios ........................ Personnel office data. 

Percent declinations ..................... Personnel office data. 

Timeliness of job offers ................ Personnel office data. 

GPAs of new hires, educational 

levels.

Personnel office data. 

Reduced administrative workload/ 

paperwork reduction.

Actual/perceived skills .................. Attitude survey. 

6. Expanded Development Opportunities 

a. Sabbaticals ................................ Expanded range of professional 

growth and development.

Number and type of opportunities 

taken.

Workforce data. 

Application of enhanced knowledge and skills to work product.Employee and supervisor perceptions.Attitude survey. 

b. Critical Skills Training ................ Improved organizational effectiveness.Number and type of training ......... Personnel office data. 

Placement of employees, skills 

imbalances corrected.

Personnel office data. 

Employee and supervisor perceptions.Attitude survey. 

Application of knowledge gained 

from training.

Attitude survey/focus group. 

7. Combination Of All Interventions 

All ................................................... Improved organizational effectiveness.Combination of personnel measures.All data sources. 

Improved management of workforce.Employee/Management job satisfaction (intrinsic/extrinsic).Attitude survey. 

Improved planning ........................ Planning procedures ..................... Strategic planning documents. 

Perceived effectiveness of planning procedures.Attitude survey. 

Improved cross functional coordination.Actual/perceived coordination ...... Organizational charts. 

Increased product success ........... Customer satisfaction ................... Customer satisfaction surveys. 

Cost of innovation ......................... Project training/development costs 

(staff salaries, contract cost, 

training hours per employee).

Demo project office records. 

Contract documents. 


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Intervention Expected effects Measures Data sources 

8. Context 

Regionalization .............................. Reduced servicing ratios/costs ..... HR servicing ratios ....................... Personnel office data, workforce 

data. 

Average cost per employee 

served.

Personnel office data, workforce 

data. 

No negative impact on service 

quality.

Service quality, timeliness ............ Attitude survey/focus groups. 

[FR Doc. 2011–4932 Filed 3–4–11; 8:45 am] 

BILLING CODE 5001–06–P 


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