[Federal Register Volume 75, Number 95 (Tuesday, May 18, 2010)]
[Notices]
[Pages 27866-27915]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 2010-11663]



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Part II





Department of Defense





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Science and Technology Reinvention Laboratory Personnel Management 
Demonstration Project, Department of the Air Force, Air Force Research 
Laboratory (AFRL); Notice

Federal Register / Vol. 75 , No. 95 / Tuesday, May 18, 2010 / 
Notices

[[Page 27866]]


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DEPARTMENT OF DEFENSE

Office of the Secretary


Science and Technology Reinvention Laboratory Personnel 
Management Demonstration Project, Department of the Air Force, Air 
Force Research Laboratory (AFRL)

AGENCY: Office of the Deputy Under Secretary of Defense (Civilian 
Personnel Policy) (DUSD (CPP)), DoD.

ACTION: Notice of amendment to modify existing demonstration project 
initiatives.

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SUMMARY: This notice of amendment modifies existing demonstration 
project initiatives, to adopt flexibilities from Science and Technology 
Reinvention Laboratories (STRLs) and to propose expansion of coverage 
of the AFRL Personnel Demonstration Project to AFRL employees in 
Business Management and Professional, Technician, and Mission Support 
occupations.

DATES: The adoption of the listed STRL demonstration project 
flexibilities may be implemented beginning on the date of publication 
of this notice in the Federal Register; and implementation of the 
flexibilities will be through AFRL implementing issuances and notices 
to appropriate stakeholders.
    The proposed expansion of the AFRL Demonstration Project may not be 
implemented until a 30-day comment period is provided, comments 
addressed, and a final Federal Register notice published. To be 
considered, written comments must be submitted on or before June 17, 
2010.

ADDRESSES: Send comments on or before the comment due date by mail to 
Ms. Betty A. Duffield, CPMS-PSSC, Suite B-200, 1400 Key Boulevard, 
Arlington, VA 22209-5144; by e-mail to <a href="/cdn-cgi/l/email-protection#aceec9d8d8d582e8d9cacac5c9c0c8eccfdcc1df82c3dfc882c1c5c0"><span class="__cf_email__" data-cfemail="3072554444491e7445565659555c547053405d431e5f43541e5d595c">[email protected]</span></a>; or 
by Fax to 703-696-5462.

FOR FURTHER INFORMATION CONTACT: AFRL: Ms. Michelle Williams, AFRL/DPL, 
1864 4th Street, Wright-Patterson AFB, Ohio 45433-7130.
    DoD: Ms. Betty A. Duffield, CPMS-PSSC, Suite B-200, 1400 Key 
Boulevard, Arlington, VA 22209-5144.

SUPPLEMENTARY INFORMATION: This notice of amendment modifies existing 
demonstration project initiatives, to adopt flexibilities from Science 
and Technology Reinvention Laboratories (STRLs), previously enumerated 
in section 9902(c)(2) of title 5, United States Code (U.S.C.), now 
redesignated in section 1105 of the National Defense Authorization Act 
(NDAA) for Fiscal Year (FY) 2010, Public Law 111-84, 123 Stat. 2486, 
and to propose expansion of coverage of the AFRL Personnel 
Demonstration Project to AFRL employees in Business Management and 
Professional, Technician, and Mission Support occupations.
    Section 342(b) of the National Defense Authorization Act (NDAA) for 
Fiscal Year (FY) 1995, as amended (10 U.S.C. 2358 note) by section 1109 
of NDAA FY 2000 and section 1114 of NDAA FY 2001, authorizes the 
Secretary of Defense to conduct personnel demonstration projects at DoD 
laboratories designated as STRLs. The above-cited legislation 
authorizes DoD to conduct demonstration projects to determine whether a 
specified change in personnel management policies or procedures would 
result in improved Federal personnel management. Section 1107 of Public 
Law 110-181, as amended by section 1109 of Public Law 110-417 requires 
the Secretary of Defense to execute a process and plan to employ the 
personnel management demonstration project authorities granted to the 
Office of Personnel Management under section 4703, title 5, U.S.C., at 
the STRLs previously enumerated in section 9902(c)(2) of title 5, 
U.S.C., which are now redesignated in section 1105 of the NDAA for FY 
2010, Public Law 111-84, 123 Stat. 2486, and 73 FR 73248, to enhance 
the performance of these laboratories. AFRL is listed as one of the 
STRLs previously enumerated in section 9902(c)(2) of title 5, U.S.C., 
and now redesignated in section 1105 of the NDAA for FY 2010, Public 
Law 111-84, 123 Stat. 2486.

1. Background

    The STRL demonstration projects are ``generally similar in nature'' 
to the Navy's China Lake Demonstration Project. The terminology 
``generally similar in nature'' does not imply an emulation of various 
features, but rather ``that the effectiveness of Federal laboratories 
can be enhanced by allowing greater managerial control over personnel 
functions,'' * * * which * * * ``can help managers to operate with more 
authority, responsibility, and skill to increase work force and 
organizational effectiveness and efficiency.'' \1\
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    \1\ Federal Register, Vol. 45, No. 77, Friday, April 18, 1980, 
Proposed Demonstration Project: An Integrated Approach to Pay, 
Performance Appraisal, and Position Classification for More 
Effective Operation of Government Organizations.
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    In August 1994, a special action ``Tiger Team'' was formed by the 
Director of Science and Technology for Air Force Materiel Command in 
response to the proposed DoD legislation allowing reinvention 
laboratories to conduct personnel demonstration projects. The team was 
chartered to take full opportunity of this legislation and develop 
solutions that would alleviate or resolve many of the prevalent and 
well-documented Laboratory personnel issues. The team composition 
included managers from the original four Air Force Laboratories (which 
merged and became AFRL in August 1997), retired and current Laboratory 
directors, and subject matter experts from civilian personnel and 
manpower. This team developed 27 initiatives which together represented 
sweeping changes in the entire spectrum of human resource management 
for the Laboratory. Several initiatives were designed to assist the 
Laboratory in hiring and placing highly-qualified Scientist and 
Engineer (S&E) candidates to fulfill mission requirements. Others 
focused on developing, motivating, and equitably compensating employees 
based on their contribution to the mission. Initiatives to effectively 
manage workforce turnover and maintain organizational excellence were 
also developed. These 27 initiatives were endorsed and accepted in 
total by the four Laboratory Commanders.
    After the authorizing legislation passed, a Demonstration Project 
Office with four employees was established in September 1994. Under the 
guidance of the Air Force Materiel Command Director of Science and 
Technology, the Project Office was charged with further developing and 
implementing the demonstration concept. Initially, the Project Office 
solicited volunteers from across the then four Laboratories and the 
servicing civilian personnel offices to staff six integrated product 
teams. Sixty civilian managers and employees from most of the four 
Laboratories' geographic locations and appropriate base level personnel 
offices worked for nine months to develop the detailed concept and 
implementation for each initiative.
    After a thorough study, the original 27 initiatives were reduced to 
20. Seven of these initiatives were published in the original Federal 
Register notice and appear herein. The remaining initiatives were 
subject to either DoD or AF regulation and waivers were sought at those 
levels.

2. Overview

    This Federal Register notice (FRN) supersedes the four previous 
AFRL Demonstration Project FRNs. Substantive changes include updating 
the demonstration project Reduction-in-Force (RIF) procedures; 
expanding the

[[Page 27867]]

coverage of the Demonstration Project to include AFRL employees in 
Business Management and Professional, Technician, and Mission Support 
occupations; and the ability to establish an Above GS-15 authority 
(broadband level V). In this FRN, AFRL is also adopting flexibilities 
from other STRL personnel demonstration projects. Additional 
flexibilities include using an alternative examining process; 
implementing the Distinguished Scholastic Achievement Appointment 
authority; expanding the use of temporary promotions and details; 
authorizing pay setting flexibilities; and requiring the Demonstration 
Project to be cost disciplined. Also, the expanded plan reduces the 
number of factors from six to four, with corresponding descriptors for 
each broadband level in a career path.
    The original AFRL Personnel Management Demonstration Project plan 
was published in 61 FR 60399, November 27, 1996. This Demonstration 
Project plan involves simplified, delegated position classification, 
two types of appointment authorities, an extended probationary period, 
broadbanding, and a Contribution-based Compensation System (CCS). Three 
amendments to the final plan were published in the Federal Register. 
The first amendment to clarify which employees are subject to the 
extended probationary period; provide the CCS bonus to eligible 
employees subject to the General Schedule (GS) 15, step 10 pay cap; and 
change the names of the descriptor ``Cooperation and Supervision'' and 
CCS Factor 6, ``Cooperation and Supervision,'' to ``Teamwork and 
Leadership'' was published in 65 FR 3498, January 21, 2000. The second 
amendment changed the amount of time required to be assessed under CCS 
from 180 to 90 calendar days and was published in 70 FR 60495, October 
18, 2005. The third amendment eliminating mandatory factor weights was 
published in 74 FR 15463, April 6, 2009.
    Flexibilities published in this Federal Register notice shall be 
available for use by all STRLs enumerated in section 9902(c)(2) of 
title 5, U.S.C., which are now redesignated in section 1105 of the NDAA 
for FY 2010, Public Law 111-84, 123 Stat. 2486, if they wish to adopt 
them in accordance with DoD Instruction 1400.37; 73 FR 73248 to 73252; 
and the fulfilling of any collective bargaining obligations.

    Dated: May 12, 2010.
Mitchell S. Bryman,
Alternate OSD Federal Register Liaison Officer, Department of Defense.

Table of Contents

I. Executive Summary
II. Introduction
    A. Purpose
    B. Problems With the Present System
    C. Changes Required/Expected Benefits
    D. Participating Employees and Labor Participation
    E. Project Design
III. Personnel System Changes
    A. Hiring and Appointment Authorities
    B. Pay Setting Outside the Contribution-Based Compensation 
System
    C. Broadbanding
    D. Classification
    E. Contribution-Based Compensation System
    F. Dealing With Inadequate Contributions
    G. Voluntary Emeritus Corps
    H. Reduction-in-Force Procedures
IV. Training
V. Conversion
    A. Conversion to the Demonstration Project
    B. Conversion to Another Personnel System
VI. Project Duration and Changes
VII. Evaluation Plan
VIII. Demonstration Project Costs
IX. Required Waivers to Law and Regulation
    A. Waivers to Title 5, United States Code
    B. Waivers to Title 5, Code of Federal Regulations
Appendix A. Career Path Occupational Series
Appendix B. Descriptors Sorted by Career Path, Broadband Level, and 
Factor
Appendix C. Descriptors Sorted By Career Path, Factor, and Broadband 
Level

I. Executive Summary

    The original Project was designed by the Department of the Air 
Force (AF), with participation of and review by the DoD and the Office 
of Personnel Management (OPM). The purpose was to achieve the best 
workforce for the Laboratory mission, prepare the workforce for change, 
and improve workforce quality. The Project framework addressed all 
aspects of the human resources life cycle model. There were three major 
areas of change: (1) Laboratory-controlled rapid hiring; (2) a 
Contribution-based Compensation System; and (3) a streamlined removal 
process.
    Initially, the Project covered only professional S&E positions and 
employees. This Federal Register notice incorporates a design for 
coverage of not only S&E employees but also the AFRL employees in 
Business Management and Professional, Technician, and Mission Support 
occupations.

II. Introduction

A. Purpose

    The purpose of the Project is to demonstrate that the effectiveness 
of DoD laboratories can be enhanced by allowing greater managerial 
control over personnel functions and, at the same time, expanding the 
opportunities available to employees through a more responsive and 
flexible personnel system. This Demonstration Project, in its entirety, 
attempts to provide managers, at the lowest practical level, the 
authority, control, and flexibility needed to achieve a quality 
Laboratory and quality products.

B. Problems With the Present System

    The success of the Demonstration Project for S&E personnel has 
convinced AFRL management that the same system should be implemented 
for the remaining AFRL workforce. The Laboratory Demonstration Project 
implemented a broadbanding structure that replaced the 15 grades under 
the GS classification structure. This flexibility has enabled 
management to offer competitive starting salaries and seamlessly 
progress employees through the broadband levels based on contribution 
to the mission. The CCS has provided management an effective, 
efficient, and flexible method for assessing, compensating, and 
managing the S&E workforce. CCS has created more employee involvement 
in the assessment process, increased communication between supervisors 
and employees, promoted a clear accountability of contribution, 
facilitated employee career progression, and has provided an 
understandable basis for basic pay changes.
    The civilian GS personnel system has several major inefficiencies, 
which hinder management's ability to recruit and retain the best-
qualified personnel. Line managers have only limited flexibility to 
administer personnel resources, and existing personnel regulations are 
often in conflict with management's ability to support world-class 
research. Current personnel action processes cause delays in 
recruiting, reassigning, promoting, and removing employees. AFRL 
received no hiring authorities with the initial Demonstration Project 
implementation. Laboratories that implemented their authorities at a 
later time received hiring flexibilities that AFRL now wishes to 
pursue.
    The GS classification system requires lengthy, narrative, 
individual position descriptions, which have to be classified by the 
use of complex and often outdated position classification

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standards. The classification process under the AFRL Demonstration 
Project has been highly successful, can be accomplished quickly and 
efficiently, and has given managers control over their workforce.
    The current RIF system, for both GS and demonstration project 
employees, does not adequately recognize contribution as a major 
criterion in RIF situations. The RIF rules are complex and difficult to 
understand and administer. The RIF process disrupts operations, due to 
displacement of employees within their competitive levels and in the 
exercise of bump and retreat rights.
    The same flexibilities for attracting and retaining highly talented 
employees from which AFRL currently benefits for the S&E workforce 
should not be limited to the S&E career path. The success of the 
Laboratory is dependent on its total workforce not just S&E personnel; 
thus, the demonstration project flexibilities should be extended to the 
entire Laboratory workforce. The new authorities will provide 
additional management tools that will enable AFRL to attract and retain 
the best and brightest employees for all career paths.

C. Changes Required/Expected Benefits

    The AFRL Demonstration Project has demonstrated that a human 
resource system tailored to the mission and needs of the Laboratory 
results in: (a) Increased quality of the workforce and the Laboratory 
products they produce; (b) increased timeliness of key personnel 
processes; (c) trended workforce data that reveals increased retention 
of ``excellent contributors'' and increased separation rates of ``poor 
contributors;'' and (d) increased employee satisfaction with the 
Laboratory.

D. Participating Employees and Labor Participation

    There are approximately 5,025 employees assigned to AFRL, with the 
majority located in or at Arlington, Virginia; Brooks City Base, Texas; 
Edwards Air Force Base (AFB), California; Eglin AFB, Florida; Hanscom 
AFB, Massachusetts; Kirtland AFB, New Mexico; Rome, New York; Tyndall 
AFB, Florida; and Wright-Patterson AFB, Ohio. Employees are also 
located at sites around the world.
    Of the 5,025 AFRL employees, approximately 2,630 are currently in 
the Demonstration Project. The National Federation of Federal Employees 
(NFFE) and the American Federation of Government Employees (AFGE) 
represent professional and nonprofessional employees at many sites 
within AFRL. At this time, there are approximately 140 employees in the 
NFFE and AFGE bargaining units that are in the Demonstration Project. 
AFRL is proceeding to fulfill its obligation to consult or negotiate 
with the unions, as appropriate, in accordance with 5 U.S.C. 4703(f) 
and 7117. AFRL plans to initially convert the non-bargaining unit 
workforce into the Project with the hope of successfully negotiating 
with the impacted unions to convert the remaining Business Management 
and Professional, Technician, and Mission Support workforce into the 
Project at a later date.
    In determining the original scope of the Demonstration Project, 
primary consideration was given to the number and diversity of 
occupations within the Laboratory and the need for adequate development 
and testing of the Contribution-based Compensation System. 
Additionally, DoD human resource management design goals and priorities 
for the entire civilian workforce were considered. While the intent of 
this Project is to provide the AFRL Commander/Executive Director and 
subordinate supervisors with increased control and accountability for 
their total workforce, the decision was made to initially restrict 
development efforts to GS/GM positions within the professional S&E 
specialties.
    With this expansion effort, a total of 155 occupational series are 
included in the Project. During the course of the Project, other series 
may be included or moved to a more appropriate career path. For 
instance, a path for physicians and dentists may be added to the 
Project at a later date.
    The series included in the initial implementation of the Project 
were placed in the S&E career path (pay plan DR). The success of the 
Demonstration Project for the S&Es has proven that it is prudent to 
expand the flexibilities to the AFRL workforce in Business Management 
and Professional, Technician, and Mission Support occupations. This 
Federal Register notice proposes implementation of three new career 
paths for the Business Management and Professional (pay plan DO), 
Technician (pay plan DX), and Mission Support (pay plan DU) 
occupations. The new career paths are constructed based on career 
progression and occupational responsibilities, taking into 
consideration the AFRL workforce, the existing S&E career path and the 
design of other Defense laboratory broadbanding systems. The career 
paths along with the occupational series included are listed in 
Appendix A. Series may be added or deleted as mission work evolves and 
new competencies are needed.

E. Project Design

    For the expansion design, the AFRL Demonstration Project Office 
recruited volunteers from the 10 AFRL directorates. Most team members 
were drawn from the career fields being considered for expansion, 
although some engineers were on the team to assist with understanding 
the current authorities. The team considered existing AFRL authorities 
in addition to authorities and design elements of the other DoD 
Personnel Management Demonstration Project laboratories and other 
Federal alternative personnel systems.
    Although some of the original initiatives addressed recruiting and 
hiring issues, the Demonstration Project was not able to implement 
hiring flexibilities with the original publication. Additionally, the 
RIF changes were denied at the last minute, leaving only a change in 
how additional service credit was awarded based on the CCS scores. This 
Federal Register notice adopts hiring authorities currently utilized by 
other DoD STRL Personnel Demonstration Projects and implements a 
redesigned RIF methodology, which simplifies and strengthens the 
process.

III. Personnel System Changes

A. Hiring and Appointment Authorities

1. Description of Hiring Process
    At this time, AFRL is implementing a streamlined examining process 
as demonstrated in other Defense Personnel Management Demonstration 
Project laboratories. This applies to all positions in AFRL, with the 
exception of Senior Executive Service (SES), Scientific or Professional 
(ST), and broadband V positions and any examining process covered by 
court order. This authority includes the coordination of recruitment 
and public notices, the administration of the examining process, the 
certification of candidates, and selection and appointment consistent 
with merit system principles, to include existing authorities under 
title 5, U.S.C. and title 5, CFR. The ``rule of three'' is eliminated, 
similar to the authorities granted to: (1) Naval Research Laboratory 
(NRL), 64 FR 33970, June 24, 1999; (2) Naval Sea (NAVSEA) Systems 
Command Warfare Centers, 62 FR 64049, December 3, 1997; and (3) 
Communications-Electronics Research, Development, and Engineering 
Center (CERDEC), 66 FR 54871, October 30, 2001. When there are no more 
than 15 qualified applicants and no preference eligibles, all eligible

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applicants are immediately referred to the selecting official without 
rating and ranking. Rating and ranking are required only when the 
number of qualified candidates exceeds 15 or there is a mix of 
preference and nonpreference applicants. Statutes and regulations 
covering veterans' preference are observed in the selection process and 
when rating and ranking are required.
    AFRL's Distinguished Scholastic Achievement Appointment Authority 
(DSAA) uses an alternative examining process which provides the 
authority to appoint individuals with undergraduate or graduate degrees 
through the doctoral level to positions up to the equivalent of GS-12 
in series identified in the S&E or Business Management and Professional 
career paths. This enables AFRL to respond quickly to hiring needs for 
eminently qualified candidates possessing distinguished scholastic 
achievements. This flexibility is similar in nature to the authority 
granted to: (1) The Army Missile Research, Development, and Engineering 
Center (AMRDEC), 64 FR 12216, March 11, 1999; (2) Army Research 
Laboratory (ARL), 65 FR 3500, January 21, 2000; (3) Army Engineer 
Research and Development Center (ERDC), 64 FR 12216, March 11, 1999; 
and (4) NAVSEA, 62 FR 64064, December 3, 1997.
    Candidates may be appointed provided they meet the minimum 
standards for the position as published in OPM's operating manual, 
``Qualification Standards for General Schedule Positions'' and the 
candidate has a cumulative grade point average of 3.5 (on a 4.0 scale) 
or better in their field of study (or other equivalent score) or are 
within the top 10 percent of a university's major school of graduate 
studies, such as Business School, Law School, etc.
2. Qualification Determinations
    A candidate's basic eligibility is determined using OPM's 
``Qualification Standards Handbook for General Schedule Positions.'' 
Selective placement factors may be established in accordance with OPM's 
Qualification Handbook when judged to be critical to successful 
position contribution. These factors are communicated to all candidates 
for particular position vacancies and must be met for basic 
eligibility.
    S&E (pay plan DR) and Business Management and Professional (pay 
plan DO) occupations: The DR and DO pay plans' broadband level I 
minimum eligibility requirements are consistent with the GS-07 
qualifications. Broadband level II minimum eligibility requirements are 
consistent with the GS-12 qualifications. Broadband levels III and IV 
are single-grade broadband levels and consistent with the minimum 
qualifications for the respective GS grades of 14 and 15.
    Technician (pay plan DX): The DX pay plan broadband level I minimum 
eligibility requirements are consistent with the GS-01 qualifications. 
Broadband level II minimum eligibility requirements are consistent with 
the GS-05 qualifications. Broadband level III minimum eligibility 
requirements are consistent with the GS-08 qualifications. Broadband IV 
minimum eligibility requirements are consistent with the GS-11 
qualifications.
    Mission Support (pay plan DU): The DU pay plan broadband level I 
minimum eligibility requirements are consistent with the GS-01 
qualifications. Broadband level II minimum eligibility requirements are 
consistent with the GS-05 qualifications. Broadband level III minimum 
eligibility requirements are consistent with the GS-07 qualifications. 
Broadband IV minimum eligibility requirements are consistent with the 
GS-09 qualifications.
3. Appointment Authority
    Under the Demonstration Project, there are two appointment options: 
Regular career and modified term. The career-conditional appointment 
authority is not used under the Demonstration Project. Regular career 
appointments continue to use existing authorities and entitlements, and 
employees serve a probationary period. Probationary career employees 
are in tenure group I for RIF purposes. The modified term appointment 
is described below.
4. Modified Term Appointments
    The Laboratory conducts many research and development (R&D) 
projects that range from three to six years. The current four-year 
limitation on term appointments imposes a burden on the Laboratory by 
forcing the termination of some term employees prior to completion of 
projects they were hired to support. This disrupts the R&D process and 
reduces the Laboratory's ability to serve its customers. Under the 
Demonstration Project, AFRL has the authority to hire individuals under 
modified term appointments. These appointments are used to fill 
positions for a period of more than one year but not more than five 
years when the need for an employee's services is not permanent. The 
modified term appointment differs from term employment as described in 
5 CFR part 316 in that it may be made for a period not to exceed five 
years, rather than four years. In addition, the AFRL Commander/
Executive Director and pay pool managers are authorized to extend a 
term appointment one additional year. Employees hired under the 
modified term appointment authority may be eligible for conversion to 
career appointments. To be converted, the employee must: (1) Have been 
selected for the term position under competitive procedures, with the 
announcement specifically stating that the individual(s) selected for 
the term position(s) may be eligible for conversion to career 
appointment at a later date; (2) served a minimum of two years of 
continuous service in the term position; (3) be selected under merit 
staffing procedures for the permanent position; and (4) have a current 
delta CCS rating greater than -0.3.
    Employees serving under regular term appointments at the time of 
conversion to the Demonstration Project will be converted to the new 
modified term appointments provided they were hired for their current 
positions under competitive procedures. These employees will be 
eligible for conversion to career appointment if they have a current 
delta CCS rating greater than -0.3 and are selected under merit 
staffing procedures for the permanent position after having completed 
at least two years of continuous service.
5. Extended Probationary Period
    A new employee needs time and opportunities to demonstrate adequate 
contribution for a manager to render a thorough evaluation. The purpose 
of the extended probationary period or trial period is to allow 
supervisors an adequate period of time to fully evaluate an employee's 
contribution and conduct. An extended probationary or trial period of 
three years applies to all newly hired S&E employees, including 
individuals entering the Demonstration Project after a break in service 
of 30 calendar days or more. Employees who enter the Demonstration 
Project with a break in service of less than 30 calendar days are not 
required to complete an extended probationary or trial period if their 
service was in the same line of work as determined by the employee's 
actual duties and responsibilities. Current permanent Federal employees 
hired into the Demonstration Project are not required to serve a new 
probationary or trial period. Any employee appointed prior to the date 
of this Federal Register notice will not be affected. Supervisory 
probationary periods are made consistent with 5 CFR part 315.

[[Page 27870]]

    Student Career Experience Program (SCEP) students earning a 
bachelor's degree are required to serve the extended probationary 
period upon non-competitive conversion to career appointment. SCEPs 
earning a master's degree or Ph.D. will have their SCEP employment time 
counted toward the completion of the extended probationary period upon 
non-competitive conversion to career appointment. The requirements in 5 
CFR 315.802(c) apply when determining creditable service.
    Aside from extending the time period, all other features of the 
current probationary or trial period are retained including the 
potential to remove an employee without providing the full substantive 
and procedural rights afforded a non-probationary employee when the 
employee fails to demonstrate proper conduct, competency, and/or 
adequate contribution.
    When terminating probationary or trial employees, AFRL provides 
employees with written notification of the reasons for their separation 
and provides the effective date of the action.
6. Expanded Temporary Promotions and Details
    Under GS rules, details and temporary promotions to higher graded 
positions cannot exceed 120 days without being made competitively. AFRL 
may effect details to higher broadband level positions and temporary 
promotions of not more than one year within a 24-month period without 
competition, with the ability to extend one additional year, to 
positions within the Demonstration Project. This is similar to the 
authority granted to the NRL in 64 FR 33970, June 24, 1999.

B. Pay Setting Outside the CCS

    Management has authority to establish appropriate basic pay for 
employees moving within and into the Demonstration Project through 
internal and external competitive and non-competitive authorities. The 
basic pay of newly hired personnel entering the Demonstration Project 
is set at a level consistent with the expected contribution of the 
position based on the individual's academic qualifications, 
competencies, experience, scope and level of difficulty of the 
position, and/or expected level of contribution. Pay pool managers may 
establish specific pay setting criteria. Basic pay is limited to that 
equal to GS-15, step 10. A bonus may be considered in lieu of a basic 
pay increase.
    The authorities for retention, recruitment, and relocation payments 
granted under 5 CFR part 575 have been delegated to the AFRL Commander/
Executive Director and pay pool managers. Eligibility and documentation 
requirements, as described in 5 CFR part 575, are still in effect.
    Recruitment of students is currently limited to the local commuting 
area because college students frequently cannot afford to relocate to 
accept job offers within the Laboratory and continue to attend school 
in a different commuting area. Therefore, AFRL requires the ability to 
expand recruitment to top universities and incentivize mobility by 
paying additional expenses to students accepting employment outside of 
their geographic area. The authority to pay relocation bonuses is 
expanded to allow management to pay a bonus each time the co-operative 
education student returns to duty to the Laboratory.
1. Local Interns
    Outside of the rating cycle, a manager may grant a basic pay 
increase to an entry-level Business Management and Professional and S&E 
employee (broadband I) whose contribution justifies accelerated 
compensation. This is similar to the authority granted to AMRDEC in 62 
FR 34876, June 27, 1997.

C. Broadbanding

    The use of broadbanding provides a stronger link between pay and 
contribution to the mission of the Laboratory than what exists in the 
GS system. It is simpler, less time consuming, and not as costly to 
maintain. In addition, such a system is more easily understood by 
managers and employees, is easily delegated to managers, coincides with 
recognized career paths, and complements the other personnel management 
aspects of the Demonstration Project.
    In the Demonstration Project, the broadbanding system replaces the 
GS structure. Initially, only S&E positions in AFRL were covered. This 
Federal Register notice provides the authority to expand coverage of 
the Demonstration Project to Business Management and Professional, 
Technician, and Mission Support occupations. ST and SES employees are 
not covered.
    Table 2 shows the four broadband levels in each career path, 
labeled I, II, III, and IV, with the exception of newly expanded 
broadband V for the S&E career path. The broadband levels are designed 
to facilitate pay progression and to allow for more competitive 
recruitment of quality candidates at differing rates within the 
appropriate broadband level(s). The S&E career path broadband level I 
includes the current GS-07 through GS-11; level II, GS-12 and GS/GM-13; 
level III, GS/GM-14; level IV, GS/GM-15; and level V, above GS/GM-15. 
The Business Management and Professional career path broadband level I 
includes the current GS-07 through GS-11; level II, GS-12 and GS/GM-13; 
level III, GS/GM-14; and level IV, GS/GM-15. The Mission Support career 
path broadband level I includes the current GS-01 through GS-04; level 
II, GS-05 and GS-06; level III, GS-07 and GS-08; and level IV, GS-09 
and 10. The Technician career path broadband level I includes the 
current GS-01 through GS-04; level II, GS-05 through GS-07; level III, 
GS-08 through GS-10; and level IV, GS-11 and 12. Comparison to the GS 
grades was useful in setting the upper and lower dollar limits of the 
broadband; however, once employees are moved into the Demonstration 
Project, GS grades and steps no longer apply.
[GRAPHIC] [TIFF OMITTED] TN18MY10.000

The broadbanding plan for the S&E occupational family is being expanded 
to include a broadband V to provide the ability to accommodate 
positions having duties and responsibilities that exceed the GS-15 
classification criteria. This broadband is based on the Above GS-15 
Position concept found in other STRL personnel management

[[Page 27871]]

demonstration projects that was created to solve a critical 
classification problem. The STRLs have positions warranting 
classification above GS-15 because of their technical expertise 
requirements including inherent supervisory and managerial 
responsibilities. However, these positions are not considered to be 
appropriately classified as ST positions because of the degree of 
supervision and level of managerial responsibilities. Neither are these 
positions appropriately classified as SES positions because of their 
requirement for advanced specialized scientific or engineering 
expertise and because the positions are not at the level of general 
managerial authority and impact required for an SES position.
    The original Above GS-15 Position concept was to be tested for a 
five-year period. The number of trial positions was set at 40 with 
periodic reviews to determine appropriate position requirements. The 
Above GS-15 Position concept is currently being evaluated by DoD 
management for its effectiveness and continued applicability to the 
current STRL scientific, engineering, and technology workforce needs. 
The degree to which AFRL plans to participate in this concept and 
develop classification, compensation and performance management policy, 
guidance, and implementation processes will be based on the final 
outcome of this evaluation. Additional guidance will be included in 
AFRL internal issuances.

D. Classification

1. Occupational Series
    The OPM occupational series scheme, which frequently provides well-
recognized disciplines with which employees wish to be identified, is 
maintained and facilitates movement of personnel into and out of the 
Demonstration Project. Other series may be added to the Project as the 
need for new competencies emerges within the Laboratory environment.
2. Classification Factors and Descriptors
    The present system of OPM classification standards is used for the 
identification of proper series and occupational titles of positions 
within the Demonstration Project. OPM grading criteria are not used as 
part of the Demonstration Project. Rather, the appropriate career path 
broadband level factor descriptors are used to determine the broadband 
level. These same factor descriptors are used for the annual CCS 
employee assessments. For classification, only broadband level I 
descriptors are applied for each of the factors for a broadband level I 
position, for example. Therefore, the factors are sorted first by level 
and then by factor. (The broadband level of the position is reviewed 
and appropriately adjusted based on a yearly assessment of the 
employee's level of contribution to the organization in relation to 
these same factor descriptors, the position's duties, and the 
corresponding CCS score.) Specific broadband level factor descriptors 
for each career path are outlined in Appendix B and may be changed in 
future AFRL internal issuances, as needed.
3. Classification Authority
    The AFRL Laboratory Commander has delegated classification 
authority and may further delegate this authority to no lower than two 
management levels below the technical director. Classification 
approval, however, must be exercised at least one management level 
above the first-level supervisor of the employee or position under 
review. The first-level supervisor provides classification 
recommendations. Personnel specialists provide on-going consultation 
and guidance to managers and supervisors throughout the classification 
process.
4. Statement of Duties and Experience
    Under the Demonstration Project's classification system, the 
automated Statement of Duties and Experience (SDE) replaces the AF Form 
1378, Civilian Personnel Position Description. The SDE includes a 
description of position-specific information; references the broadband 
level factor descriptors for the assigned broadband level and career 
path; and provides data element information pertinent to the position. 
Laboratory supervisors follow a computer assisted process to produce 
the SDE.
5. Skill Codes
    The AF presently uses skill code sets within the Defense Civilian 
Personnel Data System (DCPDS) as a means to reflect duties of current 
positions and employees' competencies and previous experiences. Each 
code represents a specialization within the occupation. Specializations 
are those described in classification or qualification standards and 
those agreed upon by functional managers and personnel specialists to 
be important to staffing patterns and career paths. These codes may be 
used to refer candidates for employment with the AF; for placement of 
current employees into other positions; and for training consideration 
under competitive procedures. To facilitate the movement of personnel 
into, out of, and within the Demonstration Project, the AF system of 
skills coding continues to be used, as long as it is required by the 
AF. Laboratory supervisors select appropriate skill code sets to 
describe the work of each employee through the automated SDE 
classification process, as described below.
6. Classification Process
    The SDE is accomplished by completion of the following steps 
utilizing an automated system:
    (a) The supervisor enters, by typing free-form, the organizational 
location, SDE number, and the employee's name. From the menu, the 
supervisor selects the appropriate occupational series and title; the 
level factor descriptors corresponding to the broadband level that is 
most commensurate with the level of contribution necessary to 
accomplish the duties and responsibilities of the position; the CCS job 
category (if applicable); the functional classification code; and the 
DCPDS supervisory level. For Business Management and Professional and 
S&E positions, prefixes may be added to the titles to identify the 
associated broadband level (i.e., Associate, Senior, and Principal). 
The supervisor then completes a standard statement relating to the 
level of certification and functional area for the Acquisition 
Professional Development Program (APDP) if applicable.
    (b) The supervisor creates a brief description of position-specific 
information by typing free-form at the appropriate point. From a menu, 
the supervisor chooses statements pertaining to physical requirements; 
competencies required to perform the work; and special licenses or 
certifications needed (other than APDP). Based on the supervisory level 
of the position, the system produces mandatory statements pertaining to 
affirmative employment, safety, and security programs.
    (c) The supervisor selects up to three AF skill code sets (as used 
within the AF) appropriate to the position, in addition to other 
position data, such as position sensitivity, Fair Labor Standards Act 
(FLSA) status, drug testing requirements, etc. These data elements are 
maintained as a separate page of the SDE (i.e., an addendum) as this 
information can change frequently. By maintaining this information as 
an addendum, the need to create and classify a new SDE each time one of 
these elements must be updated is eliminated.
    (d) The supervisor accomplishes the SDE with a recommended 
classification, then signs and dates the document. The

[[Page 27872]]

SDE is sent to the individual in the organization with delegated 
classification authority for approval and classification, which is 
documented by that person signing and dating the SDE.
    The computer assisted system incorporates definitions for the CCS 
job categories (if applicable), supervisory levels, occupational series 
as well as their corresponding skill code sets (if applicable), and the 
functional classification codes as appropriate. The FLSA status 
selection must be in accordance with OPM guidance. Management analysts 
and personnel specialists may advise Laboratory management as 
necessary.

E. Contribution-Based Compensation System (CCS)

1. Overview
    The purpose of the Contribution-based Compensation System is to 
provide an effective, efficient, and flexible method for assessing, 
compensating, and managing the Laboratory workforce. It is essential 
for the development of a highly productive workforce and to provide 
management, at the lowest practical level, the authority, control, and 
flexibility needed to achieve a quality laboratory and quality 
products. CCS allows for more employee involvement in the assessment 
process, increases communication between supervisors and employees, 
promotes a clear accountability of contribution, facilitates employee 
career progression, provides an understandable basis for basic pay 
changes, and delinks awards from the annual assessment process. (Funds 
previously allocated for performance-based awards are reserved for 
distribution under a separate Laboratory awards program.) The CCS 
process described herein applies to broadband levels I through IV. The 
assessment process for broadband V positions will be documented in AFRL 
implementing issuances.
    CCS is a contribution-based assessment system that goes beyond a 
performance-based rating system. That is, it measures the employee's 
contribution to the organization's mission, the contribution level, and 
how well the employee performed a job. Contribution is simply defined 
as the measure of the demonstrated value of what an employee did in 
terms of accomplishing or advancing the organizational objectives and 
mission impact. CCS promotes proactive basic pay adjustment decisions 
on the basis of an individual's overall contribution to the 
organization.
    The same factor descriptors are used for classification and for the 
annual CCS employee assessments. For the CCS assessment process, the 
descriptors are sorted first by factor and then by level as shown in 
Appendix C. The appropriate career path factor descriptors (as shown in 
Appendix C) are used by the rating official to determine the employee's 
actual contribution score. Each factor has four levels of increasing 
contribution corresponding to the four broadband levels. Employees can 
score within, above, or below their broadband level. For example, a 
broadband level II employee could score in the broadband level I, III, 
or IV range. Therefore, for the CCS process, descriptors for all four 
levels of the career path factors are presented to better assist the 
supervisor with the employee assessment.
    The annual CCS assessment scoring process (section III, E.3.) 
begins with employee input, which provides an opportunity to state the 
perceived accomplishments and level of contribution. Scores have a 
direct relationship with basic pay; therefore, the significance of an 
employee's actual score is not known until it is compared to his/her 
expected score. An employee's basic pay determines an expected score 
when plotted on the appropriate career path Standard Pay Line (SPL) 
(section III, E.2.). For instance, a Mission Support employee with a 
basic pay of $30,117 in 2009 would have an expected score of 2.25, 
while a Business Management and Professional employee with a basic pay 
of $69,738 would have the same expected score. The comparison between 
expected score and actual score provides an indication of equitable 
compensation, undercompensation, or overcompensation. (Typically, 
employees who are overcompensated are not meeting contribution 
expectations and may be placed on a Contribution Improvement Plan 
(CIP), which is described in further detail in section III, F.) 
Broadband levels in each career path have the same expected score 
range, as depicted in Table 2 below which also includes the basic pay 
ranges for each broadband level. As the general basic pay rates 
increase annually, the minimum and maximum basic pay rates of broadband 
levels I through IV for each career path are adjusted accordingly. 
Individual employees receive basic pay increases based on their 
assessments under the Contribution-based Compensation System. There are 
no changes to title 5, U.S.C., regarding locality pay under the 
Demonstration Project.

[[Page 27873]]

[GRAPHIC] [TIFF OMITTED] TN18MY10.001


[[Page 27874]]


BILLING CODE 5001-06-P
2. Standard Pay Line (SPL)
    A mathematical relationship between assessed contribution and basic 
pay compensation was defined in order to create the SPLs for each 
career path used in CCS. Initially, various mathematical relationships 
between each CCS score and the appropriate corresponding basic pay rate 
were examined and analyzed given the following systemic constraints. 
First, CCS necessitates that the relationship be described by a single 
equation that yields a reasonable correlation between basic pay rates 
in the broadband levels and those of the corresponding GS grade(s). 
Second, neither the equation nor its derivative(s) can exhibit 
singularities within or between levels. That is, the equation must be 
continuous, smooth, and well-defined across the broadband levels within 
each career path. Third, the relationship may not yield disincentives 
or inequities between employees or groups of employees; it must 
demonstrate equitable (i.e., consistent) growth at each CCS score. 
Mathematical analysis demonstrated that the most reasonable 
relationship is a straight line--``the SPL.''
    Derivation of the initial S&E career path SPL was based on 
distributing the GS grades and steps of the incoming population across 
the corresponding broadband levels and plotting these against the GS 
basic pay rates. Although the data are not continuous, there is a 
linear trend. Each of these data points was weighted by the actual 
calendar year 1995 (CY95) population data for the Demonstration 
Laboratory. Using a ``least squares error fit'' analysis, the best 
straight line fit to this weighted data was computed.
    Specifically, the equation of the original S&E SPL for CY95 was: 
BASIC PAY = $13,572 + ($15,415 x CCS SCORE). The SPL for CY96 was 
calculated from the SPL for CY95 plus the general pay increase (``G'') 
given to GS employees in January 1996. The equation for the CY96 SPL 
was: BASIC PAY = $13,843 + ($15,723 x CCS SCORE). The CY97 SPL was the 
CY96 SPL increased by the ``G'' for CY97.
    Currently, the equation for the 2009 S&E SPL is BASIC PAY = $19,613 
+ ($22,278 x CCS SCORE). Figure 1 provides a pictorial representation 
of the DR 2009 SPL. Since the Business Management and Professional 
career path has the same banding structure as the existing S&E career 
path, the same SPL equation is used for that career path as shown in 
Figure 2.

[[Page 27875]]

[GRAPHIC] [TIFF OMITTED] TN18MY10.003

For the other two career paths, Technician and Mission Support, a 
different approach was used to design the SPL. In order to encompass 
all employees across the career path, a straight-line slope-intercept 
equation

[[Page 27876]]

was utilized. A CCS score of 1.0 was set as equivalent to the basic pay 
of a step one of the lowest GS grade in the career path, while a CCS 
score of 4.9 is equivalent to the basic pay of step ten of the highest 
GS grade. A straight line was then drawn between these two points, 
creating the SPL. Consequently, the 2009 Mission Support SPL is BASIC 
PAY = $2,034 + ($15,506 x CCS SCORE) and the 2009 Technician SPL is 
BASIC PAY = $6,862 + ($10,678 x CCS SCORE) as shown in Figures 3 and 4.

[[Page 27877]]

[GRAPHIC] [TIFF OMITTED] TN18MY10.004

BILLING CODE 5001-06-C
For each of the career paths, the lines were extended to 0.75 and 5.25, 
in order to provide a broader range of basic pay rates (i.e., an 
overall score of 0.75

[[Page 27878]]

corresponds with the minimum basic pay of the career path and an 
overall score of 5.25 corresponds with the maximum basic pay of the 
career path). Rails were then constructed at + and - 0.3 CCS around the 
SPL for all career paths. The area encompassed by the rails denotes the 
acceptable contribution and compensation relationship.
    Each SPL, and therefore, the basic pay rates, are increased by the 
amount of the general basic pay increase authorized each year. 
Continuing this calculation of the SPL maintains the same relationships 
between the basic GS pay scale and the SPL in the Demonstration 
Project. Locality pay is not included in the SPLs. Locality pay is 
added to the basic pay rate based upon each employee's official duty 
station.
3. The CCS Assessment Process
    The rating official is the first-level supervisor of record for at 
least 90 days during the rating cycle. If the current immediate 
supervisor has been in place for less than 90 days during the rating 
cycle, the second-level supervisor serves as the initial rating 
official. If the second-level supervisor is in place for less than 90 
days during the rating cycle, the next higher level supervisor in the 
employee's rating chain conducts the assessment.
    The annual assessment cycle begins on October 1 and ends on 
September 30 of the following year. At the beginning of the annual 
assessment period, the broadband level factor descriptors are provided 
to employees so that they know the basis on which their contribution is 
assessed.
    A midyear review, in the March to April timeframe, is conducted for 
employees. At this time, the employee's professional qualities, 
competencies, developmental needs, and mission contribution are 
discussed, as is future development and career opportunities. 
Additionally, supervisors are provided feedback on their supervisory 
qualities and skills. To highlight its importance, all feedback 
sessions are certified as completed by the rating official conducting 
the feedback session. While one documented formal midyear feedback is 
required, supervisors can/should conduct informal feedback sessions 
throughout the rating period. The preferable method for all feedback 
sessions is face-to-face. (Dealing with inadequate employee 
contribution is addressed in section III, F.)
    At the end of the annual assessment period, employees summarize 
their contributions in each factor for their rating official. Employee 
written self-assessments are highly encouraged to ensure that all 
contributions accomplished during the rating cycle are identified to 
management for consideration. The rating official determines 
preliminary CCS scores using the employee's input and the rating 
official's assessment of the overall contribution to the Laboratory 
mission based on the appropriate broadband level factor descriptors. 
For each factor, the rating official places the employee's contribution 
at a particular broadband level (I, II, III, or IV) and general range 
(i.e., high, medium, or low) to arrive at the preliminary score. 
(Inadequate employee contribution is addressed in section III, F.)
    The rating officials (e.g., branch chiefs) and their next level 
supervisor (e.g., the respective division chief) then meet as a group 
(e.g., first-level Meeting of Managers (MoM)) to review and discuss all 
proposed employee assessments and preliminary CCS scores. Giving 
authority to the group of managers to determine scores ensures that 
contributions are assessed and measured similarly for all employees. 
During the MoMs, the preliminary factor scores are further refined into 
decimal scores. For example, if the contribution level for a factor is 
at the lowest level of level I, a factor score of 1.0 is assigned. 
Higher levels of contribution are assigned factor scores increasing in 
0.1 increments up to 4.9. A factor score of 0.0 can be assigned if the 
employee does not demonstrate a minimum level I contribution. Likewise, 
a factor score of 5.9 can be assigned if the employee demonstrates a 
contribution that exceeds the broadband level IV descriptor. Rating 
officials must document justification for each proposed factor score.
    Factor scores are then averaged to give an overall CCS score. Each 
broadband range is defined for overall CCS scores from 0.75 to 5.25 as 
shown in Table 2. The maximum overall CCS score for broadband level IV 
is set at 5.25, to be consistent with the maximum overall CCS scores 
for other broadband levels (4.25 for broadband level III, 3.25 for 
broadband level II, and 2.25 for broadband level I). Therefore, when 
the average of CCS factor scores exceeds 5.25, the overall CCS score is 
set to 5.25 with the individual identified to upper management as 
having exceeded the maximum contribution defined by the broadband. The 
maximum compensation for each broadband is the basic pay corresponding 
with a n.25 overall CCS score (i.e., 2.25, 3.25, 4.25, and 5.25).
    Once the scores have been finalized, the pay pool manager approves 
the scores for the entire pay pool. Pay pool managers have the ability 
to look across the entire pay pool and may address anomalies through 
the appropriate management chain. However, CCS scores cannot be changed 
by managerial levels above the original group of supervisors that 
participated in the respective lowest level MoM. Contribution feedback 
and any training and/or career development needs are then discussed 
with the individual employees.
    If, on October 1, the employee has served under CCS for less than 
90 days, the rating official waits for the subsequent annual cycle to 
assess the employee. The employee is considered ``presumptive due to 
time'' and is assigned a score at the intersection of their basic pay 
and the SPL. Periods of approved, paid leave are counted toward the 90-
day time period.
    When an employee cannot be evaluated readily by the normal CCS 
assessment process due to special circumstances that take the 
individual away from normal duties or duty station (e.g., long-term 
full-time training, reserve military deployments, extended sick leave, 
leave without pay, etc.), the rating official documents the rating as 
``presumptive due to circumstance'' in the CCS software. The rating 
official then assesses the employee using one of the following options:
    (a) Recertify the employee's last contribution assessment; or
    (b) Assign a score at the intersection of the employee's basic pay 
and the SPL.
    Basic pay adjustments, i.e., decisions to give or withhold basic 
pay increases, are based on the relationship between the employee's 
actual CCS contribution score and the employee's current basic pay (as 
discussed in section III, E.5). Decisions for broadband movement 
(section III, E.6.) are also based on this relationship. Final pay 
determinations and broadband level changes are made by the pay pool 
manager.
4. Pay Pools
    Pay pool structure is under the authority of the Laboratory 
Commander/Executive Director, with each pay pool manager at the SES or 
full colonel level. The following minimal guidelines apply: (a) A pay 
pool is typically based on the organizational structure/functional 
specialty and should include a range of basic pay rates and 
contribution levels; (b) a pay pool must be large enough to constitute 
a reasonable statistical sample, i.e., 35 or more employees; (c) a pay 
pool must be large enough to encompass a second level of supervision 
since the CCS process uses a group of supervisors in the pay pool to 
determine assessments

[[Page 27879]]

and recommend basic pay adjustments; (d) the pay pool manager holds 
yearly pay adjustment authority; and (e) neither the pay pool manager 
nor supervisors within the pay pool recommend or set their own 
individual pay.
    The amount of money available for basic pay increases within a pay 
pool is determined by the general increase (``G'') and an incentive 
amount (``I'') drawn from money that would have been available for step 
increases and career ladder promotions, previously utilized under the 
General Schedule. The incentive amount is set by the AFRL Corporate 
Board and is considered adjustable to ensure cost discipline over the 
life of the Demonstration Project. The dollars derived from ``G'' and 
``I'' included in the pay pool are computed based on the basic pay of 
eligible employees in the pay pool as of September 30 of each year. Pay 
pool dollars are not transferable between pay pools.
5. Basic Pay Adjustment Guidelines
    The maximum compensation is limited to GS-15, step 10, basic pay. 
Any employee who's basic pay would exceed a GS-15, step 10, based on 
his or her overall CCS score, will be identified to upper management as 
having exceeded the maximum allowable compensation and will be paid a 
bonus to cover any difference between the GS-15, step 10, basic pay and 
the basic pay associated with his or her overall CCS score. Locality 
pay is added based upon each Demonstration Project employee's official 
duty station.
    Employees' annual contributions are determined by the CCS process 
described in section E.3. Their CCS scores are then plotted on the 
appropriate SPL graph based on their current basic pay as shown in 
Figure 5. The position of those points in relation to the SPL provides 
a relative measure (Delta Y) of the degree of overcompensation or 
undercompensation for each employee. This permits all employees within 
a pay pool to be rank-ordered by [Delta]Y, from the most 
undercompensated employee to the most overcompensated.
[GRAPHIC] [TIFF OMITTED] TN18MY10.005

    In general, those employees who fall below the SPL (indicating 
undercompensation, for example, employee X in Figure 5) should expect 
to receive greater basic pay increases than those who fall above the 
line (indicating overcompensation, for example, employee Z). A CCS 
assessment that falls on either rail is considered to be within the 
rails. Over time, employees will migrate closer to the standard pay 
line. The following provides more specific guidelines: (a) Those who 
fall above the upper rail (for example, employee Z) are given an 
increase ranging from zero to a maximum of ``G;'' (b) those who fall 
within the rails (for example, employee Y) are given a minimum of 
``G;'' and (c) those who fall below the lower rail (for example, 
employee X) are given at least their basic pay times ``G'' and ``I.'' 
If the pay increase results in a broadband movement for employees who 
do not meet APDP requirements that portion of the increase that takes 
them beyond the top of the broadband is withheld. The pay pool manager 
may give a bonus to an employee as compensation, in whole or part, to 
cover any difference between the employee's current basic pay and the 
basic pay associated with their new overall CCS score. This may be 
appropriate in a situation when the employee's continued contribution 
at this level is uncertain. Bonus criteria will be documented in AFRL 
implementing issuances.
    Each pay pool manager sets the necessary guidelines for the 
gradation of pay adjustments in the pay pool within these general 
rules: (1) Final decisions are standard and consistent within the pay 
pool; (2) are fair and equitable to all stakeholders; (3) maintain cost 
discipline over the Project life; and (4) be subject to review.
6. Broadband Level Movements
    Under the Demonstration Project, non-competitive broadband movement 
may occur once a year during the CCS process, if certain conditions are 
met. A key concept of the Demonstration Project is that career growth 
may be accomplished by movement through the broadband levels by 
significantly increasing levels of employee contribution toward the 
AFRL mission. An employee's contribution is a reflection of his/her CCS 
score, which is derived from the factor descriptors. Because the factor 
descriptors are written at progressively higher levels of work and are 
the same factor descriptors used in the classification process, higher 
scores reflect that the employee's contribution is equivalent to the 
level associated with the score he/she is awarded. The broadband level 
of a position may be increased when an employee consistently 
contributes at the higher broadband level through increased expertise 
and by performing expanded duties and responsibilities commensurate 
with the higher broadband level factor descriptors. If an employee's 
contributions impact and broaden the scope, nature, intent and 
expectations of the position and are reflective of higher level factor

[[Page 27880]]

descriptors, the classification of the position is updated accordingly. 
This form of movement through broadband levels is referred to as a 
seamless broadband movement and can only happen within the same career 
path; employees cannot cross over career paths through this process. 
The criteria is similar to that used in an accretion of duties scenario 
and must be met for an employee to move seamlessly to the higher 
broadband level and for this movement to occur, that is: (1) The 
employee's current position is absorbed into the reclassified position, 
with the employee continuing to perform the same basic duties and 
responsibilities (although at the higher level); and (2) the employee's 
current position is reclassified to a higher broadband level as a 
result of additional higher level duties and responsibilities. No 
additional broadband movement is guaranteed since there are no 
positions targeted to a higher broadband level within this system. It 
may take a number of years for contribution levels to increase to the 
extent a broadband level move is warranted, and not all employees 
achieve the increased contribution levels required for such moves.
    The simplified classification and broadbanding structure allows 
management to assign duties consistent with the broadband level of a 
position without the necessity to process a personnel action and 
provides managers authority to move employees between positions within 
their current broadband level, at any time during the year. However, 
management also has the option to fill vacancies throughout the year 
using various staffing avenues, to include details, reassignments, or 
competitive selection procedures (as applicable and/or required) for 
competitive promotions or temporary promotions (typically used for 
filling supervisory positions). Employees may be considered for 
vacancies at higher broadband level positions consistent with the 
Demonstration Project competitive selection procedures.
    Any resulting changes in broadband levels that occur through the 
CCS process are not accompanied by pay increases normally associated 
with formal promotion actions, but rather, they are processed and 
documented with a pay adjustment action to include appropriate changes/
remarks (e.g., change in title (if appropriate), change in broadband 
level, and accomplishment of a new SDE (section III, D.6.). The terms 
``promotion'' and ``demotion'' are not used in connection with the CCS 
process.
    The banding structure creates an overlap between adjacent broadband 
levels which facilitates broadband movement. Specifically, the basic 
pay overlap between two levels is defined by the basic pay rates at - 
to + 0.25 CCS around two whole number scores. For instance, the minimum 
basic pay for a broadband level I is that basic pay from the SPL 
corresponding to a CCS score of 0.75. And the maximum basic pay for 
broadband level I is that basic pay from the SPL corresponding to a CCS 
score of 2.25. The minimum basic pay for a broadband level II is that 
basic pay from the SPL corresponding to a CCS score of 1.75. And the 
maximum basic pay for broadband level II is that basic pay from the SPL 
corresponding to a CCS score of 3.25. Likewise, the minimum basic pay 
for level III would be the basic pay from the SPL corresponding to a 
CCS score of 2.75 and so on for the different broadband levels. This 
definition provides a basic pay overlap between broadband levels that 
is consistent with and similar to basic pay overlaps in the GS 
schedule.
    Figure 6 shows the basic pay overlap areas between broadband 
contribution levels. These basic pay overlap areas are divided into 
three zones designated as CL (consideration for change to lower level), 
CH (consideration for change to higher level), and E (eligible for 
change to higher or lower level). All the E zones have the same width, 
0.5 CCS, and height. The E zone is described as the box formed by the 
intersection of the integer + and -0.25 CCS lines and the SPL.
[GRAPHIC] [TIFF OMITTED] TN18MY10.006

    The E zones serve to stabilize the movement between adjacent 
broadband levels. This allows for annual fluctuations in contribution 
scores for people near the top or bottom of a level, without creating 
the need for repeated broadband level changes. An employee whose 
contribution score falls within an E zone is eligible for a change in 
broadband level but one should not be given unless the supervisor has a 
compelling reason to request the change

[[Page 27881]]

to increase or reduce the employee's level.
    Those who consistently achieve increased contribution assessments 
progress through their broadband level and find their basic pay 
climbing into the corresponding CH zone. Once the employee's CCS score 
is demonstrated to be consistently within the CH zone, a pay pool 
determination should be made as to whether the criteria for movement to 
a higher broadband level is justified unless the supervisor has a 
compelling reason not to request the change (e.g., temporary 
assignment; not a continuing assignment; unique circumstances for 
specific rating period, etc.). Conversely, regression through the 
broadband levels works the same way in the opposite direction. Those 
who consistently receive decreasing contribution assessments regress 
through their broadband level and do not receive any basic pay 
adjustments greater than ``G.'' They will find that the CL zone at the 
bottom of their current broadband level eventually aligns with their 
current basic pay. If the employee's CCS score is demonstrated to be 
consistently within the CL zone, a pay pool determination should be 
made as to whether the employee should be moved to the lower broadband 
level unless the supervisor has a compelling reason not to request the 
change (e.g., temporary assignment; not a continuing assignment; unique 
circumstances for specific rating period; etc.). If an employee moves 
completely above the CH zone or below the CL zone, the employee is 
considered to be in the mandatory zone and is automatically moved in 
broadband level, as long as APDP requirements are met (if applicable). 
If APDP requirements are not met, that portion of the basic pay 
increase that takes them beyond the top of the broadband is withheld.
7. Voluntary Pay Reduction and Pay Raise Declination
    Under CCS, an employee may voluntarily request a pay reduction or a 
voluntary declination of a pay raise which would effectively place an 
overcompensated employee's pay closer to or below the SPL. Since an 
objective of CCS is to properly compensate employees for their 
contribution, the granting of such requests is consistent with this 
goal. Under normal circumstances, all employees should be encouraged to 
advance their careers through increasing contribution rather than being 
undercompensated at a fixed level of contribution.
    To handle these special circumstances, employees must submit a 
request for voluntary pay reduction or pay raise declination during the 
30-day period immediately following the annual payout and document the 
reasons for the request. Management must properly document all 
decisions to approve or disapprove such requests. This type of basic 
pay change is not considered to be an adverse personnel action.
8. CCS Grievance Procedures
    An employee may grieve the assessment received under CCS, using the 
administrative grievance system. Non-bargaining unit employees, and 
bargaining unit employees covered by a negotiated grievance procedure 
which does not permit grievances over performance ratings, must file 
assessment grievances under administrative grievance procedures. 
Bargaining unit employees, whose negotiated grievance procedures cover 
performance rating grievances, must file assessment grievances under 
those negotiated procedures. Additional CCS grievance information to 
include the possible use of Alternative Dispute Resolution is 
documented in AFRL implementing issuances.

F. Dealing With Inadequate Contribution

    CCS is a contribution-based assessment system that goes beyond a 
performance-based rating system. Contribution is measured against 
factors, each having four levels of increasing contribution 
corresponding to the four broadband levels. Employees are plotted 
against the SPL based on their score and current basic pay, which 
determines the amount of overcompensation or undercompensation. When an 
employee's contribution plots in the area above the upper rail of the 
SPL (section III, E.3.), the employee is overcompensated for his/her 
level of contribution and is considered to be in the Automatic 
Attention Zone (AAZ).
    This section addresses reduction in pay or removal of Demonstration 
Project employees based solely on inadequate contribution, as 
determined by the amount of overcompensation. The following procedures 
are similar to and replace those established in 5 CFR part 432 
pertaining to performance-based reduction in grade and removal actions. 
Adverse action procedures under 5 CFR part 752 remain unchanged.
    The immediate supervisor has two options when an employee plots in 
the AAZ. The first option is to write a memorandum for record 
documenting the employee's inadequate contributions. The supervisor 
states in writing the specifics on where the employee failed to 
contribute at an adequate level and provide rationale for not taking a 
formal action. Examples where this might be used is when an employee's 
contribution plots just above the upper rail of the SPL or extenuating 
circumstances exist that may have contributed to the employee's overall 
score and are expected to be temporary in nature. A copy of this 
memorandum is provided to the employee and to higher levels of 
management. The second option is to take formal action by placing the 
employee on a Contribution Improvement Plan (CIP), providing the 
employee an opportunity to improve. The CIP must inform the employee, 
in writing, that unless the contribution increases and is sustained at 
a higher level, the employee may be reduced in pay or removed.
    The supervisor will afford the employee a reasonable opportunity (a 
minimum of 60 days) to demonstrate increased contribution commensurate 
with the duties and responsibilities of the employee's position. As 
part of the employee's opportunity to demonstrate increased 
contribution, management will offer appropriate assistance to the 
employee.
    Once an employee has been afforded a reasonable opportunity to 
demonstrate increased contribution, but fails to do so, management has 
sole and exclusive discretion to initiate reduction in pay or removal. 
If the employee's contribution increases to a higher level and is again 
determined to deteriorate in any area within two years from the 
beginning of the opportunity period, management has sole and exclusive 
discretion to initiate reduction in pay or removal with no additional 
opportunity to improve. If an employee has contributed appropriately 
for two years from the beginning of an opportunity period and the 
employee's overall contribution once again declines, management will 
afford the employee an additional opportunity to demonstrate increased 
contribution before determining whether or not to propose a reduction 
in pay or removal.
    An employee whose reduction in pay or removal is proposed is 
entitled to at least a 30-day advance notice of the proposed action 
that identifies specific instances of inadequate contribution by the 
employee on whom the action is based. Management may extend this 
advance notice for a period not to exceed an additional 30 days. 
Management will afford the employee a reasonable time to answer the 
notice of proposed action orally and/or in writing.

[[Page 27882]]

    A decision to reduce pay or remove an employee for inadequate 
contribution may only be based on those instances of inadequate 
contribution that occurred during the two-year period ending on the 
date of issuance of the notice of proposed action. Management will 
issue written notice of its decision to the employee at or before the 
time the action will be effective. Such notice will specify the 
instances of inadequate contribution by the employee on which the 
action is based and will inform the employee of any applicable appeal 
or grievance rights as specified in 5 CFR 432.106.
    Management will preserve all relevant documentation concerning a 
reduction in pay or removal which is based on inadequate contribution 
and make it available for review by the affected employee or designated 
representative. At a minimum, the records will consist of a copy of the 
notice of proposed action; the written answer of the employee or a 
summary thereof when the employee makes an oral reply; and the written 
notice of decision and the reasons therefore, along with any supporting 
material including documentation regarding the opportunity afforded the 
employee to demonstrate increased contribution.
    When a reduction in pay or removal action is not taken because of 
contribution improvement by the employee during the notice period and 
the employee's contribution continues to be deemed adequate for two 
years from the date of the advanced written notice, any entry or other 
notation of the proposed action will be removed from management records 
relating to the employee, in accordance with applicable directives.
    These provisions also apply to an employee whose contribution 
deteriorates during the year. In such instances, the group of 
supervisors who meet during the CCS assessment process may reconvene 
any time during the year to review an employee whose contribution is 
not appropriate for his or her basic pay and decide if the employee 
should be placed on a CIP.

G. Voluntary Emeritus Corps

    Under the Demonstration Project, the AFRL Laboratory Commander/
Executive Director and pay pool managers have the authority to offer 
retired or separated S&E, Business Management and Professional, Mission 
Support, and Technical employees voluntary assignments in the 
Laboratory. The Voluntary Emeritus Corps ensures continued quality 
research, mentoring, support, and program management while reducing the 
overall basic pay line by allowing higher paid employees to accept 
retirement incentives with the opportunity to retain a presence in the 
laboratory community. The program is beneficial during manpower 
reductions as senior personnel accept retirement and return to provide 
valuable on-the-job training or mentoring to less experienced 
employees. (This authority is similar in nature to that utilized by 
S&Es in AFRL and described in the CERDEC demonstration project plan, 66 
FR 54871, October 30, 2001.)
    This authority includes employees who have retired or separated 
from Federal service. Voluntary Emeritus Corps assignments are not 
considered employment by the Federal government (except for purposes of 
on-the-job injury compensation). Thus, such assignments do not affect 
an employee's entitlement to buyouts or severance payments based on an 
earlier separation from Federal service.
    To be accepted into the Emeritus Corps, a volunteer must be 
recommended by a manager within the Laboratory. Everyone who applies is 
not automatically entitled to a voluntary assignment. The Laboratory 
Commander/Executive Director and/or pay pool manager must clearly 
document the decision process for each applicant (whether accepted or 
rejected) and retain the documentation throughout the assignment. 
Documentation of rejections will be maintained according to applicable 
records management requirements.
    To encourage participation, the volunteer's Federal retirement pay 
(whether military or civilian) will not be affected while serving in a 
voluntary capacity.
    Volunteers are not permitted to monitor contracts on behalf of the 
government or to participate on any contracts or solicitations where a 
conflict of interest exists.
    An agreement is established between the volunteer, the pay pool 
manager, and the servicing Civilian Personnel Office. The agreement is 
reviewed by the local Staff Judge Advocate representative responsible 
for ethics determinations under the DoD Joint Ethics Regulation, DoD 
5500.7-R. The agreement must be finalized in advance and shall include 
as a minimum:
    (a) A statement that the voluntary assignment does not constitute 
an appointment in the Civil Service and is without compensation;
    (b) The volunteer waives any and all claims against the Government 
because of the voluntary assignment except for purposes of on-the-job 
injury compensation as provided in 5 U.S.C. 8101(1)(B);
    (c) Volunteer's work schedule;
    (d) Length of agreement (defined by length of project or time 
defined by weeks, months, or years);
    (e) Support provided by the Laboratory (travel, administrative, 
office space, supplies);
    (f) A one page SDE;
    (g) A provision that states no additional time will be added to a 
volunteer's service credit for such purposes as retirement, severance 
pay, and leave as a result of being a member of the Voluntary Emeritus 
Corps;
    (h) A provision allowing either party to void the agreement with 
ten working days written notice; and
    (i) The level of security access required (any security clearance 
required by the assignment is managed by the Laboratory while the 
volunteer is a member of the Emeritus Corps).

H. Reduction-in-Force (RIF) Procedures

    The competitive area may be determined by career paths (pay plans), 
lines of business, product lines, organizational units, funding lines, 
occupational series, functional area, technical directorate, and/or 
geographical location, or a combination of these elements, and must 
include all Demonstration Project employees within the defined 
competitive area. The RIF system has a single round of competition to 
replace the current two-round process. Once the position to be 
abolished has been identified, the incumbent of that position may 
displace another employee when the incumbent has a higher retention 
standing and is fully qualified for the position occupied by the 
employee with a lower standing.
    Retention standing is based on tenure, veterans' preference, 
overall CCS score, and length of service. There is no augmented service 
credit based on contribution scores. Probationary career employees are 
in tenure group I for RIF purposes. Modified term appointment employees 
are in tenure group III for RIF purposes.
    Displacement is limited to one broadband level below the employee's 
present level within the career path. Broadband level I employees can 
displace within their current broadband level. A preference eligible 
employee with a compensable service connected disability of 30 percent 
or more may displace up to two broadband levels below the employee's 
present level within the career path. A broadband level I preference 
eligible employee (with a compensable service connected disability of 
30 percent or more) can displace within their current broadband. 
Employees bumped to lower broadband levels maintain their existing 
basic pay

[[Page 27883]]

for the remainder of the current CCS cycle. Any future basic pay 
increases are dependent upon CCS assessments.
    An employee whose current overall CCS scores places him/her in the 
area above the upper rail, may only displace an employee in the same 
zone during that same period. The same ``undue disruption'' standard 
currently utilized serves as the criteria to determine if an employee 
is fully qualified. The displaced individual may similarly displace 
another employee. If/When there is no position in which an employee can 
be placed by this process or assigned to a vacant position, that 
employee will be separated.
    After completion of the first rating cycle, employees are provided 
credit for contribution based on their actual overall contribution 
scores. After completion of the second rating cycle, employees are 
provided contribution credit based on the average of their last two 
contribution scores. After completion of the third rating cycle, 
employees are provided contribution credit based on the average of 
their last three contribution scores. The expected CCS score is used 
for employees who have not yet received a CCS assessment.

IV. Training

    An extensive training program is currently in place for 
participants in the Demonstration Project. Supervisory training is 
required for all new supervisors of Demonstration Project employees, to 
include comprehensive CCS training, providing effective CCS feedback 
training, and CCS software training. Additional training is planned for 
and will be made available to support personnel and every employee who 
converts into the Demonstration Project. Training will adequately 
describe the features as they pertain to each career path and will 
address employee concerns to ensure that everyone has a comprehensive 
understanding of the program. Training requirements vary from an 
overview of the Demonstration Project, to a more detailed package for 
the employees now entering the Demonstration Project, as well as very 
specific instructions for both civilian and military supervisors, 
managers, and others who provide personnel and payroll support.

V. Conversion

A. Conversion to the Demonstration Project

    Initial entry into the Demonstration Project for covered employees 
is accomplished through a full employee protection approach that 
ensures each employee an initial place in the appropriate broadband 
level without loss of pay. Adverse action provisions do not apply to 
the conversion process as there is no change in total adjusted pay. 
Generally, employees are converted into the broadband level which 
includes their permanent GS/GM grade of record.
    Under the GS pay structure, employees progress through their 
assigned grade in step increments. In the Demonstration Project, basic 
pay progression through the levels depends on contribution to the 
mission and there are no scheduled within-grade increases (WGIs). Rules 
governing WGI under the current AF performance plan will continue in 
effect until the implementation date. Adjustments to the employees' 
basic pay for WGI equity will be computed effective the date of 
conversion. WGI equity is acknowledged by increasing basic pay rates by 
a prorated share based upon the number of days an employee has 
completed towards the next higher step. Employees at step ten on the 
date of implementation are not eligible for WGI equity adjustments 
since they are already at the top of the step scale. As under the GS 
system, supervisors are able to withhold these partial step increases 
if the employee's performance has fallen below fully successful.
    All employees are eligible for future locality pay increases of the 
geographical areas of their official duty station. Special Salary Rates 
are not applicable to Demonstration Project employees. Employees on 
special salary rates at the time of conversion receive a new basic pay 
rate which is computed by dividing their highest adjusted basic pay 
(i.e., special pay rate or, if higher, the locality rate) by the 
computation of one plus the locality pay factor for their area. 
Multiply the new basic pay rate by the locality pay factor and add the 
result to the new basic pay rate to obtain the adjusted basic pay, 
which is equal to the preconversion adjusted basic pay.
    Grade and pay retention entitlements are eliminated. At the time of 
conversion, an employee on grade retention will be converted to the 
career path and broadband level based on the assigned permanent 
position of record, not the retained grade. The employee's basic pay 
and adjusted basic pay while on grade retention status will be used in 
setting appropriate pay upon conversion and in determining the amount 
of any WGI buy-in. An employee's adjusted basic pay will not be reduced 
upon conversion.
    In order to ensure full employee compensation toward previous 
performance, AFRL may conduct a GS annual or close-out appraisal which 
may include a performance award. If an annual CCS assessment is not 
possible due to the conversion date (i.e., less than a 90-day 
evaluation period), employees will be entitled to the general pay 
increase typically effective in January.

B. Conversion to Another Personnel System

    Employees who leave the AFRL broadbanding system to accept Federal 
employment in another personnel system will have their pay set by the 
gaining activity. In the event the Project ends, a conversion back to 
the former or applicable Federal Civil Service system may be required. 
These conversion rules are to be used to determine the corresponding GS 
rates (if applicable). Where a broadband level includes a single GS 
grade, employees are considered to have attained the grade commensurate 
with the broadband level they are leaving. Where broadband levels 
include multiple grades, employees are considered to have progressed to 
the next higher grade within that broadband level when they have been 
in the level for one year and their basic pay equals or exceeds the 
minimum basic pay of the higher grade. For employees who are entitled 
to a special rate upon conversion, the Demonstration Project locality 
rate must equal or exceed the minimum special rate of the higher grade.
    To set GS pay upon conversion, an employee's Demonstration Project 
locality rate is converted (prior to leaving the Project) to the 
highest GS rate range (i.e., locality rate range or special rate range) 
applicable to the employee. If the employee's rate falls between the 
fixed rates for the applicable range, it is raised to the next higher 
rate. The employee's GS basic rate (excluding special rates or locality 
payments) is then derived based on the grade and step associated with 
this converted rate.

VI. Project Duration and Changes

    Public Law 103-337 removed any mandatory expiration date for this 
Demonstration Project. The Project evaluation plan adequately addresses 
how each intervention is comprehensively evaluated.
    Many aspects of a Demonstration Project are experimental. Minor 
modifications may be made from time to time as experience is gained, 
results are analyzed, and conclusions are reached on how the system is 
working. Flexibilities published in this Federal Register notice shall 
be available for use by all STRLs, if they wish to adopt them.

[[Page 27884]]

VII. Evaluation Plan

    Authorizing legislation mandates evaluation of the Demonstration 
Project to assess the merits of Project outcomes and to evaluate the 
feasibility of applications to other Federal organizations. The overall 
evaluation consists of two components--external and internal 
evaluation. The external evaluation for the AF Laboratory Demonstration 
is part of a larger effort involving evaluation of demonstration 
projects in reinvention laboratories in three military services. 
External evaluation was originally overseen by the Office of Merit 
Systems Oversight and Effectiveness, OPM, and the Director, Defense 
Research and Engineering (DDR&E) and Civilian Personnel Policy (CPP), 
DoD. OPM's Personnel Resources and Development Center (PRDC) served as 
external evaluator for the first five years of the Project to ensure 
the integrity of the evaluation process, outcomes, and interpretation 
of results. After the five-year point decision to continue the 
Demonstration Project, AFRL opted out of OPM's external evaluation 
effort and continued its own internal evaluation. AFRL intends to 
continue the same level of evaluation with the addition of the expanded 
project coverage.
    The main purpose of the evaluation is to determine the 
effectiveness of the personnel system changes as they are expanded to 
cover additional segments of the AFRL population and to ensure that 
there are no unintended adverse outcomes of the changes. To the extent 
possible, cause-and-effect relationships between the changes and 
personnel system effectiveness criteria will be established. The 
evaluation approach uses the intervention impact model shown in Table 
3, which specifies each personnel system change as an intervention; the 
expected effects of each intervention; the corresponding measures of 
these effects; and the data sources for obtaining the measures.
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VIII. Demonstration Project Costs

    The goal of this Demonstration Project is a system in which payroll 
costs and resource utilization can be controlled consistent with the 
organization's fiscal strategies. This Demonstration Project consists 
of a system of pay incentives and processes that are flexible and can 
operate in harmony with the operational and financial needs of the 
larger organization. The costs of the Project are borne by AFRL. Costs 
associated with the Demonstration Project include DCPDS and software 
automation, training, WGI buy-in, buy-up to minimum for band, and 
Project evaluation. The timing of the expenditures depends on the 
implementation schedule. Because automation requirements will be 
minimized as a result of existing software system similarities, costs 
are estimated to be below $100K.

IX. Required Waivers to Law and Regulation

    The following waivers and adaptations of certain 5 U.S.C. and 5 CFR 
provisions are required only to the extent that these statutory and 
regulatory provisions limit or are inconsistent with the actions 
contemplated under this demonstration project. Nothing in this plan is 
intended to preclude the demonstration project from adopting or 
incorporating any law or regulation enacted, adopted, or amended after 
the effective date of this demonstration project.

A. Waivers to Title 5, U.S.C.

    Chapter 31, section 3111: Acceptance of Volunteer Service. (This 
section is waived to allow for a Voluntary Emeritus Corps.)
    Chapter 33, section 3308: Competitive Service; Examinations; 
Educational Requirements Prohibited. (This section is waived with 
respect to the scholastic achievement appointment authority.)
    Chapter 33, sections 3317(a) and 3318(a): Competitive Service; 
Related to certification and selection from registers. (These sections 
are waived to eliminate the ``rule of three.'')
    Chapter 33, section 3319: Alternative Ranking and Selection 
Procedures. (This section is waived to eliminate quality categories.)
    Chapter 33, section 3321: Competitive Service; Probationary Period. 
(This section waived only to the extent necessary to replace ``grade'' 
with ``broadband level.'')
    Chapter 33, section 3341: Details; Within Executive or Military 
Departments. (This section is adapted to the extent necessary to waive 
the time limits for details.)
    Chapter 35, section 3502: Order of Retention. (This section waived 
to the extent necessary to allow provisions of the RIF plan as 
described in this Federal Register notice.)
    Chapter 43, sections 4301-4305: Related to performance appraisal. 
(These sections are waived to the extent necessary to allow provisions 
of the contribution-based compensation system as described in this 
Federal Register notice.)
    Chapter 51, sections 5101-5102(a)(5), 5103, and sections 5104-5112: 
Related to classification standards and grading. (These sections are 
waived to the extent necessary to allow classification provisions 
described in this Federal Register notice.)
    Chapter 53, sections 5301-5307 and: Related to pay comparability 
system and General Schedule pay rates. (This waiver applies to the 
extent necessary to allow: (1) Demonstration Project employees to be 
treated as GS employees and (2) basic rates of pay under the 
Demonstration Project to be treated as scheduled rates of basic pay.
    Chapter 53, sections 5331-5336: These waivers apply to the extent 
necessary to allow: (1) Demonstration

[[Page 27887]]

Project employees to be treated as GS employees; (2) to allow the 
provisions of this Federal Register notice pertaining to setting rates 
of pay; and (3) waive sections 5335 and 5336 in their entirety.
    Chapter 53, sections 5361-5366: Grade and Pay Retention. (These 
sections waived to the extent necessary to: (1) Replace ``grade'' with 
``broadband;'' (2) allow Demonstration Project employees to be treated 
as GS employees; and (3) sections 5362-5366 are waived in their 
entirety to allow provisions of this Federal Register notice pertaining 
to grade and pay retention.)
    Chapter 55, sections 5545 and 5547: Related to premium pay. (These 
sections waived to the extent necessary to allow Demonstration Project 
employees to be treated as GS employees.)
    Chapter 57, sections 5753-5755: Related to recruitment, relocation, 
retention payments, and supervisory differential. (These sections 
waived to the extent necessary to allow: (1) Employees and positions 
under the Demonstration Project to be treated as employees and 
positions under the GS and (2) that management may offer a bonus to 
incentivize geographic mobility to a SCEP student.)
    Chapter 75, sections 7501(1), 7511(a)(1)(A)(ii), (a)(1)(B), and 
(a)(1)(C)(ii): Related to removal, suspension, and reduction in grade 
or pay. (These sections are waived to the extent that they refer to one 
or two years of continuous service to allow up to a three-year 
probationary period for S&Es.)
    Chapter 75, section 7512(3): Related to adverse action. (This 
section waived to the extent necessary to: (1) Replace ``grade'' with 
``broadband level;'' and (2) exclude reductions in broadband level not 
accompanied by a reduction in pay.)
    Chapter 75, section 7512(4): Related to adverse action. (This 
section is waived to the extent necessary to provide that adverse 
action provisions do not apply to conversions from GS special rates to 
Demonstration Project pay, as long as total pay is not reduced.)

B. Waivers to Title 5, CFR

    Part 300, sections 300.601-300.605: Time-in-Grade Restrictions. 
(Time-in-grade restrictions are eliminated in this demonstration 
project.)
    Part 308, sections 308.101-308.103: Volunteer Service. (Amended to 
allow for a Voluntary Emeritus Corps.)
    Part 315, sections 315.801(a); (b)(1); (c) and (e); and sections 
315.802(a) and (b)(1): Related to probationary period. (Amended to 
allow for extended probationary or trial period of 3 years for all 
newly hired S&E employees.)
    Part 315, section 315.901 and 315.907: Probation on Initial 
Appointment to a Supervisory or Managerial Position. (This section 
waived only to the extent necessary to replace ``grade'' with 
``broadband level.'')
    Part 316, sections 316.301, 316.303, and 316.304: Term Employment. 
(These sections are waived to allow modified term appointments as 
described in this Federal Register notice.)
    Part 332, sections 332.401 and 332.404: Order on Registers and 
Order of Selection from Certificates. (These sections are waived to the 
extent necessary to allow: (1) No rating and ranking when there are 15 
or fewer qualified applicants and no preference eligibles; (2) the 
hiring and appointment authorities as described in this Federal 
Register notice; and (3) elimination of the ``rule of three.'')
    Part 335, section 335.103(c): Agency Promotion Programs. (This 
section is waived to the extent necessary to: (1) Allow non-competitive 
temporary job changes as described in this Federal Register notice and 
(2) expand discretionary exemptions to agency promotion programs.)
    Part 337, section 337.101(a): Rating Applicants. (This section is 
waived when there are 15 or fewer qualified applicants and no 
preference eligibles.)
    Part 340, subpart A, subpart B, and subpart C: Other than Full-Time 
Career Employment. (These subparts are waived to the extent necessary 
to allow a Voluntary Emeritus Corps.)
    Part 351, Reduction in Force. (This part is waived to the extent 
necessary to allow provisions of the RIF plan as described in this 
Federal Register notice. In accordance with this FRN, AFRL will define 
the competitive area, retention standing, and displacement 
limitations.) Specific waivers include: Sections 351.402-351.404: Scope 
of Competition; sections 351.501-351.504: Retention Standing; sections 
351.601-351.608: Release from Competitive Level; and section 351.701: 
Assignment Involving Displacement.
    Part 430, subpart A and subpart B: Performance Management; 
Performance Appraisal. (These subparts are waived to the extent 
necessary to allow provisions of the contribution-based compensation 
system as described in this Federal Register notice.)
    Part 432, sections 432.101-432.105: Regarding performance based 
reduction in grade and removal actions. (These sections are waived to 
the extent necessary to: (1) Replace ``grade'' with ``broadband;'' (2) 
exclude reductions in broadband level not accompanied by a reduction in 
pay; and (3) allow provisions of CCS and addressing inadequate 
contribution as described in this Federal Register notice.)
    Part 511, subpart A, subpart B: Classification under the General 
Schedule. (These subparts are waived to the extent necessary to allow 
classification provisions outlined in this Federal Register notice.)
    Part 511, sections 511.601-511.612: Classification Appeals. (These 
sections are waived to the extent necessary to: (1) Replace ``grade'' 
with ``broadband;'' (2) add to the list of issues that are neither 
appealable or reviewable, the assignment of series under the project 
plan to appropriate career paths; and (3) to allow informal appeals to 
be decided by the AFRL pay pool manager. Formal appeal rights are 
unchanged.)
    Part 530, subpart C: Special Rate Schedules for Recruitment and 
Retention. (This subpart is waived in its entirety.)
    Part 531, subpart B: Determining Rate of Pay; subpart D: Within-
Grade Increases; subpart E: Quality Step Increases. (These subparts are 
waived in their entirety to allow for the pay setting provisions as 
described in this Federal Register notice.)
    Part 531, subpart F: Locality Payments. (This subpart is waived to 
the extent necessary to allow: (1) Demonstration Project employees to 
be treated as GS employees; (2) replace ``grade'' with ``broadband;'' 
and (3) to allow basic rates of pay under the Demonstration Project to 
be treated as scheduled rates of basic pay.)
    Part 536, subpart A, subpart B, and subpart C: Grade and Pay 
Retention. (These subparts are waived in their entirety.)
    Part 550, section 550.703: Severance Pay. (This section is waived 
to the extent to allow AFRL to define reasonable offer.)
    Part 550, section 550.902: Hazard Pay. (Definition of ``employee,'' 
is waived only to the extent necessary to allow Demonstration Project 
employees to be treated as GS employees.)
    Part 575, sections 575.103(a), 575.203(a), 575.303(a), and subpart 
D: Recruitment and Relocation Bonuses; Retention Allowances; 
Supervisory Differentials. (These sections are adapted to the extent 
necessary to allow employees and positions under the Demonstration 
Project to be treated as employees and positions under the General 
Schedule. Subpart D is waived in its entirety; pay is based on employee 
contribution.)
    Part 575, sections 575.201; 575.202; 575.205 (a); (b); 
575.206(a)(1); (b); (c); 575.207(a)(3); and 575.208(a)(1)(i)(iv)(3): 
Relocation Incentives. (These sections waived to the extent necessary 
to allow:

[[Page 27888]]

(1) Relocation incentives to new SCEP students; (2) employees and 
positions under the Demonstration Project to be treated as employees 
and positions under the General Schedule; and (3) relocation incentives 
to SCEP students whose worksite is in a different geographic location 
than that of the college enrolled.)
    Part 591, subpart B: Cost-of-Living Allowance and Post 
Differential--Nonforeign Areas. (This subpart is adapted to the extent 
necessary to allow employees and positions under the Demonstration 
Project to be treated as employees and positions under the General 
Schedule.)
    Part 752, sections 752.101 and 752.301: Adverse Actions. (This 
section is waived to the extent that they refer to one or two years of 
continuous service to allow up to a three-year probationary period for 
S&Es.)
    Part 752, section 752.401(a)(3): Reduction in Grade. (This section 
is waived to the extent necessary to replace ``grade'' with 
``broadband'' and to exclude reductions in broadband level not 
accompanied by a reduction in pay.)
    Part 752, section 752.401(a)(4): Reduction in Pay. (This section is 
waived to the extent necessary to provide that adverse action 
provisions do not apply to conversions from GS special rates to 
Demonstration Project pay, as long as total pay is not reduced.)
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Appendix B: Descriptors Sorted by Career Path, Broadband Level, and 
Factor Scientists and Engineers Career Path (DR)

Level I Descriptors

    Problem Solving Factor: Applies knowledge of science, technology, 
or processes to assigned tasks. Efforts are within the technology area 
or own organization. Analyzes and resolves routine to moderately-
difficult problems within assigned area, often under the guidance of 
senior personnel. Develops limited variations to established methods 
and/or techniques. Uses judgment in selecting, interpreting, and 
adapting known scientific principles. Considers existing approaches and 
researches novel alternatives. Efficiently provides solutions that 
resolve assigned problems with some oversight/assistance from senior 
personnel. Completed work is reviewed for soundness, appropriateness, 
and conformity. Capability is recognized within own organization.
    Communication Factor: Prepares information to use within own 
organization and technical area. Exchanges information with other 
functional areas or external contacts. Documents routine information in 
a clear and timely manner. Effectively utilizes communications tools to 
contribute to reports, documents, presentations, etc. Presents routine 
information in a clear and timely manner. Actively listens and responds 
appropriately. Develops speaking skills for basic briefings and 
effectively adjusts to the audience with guidance. Provides reports, 
documents, and presentations to senior personnel for review. Makes 
necessary revisions per guidance from senior personnel.
    Technology Management Factor: Interacts within technical area on 
routine issues to communicate information and coordinate actions within 
area of assigned responsibility. Conducts duties in support of 
technical goals within own organization. Participates in technology 
area planning within own organization. Contributes technical ideas to 
proposal preparation and new technology development. Efficiently 
performs tasks utilizing available resources, including one's own time, 
to successfully accomplish assigned work. Provides inputs to risk 
management and process improvements. Contributes within own 
organization to the development and transition of technology solutions. 
Seeks out and uses relevant outside technologies to support own 
technical and functional activities.
    Teamwork and Leadership Factor: Performs work within a team that 
improves capability of a technology area or organization. Coordinates 
actions and gains understanding of other areas sufficiently to make 
appropriate recommendations. As team member, makes positive 
contributions in assigned areas to meet team goals. Shares relevant 
knowledge and information with others. Develops positive working 
relationships with peers and superiors alike. Maintains currency in 
area of expertise. Actively seeks guidance/opportunities to improve/
expand skills. Receives close guidance from others. Performs duties in 
a professional, responsive, and cooperative manner in accordance with 
established policies and procedures.

Level II Descriptors

    Problem Solving Factor: Develops or modifies new methods, 
approaches, or scientific knowledge to solve challenges. Efforts 
involve multiple technology areas or organizations. Applies knowledge 
of science/technology to analyze and resolve multifaceted issues/
problems with minimal guidance. Develops comprehensive modifications to 
established methods and/or techniques. Uses judgment and originality in 
developing innovative approaches to define and resolve highly complex 
situations. Approaches to solving problems require initiative and 
resourcefulness in interpreting and applying scientific principles that 
are applicable but may be conflicting or not clearly understood. 
Consults appropriately to develop objectives, priorities, and 
deadlines. Plans and carries out work that is well aligned with 
organizational goals. Completed work is generally accepted upon review. 
Expertise is recognized internally and externally by academia, 
industry, or government peers.
    Communication Factor: Provides information to peers, senior 
technical leaders, and/or managers within and beyond own organization 
to influence decisions or recommend solutions. Exchanges information 
with established internal/external networks. Documents complex 
information, concepts, and ideas in a clear, concise, well-organized, 
and timely manner. Authors reports, documents, and presentations 
pertaining to area(s) of expertise. Presents complex information, 
concepts, and ideas in a clear, concise, well-organized, and timely 
manner. Actively listens to others' questions, ideas, and concerns and 
considers diverse viewpoints. Demonstrates effective speaking skills 
for advanced briefings, tailoring presentations to facilitate 
understanding. Reviews own communication products prior to submittal to 
peers, senior technical leaders, managers, and/or external contacts, 
resulting in minimal revision. May assist with the communications of 
others.
    Technology Management Factor: Collaborates with technical area 
stakeholders to develop strategies for effective execution within a 
particular technology area. Executes activities within and beyond own 
organization that ensure the technology mission. Recognizes 
opportunities and formulates plans within own organization. Generates 
key ideas and contributes technically to proposal preparation and 
marketing to establish new business opportunities. Identifies and 
advocates for resources necessary to support and contribute to mission 
requirements. Demonstrates knowledge of corporate processes by 
effective application of resources. Actively manages cost, schedule, 
and resource risks seeking timely remedies. Engages others in using 
resources more efficiently and suggests innovative ideas to optimize 
available resources. Implements the development and transition/transfer 
of technology

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solutions, within or beyond own organization, based upon awareness of 
customer requirements. Evaluates and incorporates appropriate outside 
technology to support research and development.
    Teamwork and Leadership Factor: Performs work as a key team member 
or leads others to improve capability of a technology area or 
organization. Integrates efforts or works across disciplines. Provides 
consultation on complex issues. As lead or key team member, makes 
significant contributions to meet team goals in support of the 
organizational goals. Works collaboratively with others in a dynamic 
environment, demonstrating respect for other people and alternative 
viewpoints. Recognizes when others need assistance and provides 
support. Assists in the development and training of internal/external 
team members. Works to develop/improve self in order to more 
effectively accomplish team goals. May recommend selection of team 
members. Receives general guidance in terms of established policies, 
objectives, and decisions from others. Discusses novel concepts and 
significant departures from previous practices with supervisor or team 
leader.

Level III Descriptors

    Problem Solving Factor: Performs duties across a broad range of 
activities that require substantial depth of analysis and expertise. 
Implements or recommends decisions which impact science or technology. 
Applies and expands knowledge of science/technology to resolve 
critical, multifaceted problems and/or develops new theories or 
methods. Adapts to tasks involving changes or competing requirements. 
Uses judgment and ingenuity in making decisions/developing technologies 
for areas with substantial uncertainty in methodology, interpretation, 
and/or evaluation. Approaches to solving problems require 
interpretation, deviation from traditional methods, or research of 
trends and patterns to develop new methods, scientific knowledge, or 
organizational principles. Actively engages organizational planning 
activities. Defines and leads work efforts that are focused on 
organizational priorities. Results of work are considered 
authoritative. Expertise is recognized at the national level across the 
Laboratory, service, DoD agencies, industry, and/or academia.
    Communication Factor: Communicates complex technical, programmatic, 
and/or management information across multiple organizational levels to 
drive decisions by senior leaders. Collaborates with broad functional 
and technical areas. Leads documentation of diverse and highly complex 
information, concepts, and ideas in a highly responsive and effective 
manner. Authors and enables authoritative reports, documents, and 
presentations pertaining to multiple areas of expertise. Leads 
presentation of diverse and highly complex information, concepts, and 
ideas in a highly responsive and effective manner. Seeks opinions and 
ideas from others and carefully considers and incorporates diverse 
viewpoints. Demonstrates expert speaking skills and adaptability for 
critical briefings. Produces required forms of communication with 
minimal guidance from others. Reviews communications of others for 
appropriate and accurate content.
    Technology Management Factor: Leads technology partners in highly 
complex technical areas to develop strategies for research and 
development programs. Leads development and execution at a broad level 
in the Laboratory to advance the technology mission. Leads/contributes 
significantly to program definition and/or planning. Pursues near-term 
business opportunities by exploiting internal and/or external 
resources. Identifies and develops mission relevant solutions while 
leveraging collaborations across the Laboratory. Monitors evolution of 
cost, schedule, and resource risk. Anticipates changes in resource 
requirements and develops and advocates solutions in advance. Leads 
others in using resources more efficiently and implements innovative 
ideas to stretch limited resources. Leads development and transition/
transfer activities based upon extensive customer interactions and 
appropriate partnerships. Develops technology solutions by exploiting 
external technology to enhance research and development.
    Teamwork and Leadership Factor: Leads critical aspects of team or 
technology area with focused accountability for quality and 
effectiveness. Integrates efforts across disciplines. Sought out for 
consultation on complex issues that affect internal/external 
organizations and/or relationships. Effectively seeks out and 
capitalizes on opportunities for collaboration to achieve significant 
results that support organizational goals. Is sought out for 
consultation and leadership roles. Seeks out opportunities to share 
knowledge with others. Volunteers to lead or serve on cross-functional/
integrated teams. Leads and supports the development and training of 
subordinates and/or internal/external team members. Actively seeks out 
mentoring opportunities. Proactively develops/improves self in order to 
more effectively accomplish organizational goals. Recommends selection 
and/or selects team members. Receives only broad policy/guidance. 
Provides guidance/direction to others. May participate in position and 
performance management.

Level IV Descriptors

    Problem Solving Factor: Defines, leads, and manages an overall 
technology area which includes multidisciplinary science and technology 
(S&T) and/or non-S&T aspects. Makes critical decisions which 
significantly impact science or technology. Applies considerable 
judgment to resolve critical, multifaceted problems spanning multiple 
disciplines. Expertly accomplishes tasks or resolves issues involving 
significant uncertainties, changes, or competing requirements. Using 
broadly stated organizational goals fosters a culture which rewards 
ingenuity and generates/implements innovative ideas for developing new 
technologies. Develops innovative approaches which significantly expand 
the scientific knowledge base and/or the overall effectiveness of the 
organization. Sets objectives and plans, designs, and directs work to 
meet evolving organizational goals. Agency provides only broadly 
defined missions and functions. Leadership is recognized at the 
national/international level across various laboratories, services, 
DoD, industry and/or academia.
    Communication Factor: Communicates with a wide range of peers/
organizations across multiple levels inside and outside the Laboratory 
to influence major technical, programmatic, and/or management 
activities. Builds collaborative relationships across broad functional 
and technical areas and engages with leaders at the national and/or 
international level. Promotes a culture of excellence in synthesizing 
and documenting diverse and highly complex information, concepts, and 
ideas. Authors and directs authoritative reports, documents, and 
presentations integrating multiple disciplines. Develops strategies to 
improve presentations of diverse and highly complex information, 
concepts, and ideas. Fosters an atmosphere of respect for others at all 
levels and promotes expression of alternative viewpoints. Displays 
mastery of speaking skills and delivers compelling, authoritative 
briefings. Establishes guidance and

[[Page 27893]]

oversight requirements for communication in their organizational or 
technical area. Responsible and accountable for overall development of 
reports, documents, and presentations of self and others within area of 
responsibility.
    Technology Management Factor: Integrates wide-ranging activities at 
a national/international level, involving multiple technical areas, to 
develop strategic technology solutions. Directs program/process 
formulation and implementation to achieve the mission goals at the 
Laboratory/multi-agency level. Leads requirements generation, strategic 
planning, and prioritization. Creates business opportunities based upon 
market awareness and exploitation of internal and/or external 
resources. Identifies, proposes, and develops diverse and timely 
mission relevant solutions while leveraging national/international 
collaborations. Manages and defends the resources needed to achieve 
organizational goals and expertly guides the implementation of these 
resources in a dynamic environment. Leads, promotes, and enables 
process improvements to maximize resource utilization. Leads world 
class research and development programs based upon anticipating 
customer requirements and leveraging national/international activities. 
Develops innovative solutions that exploit emerging technology and 
fosters an environment of technology exploitation.
    Teamwork and Leadership Factor: Leads/manages all aspects of 
subordinate/team efforts with complete accountability for mission and 
program success. Utilizes situational awareness to promote competitive 
positioning of the organization. Has broad and substantial impact on 
organizational decisions affecting internal/external organizations and/
or relationships. Cultivates and sustains a professional environment of 
cooperation, cohesion, and teamwork. Formulates short- and long-term 
teaming/collaboration strategies across organizations/disciplines. 
Establishes team charters. Builds coalitions to establish integrated 
approaches that meet overall organizational mission requirements. 
Mentors and develops future organizational leaders and personnel 
through evaluations/feedback. Fosters a culture that encourages and 
rewards mentoring and development. Proactively develops/improves self 
in order to more effectively accomplish agency goals. Identifies and 
addresses skill deficiencies and selects team members. Works within the 
framework of agency policies, mission objectives, and time and funding 
limitations with minimal oversight. Establishes policy and/or provides 
guidance/direction to others. Responsible for position and performance 
management.

Business Management and Professional Career Path (DO)

Level I Descriptors

    Problem Solving Factor: Applies knowledge of business management or 
a professional field to perform duties supporting and/or improving the 
efficiency and productivity of the organization. Analyzes and resolves 
difficult but routine problems within assigned area of responsibility, 
sometimes under the guidance of a senior specialist. Includes minor 
adaptation to established methods and techniques. Plans and carries out 
work based on established guidelines and supervisor's stated priorities 
and deadlines. Completed work is evaluated for soundness, 
appropriateness, and conformity to policy and requirements. Uses 
judgment in selecting, interpreting, and adapting guidelines that are 
readily available.
    Communication Factor: Factual information and material is normally 
presented to individuals within immediate office or within own 
organization, but may involve external contacts. Communicates routine 
information in a clear and timely manner. Develops formal written 
communication often with supervisory review and revision. Actively 
listens and appropriately responds to questions and concerns from 
others. Uses tone that respects others' ideas, comments, and questions. 
With guidance, effectively adjusts communications to the audience's 
level of understanding. Has speaking skills required to deliver basic 
briefings.
    Business Management Factor: Interacts with customers on routine 
issues to communicate information and coordinate actions within area of 
assigned responsibility. Conducts duties in support of business goals 
of the organization. Provides timely, flexible, and responsive products 
and/or services to customers under guidance of senior specialist or 
supervisor. Contributes ideas for improvement of established services 
based on knowledge of a variety of business management or professional 
programs and systems and an understanding of customer needs. 
Demonstrates knowledge of available resources and the process for 
acquiring the resources needed to accomplish assigned work. Makes 
effective use of available resources including one's own time.
    Teamwork and Leadership Factor: Makes positive contributions to all 
aspects of the overall team's responsibilities. Pursues opportunities 
for training and professional growth. Actively participates in team 
training activities. Performs work that affects the accuracy, 
reliability, or acceptability of broader projects and programs. 
Coordinates joint actions and gains understanding of other areas 
sufficient to make appropriate recommendations. Works flexibly with 
others to accomplish team goals. Treats others fairly and 
professionally. Shares relevant knowledge and information with others. 
May participate as a member of cross-functional teams. May select or 
recommend selection of staff or team members.

Level II Descriptors

    Problem Solving Factor: Develops new methods, criteria, policies, 
or precedents for business management or a professional field. Modifies 
or adapts established methods and approaches to complex issues that 
affect a wide range of organizational activities. May administer one or 
more complex programs within a functional area. Applies substantial 
knowledge of business management or a professional field to analyze and 
resolve highly complex issues and problems. Includes refinement of 
methods or development of new ones. Consults with supervisor to develop 
deadlines, priorities, and objectives. Plans and carries out work, 
effectively resolving most conflicts that arise. Keeps supervisor 
informed of potentially controversial issues. Completed work is 
reviewed primarily for meeting requirements and producing expected 
results. Uses initiative and resourcefulness in interpreting and 
applying policies, precedents, and guidelines that are applicable but 
may be conflicting or stated only in general terms. Uses considerable 
judgment and originality in developing innovative approaches to define 
and resolve highly complex situations.
    Communication Factor: Communicates important concepts to influence 
decisions or recommend solutions with specialists and management 
officials in own organization. Occasionally communicates with 
individuals at higher levels and in other organizations. Communicates 
moderately complex information, concepts, and ideas in a clear, 
concise, well-organized, and timely manner. Written communication 
typically requires minimal revision. Actively listens to others' 
questions, ideas, and concerns. Uses respectful tone that considers 
diverse viewpoints

[[Page 27894]]

and appropriately responds to questions or requests. Effectively 
adjusts communications to facilitate understanding. Tailors 
presentations and briefings to meet an audience's needs and level of 
understanding.
    Business Management Factor: Works with customers to define/
anticipate problems and develop strategies for effective resolution 
within a particular program area. Supports execution of activities that 
advance the business-related goals of the organization. Develops 
innovative or useful suggestions for designing and adapting customer-
focused products and/or services. Displays flexibility in responding to 
changing customer needs. Contributes key ideas and/or strategies to 
develop, implement, and promote new/improved programs or services 
applicable to business management or a professional field. Identifies 
and advocates for resources necessary to support and contribute to 
mission requirements. Maximizes use of available resources.
    Teamwork and Leadership Factor: Contributes as lead or key member 
of the team performing the substantive analytical or professional 
duties in support of the organizational mission. Effectively carries 
out integrated advisory and program work. Leads/mentors/provides 
oversight to specialists at same or lower level. Regularly consulted by 
management officials on complex issues due to depth and breadth of 
expertise. Works collaboratively and flexibly with others to accomplish 
team goals. Treats others fairly and professionally. Shares relevant 
knowledge and information with others. Recognizes when others need 
assistance and provides support. May participate as a member of cross-
functional/integrated teams. Selects or recommends selection of staff 
or team members. Supports development and training of subordinates. 
Participates in mentoring and position/performance management.

Level III Descriptors

    Problem Solving Factor: Performs duties across a broad range of 
activities that require substantial depth of analysis and 
organizational problem solving skills. Implements or recommends 
decisions which significantly impact agency policies/programs. Resolves 
critical problems or develops new theories for work products or 
services which affect the work of other experts, the development of 
major aspects of business management programs or missions, or impacts a 
large number of people. Assignments involve continual program changes 
or conflicting requirements. Supervisor outlines general objectives. 
Independently plans and carries out the work. Complex issues are 
resolved without reference to supervisor except for matters of a policy 
nature. Results are considered technically authoritative and are 
normally accepted without significant change. Uses judgment and 
ingenuity in making decisions in major areas of uncertainty in 
methodology, interpretation and/or evaluation. Guidelines require 
interpretation, deviation from traditional methods, or research of 
trends and patterns to develop new methods, criteria, or propose new 
policies.
    Communication Factor: Influences consensus among management 
officials within AFRL, AF, and in other agencies and organizations to 
accept ideas and implement recommendations designed to improve 
effectiveness of major programs and policies. Communicates complex 
information, concepts, and ideas in an accurate, clear, concise, well-
organized, and timely manner. Written communication typically accepted 
without revision. Seeks opinions and ideas from others as appropriate. 
Actively listens to others' questions, ideas, and concerns. Uses tone 
that respects and carefully considers diverse viewpoints, responding 
appropriately. Clearly communicates complex information, concepts, and 
ideas through briefings and presentations to a wide range of audiences.
    Business Management Factor: Works jointly with customers to 
identify highly complex, sensitive, or controversial problems and 
develop strategies for effective resolution. Contributes to refinement 
of the business-related goals of the organization. Establishes 
successful working relationships with customers to address and resolve 
highly complex and/or controversial issues. Anticipates customer needs 
in order to avoid potential problems resulting in improved customer 
satisfaction. Develops effective plans and strategies for highly 
complex programs or services involving broad business management or a 
professional field. Successfully carries out and maintains such 
programs/services at a high level of customer awareness and 
satisfaction. Anticipates changes in workload requirements and 
advocates for resources in advance of when they are needed. Actively 
assists others in using resources more efficiently and suggests 
innovative ideas to stretch limited resources.
    Teamwork and Leadership Factor: Effectively seeks out and 
capitalizes on opportunities for the work unit to achieve significant 
results that support organizational goals. Is sought out for 
consultation and leadership roles. Guides the critical aspects of 
programmatic and business management efforts of individuals and/or 
teams with focus on accountability, quality, and effectiveness. Has 
impact on business recommendations that affect both internal and 
external relationships. Leads and provides oversight to effectively 
manage integrated advisory and program services. Regularly consulted by 
management officials on highly complex issues. Seeks out opportunities 
to share knowledge with others. Volunteers to lead or serve on cross-
functional/integrated teams. Selects or recommends selection of staff, 
team members, and/or subordinate supervisors. Initiates development and 
training of subordinates. Participates in mentoring, motivation, 
coaching, instruction, and position/performance management.

Level IV Descriptors

    Problem Solving Factor: Defines, leads, and manages an overall 
business management or professional program area which includes a full 
range of complex functional areas. Makes critical decisions which 
significantly change, interpret, or develop important agency policies/
programs. Applies considerable judgment and ingenuity to interpret 
existing guidelines and develop policies and procedures for broadly 
based projects/programs. Independently plans, designs, and carries out 
programs, projects, studies, etc., such that overall program objectives 
are met. Supervisor provides only broadly defined missions and 
functions. Results of work are considered technically authoritative and 
are almost always accepted without change. Guidelines are broadly 
stated and non-specific. Generates/implements innovative ideas for 
increasing overall effectiveness of the organization.
    Communication Factor: Interacts with high-ranking officials to 
include AF level and other agencies and departments to influence major 
program policies and/or defend controversial decisions. May also 
communicate with leaders at the local, state, and/or national levels 
for similar purposes. Tailors style to communicate critical information 
effectively to diverse audiences at different levels. Accurately 
communicates complex information, concepts, and ideas in a clear, 
concise, well-organized, and timely manner. Written communication is 
accepted without revision. Receptive to alternative viewpoints. Clearly 
communicates complex information and

[[Page 27895]]

ideas to a range of audiences. Shows respect for others and responds 
appropriately to people at all levels. Delivers compelling policy level 
briefings.
    Business Management Factor: Interacts at senior management levels 
to negotiate and resolve conflicts concerning activity-wide policies 
and programs. Resolutions are communicated across the organization/
agency. Contributes to the definition and improvement of processes that 
affect the business goals of the organization. Fosters successful 
working relationships with high-level officials both inside and outside 
the organization that help achieve overall mission goals. Develops 
innovative and useful approaches for improving or expanding products 
and/or services, resulting in highly valued services that improve 
overall customer satisfaction. Generates strategic plans and objectives 
to develop, implement, and promote broadly-based programs and services 
to meet organizational needs. Ensures overall effectiveness and 
customer-oriented focus of managed programs, processes, and services. 
Identifies, acquires, defends, and manages the resources needed to 
achieve organizational goals.
    Teamwork and Leadership Factor: Formulates short- and long-term 
strategies across subordinate units to achieve significant results in 
support of the organization's goals and long-term vision. Leads and 
manages all aspects of subordinate/team efforts with complete 
accountability for mission and program success. Utilizes situational 
awareness to promote competitive positioning of the organization. 
Builds coalitions to establish integrated approaches to meet overall 
organizational mission requirements. Sets and maintains a tone of 
cooperation, cohesion, and teamwork. Champions respect and value for 
others. Selects or recommends selection of staff, team members, and 
subordinate supervisors. Initiates development and training of 
subordinates. Directs or recommends mentoring and position/performance 
management. Develops future team leaders and supervisors.

Technician Career Path (DX)

Level I Descriptors

    Problem Solving Factor: Applies basic knowledge to perform well-
defined work activities with guidance. Performs specific procedures 
which are typically a segment of a project of broader scope. Work 
products affect the accuracy, reliability, or acceptability of further 
procedures, processes, or services. Performs duties that involve 
related and established steps, processes, or methods. Operates and 
adjusts varied equipment and instrumentation to perform standardized 
tests or operations involved in testing, data analysis, and 
presentation. Executes routine assignments without explicit 
instructions if standard work methods can be used. Resolves recurring 
routine problems with little supervision. Uses judgment in locating and 
selecting the most appropriate procedures, making minor deviations to 
adapt the guidelines to specific cases.
    Communication Factor: Acquires or exchanges information with 
individuals on same team or within own organization for routine and 
recurring issues. May involve limited external contacts. Communicates 
routine information in a clear and timely manner. Written communication 
may require some revision. Actively listens and appropriately responds 
to questions and concerns from others. Uses tone that respects others' 
ideas, comments, and questions. With guidance, effectively adjusts 
communications to facilitate understanding.
    Business Management Factor: Interacts with customers to communicate 
information and coordinate routine actions within area of assigned 
responsibility. Conducts duties in support of business goals of the 
organization. Provides timely, flexible, and responsive products and/or 
services to customers under guidance of senior technician or 
supervisor. Contributes ideas for improvement of products and services 
to project lead/supervisor based on an understanding of customer needs. 
Efficiently utilizes available resources, including one's own time, to 
successfully accomplish assigned work.
    Teamwork and Leadership Factor: Makes positive contributions to 
specific aspects of the team's responsibilities. Actively takes 
initiative to expand knowledge and assume more responsibilities. 
Pursues opportunities for training and professional growth. Actively 
participates in team training activities. Provides work product that is 
a complete project of relatively conventional and limited scope or a 
portion of a larger project. Work requires a limited degree of 
coordination and integration of diverse phases carried out by others. 
Personal interactions foster cooperation and teamwork. Works 
effectively with others to accomplish tasks. Treats others respectfully 
and professionally. Provides information and assistance to others as 
needed. Attempts to handle minor work-related disagreements in a 
positive manner.

Level II Descriptors

    Problem Solving Factor: Plans and conducts work which is a complete 
project of relatively limited scope or a portion of a large and more 
diverse project. Work affects the operation of systems, equipment, 
testing operations, research conclusions, or similar activities. 
Applies practical knowledge of different but established technical 
methods, principles, and practices within a narrow area to design, 
plan, and carry out projects. Assignments require study, analysis, and 
consideration and selection of several possible courses of action. 
Supervisor outlines overall requirements, providing general 
instructions regarding objectives, time limitations, and priorities. 
Plans and carries out successive steps and handles problems in 
accordance with accepted practices or instructions. Completed work is 
evaluated for technical soundness, appropriateness, and conformity. 
Applies knowledge and experience to a broad range of assignments. Seeks 
novel solutions where appropriate. Adapts previous plans/techniques to 
fit new situations.
    Communication Factor: Communicates with co-workers and management 
officials in own organization in order to plan and coordinate work, 
communicate important technical concepts and requirements, or recommend 
solutions. Also, communicates with various individuals at higher levels 
and in other organizations. Communicates information in a clear, 
concise, well-organized, and timely manner. Written communication 
typically requires minimal revision. Actively listens to others' 
questions, ideas, and concerns. Uses respectful tone that considers 
diverse viewpoints. Tailors communications to ensure an effective level 
of understanding. Clearly responds to questions or requests, following 
up when appropriate.
    Business Management Factor: Works with customers to define/
anticipate problems and develop strategies for effective resolution 
within technical areas. Supports execution of activities that advance 
the business-related goals of the organization. Develops innovative or 
useful suggestions for designing and adapting customer-focused products 
and/or services. Displays flexibility in responding to changing 
customer needs. Contributes key ideas and/or strategies to develop, 
implement, and apply new/improved methods and procedures applicable to 
technical areas. Anticipates, identifies, and advocates for resources 
necessary to support and

[[Page 27896]]

contribute to mission requirements. Maximizes use of available 
resources.
    Teamwork and Leadership Factor: Makes positive contributions to 
multiple aspects of the team's responsibilities. Shares knowledge and 
experience with team members. Provides a work product that is a 
complete conventional project, or a portion of a larger, more diverse 
project. Projects require coordination of several independent parts, 
each requiring independent analysis and solution. Works collaboratively 
and flexibly with others to accomplish team goals. Treats others 
respectfully and professionally. Shares relevant knowledge and 
information with others. Effectively contributes as a participating 
member on other teams. Supports development and training of 
subordinates and/or co-workers. Participates in mentoring and position/
performance management.

Level III Descriptors

    Problem Solving Factor: Establishes criteria, formulates projects, 
assesses program effectiveness, and investigates a variety of unusual 
conditions or problems in areas which affect a wide range of major 
activities. Identifies areas for investigation or improvement. Work 
affects the design of systems, equipment, testing operations, research 
conclusions, or similar activities. Applies considerable knowledge of a 
wide range of technical methods, principles, and practices to design, 
plan, and carry out complex projects. Assignments are frequently 
complicated by many operations which equipment or systems must perform, 
and many variables that must be considered. Precedents are sometimes 
absent or obscure. Handles conflicting issues. Supervisor outlines 
general requirements and objectives. Analyzes problems and develops 
approaches/work plans. Requires little to no technical advice or 
guidance. Technical decisions and recommendations are normally accepted 
by higher authority. Applies extensive knowledge to unusual or highly 
difficult assignments. Reviews, analyzes, and integrates work performed 
by others along with adaptations from changes in technology as they 
relate to the possible impact on projects, systems, or processes.
    Communication Factor: Communicates with employees and management 
officials both within own organization and in organizations outside the 
agency to resolve problems, accept ideas, and implement recommendations 
designed to improve effectiveness of operating systems, programs, 
equipment, or services. Communicates complex information in a clear, 
concise, well-organized, and timely manner. Written communication is 
typically accepted without revision. Seeks opinions and ideas from 
others as appropriate. Actively listens to others' questions, ideas, 
and concerns. Uses respectful tone that considers diverse viewpoints, 
responding appropriately. Communicates complex information, concepts, 
and ideas through briefings or presentations to audiences in a manner 
that facilitates understanding. Clearly responds to questions or 
requests with follow up when appropriate.
    Business Management Factor: Works with customers to identify highly 
complex or controversial problems and develop strategies for effective 
resolution. Contributes to refinement of the business-related goals of 
the organization. Establishes successful working relationships with 
customers to address and resolve highly complex and/or controversial 
issues. Anticipates customer needs in order to avoid potential problems 
resulting in improved customer satisfaction. Develops effective plans 
and strategies for highly complex products or services involving a 
broad technical area. Successfully carries out and maintains services 
at a high level of customer awareness and satisfaction. Anticipates 
changes in workload requirements and advocates for resources in advance 
of when they are needed. Actively assists others in using resources 
more efficiently and suggests innovative ideas to stretch limited 
resources.
    Teamwork and Leadership Factor: Is sought out for consultation and 
serves as a mentor to other team members. Seeks out opportunities to 
share experience and lessons learned with other team members, both 
internal and external to own organization. Manages highly difficult 
assignments in functional areas. Acts as a spokesperson authorizing 
important modifications which conform to broad policy. Coordinates 
assignments with subject matter experts in other areas. Reviews, 
analyzes, and integrates work performed by other groups or individuals 
outside the organization. Builds effective partnerships across units. 
Volunteers and actively serves in leadership roles on integrated teams. 
Regularly consulted by others on significant issues. Deals with 
challenging conflicts in a manner that motivates and encourages 
cooperation. Develops options to resolve disagreements that may require 
resolution at a higher level. Provides recommendations for creation of 
teams. Develops and identifies new training needs for the professional 
growth of team members. Provides mentoring and position/performance 
management.

Level IV Descriptors

    Problem Solving Factor: Provides expert advisory services and 
leadership for broad and complex programs, systems, and processes that 
advance the state of the art. Plans, organizes, and/or directs 
extensive development efforts associated with the latest advancements 
in technology. Projects are multi-disciplinary and are greatly affected 
by advances in technology. Projects are also characterized by highly 
complex problems for which precedents are lacking. Uses judgment and 
ingenuity to convert objectives into programs or policies. Adjusts 
broad activities to align with changing program needs. Supervisor 
outlines only broad policy and operational objectives/requirements. 
Technical supervision is limited to reviewing broad hypotheses and 
overall approach. Interpretations are generally accepted as technically 
authoritative. Creates new techniques, establishing criteria and/or 
developing new information. Approach is not easily determined and novel 
approaches or considerable modification of existing techniques is 
required. May contribute to or publish technical papers on modification 
of existing theories or technology.
    Communication Factor: Interacts with individuals or groups in 
various agencies and departments to influence and/or defend 
controversial decisions. Tailors style to communicate critical 
information effectively to diverse audiences at different levels. 
Communicates complex information in a clear, concise, well-organized, 
and timely manner. Written communication is accepted without revision. 
Prepares and delivers briefings to communicate complex information and 
ideas to a range of audiences in a manner that facilitates 
understanding. Receptive to alternative or dissenting viewpoints. Shows 
respect for others and responds appropriately to people at all levels.
    Business Management Factor: Interacts at senior management levels 
to negotiate and resolve conflicts affecting a wide-range of 
activities. Contributes to the definition and improvement of processes 
that affect the business goals of the organization. Fosters successful 
working relationships with high-level officials both inside and outside 
the organization that help achieve overall mission goals. Develops 
innovative and useful approaches for evaluating and improving 
operations, equipment, and/or activities resulting in highly valued 
services that improve overall customer satisfaction. Stays appraised of 
current

[[Page 27897]]

technologies and methods to develop techniques for new or modified work 
methods, approaches, or procedure for substantive functions and 
services to meet organizational and customer needs. Ensures overall 
effectiveness and customer-oriented focus of managed programs, 
processes, and services. Plans and allocates resources to accomplish 
multiple customer needs simultaneously across the organization. 
Develops and implements innovative approaches to attain goals and 
minimize resource expenditures.
    Teamwork and Leadership Factor: Recognized as a prominent 
contributor to key technical fields as a leader of a productive team 
directly contributing to the organization's mission. Considered a 
leader in the conception and formulation of innovative concepts and 
ideas. Serves as an expert in own field and is regularly sought out for 
consultation and/or takes leadership on important committees dealing 
with significant technical issues. Responsible for ensuring team 
composition is sufficient to meet program objectives. Contributes to 
achieving organizational goals by building flexible and effective 
partnerships. Successfully resolves sensitive conflicts. Actively works 
to ensure the continuous transfer of knowledge and skills throughout 
the work unit by serving as a technical resource and initiating or 
overseeing the development of formal knowledge sharing systems. Selects 
or recommends selection of staff and/or team members. Develops and 
identifies new training needs for the professional growth of 
subordinates. Directs and provides mentoring and position/performance 
management. May formally supervise at team-level.

Mission Support Career Path (DU)

Level I Descriptors

    Problem Solving Factor: Performs clerical/assistant/support work 
involving the application of a body of standardized rules, procedures, 
or operations to resolve a variety of standard, recurring requirements. 
Work affects the quality and timeliness of products or services within 
the immediate office. Applies standard rules, procedures, or operations 
to accomplish repetitive tasks and resolve routine matters. Carries out 
recurring and routine work following supervisor's direction regarding 
work to be done, priorities, and specific procedures/guidelines to be 
followed. Completed work is reviewed for accuracy, timeliness, and 
adherence to instructions. Uses judgment in selecting and applying 
guidelines which are readily available.
    Communication Factor: Communicates with individuals primarily in 
own organization in order to exchange information and present findings. 
Communicates routine information in a clear and timely manner. Written 
communication may require some revision. Clearly communicates status of 
assigned tasks. Actively listens and appropriately responds to 
questions and concerns from others. Uses tone that respects others' 
ideas, comments, and questions.
    Business Management Factor: Interacts with customers on routine 
issues to communicate information and clarify instructions for tasking 
within area of assigned responsibility. Conducts administrative duties 
in support of business goals of the organization. Provides timely, 
flexible, and responsive products and/or services to customers under 
guidance of senior team member or supervisor. Suggests ideas for 
improvement of products and services based on an understanding of 
customer needs. Efficiently utilizes available resources to 
successfully accomplish assigned work. Appropriately prioritizes work; 
manages own time.
    Teamwork and Leadership Factor: Contributes to specific aspects of 
the team's responsibilities. Pursues opportunities for training and 
professional growth. Actively participates in team training activities. 
Provides work product or service of limited scope that requires a 
minimal degree of coordination and integration of work carried out by 
others. Personal attitude/conduct fosters cooperation and teamwork 
needed to accomplish tasks. Treats others fairly and professionally. 
Provides information and assistance to others as requested/needed. 
Attempts to handle minor work-related disagreements in a positive 
manner.

Level II Descriptors

    Problem Solving Factor: Applies well-developed knowledge and skills 
to effectively perform a full range of moderately complex clerical/
assistant/support work. Work affects the quality and timeliness of 
products or services within the organization. Applies standard rules, 
procedures, or operations to accomplish a variety of tasks and resolve 
moderately complex matters. Supervisor defines objectives, priorities, 
and deadlines. Independently plans and carries out steps required to 
complete assignments. Resolves recurring problems/deviations without 
assistance. Completed work is reviewed for accuracy, timeliness, and 
compliance with established methods/procedures/guidelines. Takes 
initiative to identify, locate, and appropriately apply guidelines and 
procedures.
    Communication Factor: Communicates with co-workers and management 
officials in own organization in order to plan and coordinate work, 
communicate important concepts and requirements, or recommend 
solutions. Also, communicates with counterparts at various levels both 
inside and outside the organization. Communicates information in a 
clear, concise, well-organized, and timely manner. Written 
communication typically requires minimal revision. Actively listens and 
appropriately responds to questions and concerns from others. Shows 
respect for others' ideas, comments, and questions. With guidance, 
effectively adjusts communications to facilitate understanding.
    Business Management Factor: Effectively interacts with customers to 
understand their needs, answer questions, and provide routine 
information about products and/or services. Supports execution of 
activities that advance the business-related goals of the organization. 
Takes initiative to develop innovative ideas for adapting customer-
focused products and/or services. Displays flexibility in responding to 
changing customer needs. Develops effective plans and strategies for 
improving the effectiveness of important products or services for an 
identified mission support area. Successfully provides services with a 
high level of customer satisfaction. Identifies and advocates for 
resources necessary to support and contribute to mission requirements.
    Teamwork and Leadership Factor: Contributes as a member of the team 
performing substantive clerical/assistant/support duties in support of 
the organizational mission. Assists in the development and training of 
individuals or team members. Participates in mentoring and assists with 
team management. Effectively carries out important mission support 
work. Leads/mentors/provides oversight to employees at same or lower 
level. Regularly assists specialists/managers on support issues due to 
depth of knowledge and breadth of expertise. Works flexibly with others 
to accomplish team goals. Treats others fairly and professionally. 
Seeks opportunities to share relevant knowledge and information with 
others. May participate as a member on other teams.

[[Page 27898]]

Level III Descriptors

    Problem Solving Factor: Performs clerical/assistant/support work 
involving application of an extensive body of rules, procedures, and 
operations to resolve a wide variety of complex organizational support 
activities. Work may occasionally have influence beyond immediate 
organization. Work has a direct impact on the effectiveness and 
efficiency of the work products and services of specialists within the 
organization. Applies considerable knowledge of the rules, procedures, 
and operations to accomplish a variety of tasks within the assigned 
area of responsibility. Applies guidelines and techniques to resolve 
complex problems involving related, procedural processes. Supervisor 
defines overall objectives, priorities, and deadlines. Works 
independently, resolving difficult problems that may arise. Completed 
work is reviewed for accuracy and compliance with established methods/
procedures. Selects, interprets, and applies guidelines which are 
available but not completely applicable or have gaps in specificity. 
Uses considerable judgment by applying modified or new guidelines to 
resolve unique problems. May assist in the development of new 
guidelines for administrative procedures.
    Communication Factor: Routine contacts are with co-workers, 
managers in organizations for which services are performed, and staff 
at higher echelons to coordinate work, communicate important concepts 
and requirements, or recommend solutions. May also interact with 
individuals in other agencies, departments, or public office. 
Communicates moderately complex information, concepts, and ideas in a 
clear, concise, well-organized, and timely manner. Written 
communication typically accepted without revision. Actively listens to 
others' questions, ideas, and concerns. Uses respectful tone that 
considers diverse viewpoints and clearly responds to questions or 
requests, following up to ensure understanding. Tailors communications 
to ensure an effective level of understanding.
    Business Management Factor: Serves as a central point of contact to 
provide authoritative explanations of requirements, regulations, and 
procedures, and to effectively resolve problems or disagreements 
affecting assigned areas. Contributes to refinement of the business-
related goals of the organization. Establishes successful working 
relationships with customers to address and resolve complex and/or 
controversial mission support issues. Anticipates customer needs in 
order to avoid potential problems resulting in improved customer 
satisfaction. Develops and implements effective plans and strategies 
for improving important products or services involving a broad mission 
support area. Successfully provides services with a high level of 
customer awareness and satisfaction. Anticipates changes in workload 
requirements and advocates for resources in advance of when they are 
needed. Actively assists others in using resources more efficiently and 
suggests innovative ideas to stretch limited resources.
    Teamwork and Leadership Factor: Effectively seeks out and 
capitalizes on opportunities to assist specialists/managers in 
achieving significant results that support organizational goals. Is 
sought out for consultation. Accomplishes and/or guides the critical 
aspects of mission support efforts with focus on accountability, 
quality, and effectiveness. Assists in development of guidelines and 
processes that affect mission performance. Leads and/or provides 
oversight for integrated mission support services. Regularly consulted 
by others on significant issues. Seeks out opportunities to share 
knowledge with others. Volunteers to lead or serve on cross-functional/
integrated teams. May recommend selection of staff or team members. 
Initiates development and training of subordinates. Participates in 
mentoring and position/performance management. Develops others through 
mentoring, coaching, and instruction.

Level IV Descriptors

    Problem Solving Factor: Applies expert-level knowledge and skills 
to effectively perform a wide-range of highly complex organizational 
support activities. Work often has influence beyond immediate 
organization. Work has a direct and significant impact on the 
effectiveness and efficiency of the work products and services of 
specialists and management officials within the organization. Typically 
leads other mission support personnel in defining and carrying out 
overall organizational support objectives. Develops guidelines, 
techniques, procedures, and/or operations for the most complex and 
difficult problems within the subject matter area for the organization. 
Operates with a great deal of independence. Plans and carries out 
assignments such that overall program objectives are met. 
Recommendations are generally accepted as technically authoritative. 
Work is evaluated only for conformance with broad objectives and is 
almost always accepted without change. Applies considerable judgment 
and ingenuity to interpret existing policies/procedures and develop new 
guidelines and techniques that have a direct impact on specific 
programs/services within the organization.
    Communication Factor: Routine contacts are with co-workers, 
managers in organizations for which services are performed, and staff 
at higher echelons to coordinate work, communicate important concepts 
and requirements, or recommend solutions. May also interact with high-
ranking individuals in other agencies, departments, or public office. 
Tailors style to communicate critical information effectively to 
diverse audiences at different levels. Communicates complex 
information, concepts, and ideas in a clear, concise, well-organized, 
and timely manner. Written communication is accepted without revision. 
Seeks opinions and ideas from others as appropriate. Actively listens 
to others' questions, ideas, and concerns. Uses respectful tone that 
considers diverse viewpoints, responding appropriately. Communicates 
complex information, concepts, and ideas through briefings or 
presentations to a range of audiences in a manner that facilitates 
understanding.
    Business Management Factor: Interacts at senior management levels 
to negotiate and resolve conflicts affecting a wide-range of mission 
support activities. Assists in the definition and improvement of 
processes that affect the business goals of the organization. Fosters 
successful working relationships with high-level officials both inside 
and outside the organization that help achieve overall mission goals. 
Establishes innovative and useful approaches for evaluating and 
improving mission support operations, processes, and/or activities 
resulting in highly valued services that improve overall customer 
satisfaction. Takes initiative to develop and implement techniques for 
new or modified methods, approaches, or procedures for substantive 
mission support functions and services to meet organizational and 
customer needs. Ensures overall effectiveness and customer-oriented 
focus of managed programs, processes, and services. Identifies, 
acquires, defends, and manages the resources needed to accomplish 
duties directly supporting organizational goals. Balances competing 
resource requirements to ensure alignment with mission objectives.
    Teamwork and Leadership Factor: Recognized as a significant 
contributor within a key mission support area by serving as a leader of 
a productive team

[[Page 27899]]

or a leader in the conception and formulation of relevant concepts and 
ideas. Serves as an expert in own field and is regularly sought out for 
consultation and/or takes leadership on important committees dealing 
with significant mission support issues. Contributes to achieving 
organizational goals by building flexible and effective partnerships. 
Manages the most sensitive conflicts in a positive manner. Actively 
works to foster collaboration by serving as a leadership resource. 
Selects or recommends selection of staff, team members, and subordinate 
supervisors. Formal supervisors in this broadband conduct performance 
evaluation/rating of subordinates. Initiates development and training 
of subordinates. Directs or recommends mentoring and position/
performance management. Develops others through motivation, mentoring, 
coaching, and instruction.
BILLING CODE 5001-06-P

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[FR Doc. 2010-11663 Filed 5-17-10; 8:45 am]
BILLING CODE 5001-06-C


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