27866 Federal Register / Vol. 75, No. 95 / Tuesday, May 18, 2010 / Notices 

1Federal 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. 

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. 

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 

Betty.Duffield@cpms.osd.mil; 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

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 highlyqualified 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-inForce (RIF) procedures; expanding the 

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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 ContributionBased 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 worldclass 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) CommunicationsElectronics 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. 

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27870 Federal Register / Vol. 75, No. 95 / Tuesday, May 18, 2010 / Notices 

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 noncompetitive 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 noncompetitive 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. 

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 

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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 wellrecognized 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 

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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 Contributionbased 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. 

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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 × 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 × 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 × 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. 

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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 


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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 × CCS SCORE) 

and the 2009 Technician SPL is BASIC 

PAY = $6,862 + ($10,678 × CCS SCORE) 

as shown in Figures 3 and 4. 

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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 


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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 selfassessments 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 

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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 DY, from the 

most undercompensated employee to 

the most overcompensated. 

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 


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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. 

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 


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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. 

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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-thejob 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 tworound 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 

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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. 

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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 fiveyear 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. 

BILLING CODE 5001–06–P 

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BILLING CODE 5001–06–C 

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 


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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-ingrade 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: 

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(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.) 

BILLING CODE 5001–06–P 

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BILLING CODE 5001–06–C 

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, wellorganized, 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 

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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 

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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 businessrelated 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 crossfunctional/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 

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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 customeroriented 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, wellorganized, 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 

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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 coworkers. 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 multidisciplinary 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 

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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 welldeveloped 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, wellorganized, 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 businessrelated 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. 

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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 

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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. 

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[FR Doc. 2010–11663 Filed 5–17–10; 8:45 am] 

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