11646 Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices

OFFICE OF PERSONNEL

MANAGEMENT

Proposed Laboratory Personnel

Management Demonstration Project;

Department of the Army, U. S. Army

Research Laboratory, Adelphi, MD

AGENCY: Office of Personnel

Management.

ACTION: Notice of Intent to Implement

Demonstration Project.

SUMMARY: Title VI of the Civil Service

Reform Act, 5 U.S.C. 4703, authorizes

the Office of Personnel Management

(OPM) to conduct demonstration

projects that experiment with new and

different personnel management

concepts to determine whether such

changes in personnel policy or

procedures would result in improved

Federal personnel management.

Public Law 103–337, October 5, 1994,

permits the Department of Defense

(DOD), with the approval of OPM, to

carry out personnel demonstration

projects at DOD Science and

Technology (S&T) reinvention

laboratories. These projects are to be

similar to the demonstration project at

China Lake. The Army is proposing a

demonstration project initially to cover

five of its S&T reinvention laboratories.

Each of the laboratories vary in their

approaches to classification and

compensation, performance

management, and reduction in force.

This proposal is for the U.S. Army

Research Laboratory (ARL).

DATES: To be considered, written

comments must be submitted on or

before May 20, 1997; public hearings

will be scheduled as follows:

1. Thursday, April 17, 1997, at 10:00

a.m., in Adelphi, Maryland.

2. Friday, April 18, 1997, at 10:00 a.m.,

in Aberdeen Proving Ground,

Maryland.

At the time of the hearings, interested

persons or organizations may present

their written or oral comments on the

proposed demonstration project. The

hearings will be informal. However,

anyone wishing to testify should contact

the person listed under FOR FURTHER

INFORMATION CONTACT, and state the

hearing location, so that OPM can plan

the hearings and provide sufficient time

for all interested persons and

organizations to be heard. Priority will

be given to those on the schedule, with

others speaking in any remaining

available time. Each speaker’s

presentation will be limited to ten

minutes. Written comments may be

submitted to supplement oral testimony

during the public comment period.

ADDRESSES: Comments may be mailed to

Fidelma A. Donahue, U. S. Office of

Personnel Management, 1900 E Street,

NW, Room 7460, Washington, DC

20415; public hearings will be held at

the following locations:

1. Adelphi—U.S. Army Research

Laboratory, Building 205

Auditorium, 2800 Powder Mill

Road, Adelphi, Maryland.

2. Aberdeen Proving Ground—Post

Theatre, Aberdeen Boulevard &

Frankford Road, Building 3245,

Aberdeen Proving Ground,

Maryland.

FOR FURTHER INFORMATION CONTACT: (1)

on proposed demonstration project: Mr.

Jack R. Wilson, II, U.S. Army Research

Laboratory Building 202, 2800 Powder

Mill Road, Adelphi, MD 20783–1197,

301–394–1105; (2) on proposed

demonstration project and public

hearings: Fidelma A. Donahue, U.S.

Office of Personnel Management, 1900 E

Street, NW, Room 7460, Washington,

DC 20415, 202–606–1138.

SUPPLEMENTARY INFORMATION: Since

1966, at least 19 studies of Department

of Defense (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. The proposed project

involves simplified job classification,

broadbanding, a pay for performance

(PFP) system, enhanced hiring

flexibilities, modified reduction in force

(RIF) procedures and expanded

development opportunities.

Office of Personnel Management.

James B. King,

Director.

Table of Contents

I. Executive Summary

II. Introduction

A. Purpose

B. Problems with the Present System

C. Changes Required/Expected Benefits

D. Participating Organizations

E. Participating Employees and Union

Representation

F. Project Design

G. Experimentation and Revision

III. Personnel System Changes

A. Broadbanding

B. Classification

C. Pay for Performance (PFP)

D. Hiring and Appointment Authorities

E. Internal Placements and Pay Setting

F. Employee Development

G. Reduction in Force (RIF)

H. Grievances and Disciplinary Actions

IV. Implementation Training

V. Conversion

VI. Project Duration

VII. Evaluation Plan

VIII. Demonstration Project Costs

IX. Required Waivers to Law and Regulation

Appendix A—ARL Employee Duty Locations

Appendix B—Occupational Series by

Occupational Family

Appendix C—Demographics and Union

Representation

Appendix D—Performance Management

Forms

Appendix E—Project Evaluation

I. Executive Summary

The proposed project was designed by

the Army Research Laboratory with

participation and review by the

Department of Defense (DOD) and the

Office of Personnel Management (OPM).

The purpose of the project is to achieve

the best workforce for the laboratory

mission, adjust the workforce for

change, and improve workforce quality.

The project framework addresses all

aspects of the human resources life

cycle model. There are six major areas

of change: (a) Enhanced hiring

flexibilities; (b) broadbanding; (c)

automated classification, (d) a pay for

performance system, (e) modified

reduction in force procedures and (f)

expanded developmental opportunities.

ARL managers will exercise cost

discipline in the development and

execution of this project, which will be

tied to in-house costs and consistent

with the Department of the Army (DA)

plan to downsize laboratories. ARL will

manage and control its personnel costs

to remain within established in-house

budgets. An in-house budget is a

compilation of costs of the many diverse

components required to fund the day-today operations of a laboratory. These

components generally include pay of

people (labor, benefits, overtime,

awards), training, travel, supplies, noncapital equipment, and other costs

depending on the specific function of

the activity.

Extensive evaluation of the project

will be performed by OPM, OSD, and

Department of the Army. The Army has

programmed a decision point 5 years

into the project for continuance,

modification, or rejection of the

demonstration initiatives.

This plan represents a general

description of the major interventions

proposed for the demonstration project.

Specific procedures and regulations will

provide details on how the personnel

demonstration project will be

implemented.

II. Introduction

A. Purpose

The purpose of the project is to

demonstrate that the effectiveness of

Department of Defense (DOD)

laboratories can be enhanced by

allowing greater managerial control over

personnel functions and, at the same
Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices 11647

time, expanding the opportunities

available to employees through a more

responsive and flexible personnel

system. The quality of DOD laboratories,

their people, and products have been

under intense scrutiny in recent years.

The perceived deterioration of quality is

believed to be due, in substantial part,

to the erosion of control which line

managers have over their human

resources. This demonstration project,

in its entirety, attempts to provide

managers, at the lowest practical level,

the authority, control, and flexibility

needed to achieve a quality laboratory

and quality products through an

improved personnel management

system.

B. Problems With the Present System

The ARL mission is to execute

fundamental and applied research to

provide the Army the key technologies

and analytical support necessary to

assure supremacy in future land

warfare. The ARL vision is a laboratory

preeminent in key areas of science,

engineering, and analysis relevant to

land warfare; a staff widely recognized

as outstanding; a laboratory seen by

Army users as essential to their

missions; and an intellectual crossroads

for the technical community. ARL

products contribute to the readiness of

U.S. forces. To achieve this vision, ARL

must hire and retain enthusiastic,

innovative, highly-educated scientists

and engineers to meet mission needs;

also required is the ability to hire and

retain dynamic, committed technical,

clerical and administrative support

personnel.

ARL finds the current Federal

personnel system to be cumbersome,

confusing, and unable to provide the

flexibility necessary to respond to the

current mandates of downsizing,

restructuring, and possible closure

while trying to maintain a high level of

mission excellence. The present

system—a patchwork of laws,

regulations, and policies—often inhibits

rather than supports the goals of

developing, recognizing, and retaining

the employees needed to realign the

organization with its changing fiscal and

production requirements.

The current Civil Service General

Schedule (GS) system has 15 grades

with 10 levels each and involves

lengthy, narrative, individual position

descriptions, which have to be classified

by complex, OPM-mandated position

classification standards. Because these

standards have to meet the needs of the

entire federal government, they are

frequently obsolete and often not

relevant to the needs of ARL.

Distinctions between levels are often not

meaningful. Currently, standards do not

provide for a clear progression beyond

the full performance level, especially for

scientific/engineering occupations

where career progression through

technical as well as managerial

occupational families is important.

Performance management systems

require additional emphasis on

continuous, career-long development in

a work environment characterized by an

ever-increasing rate of change. Since

past performance and/or longevity are

the factors on which pay raises are

currently assessed, there is often no

positive correlation between

compensation and performance

contributions nor value to the

organization. These limited criteria do

not take into account the future needs

of the organization nor other culturally

relevant criteria which an organization

may wish to use as incentives.

Finally, current rules on training,

retraining and otherwise developing

employee competencies make it difficult

to correct skills imbalances and to

prepare current employees for new lines

of work to meet changing mission

needs.

C. Changes Required/Expected Benefits

The proposed demonstration project

responds to problems in the

classification system with a

broadbanding classification system for

GS employees; to problems in the

current performance management

system with a pay for performance

system; to problems associated with

downsizing with slightly modified

reduction in force processes; and to

problems of skills imbalances and

rapidly changing missions with an

enhanced developmental opportunities

program.

D. Participating Organizations

The Army Research Laboratory (ARL)

Director is located in Adelphi,

Maryland. ARL employees assigned to

the various laboratory directorates work

at the locations shown in Appendix A.

E. Participating Employees and Union

Representation

In determining the scope of the

demonstration project, primary

considerations were given to the

number and diversity of occupations

within the laboratory and the need for

adequate development and testing of the

Pay for Performance (PFP) System.

Additionally, current DOD human

resource management design goals and

priorities for the entire civilian

workforce were considered. While the

intent of this project is to provide the

Laboratory Director with increased

control and accountability for the total

workforce, the decision was made to

initially restrict development efforts to

General Schedule (GS/GM) positions.

To this end, the project will cover all

ARL civilian employees under title 5,

United States Code except members of

the Senior Executive Service (SES),

employees classified in the Scientific

and Professional (ST) pay plan, and

Federal Wage System (FWS) employees.

A decision point has been programmed

for the end of two and one half years of

the demonstration project to expand

coverage to include FWS. In the event

of expansion to FWS employees, full

approval of the expansion plan will be

obtained from the Department of the

Army, DOD, and OPM. Civilian

Intelligence Personnel Management

System (CIPMS) employees covered by

Title X will be included for performance

appraisal purposes only. They will not

be eligible for performance payouts

because they are not contributing funds

to the pay pools. Performance awards

for CIPMS employees will follow the

procedures currently in place.

Department of the Army and Major

Subordinate Command centrally-funded

interns are covered by the plan except

for reduction in force (RIF) purposes.

They will compete in a separate

competitive area in the event of RIF.

The series to be included in the project

are identified in Appendix B.

The American Federation of

Government Employees (AFGE), the

National Federation of Federal

Employees (NFFE), the International

Association of Machinists and

Aerospace Workers (IAM/AW), and the

Fraternal Order of Police (FOP)

represent many ARL employees. The

laboratory continues to fulfill its

obligation to consult or negotiate with

the unions who represent both

professional and nonprofessional

employees in accordance with 5 U.S.C.

4703(f) and 7117. Union representatives

have been separately notified about the

project. Of the more than 2600

employees assigned to the laboratory,

approximately 600 are represented by

labor unions.

F. Project Design

In December 1993, the ARL Director

decided the laboratory needed a

personnel system more like the

personnel demonstration project then in

effect at the National Institute for

Science and Technology (NIST). A

preliminary plan patterned after the

NIST Personnel Demonstration Plan was

developed and shared with the

Commanding General, Army Materiel

Command and the Deputy Assistant

Secretary of the Army for Research and
11648 Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices

Technology where it received

conceptual approval. The ARL

Personnel Demonstration Project Office

was then created and became the focal

point for subsequent development

efforts. In October 1994, the concept

was briefed to representatives of DOD

and other federal agencies. In November

1994 an Army Personnel Demonstration

Team was formed with ARL designated

as the lead. The team’s charter was to

develop the Army’s Personnel

Demonstration Concept Plan. In

December 1994, this plan was approved

by the Secretary of the Army.

In January 1995, ARL established a

management structure designed to

oversee the development of the

demonstration proposal and to

incorporate the workforce in the design

efforts. This was accomplished by

appointing an Executive Steering

Committee, establishing a Staff

Members Committee and discussing the

project with unions. For most of 1995

various revisions were made to the ARL

plan, many of which resulted from

further DA and OSD staffing and

coordination. In the Spring of 1996, the

plan was ready for joint DOD and OPM

review, which resulted in additional

refinements. During this time, feedback

was provided to ARL employees,

through town hall meetings, electronic

mail messages and memoranda, union

briefings, and peer group review of draft

implementing documents. The opinions

and comments of the workforce have

had a significant impact in the overall

design of the demonstration project.

G. Experimentation and Revision

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. ARL will

make minor modifications without

further notice; major changes will be

published in the Federal Register.

III. Personnel System Changes

A. Broadbanding

The ARL demonstration project will

use a broadbanding approach to

compensation and classification. Such

an approach overcomes some of the

problems experienced with the current

system. A broadbanding system will

simplify the classification system by

reducing the number of distinctions

between levels of work which will

facilitate delegating classification

authority and responsibility to line

managers.

The proposed broadbanding scheme

will replace the current General

Schedule (GS) grading structure. The

broadband levels are designed to

enhance pay progression and to allow

for more competitive recruitment of

quality candidates at differing rates

within the appropriate pay band

level(s). Competitive promotions will be

less frequent and movement through the

pay bands will be a more seamless

process than today’s procedure. Like the

broadbanding systems used at China

Lake and NIST, advancement within

each pay band is based upon

performance.

Occupations at ARL have been

grouped into four occupational families

according to similarities in type of work

and customary requirements for formal

training or credentials. The common

patterns of advancement within the

occupations as practiced at ARL and in

the private sector were also considered.

The current occupations and grades

have been examined, and their

characteristics and distribution were

used to develop the four occupational

families described below:

1. Engineers and Scientists. This path

includes all technical professional

positions, such as engineers, physicists,

chemists, psychologists, metallurgists,

mathematicians, and computer

scientists. Ordinarily, specific course

work or educational degrees are

required for these occupations. (Pay

Plan DB)

2. E&S Technicians. This path

consists of positions that directly

support the various scientific and

engineering activities of the laboratory.

Employees in these positions are not

required to have college course work.

However, practical, quasi-professional

training and skills in the various aspects

of electronic, electrical, mechanical,

chemical or computer engineering are

generally required. (Pay Plan DE)

3. Administrative. This occupational

family contains specialized functions in

such fields as finance, procurement,

personnel, public information,

computing, supply, library science, and

management analysis. Special skills in

specific administrative fields or special

degrees are normally required. (Pay Plan

DJ)

4. General Support. This occupational

family is composed of positions for

which minimal formal education is

needed, but for which special skills,

such as office automation, typing, or

shorthand may be required. Clerical

work usually involves the processing

and maintenance of records. Assistant

work requires knowledge of methods

and procedures within a specific

administrative area. Other support

functions include the work of

secretaries, guards, and mail clerks. (Pay

Plan DK)

Each occupational family will be

composed of discrete pay bands (levels)

corresponding to recognized

advancement within the occupations.

These pay bands will replace grades.

They will not be the same for all

occupational families. Each

occupational family will be divided into

three to five pay bands, each pay band

covering the same pay range now

covered by one or more GS grades. A

salary overlap, similar to the current

overlap between GS grades, will be

maintained. The salary range of each

band begins with step 1 of the lowest

grade in that band and ends with step

10 of the highest grade in the band.

The specific grouping of GS grades

into a particular pay band was based on

a careful examination of grade levels

that have proven difficult for managers,

employees and classifiers to distinguish;

current performance levels within

occupations; and traditional laboratory

training and career development

practices.

The proposed pay bands for the

occupational families and how they

relate to the current GS framework are

shown in Figure 1.

BILLING CODE 6325–01–P
Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices 11649

BILLING CODE 6325–01–C

Administrative Pay Band III includes

two full performance levels because not

all work assignments in band III will

support movement to the top of the

band. Positions that typically support

the higher salaries perform nonsupervisory work associated with

formulating programs and policies with

laboratory-wide scope and impact.

Other positions perform supervision of

operating level programs in one or more

administrative fields. In order to move

beyond the equivalent of the GS–12

Step 10 salary, duty and work

assignments must satisfy the highest

level of the criteria in the classification

standard for this pay band.

Employees will be converted into the

occupational family and pay band

which correspond to their GS/GM series

and grade. Each employee is assured an

initial place in the system without loss

of pay. As the rates of the General

Schedule are increased due to general

pay increases, the minimum and

maximum salaries of the pay band

levels will also move up. All employees

will receive the general pay increases

given in January of each year. In

addition, all employees will be eligible

for future locality pay increases of their

geographic area. (See Section III.E.4. for

special provisions for employees in

special rate categories.) Employees can

receive additional pay increases based

on their evaluations under the Pay for

Performance Management System. Since

pay progression through the pay bands

is based on performance, there will be

no scheduled Within-Grade Increases

(WGIs) or Quality Step Increases (QSIs)

for employees once the broadbanding

system is in place.

There are several advantages to

broadbanding. It is simpler, less time

consuming, and less costly to maintain.

In addition, such a system is more easily

understood by managers and employees,

is easily delegated to managers,

coincides with recognized occupational

families, and complements the other

personnel management aspects of the

demonstration project.

The ARL broadbanding plan expands

the broadbanding concept used at China

Lake and NIST by creating Pay Band V

of the Engineers and Scientists

occupational family. This pay band is

designed for senior technical managers

and senior scientists/engineers.

Current OPM guidelines covering the

Senior Executive System and Scientific

and Professional (ST) positions do not

fully meet the needs of ARL. The SES

designation is appropriate for executive

level managerial positions whose

classification exceeds the GS-15 grade

level. The primary knowledges and

abilities of SES positions relate to

supervisory and managerial

responsibilities. Positions classified as

ST are designed for bench research

scientists and engineers. OPM

guidelines state that the duties and

responsibilities of ST positions must not

include any managerial or supervisory

responsibility.

ARL currently has many division

chief positions that have characteristics

of both SES and ST classifications. Most

division chiefs in ARL are responsible

for supervising other GS–15 positions,

including branch chiefs, nonsupervisory researcher engineers and

scientists and in some cases ST

positions. Most division chief positions

are classified at the GS–15 level, but

some have been established at the SES

level. ARL management considers the

primary requirement for division chiefs

to be knowledge of and expertise in the

specific scientific and technology areas

related to the mission of their divisions.

The ability to manage, while important,

is considered secondary. Historically,

these positions have been filled by

employees who possess primarily

scientific/engineering credentials and

who are considered experts in their field

by the scientific community. While it is

clear these positions warrant

classification beyond the GS–15 level,

attempts to classify most of the

positions as SES have been difficult

because the size of the divisions and

their location in the organization are not

competitive with other SES level

positions. Classification of the positions

as ST is also not an option because the

supervisory responsibilities inherent in

division chief positions cannot be

ignored.

As preeminent scientists and

engineers, incumbents of ST positions

are responsible for specific research and

development efforts that are continuing

and long range, generally requiring the

efforts of a team. These ST positions

usually serve as team leaders which

means there is some responsibility for

assigning work, coordinating results,

and redirecting efforts. It is

administratively convenient for these

research team leaders to also participate

in performance management. The

restriction of including supervisory

authorities in ST jobs has forced ARL to

exclude any mention of the team leader

responsibilities in these position

descriptions for fear that they will be

interpreted as characteristic of SES
11650 Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices

rather than ST positions. Consequently,

ARL has some positions that do not

strictly conform to OPM definitions of

either the SES or ST.

The purpose of Pay Band V is to

overcome the difficulties identified

above by creating a category for two

types of positions—the senior technical

manager (with full supervisory

authority) and the senior scientist/

engineer (less than full supervisory

authority). Current GS–15 division

chiefs will convert into the

demonstration project at Pay Band IV.

After conversion they will be reviewed

against established criteria to determine

if they should be reclassified to Pay

Band V. Other positions possibly

meeting criteria for classification to Pay

Band V will be reviewed on a case by

case basis. The proposed salary range is

the same as currently exists for ST

positions (minimum of 120% of the

minimum rate of basic pay for GS–15

with a maximum of the basic rate of pay

established for level IV of the Executive

Schedule). Vacant positions in Pay Band

V will be competitively filled to ensure

that selections are made from among the

world’s preeminent researchers and

technical leaders in the specialty fields.

ARL will capitalize on the efficiencies

that can accrue from central recruiting

by continuing to use the expertise of the

Army Materiel Command SES Office as

the recruitment agent. Panels will be

created to assist in filling Pay Band V

positions. Panel members will be

selected from a pool of current ARL SES

members, ST employees and those in

Pay Band V, and an equal number of

individuals of equivalent stature from

outside the laboratory to ensure

impartiality, breadth of technical

expertise, and a rigorous and

demanding review. The panel will

apply criteria developed largely from

the current OPM Research Grade

Evaluation Guide for positions

exceeding the GS–15 level. The same

procedure will be used for evaluating

senior technical manager positions

except the rating criteria will be

adjusted to account for the differences

in the positions, such as greater

emphasis on technical program

management and supervisory abilities.

The final component of Pay Band V

is the management of all Pay Band V

assets. Specifically, this includes

authority to classify, create, or abolish

positions as circumstances warrant;

recruit and reassign employees in this

pay band; set pay and to have their

performance appraised under this

project’s Pay for Performance System.

This authority will be executed within

parameters to be established at the DA

level, to include controls on the

numbers of Pay Band V positions and

recruitment/promotion criteria. The

specific details regarding the control

and management of Pay Band V assets

will be included in the demonstration’s

operating procedures. The laboratory

wants to demonstrate increased

effectiveness by gaining greater

managerial control and authority,

consistent with merit, affirmative

action, and equal employment

opportunity principles.

B. Classification

1. Occupational Series

The present General Schedule

classification system has 434

occupational series which are divided

into 22 occupational families. ARL

currently has positions in 119 series

which fall into 20 families. The

occupational series, which frequently

provide well-recognized disciplines

with which employees wish to be

identified, will be maintained. This will

facilitate movement of personnel into

and out of the proposed demonstration

project. New series, established by

OPM, may be added as needed to reflect

new occupations in the workforce.

2. Classification Standards

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

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 standards for the purpose of

occupational family and pay band

determinations. The objective is to

record the essential criteria for each pay

band within each occupational family

by stating the characteristics of the

work, the responsibilities of the

position, and the knowledges, skills,

and abilities required. ARL will

continue its current practice of using

peer reviews to facilitate the

classification process and in some cases

will expand its use to meet the needs of

the laboratory.

3. Classification Authority

The Director, ARL will have delegated

classification authority and may, in

turn, redelegate this authority to

subordinate management levels, and

ultimately to the lowest level of full

supervision in each organizational

segment. Personnel specialists will

provide ongoing consultation and

guidance to managers and supervisors

throughout the classification process.

4. Position Descriptions

Under the proposed classification

system, a new position description will

replace the current DA Form 374,

Department of the Army Job

Description. The classification standard

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. Laboratory

supervisors will follow a computerassisted process to produce position

descriptions. The objectives in

developing the new descriptions are to:

(1) Simplify the descriptions and the

preparation process through

automation; (2) minimize the amount of

writing and time required to create new

position descriptions; and (3) make the

position descriptions more useful and

accurate tools for other functions of

personnel management, such as

recruitment, reduction in force,

performance assessment, and employee

development. Because there is little

writing required in the automated

system, supervisory writing style and

ability as a hidden consideration in

position classification are eliminated.

5. Specialty Work Codes

Specialty work codes will be used to

further differentiate types of work and

the skills and knowledges required for

particular positions within an

occupational family and pay band. Each

code represents a specialization or type

of work within the occupation.

Supervisors will select appropriate

specialty work codes to describe the

work of each employee through the

automated classification process.

6. Automated Classification Process

Writing the position description is

accomplished by completion of the

following steps using an automated

system.

(a) The supervisor enters, by typing

free-form, the organizational location

and the employees name. From the

menu, the supervisor selects the

appropriate occupational series and

title, occupational family, and pay band

corresponding to the level of duties and

responsibilities desired. The user will

then select whether the position is a

non-supervisor, team leader or

supervisor,

(b) The supervisor enters a brief

description of the primary purpose of

the position by typing free-form at the

appropriate point. From a menu, the

supervisor will choose statements

pertaining to operation of a motor

vehicle; any unusual physical and travel
Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices 11651

requirements; required financial

disclosure statements; and the position’s

sensitivity. The system will produce

standardized statements of supervisory

or team leader duties and

responsibilities. The system will also

produce a statement pertaining to

positive education requirements, or

their equivalencies, based on the

occupational series selected.

(c) From a menu, the supervisor

selects up to three specialty work codes

which are appropriate to the job. The

specialty work codes are subsets of the

disciplines and describe particular skills

and knowledges related to the kinds of

work performed at ARL.

(d) The supervisor has the option of

providing additional position

information by typing free-form at an

appropriate point at the end of the

document. This area is to be used when

the information addressed by the

purpose of the position, specialty work

codes, and functional classification

codes are not completely adequate. The

information will be used primarily to

supplement skill and knowledge

requirements and to refine competitive

level decisions.

7. Fair Labor Standards Act (FLSA)

Fair Labor Standards Act exemption

and nonexemption determinations will

be made consistent with criteria found

in 5 CFR (Code of Federal Regulations)

part 551. All employees are covered by

the FLSA unless they meet the criteria

for exemption. The duties and

responsibilities outlined in the

classification standards for each pay

band will be compared to the FLSA

criteria and the tentative conclusions

programmed into the automated

classification system so that the system

will be able to generate the FLSA

coverage based upon the user’s selection

of occupational family, pay band, and

supervisory responsibility.

As a general rule, the FLSA status can

be matched to occupational family and

pay band. For example, positions

classified in Pay Band I of any

occupational family are typically

nonexempt, meaning they are covered

by the overtime entitlements prescribed

by the FLSA. An exception to this

guideline includes supervisors/

managers who meet the definitions

outlined in the OPM General Schedule

Supervisory Guide and who spend 80%

or more of the work week on

supervisory duties. Therefore,

supervisors/managers in any of the pay

bands who meet the foregoing criteria

are exempt from the FLSA.

The generic position descriptions will

not be the sole basis for the FLSA

determination. Each position will be

evaluated on a case-by-case basis by

comparing the duties and

responsibilities assigned, the

classification standards for each pay

band, and the 5 CFR part 551 FLSA

criteria. The final review of the FLSA

status will be made by the Civilian

Personnel Operations Center (CPOC)

based upon the above-mentioned

material and any supplemental

information such as that contained in

established performance objectives.

The automated classification system

will annotate the position description

with a preliminary FLSA determination

in accordance with Figure 2 below.

BILLING CODE 6325–01–P

BILLING CODE 6325–01–C

8. Classification Appeals

An employee may appeal the

occupational family, occupational

series, or pay band of his or her position

at any time. The employee may

accomplish this by exercising any of the

following options: (a) The employee

must formally raise the areas of concern

to supervisors in the immediate chain of

command, either verbally or in writing,

(b) If the employee is not satisfied with

the supervisory response, the employee

may appeal to the appellate level within

DOD or may appeal directly to OPM, (c)

If the employee elects to first appeal to

DOD but is not satisfied with this

response, he/she may appeal to the

Office of Personnel Management.

Appellate decisions from OPM are final.

The evaluation of a classification

appeal is based on the ARL Personnel

Demonstration Project Classification

Standards.

C. Pay for Performance

1. Overview

The purpose of the Pay For

Performance (PFP) System is to provide

an effective, efficient, and flexible

method for assessing, compensating,

and managing the laboratory workforce.

It is essential for the development of a

highly productive workforce and to

provide management, at the lowest

practical level, the authority, control,

and flexibility needed to achieve a

quality laboratory and quality products.

PFP allows for more employee

involvement in the assessment process,

increases communication between

supervisor and employee, promotes a

clear accountability of performance,

facilitates employee career progression,

provides an understandable basis for

salary changes, and delinks awards from

the annual performance appraisal

process. The funds previously allocated

for performance-based awards will be

reserved for distribution under a

separate laboratory awards program.

PFP creates a method to more directly

link pay and performance. The system

combines goal setting, tied to corporate

objectives, with a letter grading system.

The performance evaluations made

under the demonstration project will

ensure that top performers receive pay

increases commensurate with their

achievements. The PFP System uses a
11652 Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices

four level summary pattern (Pattern E)

under 5 CFR 430.208(d) where a rating

of C is equivalent to fully successful.

Employees within the laboratory will

be placed into pay pools. Base pay

adjustment decisions (i.e., decisions

regarding the amounts of salary

increase) are based on the relationship

between performance ratings and

present salaries. The maximum base pay

rate under this demonstration project

will be the unadjusted base pay rate of

GS–15/Step 10, except for employees in

Pay Band V of the E&S Occupational

Family. In this case, the maximum rate

of base pay will be the basic rate of pay

for level IV of the Executive Schedule.

Cost discipline is assured within each

pay pool by limiting the total base pay

increases to the funds available in the

base pay fund in the pay pool, based on

what would have been available in the

General Schedule system from withingrade increases, quality step increases

and within-band promotions. The ARL

Director may adjust the amount of funds

assigned to each pay pool as necessary

to ensure equity and to meet unusual

circumstances. No changes will be made

to locality pay under the demonstration

project and all employees continue to

receive general pay increases.

The PFP system being proposed

differs from the current system in that

all the supervisors in a pay pool will

meet to reconcile the scores given to

each employee in the pay pool, with the

purpose being to reach consensus on the

type of achievements that warrant

particular scores. After this

reconciliation process is completed,

final letter grades are assigned and

payout proceeds according to each

employee’s final letter rating, score, and

current salary.

The PFP System eliminates withingrade increases, quality step increases,

in band promotions and awards, and

replaces them with pay for performance

payouts described above. Other awards

such as special acts will continue to be

awarded. The new system also provides

the ability to give bonuses to employees

who are at the top of the range in their

pay band. Bonuses differ from pay

increases in that they are not added to

base salary but rather are given as a

lump sum payment.

Interns in recognized DA career

programs will be appraised semiannually until they complete their

internships. The second appraisal in

each annual cycle will be considered

the rating of record.

2. The PFP Assessment Process

At the beginning of the assessment

cycle, the employee and rater will

collaborate on the development of the

employee’s performance objectives,

designation of the performance elements

and which of these elements are critical,

and their associated weights. An

objective is defined as a statement of

specific job responsibilities expected of

the employee during the rating period.

These are to be based on the work unit’s

mission and goals and should be

consistent with the employee’s job

description. Performance objectives may

be modified and/or changed as

appropriate during the rating cycle. As

a general rule, performance objectives

should only be changed when

circumstances outside the employee’s

control prevent or hamper the

accomplishment of the original

objectives. It is also appropriate to

change objectives when mission or

workload changes occur. Performance

objectives will be tailored to each

individual employee. Use of generic one

size fits all objectives will be avoided.

The supervisor and employee will

discuss the performance objectives,

which elements are critical, and what

weight each carries in an attempt to

reach agreement whenever possible.

Disagreements will be handled through

the normal chain of command.

Management retains the right to

establish objectives, identify which

elements are critical, and their relative

weights. Employees retain their right to

grieve any element they believe is

inappropriate through Alternative

Dispute Resolution processes or

grievance procedures. It is encouraged

that disagreements be resolved at the

beginning of the appraisal period.

How well work objectives are

performed will be measured by a series

of weighted performance elements.

Performance elements are defined as

generic critical attributes of job

performance that are of sufficient

importance that performance below the

minimum standard requires remedial

action and may be the basis for

removing the employee from the

position. Specific information on the

interrelationships between objectives

and elements will be included in the

implementing procedures for this plan.

Eight elements have been developed

for evaluating the yearly performance of

all laboratory personnel covered by this

initiative: Technical Competence,

Cooperation, Communication,

Management of Time and Resources,

Customer Relations, Technology

Transition, Management/Leadership,

and Supervision/EEO.

All employees will be rated against

the first five performance elements.

Element 6 is optional and is intended

for those positions involving technology

transition. Element 7 is optional and is

intended for non-supervisory team

leaders or program managers. Elements

7 and 8 are required for all supervisory

positions. These eight elements are

described below.

(1) Technical Competence. Exhibits

and maintains current technical

knowledge, skills, and abilities to

produce timely and quality work with

the appropriate level of supervision.

Makes prompt, technically sound

decisions and recommendations that

add value to mission priorities and

needs. For appropriate occupational

families, seeks and accepts

developmental and/or special

assignments. Adaptive to technological/

organizational change. (Weight range: 15

to 50)

(2) Cooperation. Accepts personal

responsibility for assigned tasks.

Considerate of others views and open to

compromise on areas of difference.

Exercises tact and diplomacy and

maintains effective relationships,

particularly in immediate work

environment and teaming situations.

Readily/willingly gives assistance.

Shows appropriate respect and courtesy.

(Weight Range: 5 to 25)

(3) Communication. Provides or

exchanges oral/written ideas and

information in a manner that is timely,

accurate and easily understood. Listens

effectively so that resultant actions

show understanding of what was said.

Coordinates so that all relevant

individuals and functions are included

in, and informed of, decisions and

actions. (Weight Range: 5 to 25)

(4) Management of Time and

Resources. Meets schedules and

deadlines, and accomplishes work in

order of priority; generates and accepts

new ideas and methods for increasing

work efficiency; effectively utilizes and

properly controls available resources;

supports organization’s resource

development and conservation goals.

(Weight Range: 15 to 50)

(5) Customer Relations. Demonstrates

care for customers through respectful,

courteous, reliable and conscientious

actions. Seeks out, develops and/or

maintains solid working relationships

with customers to identify their needs,

quantifies those needs, and develops

practical solutions. Keeps customer

informed. Within the scope of job

responsibility, seeks out and develops

new programs and/or reimbursable

customer work. (Weight Range: 10 to 50)

(6) Technology Transition. Seeks out

and incorporates outside technology

within internal projects. Implements

partnerships for transition or transfer of

technology to other internal working

groups, other government agencies, and/
Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices 11653

or commercial activities. (Weight Range:

5 to 50)

(7) Management/Leadership. Actively

furthers the mission of the organization.

As appropriate, participates in the

development and implementation of

strategic and operational plans of the

organization. Exercises leadership skills

within the environment. Mentors junior

personnel in career development,

technical competence, and interpersonal

skills. Exercises appropriate

responsibility for positions assigned.

(Weight Range: 5 to 50)

(8) Supervision/EEO. Works toward

recruiting, developing, motivating, and

retaining quality employees; initiates

timely/appropriate personnel actions,

applies EEO/merit principles;

communicates mission and

organizational goals; by example,

creates a positive, safe, and challenging

work environment; distributes work and

empowers employees. (Weight Range:

25 to 50)

The performance element titled

Technical Competence is a mandatory

critical element for all employees. In

addition, all supervisors must be

evaluated against the element titled

Supervision/EEO and this must be

identified as critical.

Other elements may be identified as

critical as agreed upon between the rater

and the employee. Generally any

performance element that has been

given a weight of 25 or higher should be

identified as critical. Some elements

weighted less than 25 (e.g.,

Communication or Cooperation) may

also be critical; for instance, those that

are considered so important to a

particular job that failure to perform at

an acceptable level would result in an

overall performance evaluation of

unsatisfactory. Weights on elements

must add up to 100.

Appendix D contains the Performance

Objective Worksheet and the

Performance Appraisal form

accompanied by a guidance form

entitled, Point Ranges and Performance

Element Benchmarks.

Pay pool managers will review

objectives, critical element designations

and weights prior to their

implementation to ensure these are

reasonable and fair and in keeping with

expectations for each employee. As a

general rule, essentially identical

positions will have the same critical

elements and the same weights.

The rater will provide periodic

feedback to the employee on how well

he/she is performing. If the rater judges

that the employee is not performing at

an acceptable level on one or more

elements, the rater must alert the

employee and document the problem.

This feedback will be provided any time

during the rating cycle especially if

there is a problem. A mid-point

counseling session is required.

Deficiencies identified will be

accompanied by a plan to correct them.

Employees will provide information

on their accomplishments to the rater at

both the mid-point and end of the rating

period, similar to the current Army

process. Employees may self-rate their

performance elements and/or they may

solicit input from team members,

customers, peers, supervisors in other

units, subordinates and other sources

which will permit the rater to fully

evaluate the contributions during the

rating period. As a minimum,

employees will provide the rater with

an itemized list of their

accomplishments during the rating

period.

Employees may also provide

information and input to the rater’s

supervisor for consideration in the

supervisor’s appraisal. This material

may go directly to the rater’s supervisor

but a copy must be furnished to the

rater.

At the end of the rating period, the

rater will score each of the performance

elements by assigning a value between

0 and 100 percent of the weighted value

assigned to each of the elements. The

rater arrives at this score by referring to

the performance element benchmarks

found on the reverse of the performance

appraisal form. The benchmark

performance standards are written so

they describe performance at 100

percent of the element; 70 percent; 50

percent and the Unsatisfactory level of

performance. Using these benchmarks,

the rater decides where on a continuum

the performance of the employee fits

and assigns a point value according to

that determination. The chart to the

right of the performance element

benchmarks will be used to assign the

specific point value. Scores will be

summed and a letter rating assigned;

i.e., 85–100 = A, 70–84 = B, 50–69 = C.

This rating will become the rating of

record. A total score of 49 or below will

result in an unsatisfactory rating.

Failure to achieve at the 50% level of

any critical element will also result in

an overall unsatisfactory rating.

The letter ratings will be used to

determine pay or bonus values and to

award additional RIF retention years as

shown in Figure 3 below.

BILLING CODE 6325–01–P

BILLING CODE 6325–01–C

After a rating has been assigned, the

rater recommends the number of shares

that should be granted. This decision is

based on an evaluation of the

employee’s current salary and level of

performance (e.g., high B or low A) in
11654 Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices

comparison to similarly situated

employees within the pay pool and

overall funding availability. For

example, an employee who receives a

score of 84 and a final rating of B, but

whose current salary is at the lower end

of his/her pay band might receive the

maximum number of shares (3)

permitted for a B rating. In contrast, an

employee who received a score of 85

which warrants a final rating of A, but

whose salary is comparable to or above

similar positions in the pay pool might

receive 3 rather than 4 shares. A third

example is that an employee who

receives a score of 84 might receive the

maximum number of shares based on

the fact that it is a very high B or one

point away from an A. The methods

available for determining shares will

allow ARL managers to adjust basic pay

by considering differences in

performance levels among employees in

terms of comparability within ARL and

the pay pool for similarly situated

employees.

Upon approval of this plan,

implementing procedures and

regulations will provide details on this

process to employees and supervisors.

3. Performance Which Fails To Meet

Expectations

a. Continuing Performance Evaluation

Informal employee performance

reviews will be a continuous process so

that corrective action, to include a

Performance Improvement Plan (PIP),

may be taken at any time during the

rating cycle. At least one review will be

documented as a formal progress

review. Whenever a supervisor

recognizes that an employee’s

performance is at a level that could put

him/her in danger of receiving an

unsatisfactory rating, the supervisor will

discuss the situation with the employee

in an effort to identify the possible

reasons for the poor performance.

b. End of Rating Cycle Performance

Evaluation

Employee performance will be

formally reviewed at the end of the

rating cycle. If an employee’s rating

score is below 50 points, or if the

employee fails a critical element, the

employee will receive an unsatisfactory

rating. Immediately upon assigning an

unsatisfactory rating, the supervisor will

take steps to correct the problem.

c. Improving Performance

In recognition that personality

conflicts sometimes occur between a

supervisor and an employee, or that an

employee might be better suited to

another type of work, the supervisor and

employee may explore a temporary

assignment to another unit in the

organization. The supervisor is under no

obligation to explore this option prior to

taking more formal action.

If the temporary assignment is not

possible or has not worked out, and the

employee continues to perform at an

unsatisfactory level or has received an

unsatisfactory rating, written

notification will be provided of the

unsatisfactory performance in the

element(s) at issue, and an opportunity

to improve will be structured in a

Performance Improvement Plan (PIP).

The supervisor will identify the items/

actions which need to be corrected or

improved; will outline required time

frames for such improvement; and will

provide the employee with any

available assistance, references, training

and the like which might facilitate

needed improvements. Progress will be

intensively monitored during this PIP

period; all counseling sessions will be

documented.

If the PIP results in a score of 50 or

above and/or the critical element which

was failed is now acceptable, no further

action is necessary. If the PIP does not

improve performance to an acceptable

level, the supervisor may propose to

institute a Last Chance Agreement

(LCA) with the employee. A Last

Chance Agreement stipulates that if

performance does not rise to the

required level within a specified time

frame the employee will be changed to

a lower pay band, reduced in salary, or

released from Federal service. The

employee agrees to this last chance

arrangement with the understanding

that there are no grievance or appeal

rights if the adverse action eventually

has to be taken. The decision to enter

into a last chance agreement is entirely

voluntary on the part of the employee.

If the PIP does not improve

performance to the acceptable level and

the employee elects not to enter into the

LCA, the supervisor will take the

appropriate follow-on action, such as

change to lower pay band/occupational

family, reduction in pay within the

same pay band, or removal, as indicated

by the circumstances of the situation.

For the most part, employees with an

unsatisfactory rating will not be

permitted to remain at their current pay

band or salary. Reductions in salary

within the same pay band or changes to

a lower pay band will be accomplished

with a minimum of a 5% decrease in

employee base pay. If the employee is

reduced to a lower pay band, the salary

will not exceed the highest level in that

pay band.

4. Pay Pools

Pay pool structure is under the

authority of the laboratory director. A

pay pool must be large enough to

constitute a reasonable statistical

sample, i.e., 50 or more. The pay pool

manager (for instance, a directorate or

division chief) is delegated yearly pay

adjustment authority. However, a pay

pool manager’s final decision may still

be subject to higher management

review. Supervisors will be placed in a

pay pool separate from their employees.

The pay pool manager makes final

decisions on pay increases and/or

bonuses to individuals based on rater

recommendation, the final score and

letter rating, the value of the pay pool

resources available, and the individual’s

current salary within a given pay band.

Pay pool managers will not prescribe a

distribution of rating levels. A pay pool

manager may request approval from the

Personnel Management Board (PMB)

(described in VIII.C.) or its designee to

grant a pay increase to an employee that

is higher than the compensation formula

for that employee. Examples of

employees who might warrant such

consideration are those making

extraordinary achievements or those

serving as interns.

The amount of money available for

performance payouts is divided into two

components. The amount of money

which can be used for salary increases

within a pool is based upon the money

that would have been available for

within-grade increases, quality step

increases, and grade level promotions

that are now within the band. In the first

year of the project, this amount will be

set at 2.4% of the total of base salaries

in the pay pool. The amount of money

to be used for bonus payments is

separately funded within the constraints

of the overall awards budget. In the first

year of the project, this amount will be

set at 1.1% of the total of base salaries

in the pay pool which reflects the funds

previously available for performance

awards. The sum of these two factors is

referred to as the pay pool percentage

factor. The Personnel Management

Board will annually review and adjust

the pay pool funding formula, to ensure

cost discipline over the life of the

demonstration project.

Performance pay increases (i.e., base

pay increases) will not be granted to

employees at the top of their pay band

or in a pay retention status. In these

cases, payouts earned as a function of

performance will be paid as a bonus. In

addition, a portion of the projected pay

increase may be paid as bonus instead

of base pay if required to keep the base

pay portion of the pay pool from
Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices 11655

exceeding its maximum value (initially

2.4%).

In making the annual performance

payouts under the PFP system, it will be

necessary to determine the amount of

that year’s pay pool and share value. As

explained above, the amount of the pay

pool is the pay pool percentage (initially

3.5 percent) multiplied by the sum of

the combined base salaries of covered

employees. The share value will be

calculated so that a pay pool manager

will not exceed the resources that are

available in the pay pool. The value of

a share cannot be exactly determined

until the rating and reconciliation

process described below is complete.

The estimated share value is about 1%

of salary, but inflated ratings (if they

occur) will reduce the value of the

share. (Conversely, lower average

ratings will increase the value of a

share.) The share value is expressed as

a fraction of base salary. It is computed

by dividing the amount of the pay pool

by the sum of each pay pool member’s

salary multiplied by his/her earned

shares, or

share value = (pay pool value)/(sum of

(salary * shares) for each member).

Each individual’s performance payout

is calculated by multiplying the

individual’s base salary by the total

value of his/her earned shares expressed

as a percentage of base salary, or

Individual performance payout = salary

* (earned shares * share value).

In summary, an individual’s

performance payout is computed as

follows:

Individual performance payout = SALi

* Ni * SV,

where: SV = share value = (pay pool

value) / SUM (SALk * Nk); k = 1 to

n

pay pool value = (pay pool percentage

factor) * SUM (SALk), k = 1 to n

n = number of employees in pay pool

i = an individual employee

N = Number of shares earned by an

employee based on his/her

performance rating (0 to 4)

SAL = An individual’s base salary and

SUM = The summation of the entities in

parentheses over the range

indicated.

This formula ensures that a share

represents a fixed percentage salary

increase for all employees in a pay pool.

After the payout and share value

calculations have been completed, the

pay pool manager must calculate the

proportion of payouts to be paid as base

pay vs bonus. If base pay increases

would exceed the authorized

percentage, shares must be paid out as

base pay increases up to the limit, and

the remainder paid as a bonus. This

base/bonus proportion will be constant

for all uncapped employees. This

process will preserve the principle that

all shares maintain equal (percentage)

value, and will ensure that all of the

allocated funds are disbursed as

intended.

Pay pool managers will establish and

chair a panel to review supervisors

preliminary ratings and make any

necessary adjustments. The panel will

comprise all rating supervisors below

the pay pool manager. The

reconciliation process gives raters the

opportunity to verify that their

preliminary evaluations and approach

to scoring conform with that of other

raters within the pay pool and assures

that performance assessments of

employees are comparable and equitable

across organizational lines. In this step,

each employee’s preliminary

performance element scores are

compared and through discussion and

consensus building, final ratings are

determined. The reconciliation process

is aimed at determining the relative

worth of employee accomplishments.

The rationale behind reconciliation is

that supervisors within a pay pool will

reach a consensus on the types of

achievements that warrant particular

scores. Each panel will develop

operating procedures that will provide

for fair and equitable conclusions. If the

panel cannot reach consensus, the pay

pool manager makes final decisions.

A midpoint principle will be used to

determine performance pay increases.

This principle is that employees must

receive a B rating or higher in order to

cross the midpoint of the pay band

range and, once the midpoint is crossed,

the employee must receive a B or better

rating in order to receive a base pay

increase. This applies to all employees

in every occupational family and pay

band. Any amount of an employee’s

performance payout not paid in the

form of a base pay increase because of

the midpoint principle will be paid as

a bonus.

5. Awards

While not linked to the pay for

performance system, awards will

continue to be given 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.

In an effort to foster and encourage

team work among its employees, ARL

often gives group awards for special acts

or significant achievement. Under the

demonstration project, if such an award

is given a team may elect to distribute

the award among themselves. Thus, a

team leader or supervisor may allocate

a sum of money to a team for

outstanding completion of a special

task, and the team may decide the

individual distribution of the total

dollars among themselves.

D. Hiring and Appointment Authorities

1. Qualifications

The qualifications required for

placement into a position in a pay band

within an occupational family will be

determined using the OPM

Qualification Standards Handbook for

General Schedule Positions. Since the

pay bands are anchored to the General

Schedule grade levels, the minimum

qualification requirements for a position

will be the requirements corresponding

to the lowest General Schedule grade

incorporated into that pay band. For

example, the minimum eligibility

requirements for a position in Pay Band

II in the Engineers and Scientist

Occupational Family will be the GS–05

qualification requirements for the series.

Selective factors may be established

for a position in accordance with the

OPM Qualification Standards Handbook

when determined to be critical to

successful job performance. These

factors 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 clearly stated as part of the

qualification requirements in vacancy

announcements and recruiting bulletins.

2. Competitive Examining

Current OPM regulations state that

appointment registers will list the

names of eligibles in accordance with

their numerical ratings. However,

preference eligibles with a compensable

service-connected disability of 10

percent or more shall be entered at the

top of the register ahead of all others

unless the register is for professional

and scientific positions GS–9 and above.

ARL professional and scientific

positions in the demonstration project

have been placed into two occupational

families, the Engineers and Scientists

Occupational Family and the

Administrative Occupational Family.

The broadbanding concept adopted by

ARL groups scientific positions in

grades GS–5 through GS–11 into one

pay band (DB–II). Similarly, GS–5

through GS–10 positions in the

Administrative Occupational Family

(DJ–II) have been grouped into one pay

band.

As a result of the ARL broadbanding

method, the exception authorized by

OPM for professional and scientific

positions will not be used for DB–II and
11656 Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices

DJ–II pay bands and will only be used

for the bands that include professional

and scientific positions at GS–12 and

above. Otherwise, appointment registers

for all positions, regardless of

occupational family, will follow the

normal practice for listing eligibles in

order of their numerical ratings and

observing the existing rules for

preference eligibles.

3. Revisions to Term Appointments

The laboratory conducts many

research and development projects that

range from three to six years. The

current four-year limitation on term

appointments imposes a burden on the

laboratory by forcing the termination of

some term employees prior to

completion of projects they were hired

to support. This disrupts the research

and development process and reduces

the laboratory’s ability to serve its

customers.

Under the demonstration project, ARL

will have the authority to hire

individuals under modified term

appointments. These appointments will

be used to fill positions for a period of

more than one year but not more than

five years when the need for an

employee’s services is not permanent.

The modified term appointments differ

from term employment as described in

5 CFR part 316 in that they may be

made for a period not to exceed five,

rather than four years. The ARL Director

is authorized to extend a term

appointment one additional year.

Employees hired under the modified

term appointment authority may be

eligible for conversion to careerconditional appointments. To be

converted, the employee must (1) have

been selected for the term position

under competitive procedures, with the

announcement specifically stating that

the individual(s) selected for the term

position(s) may be eligible for

conversion to career-conditional

appointment at a later date; (2) served

two years of continuous service in the

term position; (3) be selected under

merit promotion procedures for the

permanent position and (4) have a

current rating of B or better.

Employees serving under regular term

appointments at the time of conversion

to the demonstration project will be

converted to the new modified term

appointments provided they were hired

for their current positions under

competitive procedures. These

employees will be eligible for

conversion to career-conditional

appointment if they have a current

rating of B or better and are selected

under merit promotion procedures for

the permanent position after having

completed two years of continuous

service. Time served in term positions

prior to conversion to the modified term

appointment is creditable, provided the

service was continuous. Employees

serving under modified term

appointments under this plan will be

covered by the plan’s pay for

performance system.

4. Voluntary Emeritus Corps

Under the demonstration project, the

laboratory director will have the

authority to offer retired or separated

employees voluntary positions in the

laboratory. Voluntary Emeritus Program

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 buy-outs or severance payments

based on an earlier separation from

Federal Service. The Voluntary

Emeritus Corps will ensure continued

quality research while reducing the

overall salary line by allowing higher

paid employees to accept retirement

incentives with the opportunity to

retain a presence in the scientific and

technical communities. The program

will be beneficial during manpower

reductions as senior scientists,

engineers, and technicians accept

retirement and return to provide a

continuing source of corporate

knowledge and valuable on-the-job

training or mentoring to lessexperienced employees.

To be accepted into the emeritus

corps, a volunteer must be

recommended by laboratory managers to

the directorate chief. Everyone who

applies is not entitled to an emeritus

position. The directorate chief must

clearly document the decision process

for each applicant (whether accepted or

rejected) and retain the documentation

throughout the assignment.

Documentation of rejections will be

maintained for two years.

To ensure success and encourage

participation, the volunteer’s federal

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.

The volunteers may be required to

submit a financial disclosure form

annually and will not be permitted to

participate on any contracts where a

conflict of interest exists. The same

rules that currently apply to source

selection members will apply to

volunteers.

An agreement will be established

between the volunteer, the directorate

chief, and the Civilian Personnel

Operations Center. The agreement must

be finalized before the assumption of

duties and shall include:

(a) A statement that the voluntary

assignment does not constitute an

appointment in the Civil Service, is

without compensation, and any and all

claims against the Government because

of the voluntary assignment are waived

by the volunteer,

(b) A statement that the volunteer will

be considered a federal employee 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 laboratory

(travel, administrative, office space,

supplies),

(f) A one page statement of duties and

experience,

(g) A 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 member

of the voluntary emeritus corps,

(h) A provision allowing either party

to void the agreement with ten working

days written notice, and

(i) The level of security access

required (any security clearance

required by the position will be

managed by the laboratory while the

volunteer is a member of the emeritus

corps).

5. Extended Probationary Period

A new employee appointed to a

nonsupervisory/non-managerial

position in the Engineers and Scientists

occupational family must demonstrate

adequate contribution during all cycles

of a research effort for a laboratory

manager to render a thorough

evaluation. The current one year

probationary period will be extended to

three years for all newly hired

permanent career-conditional

employees appointed to positions in

that occupational family. The purpose

of extending the probationary period is

to allow supervisors an adequate period

of time to fully evaluate an employee’s

contributions and conduct. The three

year probationary period will apply

only to new hires subject to a

probationary period.

If a probationary employee’s

performance is determined to be

satisfactory at a point prior to the end

of the three year probationary period, a

supervisor has the option of ending the
Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices 11657

probationary period at an earlier date,

but not before the employee has

completed one year of continuous

service. If the probationary period for an

employee is terminated before the end

of the three year period, the supervisor

will develop written rationale for his/

her decision and will elevate it at least

one level for review prior to

implementing the action.

All other existing provisions

pertaining to probationary periods are

retained, including limited notice and

appeal rights and crediting prior service.

Prior Federal civilian service (including

NAF service and service in temporary or

term positions) counts toward

completion of probation when the

service is in the Department of Army, is

in the same line of work, and contains

or is followed by no more than a single

break in service that does not exceed 30

calendar days.

In the case of modified-term

employees who are converted to

permanent status, the time served under

the term appointment counts toward the

required probationary period as long as

it is in the same line of work. If the

permanent position is in a different line

of work, the full three-year probationary

requirement applies.

6. Supervisory Probationary Period

Supervisory probationary periods will

be made consistent with 5 CFR part 315,

subchapter 315.901 except references to

grade will be indicated as pay band.

New supervisors will be required to

complete a one year probationary period

for the initial appointment to a

supervisory position. If, during the

probationary period, the decision is

made to return the employee to a

nonsupervisory position for reasons

solely related to supervisory

performance, the employee will be

returned to a comparable position of no

lower pay band and pay than the

position from which promoted. Pay will

not exceed the maximum rate of the

lower pay band.

New supervisors who are hired into

the E&S occupational family will only

serve under a single one-year

probationary period and are not subject

to the three-year probationary period

described above. The reason for this is

that the position for which they were

hired is primarily supervisory in nature

and performance can adequately be

measured in the one year probationary

period.

E. Internal Placement and Pay Setting

1. Promotions

A promotion is the movement of an

employee to a higher pay band within

the same occupational family or to a pay

band in a different occupational family

which results in an increase in the

employee’s salary. Supervisors may

consider promoting employees at any

time since promotions are not tied to the

pay for performance system. Progression

within a pay band is based upon

performance pay increases; as such,

these actions are not considered

promotions and are not subject to the

provisions of this section.

Promotions will be processed under

competitive procedures in accordance

with merit principles and requirements

and the local merit promotion plan. The

following actions are excepted from

competitive procedures:

(a) Re-promotion to a position which

is in the same pay band 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) Reclassification to include impact

of person in the job promotions.

(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 not

given proper consideration in a

competitive promotion action.

Upon promotion to a higher pay band,

an employee will be entitled to a 6%

increase in base pay or the lowest level

in the pay band to which promoted,

whichever is greater. The maximum

amount of pay increase upon promotion

will not exceed $5,000. However, on a

case-by-case basis, the Personnel

Management Board will approve

requests for promotion beyond the

$5,000 limit. Highest previous rate also

may be considered in fixing pay in

accordance with the laboratory’s pay

fixing policies.

2. Demotions

A demotion is a placement into a

lower pay band within the same

occupational family, or placement into

a pay band in a different occupational

family with a lower salary. 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 under competitive

announcements or at the employee’s

request, or placement actions resulting

from reduction in force procedures).

Employees demoted for cause are not

entitled to pay retention. Employees

demoted for reasons other than cause

may be entitled to pay retention in

accordance with the laboratory’s pay

fixing policies.

3. Pay Fixing Policies and Procedures

The Director, ARL, will establish pay

administration policies which conform

with basic governmental pay fixing

policy; however, the ARL policies will

be exempt from Army Regulations or

local pay fixing policies, except where

negotiated agreements prevail.

Highest previous rate (HPR) will be

considered in placement actions for

which authorized. Use of HPR will be at

the supervisor’s discretion. The pay

retention provisions of 5 U.S.C. 5363

and 5 CFR 536.101 will apply to this

plan except where waived or modified

as specified in the waiver section. Pay

retention may also be granted by the

ARL Director to employees who meet

general eligibility requirements, but do

not have specific entitlement by law,

provided not specifically excluded.

An employee’s total monetary

compensation paid in a calendar year

may not exceed the basic pay of level I

of the Executive Schedule consistent

with 5 U.S.C. 5307 and 5 CFR part 530

subpart B.

As a general rule, pay will be set at

the lowest level in a pay band.

Appointments made above the

minimum level will be based upon

superior qualifications of the candidate.

A candidate appointed toward the

higher end of a pay band should have

qualifications approaching the lowest

General Schedule grade incorporated

into the next higher pay band. For

example, a person appointed at the

higher end of Pay Band II in the

Engineers and Scientist occupational

family would have education,

experience, or a combination of the two

approaching the qualifications of the

GS–12 level, which is the lowest

General Schedule grade incorporated

into Pay Band III. Appointments above

the minimum of the pay band will be

approved at the directorate level.

Directorates may make full use of

recruitment and retention bonuses, and

relocation payments as currently

provided for by OPM.
11658 Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices

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 ARL.

In no case may those adjustments

increase the pay for the position of

record beyond the applicable pay range

maximum rate.

4. Staffing Supplements

Employees assigned to occupational

series and geographic areas covered by

special rates will be eligible for a

staffing supplement if the maximum

adjusted rate for the banded GS grades

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. The employee’s total pay

immediately after implementation of the

demonstration project will be the same

as immediately before the

demonstration project, but a portion of

the total 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 change in total salary. The staffing

supplement is calculated as described

below.

Upon conversion, the demonstration

base rate will be established by dividing

the employee’s old GS adjusted rate (the

higher of special rate or locality rate) 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 rate by the staffing

factor minus one. So the employee’s

final demonstration special staffing rate

equals the demonstration base rate plus

the special staffing supplement; this

amount will equal the employee’s

former GS adjusted rate.

Simplified, the formula is this:

Staffing Supplement = demonstration

base rate x (staffing factor ¥1)

Salary upon conversion =

demonstration base rate + staffing

supplement (sum will equal

existing rate)

Staffing f Maximum Sp

GS rate co

staffing f

actor = ecial Rate for the banded grades

rresponding to that special rate

Demonstration base rate = Old GS adjusted rate (special or locality rate)

actor

Example: In the case of a GS–801–11/

03 employee who is receiving a special

salary rate, the salary before the

demonstration project is $42,944. The

maximum special rate for a GS–801–11

Step 10 is $51,295 and the

corresponding regular rate is $46,523.

The staffing factor is computed as

follows:

Staffing Factor = $51,295 ÷ $46,523 =

1.1026

Demonstration Base Rate = $42,944 ÷

1.1026 = $ 38,948

Then to determine the staffing

supplement, multiply the demonstration

base by the staffing factor minus 1.

Staffing Supplement = $38,948 X .1026

= $ 3,996

The Staffing Supplement of $3,996 is

added to the Demonstration Base Rate of

$38,948 and the total salary is $42,944,

which is the salary of the employee

before conversion to the demonstration

project.

If an employee is in a band where the

maximum GS adjusted rate for the

banded grades is a locality rate, when

the employee is converted into the

demonstration project, the

demonstration base rate is derived by

dividing the employee’s former GS

adjusted rate (the higher of locality rate

or special rate) by the applicable locality

pay factor (for example, in the

Washington-Baltimore area, it is

currently 1.0711). The employee’s

demonstration locality-adjusted rate

will equal the employee’s former GS

adjusted rate.

The annual pay adjustment for

employees in special rate occupations

will require recomputation of the

staffing supplement. Employees in

special rate occupations 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, employees will be entitled to

pay retention. Upon geographic

movement, an employee who receives

the special 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.

Established salary including the

staffing supplement will be considered

basic pay for the same purposes as a

locality rate under 5 CFR 531.606(b),

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.

5. Simplified Assignment Process

Today’s environment of downsizing

and workforce transition mandates that

ARL have increased flexibility to assign

individuals. Broadbanding can be used

to address this need. As a result of the

assignment to a more general position

description, the organization will have

increased flexibility to assign an

employee without a pay change

consistent with the needs of the

organization, and the individual’s

qualifications and rank or level.

Subsequent assignments to projects,

tasks, or functions anywhere within the

organization requiring the same level

and area of expertise, and qualifications

would not constitute an assignment

outside the scope or coverage of the

current position description.

Such assignments within the coverage

of the generic descriptions are

accomplished without the need to

process a personnel action. For instance,

a technical expert can be assigned to

any project, task, or function requiring

similar technical expertise. This

flexibility allows a broader latitude in

assignments and further streamlines the

administrative process and system.

6. Details

Under this plan employees may be

detailed to a position in the same or

lower pay band (or its equivalent in a

different occupational family) for up to

one year. Details may be implemented

by submitting one SF 52–B to cover the

one year period. As in the current

system, details to duties in a higher pay

band for more than 180 days will be

implemented using competitive

procedures.
Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices 11659

F. Employee Development

1. Expanded Development

Opportunities

ARL will have the authority to grant

sabbaticals to career employees to

permit them to engage in study or

uncompensated work experience that

will contribute to their development

and effectiveness. The ARL Expanded

Developmental Opportunities Program,

to include sabbaticals, will cover all

demonstration project employees. One

developmental opportunity for a

sabbatical 3–12 months in duration may

be granted to an employee in any 10-

year period. The developmental

opportunity period will not result in

loss of (or reduction in) pay, leave to

which the employee is otherwise

entitled, or credit for time of service.

Employees will be eligible after

completion of seven years of Federal

service. Each opportunity must result in

a product, service, report, or study that

will benefit the ARL mission as well as

increase the employee’s individual

effectiveness. Various learning or

developmental experiences may be

considered, such as advanced academic

teaching, study, or research; selfdirected or guided study; and on-the-job

work experience with a public, private

commercial, or private nonprofit

organization. The positions of

employees on expanded developmental

opportunities may be backfilled (i.e.,

with temporarily promoted employees

or with term employees). However, that

position or its equivalent must be made

available to the employee returning

from the expanded development

opportunity.

2. Critical Skills Training

Training is an essential component of

an organization that requires continuous

acquisition of advanced and specialized

knowledge. Degree training in the

academic environment of laboratories is

also a critical tool for recruiting and

retaining employees with or requiring

critical skills. Constraints under current

law and regulation limit degree payment

to shortage occupations. In addition,

current government-wide regulations

authorize payment for degrees based

only on recruitment or retention needs.

Degree payment is not permitted for

non-shortage occupations involving

critical skills.

ARL proposes to expand the authority

to provide degree or certificate payment

for purposes of meeting critical skill

requirements, to ensure continuous

acquisition of advanced specialized

knowledge essential to the organization,

and 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. In addition, this proposal

will be implemented consistent with 5

U.S.C. 4107(b)(2).

3. Appraisals for Employees on

Expanded Development Opportunities

Training

Expanded development opportunities

generally fall into two general

categories: classroom and

developmental (on-the-job training).

Developmental assignments should be

treated as any other temporary

assignment that continues for 120 days

or more. A performance plan is

established and the incumbent receives

a special or annual rating upon

completion. Assignments that involve

classroom work are covered by one of

two options. The first is to render a

rating as soon as the employee returns

to the position and completes 120 days

under a performance plan. The second

is to render a rating for the classroom

performance. Procedures for this option

will follow those currently in place for

Department of Army’s Long Term

Training (LTT) Program. Employees

availing themselves of expanded

development opportunities are eligible

to be considered for pay for performance

increases as appropriate.

4. Employee Development Panels

Each directorate (or equivalent

organizational unit) will create an

Employee Development Panel which

will be chaired by the directorate chief.

The purpose of the panel is to review,

evaluate, and make decisions on

applications for any expanded

developmental opportunities described

in this plan or in related Human

Resources Development Plans. Because

opportunities for training and

development will be limited by

budgetary considerations, the panel

must determine which training is most

important to the successful

accomplishment of the mission, both

present and future.

The directorate chief will oversee

panel meetings, ensuring that all panel

member comments and

recommendations receive equal

consideration in the selection process

and that decisions are made based on

majority vote. The directorate chief will

provide written feedback to each person

who has applied, including reasons for

nonselection when that is the panel’s

decision. Panels will elicit feedback

from mentors and mentees and will put

these before the panel for consideration.

Applicants must show a direct

relationship of their training request to

the ARL mission and will outline what

return on investment will be realized if

the training is approved. Supervisors

will be asked to provide their

recommendations to the panel and will

include a statement concerning the

applicant’s potential and his/her ability

to apply the knowledges gained. Once

selected, the employee must sign a

service obligation agreement which

provides for serving in the government

three times the length of the training

period. If he/she voluntarily leaves the

government before the service obligation

is completed the employee is liable for

repayment.

G. Reduction In Force (RIF)

When an employee in the ARL

Demonstration Project is faced with

separation or downgrading due to lack

of work, shortage of funds,

reorganization, insufficient personnel

ceiling, the exercise of reemployment or

restoration rights, or furlough for more

than 30 calendar days or more than 22

discontinuous days, RIF procedures will

be used.

The procedures in 5 CFR part 351 and

OPM RIF regulations will be followed

with slight modifications pertaining to

competitive areas, broadbanding,

assignment rights, and calculation of

adjusted service computation date.

A separate competitive area will be

established for each occupational

family; within each occupational family,

separate competitive areas will be

established by duty location. Within

each competitive area, competitive

levels will be established consisting of

all positions in the same occupational

series and pay band which are similar

enough in duties, qualifications, and

working conditions that the incumbent

of one position can perform successfully

the duties of any other position in the

competitive level without unduly

interrupting the work program.

An employee may displace another

employee by bump or retreat to one

band below the employee’s existing

band. A preference eligible with a

compensable service-connected

disability of 30% or more may retreat to

positions two bands (or equivalent to

five grades) below his/her current band.

Reductions in force are accomplished

using the existing procedures, the

retention factors of tenure, veterans

preference, length of service, and

performance ratings, in that order.

However, the additional RIF service

credit for performance based on the last

three ratings of record during the
11660 Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices

preceding four years will be applied as

follows: Rating A adds 10 years, Rating

B adds 7 years, Rating C adds 3 years,

and Rating U (or an overall rating of

unsatisfactory) adds no credit for

retention. The additional years of

service credit are added, not averaged.

Ratings given under non-demonstration

systems will be converted to the

demonstration rating scheme and

provided the equivalent rating credit.

In some cases, an employee may not

have three annual performance ratings

of record. In these situations, service

credit will be given on the basis of

assumed ratings of C. If, however, an

employee has ratings from another

system but not three demonstration

project ratings, the last three actual

ratings will be translated into

demonstration project ratings. Ratings

older than five years will not be used.

An employee who has received a

written decision to demote him/her to a

lower pay band because of unacceptable

performance, competes in RIF from the

position to which he/she will be/has

been demoted. Employees who have

been demoted for unacceptable

performance, and as of the date of the

issuance of the RIF notice have not

received a performance rating in the

position to which demoted, will receive

a presumed fully successful rating for

purposes of RIF credit.

An employee who has received an

improved rating following a PIP will

have the improved rating considered as

the current annual performance rating of

record.

An employee with a current annual

performance rating of U has assignment

rights only to a position held by another

employee who has a U rating. An

employee who has been given a written

decision of removal because of

unacceptable performance will be

placed at the bottom of the retention

register for their competitive level.

Modified term appointment

employees are in Tenure Group III for

reduction in force purposes. Reduction

in force procedures are not required

when separating these employees when

their appointments expire.

H. Grievances and Disciplinary Actions

Except where specifically waived or

modified in this plan, adverse actions

procedures under 5 CFR part 752

remain unchanged; however, the

demonstration project will enhance the

use of Alternative Dispute Resolution

(ADR) and Last Chance Agreements

(LCA).

IV. Implementation Training

An extensive training program is

planned for every employee in the

demonstration project and associated

support personnel. Training will be

tailored to fit the requirements of every

employee included and will fully

address employee concerns to ensure

everyone has a comprehensive

understanding of the program. In

addition, leadership training will be

provided to all managers and

supervisors as the new system places

more responsibility and decisionmaking authority on their shoulders.

Training requirements will vary from

an overview of the new system to a

more detailed package for laboratory

managers on the new classification

system; to very specific instructions for

both civilian and military supervisors,

managers, and others who provide

personnel and payroll support; to an

employee handbook to be provided to

each covered ARL employee. Training

will begin within the 90 days just prior

to implementation.

V. Conversion

A. Conversion to the Demonstration

Project

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 of pay. Employees serving under

regular term appointments at the time of

the implementation of the

demonstration project will be converted

to the modified term appointment if all

requirements in III.D.3., Revisions to

Term Appointments, have been

satisfied. Position announcements, etc.

will not be required for these term

appointments. An automatic conversion

from current GS/GM grade and pay into

the new broadband system will be

accomplished. Each employee’s initial

total salary under the demonstration

project will equal the total salary

received immediately before conversion.

Special conversion rules apply to

special rate employees as described in

III.E.4., Staffing Supplements.

Employees who enter the demonstration

project later by lateral reassignment or

transfer will be subject to parallel pay

conversion rules. If conversion into the

demonstration project is accompanied

by a geographic move, the employee’s

GS pay entitlements in the new

geographic area must be determined

before performing the pay conversion.

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 pay band which

corresponds to the grade of record.

When a temporary promotion is

terminated, pay will be determined as

described in III.E.3., Pay Fixing Policies

and Procedures. 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.

B. Conversion or Movement From a

Project Position to a General Schedule

Position

If a demonstration project employee is

moving to a General Schedule (GS)

position not under the demonstration

project, or if the project ends and each

project employee must be converted

back to the GS system, the following

procedure will be used to convert the

employee’s project pay band to a GSequivalent grade and the employee’s

project rates of pay to GS-equivalent

rates of pay. The converted GS grade

and GS rates of pay must be determined

before movement or conversion out of

the demonstration project and any

accompanying geographic movement,

promotion, or other simultaneous

action. For conversions upon

termination of the project and for lateral

reassignments, the converted GS grade

and rates will become the employee’s

actual GS grade and rates after leaving

the demonstration project (before any

other action). For transfers, promotions,

and other actions the converted GS

grade and rates 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 rates were

actually in effect immediately before the

employee left the demonstration project.

1. Grade-Setting Provisions

An employee in a pay band

corresponding to a single GS grade is

converted to that grade. An employee in

a pay band corresponding to two or

more grades is converted to one of these

grades according to the following rules:

a. The employee’s adjusted rate of

basic rate 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

range in (1) the GS base schedule, (2)

the locality rate schedule for the locality

pay area in which the position is
Federal Register / Vol. 62, No. 48 / Wednesday, March 12, 1997 / Notices 11661

located, or (3) 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 project

rate equals or exceeds the applicable

step 4 rate of the highest GS grade in the

band, the employee is converted to that

grade.

c. If the employee’s adjusted project

rate is lower than the applicable step 4

rate of the highest grade, the adjusted

rate is compared with the step 4 rate of

the second highest grade in the

employee’s pay band. If the employee’s

adjusted rate equals or exceeds step 4

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 project rate equals

or exceeds the applicable step 4 rate of

the grade. The employee is then

converted at that grade. If the

employee’s adjusted rate is below the

step 4 rate of the lowest grade in the

band, the employee is converted to the

lowest grade.

e. Exception: If the employee’s

adjusted project rate exceeds the

maximum rate of the grade assigned

under the above-described step 4 rule

but fits in the rate range for the next

higher applicable grade (i.e., between

step 1 and step 4), then the employee

shall be converted to that next higher

applicable grade.

f. Exception: An employee will not be

converted to 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 undergone a reduction

in band.

2. 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 rate of

basic pay under the project (including

any locality payment or staffing

supplement) is converted to a GSadjusted rate on the highest applicable

rate range for the converted GS grade.

(For this purpose, a GS rate range

includes a rate range in (1) the GS base

schedule, (2) an applicable locality rate

schedule, or (3) an applicable special

rate schedule.)

c. If the highest applicable GS rate

range is a locality pay rate range, the

employee’s adjusted project rate is

converted to a GS locality rate of pay.

If this rate falls between two steps in the

locality-adjusted schedule, the rate must

be set at the higher step. The converted

GS unadjusted rate of basic pay would

be the GS base rate corresponding to the

converted GS locality rate (i.e., same

step position). (If this employee is also

covered by a special rate schedule as a

GS employee, the converted special rate

will be determined based on the GS step

position. This underlying special rate

will be basic pay for certain purposes

for which the employee’s higher locality

rate is not basic pay.)

d. If the highest applicable GS rate

range is a special rate range, the

employee’s adjusted project rate 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 basic pay will be the

GS rate corresponding to the converted

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

3. Conversion of Rating Levels

In the event an employee leaves the

demonstration project or if the project is

terminated, the performance ratings

given under the demonstration project

pay for performance rating system will

be converted to an appropriate nondemonstration system. For purposes of

conversion, a rating of C under this plan

equates to Summary Level 3 outlined in

5 CFR 430.208.

4. 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 531.405(b).

VI. Project Duration

Public Law 103–337 removed any

mandatory expiration date for this

demonstration project. The project

evaluation plan adequately addresses

how each intervention will be

comprehensively evaluated for at least

the first 5 years of the demonstration

project. Major changes and

modifications to the interventions can

be made through announcement in the

Federal Register and would be made if

formative evaluation data warranted. At

the 5 year point, the entire

demonstration project will be

reexamined for either: (a) permanent

implementation, (b) change and another

3–5 year test period, or (c) expiration.

VII. Evaluation Plan

Chapter 47 (Title 5 U.S.C.) requires

that an evaluation system be

implemented to measure the

effectiveness of the proposed personnel

management interventions. An

evaluation plan for the entire laboratory

demonstration program covering 24

DOD laboratories was developed by a

joint OPM/DOD Evaluation Committee.

A comprehensive evaluation plan was

submitted to the Office of Defense

Research & Engineering in 1995 and

subsequently approved (Proposed Plan

for Evaluation of the Department of

Defense S&T Laboratory Demonstration

Program, Office of Merit Systems

Oversight & Effectiveness, June 1995).

The overall evaluation effort will be

coordinated and conducted by OPM’s

Personnel Resources and Development

Center (PRDC). The primary focus of the

evaluation is to determine whether the

waivers granted result in a more

effective personnel system than the

current as well as an assessment of the

costs associated with the new system.

The present personnel system with its

many rigid rules and regulations is

generally perceived as an impediment to

mission accomplishment. The

demonstration project is intended to

remove some of those barriers and

therefore, is expected to contribute to

improved organizational performance.

While it is not possible to prove a direct

causal link between intermediate and

ultimate outcomes (improved personnel

system performance and improved

organizational effectiveness), such a

linkage is hypothesized and data will be

collected and tracked for both types of

outcome variables.

An intervention impact model will be

used to measure the effectiveness of the

various personnel system changes or

interventions. Additional measures will

be developed as new interventions are

introduced or existing interventions

modified consistent with expected

effects. Measures may also be deleted

when appropriate. Activity specific

measures may also be developed to

accommodate specific needs or interests

which are locally unique. Appendix E

represents an overview of the

Evaluation Model. More detailed

information about the evaluation model

is available upon request.

The evaluation model for the

demonstration project identifies

elements critical to an evaluation of the

effectiveness of the interventions. The
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overall evaluation approach will also

include consideration of context

variables that are likely to have an

impact on project outcomes; e.g.,

Human Resources Management

regionalization, downsizing, crossservice integration, and the general state

of the economy. However, the main

focus of the evaluation will be on

intermediate outcomes, i.e., the results

of specific personnel system changes

which are expected to improve human

resources management. The ultimate

outcomes are defined as improved

organizational effectiveness, mission

accomplishment, and customer

satisfaction.

Data from a variety of different

sources will be used in the evaluation.

Information from existing management

information systems supplemented with

perceptual data will be used to assess

variables related to effectiveness.

Multiple methods provide more than

one perspective on how the

demonstration project is working.

Information gathered through one

method will be used to validate

information gathered through another.

Confidence in the findings will

increase as they are substantiated by the

different collection methods. The

following types of data will be collected

as part of the evaluation: (1) Workforce

data; (2) personnel office data; (3)

employee attitudes and feedback using

surveys, structured interviews, and

focus groups; (4) local activity histories;

and (5) core measures of laboratory

effectiveness.

VIII. Demonstration Project Costs

A. Step Buy-Ins

Under the current pay structure,

employees progress through their

assigned grade in step increments. Since

this system is being replaced under the

demonstration project, employees will

be awarded that portion of the next

higher step they have completed up

until the effective date of

implementation. As under the current

system, supervisors will be able to

withhold these partial step increases if

the employee’s performance falls below

fully successful.

Rules governing Within-Grade

Increases (WGI) under the current Army

performance plan will continue in effect

until the implementation date.

Adjustments to the employees base

salary for WGI equity will be computed

effective the date of implementation to

coincide with the beginning of the first

formal PFP assessment cycle. WGI

equity will be acknowledged by

increasing base salaries by a prorated

share based upon the number of weeks

an employee has completed towards 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. Employees at

step 10 on the date of implementation

will not be eligible for WGI equity

adjustments since they are already at the

top of the step scale.

B. Cost Discipline

An objective of the demonstration

project is to ensure in-house budget

discipline. A baseline will be

established at the start of the project and

salary expenditures will be tracked

yearly. Implementation costs, including

the step buy-in costs detailed above,

will not be included in the cost

discipline evaluations.

The Personnel Management Board

will annually track personnel cost

changes and determine if adjustments

are required to achieve the objective of

cost discipline.

C. Personnel Management Board

ARL will create a Personnel

Management Board to oversee and

monitor the implementation and

operation of the demonstration project.

Its specific functions are outlined

below. The Board will be chaired by the

Deputy Director and consist of the Chief

of Staff, Associate for Science and

Technology, the senior ranking civilian

in each directorate and center within

the laboratory and the Program Manager

for the ARL Personnel Demonstration

Project. EEO, Legal, Human Resources

Office, appropriate union

representatives and the Staff Members

Committee (SMC) Chair will serve as

non-voting advisors on the board. The

board will be responsible for:

(a) Determining the composition of

the PFP pay pools in accordance with

the established guidelines,

(b) Providing guidance to pay pool

managers,

(c) Overseeing disputes in pay pool

issues,

(d) Overseeing the civilian pay

budget,

(e) Monitoring award pool

distribution by organization,

(f) Reviewing hiring and promotion

salaries, to include approving

promotions over $5,000,

(g) Conducting classification review

and oversight; monitoring and adjusting

classification practices and deciding

broad classification issues,

(h) Approving major changes in

position structure,

(i) Addressing issues associated with

multiple pay systems during the

demonstration project,

(j) Assessing the need for changes to

demonstration project procedures and

policies,

(k) Ensuring in-house budget

discipline.

D. Developmental Costs

Costs associated with the

development of the demonstration

project system include software

automation, training, and project

evaluation. All funding will be provided

through the Army Science and

Technology budget. The projected

annual expenses for each area is

summarized in Figure 4 below. Project

evaluation costs will continue for at

least the first 5 years and may continue

beyond.

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IX. Required Waivers to Law and

Regulation

A. Waivers to Title 5 United States Code

Chapter 31, section 3111: Acceptance

of volunteer service.

Chapter 33, section 3324:

Appointments to Positions Classified

Above GS–15.

Chapter 33, section 3341: Details.

Chapter 41, section 4107 (a) (1), (2),

(b) (1), (3): Restriction on Degree

Training.

Chapter 43, section 4301 (3):

Definition of unacceptable performance.

Chapter 43, section 4302–4303: This

waiver applies to the extent that the

term ‘‘grade level’’ is replaced with ‘‘pay

band’’.

Chapter 51, sections 5101–5111:

Purpose, definitions, basis,

classification of positions, review,

authority—This waiver applies to the

extent that white collar employees will

be covered by broadbanding. Pay

category determination criteria for

Federal Wage System positions remain

unchanged.

Chapter 53, sections 530l; 5302 (1), (8)

and (9); 5303; and 5304: Pay

comparability system. (This waiver

applies only to the extent necessary to

allow (1) demonstration project

employees, except employees in band V

of the engineers and scientists

occupational family, to be treated as

General Schedule employees, (2) basic

rates of pay under the demonstration

project to be treated as scheduled rates

of basic pay, and (3) employees in band

V of the engineers and scientists

occupational family to be treated as SES

and ST employees for the purposes of

these provisions.)

Chapter 53, section 5305: Special

rates.

Chapter 53, sections 5331–5336:

General Schedule pay rates.

Chapter 53, section 5362: Grade

retention.

Chapter 53, section 5363: Pay

retention. (This waiver applies only to

the extent necessary to (1) allow

demonstration project employees to be

treated as General Schedule employees,

and (2) provide that pay retention

provisions do not apply to conversions

from General Schedule special rates to

demonstration project pay, as long as

total pay is not reduced.)

Chapter 55, section 5545 : Night,

standby, irregular, and hazardous duty

differential. (This waiver applies only to

the extent necessary to allow

demonstration project employees to be

treated as General Schedule employees.

This waiver does not apply to

employees in band V of the engineers

and scientists occupational family.)

Chapter 57, sections 5753, 5754, and

5755: Recruitment and relocation

bonuses, retention allowances, and

supervisory differentials (This waiver

applies only to the extent necessary to

allow (1) employees and positions

under the demonstration project to be

treated as employees and positions

under the General Schedule and (2)

employees in band V of the engineers

and scientists occupational family to be

treated as SES and ST employees)

Chapter 59, section 5941: Allowances

based on living costs and conditions of

environment; employees stationed

outside continental United States or

Alaska. (This waiver applies only to the

extent necessary to provide that COLA’s

paid to employees under the

demonstration project are paid in

accordance with regulations prescribed

by the President (as delegated to OPM).)

Chapter 75, section 7512(3): Adverse

actions. (This provision is waived only

to the extent necessary to replace

‘‘grade’’ with ‘‘pay band.’’)

Chapter 75, section 7512 (4): Adverse

actions. (This waiver applies only to the

extent necessary to provide that adverse

action provisions do not apply to

conversions from General Schedule

special rates to demonstration project

pay, as long as total pay is not reduced.)

B. Waivers to Title 5. Code of Federal

Regulations

Part 300, sections 300.601 through

300.605: Time in grade restrictions.

Time in grade restrictions are

eliminated in the Demonstration project.

Part 308.101 through 308.103:

Volunteer Service.

Part 315, sections 315.801 and

315.802: Probationary period.

Part 316, section 301 (Term

Appointments for more than 4 years).

Part 316, section 303 (Converting

Terms to Status).

Part 335, section 103: Covering the

length of details and temporary

promotions.

Part 351, section 351.402(b):

Competitive area.

Part 351, section 351.403: Competitive

Level. (This waiver applies only to the

extent necessary to replace ‘‘grade’’ with

‘‘pay band’’.)

Part 351, sections; 351.504 as it relates

to years of credit; 351.701 to the extent

that employee bump and retreat rights

will be limited to one pay band except

in the case of 30% preference eligible.
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Part 430, Section 207 (d): Definition of

Unacceptable Performance.

Part 432: Modified to the extent that

an employee may be removed, reduced

in band level with a reduction in pay or

reduced in pay without a reduction in

band level based on unacceptable

performance. Also modified to redefine

unacceptable performance.

Part 511, subpart A, General

Provisions, and subpart B, Coverage of

the General Schedule.

Part 511, section 511.601:

Classification Appeals modified to the

extent that white collar positions

established under 5 U.S.C. 4703,

although specifically excluded from

Title V, are covered by the classification

appeal process outlined in this section,

as amended below.

Part 511, section 511.603(a): Right to

appeal—substitute band for grade.

Part 511, section 511.607(b): NonAppealable Issues—add to the list of

issues which are neither appealable nor

reviewable, the assignment of series

under 5 U.S.C. 4703 to appropriate

career paths.

Part 530, subpart C: Special salary

rates.

Part 531, subparts B, D, and E:

Determining The Rate of Basic Pay,

Within-Grade Increases, and Quality

Step Increases.

Part 531, subpart F: Locality-Based

Comparability Payments. (This waiver

applies only to the extent necessary to

allow (1) demonstration project

employees, except employees in band V

of the engineers and scientists

occupational family, to be treated as

General Schedule employees, (2) basic

rates of pay under the demonstration

project to be treated as scheduled

annual rates of pay, and (3) employees

in band V of the engineers and scientists

occupational family to be treated as SES

and ST employees for the purposes of

these provisions.)

Part 536, Grade retention.

Part 536, section 536.104: Pay

Retention. (This waiver applies only to

the extent necessary to provide that pay

retention provisions do not apply to

conversions from General Schedule

special rates to demonstration project

pay, as long as total pay is not reduced.)

Part 536, sections 536.205 (b)(3), (c)

and (d): Determination of the rate of

basic pay. (These provisions are waived

only to the extent necessary to replace

‘‘grade’’ with ‘‘pay band’’.)

Part 550, section 550.703: Severance

Pay. (This provision is waived only 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: Hazardous

duty differential, definition of

‘‘employee’’. (This waiver applies only

to the extent necessary to allow

demonstration project employees to be

treated as General Schedule employees.

This waiver does not apply to

employees in band V of the engineers

and scientists occupational family.)

Part 575, subparts A, B, C, and D:

Recruitment Bonuses, Relocation

Bonuses, Retention Allowances, and

Supervisory Differentials. (This waiver

applies only to the extent necessary to

allow (1) employees and positions

under the demonstration project to be

treated as employees and positions

under the General Schedule and (2)

employees in band V of the engineers

and scientists occupational family to be

treated as SES and ST employees for the

purposes of these provisions.)

Part 591, subpart B: Cost-of-Living

Allowances and Post DifferentialNonforeign Areas. (This waiver applies

only to the extent necessary to allow (1)

demonstration project employees to be

treated as employees under the General

Schedule and (2) employees in band V

of the engineers and scientists

occupational family to be treated as SES

and ST employees for the purposes of

these provisions.)

Part 752, section 752.401 (a)(3):

Adverse actions. (This provision is

waived only to the extent necessary to

replace ‘‘grade’’ with ‘‘pay band.’’)

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

Adverse actions. (This provision applies

only to the extent necessary to provide

that adverse action provisions do not

apply to conversions from General

Schedule special rates to demonstration

project pay, as long as total pay is not

reduced.)

Appendix A—ARL Employee Duty Locations

(as of 17 JUN 96) (Totals Include SES, ST

and FWS Employees)

ARL EMPLOYEES

Duty location Total

Seoul, Korea ..................................... 1

Fort Rucker, AL ................................ 3

Redstone Arsenal, AL ....................... 4

Fort Huachuca, AZ ........................... 4

Newark, DE ....................................... 1

Wilmington, DE ................................. 58

Hurlbert Field, FL .............................. 1

MacDill AFB, FL ................................ 1

Orlando, FL ....................................... 4

Atlanta, GA ....................................... 14

Fort Benning, GA .............................. 4

Fort Gordon, GA ............................... 2

Tripler Army Hospital, HI .................. 1

Scott Air Force Base, IL ................... 1

Fort Knox, KY ................................... 2

APG, MD ........................................... 929

Adelphi, MD ...................................... 873

ARL EMPLOYEES—Continued

Duty location Total

Baltimore, MD (JHU) ........................ 9

Gaithersburg, MD ............................. 3

LaPlata, MD (Blossom Point) ........... 4

Watertown, MA ................................. 26

Warren, MI ........................................ 5

St. Louis, MO .................................... 3

Fort Monmouth, NJ ........................... 190

Picatinny, NJ ..................................... 6

White Sands Missile Range, NM ...... 272

Fort Bragg, NC ................................. 1

Akron, OH ......................................... 1

Cleveland, OH .................................. 52

Fairview Park, OH ............................ 1

Fort Sill, OK ...................................... 8

Austin, TX ......................................... 1

Fort Bliss, TX .................................... 1

Fort Hood, TX ................................... 9

Alexandria, VA .................................. 1

Arlington, VA ..................................... 1

Fort Belvoir, VA ................................ 81

Newport News, VA ........................... 50

Vint Hill Farms Station, VA ............... 1

Woodbridge, VA ................................ 2

Fort Lewis, WA ................................. 1

Total ........................................... 2,631

Appendix B: Occupational Series by

Occupational Family

I. Engineers & Scientists

0180 Psychologist

0401 General Biological Science

0413 Physiology

0471 Agronomy

0690 Industrial Hygiene

0801 General Engineering

0803 Safety Engineering

0806 Materials Engineering

0810 Civil Engineering

0819 Environmental Engineering

0830 Mechanical Engineering

0840 Nuclear Engineering

0850 Electrical Engineering

0854 Computer Engineering

0855 Electronics Engineering

0861 Aerospace Engineering

0892 Ceramic Engineering

0893 Chemical Engineering

0894 Welding Engineering

0896 Industrial Engineering

0899 Engineering & Architecture Student

Trainee

1301 General Physical Science

1306 Health Physics

1310 Physics

1320 Chemistry

1321 Metallurgy

1340 Meteorology

1386 Photographic Technology

1399 Physical Science Student Trainee

1515 Operations Research

1520 Mathematics

1529 Mathematical Statistician

1550 Computer Science

1599 Mathematics & Statistics Student

Trainee

II. E&S Technician

0181 Psychology Aid & Technician

0802 Engineering Technician

0818 Engineering Drafting
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0856 Electronics Technician

1152 Production Control

1311 Physical Science Technician

1341 Meteorological Technician

1601 General Facilities & Equipment

1670 Equipment Specialist

III. Administrative

0018 Safety & Occupational Health

Management

0028 Environmental Protection Specialist

0080 Security Administration

0101 Social Science

0170 History

0201 Personnel Management

0205 Military Personnel Management

0212 Personnel Staffing

0221 Position Classification

0230 Employee Relations

0235 Employee Development

0260 Equal Employment Opportunity

0301 Miscellaneous Administration &

Program

0334 Computer Specialist

0340 Program Management

0341 Administrative Officer

0343 Management & Program Analysis

0346 Logistics Management

0391 Telecommunications

0501 Financial Administration & Program

0505 Financial Management

0510 Accounting

0511 Auditing

0560 Budget Analysis

0905 General Attorney

0950 Paralegal Specialist

1001 General Arts & Information

1020 Illustrating

1035 Public Affairs

1060 Photography

1071 Audio Visual Production

1082 Writing & Editing

1083 Technical Writing & Editing

1084 Visual Information

1101 General Business & Industry

1102 Contracting

1170 Realty

1222 Patent Attorney

1410 Librarian

1412 Technical Information Services

1640 Facilities Management

654 Printing Management

1811 Criminal Investigating

1910 Quality Assurance

2001 General Supply

2003 Supply Program Management

2010 Inventory Management

2101 Transportation Specialist

2130 Traffic Management

IV. General Support

0081 Fire Protection & Prevention

0083 Police

0085 Security Guard

0086 Security Clerical & Assistance

0303 Miscellaneous Clerk & Assistant

0304 Information Receptionist

0305 Mail & File

0318 Secretary

0322 Clerk Typist

0326 Office Automation Clerical &

Assistant

0332 Computer Operation

0335 Computer Clerk & Assistant

0342 Support Services Administration

0344 Management Clerical & Assistant

0361 Equal Opportunity Assistant

0392 General Telecommunications

0503 Financial Clerical & Assistance

0525 Accounting Technician

0561 Budget Clerical & Assistant

0986 Legal Clerk & Technician

1087 Editorial Assistance

1105 Purchasing

1106 Procurement Clerical & Assistance

1411 Library Technician

1702 Education & Training Technician

2005 Supply Clerical & Technician

2102 Transportation Clerk & Assistant

Appendix C—Demographics and Union

Representation (As of 17 June 1996)

SCIENTISTS & ENGINEERS ........... 56%

E&S TECHNICIANS ......................... 9%

ADMINISTRATIVE .......................... 18%

GENERAL SUPPORT ....................... 12%

EXCEPTED SERVICE ....................... 5%

OCCUPATIONAL SERIES ............... 119

DUTY LOCATIONS ......................... 41

VETERANS ...................................... 23%

The following unions have been notified

about the project:

Adelphi, Maryland—AFGE Local 2 Fraternal

Order of Police

Aberdeen Proving Ground, Maryland—AFGE

Local 3176 IAM/AW Local 2424

Fort Monmouth, New Jersey—NFFE Local

476

White Sands Missile Range, New Mexico—

NFFE Local 2049

Cleveland, Ohio—AFGE Local 2182

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[FR Doc. 97–6170 Filed 3–10–97; 8:45 am]

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