52104 Federal Register / Vol. 82, No. 216 / Thursday, November 9, 2017 / Notices 

DEPARTMENT OF DEFENSE 

Office of the Secretary 

[Docket ID: DOD–2017–OS–0031] 

Civilian Acquisition Workforce 

Personnel Demonstration (AcqDemo) 

Project; Department of Defense (DoD) 

AGENCY: Office of the Deputy Assistant 

Secretary of Defense (Civilian Personnel 

Policy) (DASD (CPP)), DoD. 

ACTION: Notice of consolidation, 

modification, and republication as 

amended of a personnel demonstration 

project plan. 

SUMMARY: The DoD, with the approval of 

the Office of Personnel Management 

(OPM), received authority to conduct a 

personnel demonstration project within 

DoD’s civilian acquisition workforce 

and among those supporting personnel 

assigned to work directly with it. The 

purpose of this notice is to publish the 

approval of the consolidation of the 

original AcqDemo project plan and, as 

appropriate, the still relevant 

interventions described in the six 

subsequent amendments and one notice 

of intent as listed in Appendix A into 

a single document for better 

understanding and ease of use; record 

the modifications made to existing 

demonstration project initiatives as a 

result of experience gained from their 

use; describe additional personnel 

management initiatives undertaken to 

generate further improvement of and 

increased efficiencies in support for the 

DoD acquisition workforce; and 

republish the AcqDemo Project Plan as 

amended and as updated for 

corrections, deletions, additions, and 

clarifications. 

DATES: Implementation of this 

demonstration project plan will begin 

no earlier than November 1, 2017. 

FOR FURTHER INFORMATION CONTACT: 

DoD: Scott Wortman, Program Manager, 

Civilian Acquisition Workforce 

Personnel Demonstration Project, 9820 

Belvoir Road, Ft. Belvoir, VA 22060, 

703–805–5050; DoD: Ms. Megan 

Maciejewski, Defense Civilian Personnel 

Advisory Service, Human Resources 

Operational Programs and Advisory 

Services, Staffing Policy Division, 4800 

Mark Center Drive, Suite 05F16, 

Alexandria, VA 22350–1100, 571–372– 

1538. 

SUPPLEMENTARY INFORMATION: 

A. Background 

The AcqDemo Project was established 

under the authority of the Secretary of 

Defense, with the approval of OPM. 

Subject to the authority, direction, and 

control of the Secretary, the Under 

Secretary of Defense for Acquisition, 

Technology, and Logistics (USD(AT&L)) 

carries out the powers, functions, and 

duties of the Secretary concerning the 

DoD acquisition workforce (AWF). Title 

10 United States Code (U.S.C.) chapter 

87 describes general authorities and 

responsibilities, defense acquisition 

positions, Acquisition Corps, education 

and training, and general management 

provisions applicable to the Defense 

AWF. The purpose of the AcqDemo, as 

stated in 10 U.S.C. chapter 87, section 

1762, is ‘‘to determine the feasibility or 

desirability of one or more proposals for 

improving the personnel management 

policies or procedures that apply with 

respect to the acquisition workforce of 

the [DoD] and supporting personnel 

assigned to work directly with the 

acquisition workforce.’’ 

This demonstration project was 

originally authorized under Section 

4308 of the National Defense 

Authorization Act (NDAA) for Fiscal 

Year (FY) 1996 (Public Law 104–106, 

110 Stat. 669; 10 United States Code 

Annotated (U.S.C.A.) 1701 note), as 

amended by section 845 of NDAA for 

FY 1998 (Pub. L. 105–85, 111 Stat.1845); 

Section 813 of NDAA for FY 2003 (Pub. 

L. 107–314, 116 Stat. 2609); and Section 

1112 of NDAA for FY 2004 (Pub. L. 

108–136, 117 Stat. 1634). The NDAA for 

FY 2004 authorized the National 

Security Personnel System (NSPS) and 

most AcqDemo employees converted to 

the NSPS in 2006. Section 1113 of 

NDAA for FY 2010 (Pub. L. 111–84, 123 

Stat. 2190) repealed the NSPS and 

directed conversion of all NSPS 

employees to their previous pay system 

by January 1, 2012. All NSPS employees 

formerly in AcqDemo were transitioned 

back to AcqDemo during the month of 

May 2011. On January 7, 2011, the 

original demonstration project authority 

was repealed and codified at 10 U.S.C. 

1762 pursuant to Section 872 of the Ike 

Skelton NDAA for FY 2011 (Pub. L. 

111–383, 124 Stat. 4300, 4302). With the 

enactment of Section 872 of the Ike 

Skelton NDAA for Fiscal Year (FY) 

2011, Public Law 111–383, Congress 

extended the authority for AcqDemo 

until September 30, 2017, and increased 

the total number of persons who may 

participate in the project from 95,000 to 

120,000. Congress further extended the 

authority for AcqDemo to December 31, 

2020, in Section 846 of NDAA for FY 

2016 (Pub. L. 114–92). Through Section 

867 of NDAA for FY 2017 (Pub. L. 114– 

328), Congress provided that the 

Secretary of Defense shall exercise the 

authorities granted to the OPM under 5 

U.S.C. 4703 for purposes of the 

demonstration project. 

OPM approved and published the 

final project plan for the AcqDemo on 

January 8, 1999, in 64 Federal Register 

(FR) 1426–1492. Since that time, six 

amendments have been approved and 

published, and one notice of intent to 

amend published by OPM. These are 

listed in Appendix A. 

DoD recently published a seventh 

amendment under the Secretary’s 

authority on July 11, 2017, in 82 FR 

32056–32121, providing notice of the 

intent to consolidate, enhance, and 

clarify the provisions of the original 

FRN project plan. This amendment 

announced a 30-day public comment 

period during which comments would 

be accepted on the modifications to the 

demonstration project plan. DoD 

received comments from 35 individuals 

during the comment period which 

closed on August 10, 2017. Most 

commenters addressed several topics 

which in some cases were duplicated by 

other commenters so the total number of 

comments exceeds the number of 

individuals cited above. A number of 

comments provided insight and 

encouragement for the project; some 

requested clarification of policy and 

purpose of several interventions; many 

addressed procedural aspects of the 

flexibilities; and still others noted 

various places in the notice where 

formatting, grammatical, and/or 

typographical errors were found. All 

comments were carefully considered 

and adjudicated. In addition, relevant 

administrative edits were made as a 

result of further coordination 

throughout the Department. The 

following summary addresses the 

pertinent comments received, provides 

responses, and notes resultant changes 

to the original AcqDemo project plan. 

B. Summary of Comments 

(1) General Positive Comments 

Two commenters addressed the 

necessity of implementing a personnel 

demonstration project for the 

Department’s acquisition workforce and 

the supporting personnel assigned to 

work directly with the acquisition 

workforce. Another commenter touted 

that AcqDemo is intended to improve 

the evaluation process for Government 

employees, especially high performers 

constantly contributing above their 

position’s expectations. 

(2) Governance 

Comment: One commenter questioned 

the level of delegated authority as it 

pertains to supervisory and team leader 


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cash differentials used by Heads of 

Participating Organizations. 

Response: The AcqDemo is designed 

to improve the local acquisition 

manager’s ability and authority to 

manage the acquisition workforce 

effectively. As such, the project 

provides managers, at the lowest 

practical level, the authority, control, 

and flexibility they need to manage their 

workforce. Each participating 

organization has the authority to 

manage and oversee AcqDemo 

implementation and operation within 

the overarching USD(AT&L), HCI and/or 

AcqDemo Program Office policy and 

guidance. 

(3) Classification 

Five commenters had varying 

recommendations and suggestions 

pertaining to classification: 

Comment: Commenter suggested to 

relocate the information on maximum 

broadband level, section II.A.5. to 

Recruitment and Staffing. 

Response: The AcqDemo’s maximum 

broadband level is synonymous with the 

full performance level for a position 

under the GS. Every AcqDemo position 

is given a maximum broadband level at 

the time it is classified even if the 

classification is at the maximum 

broadband level. This provides 

employees, supervisors, and human 

resource specialists with the 

information needed to determine if the 

position could qualify as a career ladder 

position to be competitively filled at a 

lower broadband level with potential to 

the maximum broadband level, e.g., an 

NJ–II broadband level position with 

potential to an NJ–IV broadband level. 

Recommendation not adopted. 

Comment: A commenter 

recommended referencing the use of 

OPM classification standards when an 

organization is establishing control 

points as a compensation strategy. 

Response: Recommendation has been 

adopted. 

Comment: Commenter recommended 

that the word ‘‘appraisal’’ be changed to 

‘‘assessments’’ in the first sentence of 

Appendix E. 

Response: DoD agrees with this 

change. 

Comment: Commenter suggested that 

in Section II.A.5., first sentence, that 

‘‘appropriate career field and 

certification level for Acquisition 

positions’’ be added to the list of 

information items found in a Position 

Requirements Document (PRD). 

Response: DoD agrees with adding the 

following acquisition position 

information: ‘‘critical acquisition 

position indicator; appropriate 

acquisition career field and certification 

level for an acquisition position.’’ 

Comment: Commenter intimated that 

the Classification Authority and PRD 

policy sections, as written in the notice, 

do not establish standard procedures 

that enforce accountability for 

supervisors or the delegated PRD 

authority to ensure accuracy of PRDs. 

Response: The DoD Instruction 

1400.25–V511, dated May 28, 2015, is a 

key reference for the AcqDemo 

classification program as it contains 

direction for proper classification of 

positions, consistency of reviews, and 

appeals procedures. Other information 

regarding detailed processing under 

AcqDemo is reserved for operational 

guidance and will be considered for the 

updated Operational Guide. 

(4) Recruitment and Staffing 

Five commenters had a variety of 

concerns and proposed changes, as 

follows: 

Comment: One commenter suggested 

in Section II.B.3.b and 4(f)3, to change 

the word ‘‘characteristics’’ to 

‘‘qualifications’’ in various places and to 

remove the phrase ‘‘internal government 

hiring’’ under Section II.B.3.a. 

Response: Suggestions have been 

adopted and made. 

Comment: One commenter 

recommended changing the specific 

title, ‘‘Better Buying Power 3.0,’’ to 

‘‘acquisition initiatives’’ for a more 

generic terminology and inquired how 

DoD will implement placing GS 

equivalent grade and step specific 

remarks on an SF 50 when an employee 

leaves AcqDemo. 

Response: DoD made the change from 

‘‘Better Buying Power 3.0’’ to 

‘‘acquisition initiatives.’’ Regarding the 

use of a SF–50 to document an 

employee’s equivalent GS grade and 

step upon his/her departure from 

AcqDemo, this is no longer a valid 

method. The requirement to add 

equivalent grade and step information is 

removed from the FRN and will be 

addressed, as appropriate, in the 

Operational Guide. 

Comment: One commenter 

recommended to allow for noncompetitive reassignment of a GS 

employee whose current position’s 

grade is included in the AcqDemo 

broadband level of the position to be 

filled but has a lower maximum basic 

pay than the broadband level. The 

recommendation also provides the 

flexibility for a basic pay increase not to 

exceed the amount the employee has 

earned toward his or her next withingrade increase. 

Response: The recommendation has 

been adopted and a waiver to 5 CFR 

335.103(c) included. 

Comment: One commenter had 

questions regarding various procedures 

in the recruitment and selection 

processes, such as the qualifications 

criteria, modified term appointment 

options, external hiring authorities, the 

streamlined AcqDemo DE-Category 

Rating process and the Expanded Detail 

and Temporary Promotion Authority. 

Response: Detailed procedural 

information and guidance is more 

appropriately placed in Operational 

Guidance. Changes will be incorporated 

into the AcqDemo Operational Guide. 

DoD will utilize the questions posed to 

ensure information requested will be 

addressed. 

(5) Pay Administration 

Comment: One commenter suggested 

a change to Section II.C.5. that while on 

temporary promotion a pay increase 

may be applied to the temporary 

promotion basic pay. 

Response: Basic pay changes resulting 

from contributions and performance 

based on the duties of the temporary 

promotion position apply to that 

position not a lower broadband level 

position that may not have any duties 

similar to those of the temporary 

promotion position. To do otherwise is 

against basic classification and pay 

principles. Any basic pay increase 

under the CCAS would be determined 

and applied to the temporary position 

based on the application of that system 

for the pay pool in which an employee 

is a member. 

Comment: One commenter requested 

that the promotion language be clarified 

for the Human Resource community and 

the ACDP flexibility should be looked at 

as a recruiting tool for ‘‘hard to fill’’ 

positions. 

Response: Recommendations adopted. 

Regarding the use of ACDP as a 

recruiting tool, this will be discussed in 

the revision of the Operational Guide. 

Revised promotion definitions are: 

(1) AcqDemo Employees. A 

promotion occurs when an AcqDemo 

employee moves from his/her current 

broadband level to a higher broadband 

level within the same career path (e.g., 

NK–I to NK–II), or a different career 

path and broadband level in which the 

new broadband level has a higher 

maximum basic pay than the broadband 

level from which the employee is being 

moved (e.g., NK–II to NH–II). 

(2) Non-AcqDemo Employee Entering 

the Demo. A promotion action occurs: 

(a) When a current non-AcqDemo 

employee in a graded system is selected 

for an AcqDemo position in a broadband 


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level which includes referenced grades 

with higher basic pay than the selectee’s 

current grade, or 

(b) When a current non-AcqDemo 

employee in a paybanded system is 

selected for a position in an AcqDemo 

broadband level which includes 

referenced GS grade(s) with higher basic 

pay than the highest referenced grade 

included in the current payband from 

which the selectee is moving. 

(6) Compensation Strategy 

Three comments were submitted with 

varying remarks and propositions: 

Comment: One commenter stated that 

AcqDemo is not being implemented as 

intended in terms of its broadband 

structures and ‘‘control points’’ within 

those broadbands. It was intended that 

movement within the broadband was 

free from one end to another and would 

be based on performance. 

Response: The AcqDemo Project 

requires a cost-disciplined approach to 

maintain cost control. Cost discipline 

requires a continued comparison with 

the Government-wide system to ensure 

an effective balance between cost, and 

personnel management benefits such as 

improved organizational 

communication, and greater recognition 

of higher contributors. This costdisciplined approach also requires 

Participating Organizations to consider 

and implement a logical and effective 

compensation management strategy, 

aimed at providing the appropriate level 

of compensation for the contribution 

expended in accomplishing work at an 

assigned level. AcqDemo evaluation of 

the salary cost of AcqDemo over time 

indicated greater growth than the 

comparable GS comparison group. 

Based on this, greater emphasis is being 

placed on utilizing a cost-disciplined 

approach using compensation strategies 

suited to each Participating 

Organization’s position management 

structure and mission. 

Comment: One commenter stated that 

the compensation strategy is being 

modified to add stratification and pay 

ranges within broadbands, without 

establishing criteria for stratification, 

which effectively eliminates the benefits 

of broadbands without any checks and 

balances. 

Response: Each Participating 

Organization will have the authority to 

manage and oversee the implementation 

of compensation strategies best suited to 

their position management structure, 

mission, and workforce requirements. A 

Participating Organization is 

responsible for implementing this 

regulation within overarching 

USD(AT&L), HCI, and/or AcqDemo 

Program Office policy and guidance and 

conducting periodic evaluations to 

determine compliance with the costdisciplined approach. 

Comment: One Commenter expressed 

concern about hard base pay ceilings 

placed on NH–4 positions. 

Response: Broadbands are used in 

AcqDemo to provide flexibility in 

hiring, assignment, and basic pay 

growth; however, not all positions in a 

broadband will have duties with the 

level of complexity, scope, and 

difficulty commanding contribution at 

the top level of the broadband. Some 

positions only have duties that provide 

growth through part of the broadband. 

These limits are based on the scope, 

difficulty, and value of the position to 

the organization of the work expected to 

be done in the position. 

Comment: One commenter 

recommended the deletion of the 

requirement for copies of an 

organization’s internal pay setting 

guidance to be provided to the 

AcqDemo Program Management Office 

located in Section II.C.1. 

Response: Recommendation is 

adopted. However, the requirement will 

be retained and published in an 

Operational Guide. This promotes 

transparency to all. 

(7) Contribution-Based Compensation 

and Appraisal (CCAS) 

There were thirteen comments, as 

follows: 

Comment: One commenter intimated 

that AcqDemo is another ‘‘good old 

boy’’ personnel system. 

Response: AcqDemo establishes a 

structured, group review process to 

assess employees contributions to the 

mission and quality of performance. 

This process is designed to reduce 

favoritism and promote fairness. 

Specifically, the use of pay pool panels 

ensures that an individual supervisor’s 

ratings are reviewed by his/her peers 

(i.e., by other raters in the same pay 

pool) and by the supervisor of all raters 

in that pool. In addition, rated 

employees are rank-ordered by the 

entire pay pool panel. The intent here 

is not so much to require ranking per se 

as to ensure that inflation or deflation 

by any rater will be identified and 

corrected via the normal operation of 

the panel process. Finally, the pay pool 

manager (who is generally at a higher 

organizational level than all of the 

above-mentioned supervisors) oversees 

and approves the results of the group 

review process. 

Comment: One commenter requested 

3 check blocks be added per factor to 

improve visibility so that the pay pool 

won’t miss the written intent of the 

supervisor’s rating. 

Response: The software that supports 

AcqDemo will have a section that the 

supervisor will use to record the 

performance appraisal level appropriate 

for each factor, e.g., a 1—Unacceptable, 

3—Fully Successful, or 5—Outstanding, 

so that the supervisor’s intent is clear. 

Comment: One commenter lamented 

that too much time is wasted on 

preparing an appraisal’s written 

justifications. 

Response: This demonstration 

establishes a structured, group review 

process to assess employee 

contributions to the mission and quality 

of performance. The group reviews the 

written assessments to ensure that 

ratings are consistent across the pay 

pool. They also may provide 

supplemental guidelines and 

requirements for preparation of the 

written assessments to best suit their 

review process. 

Comment: Another commenter 

praised the AcqDemo program and its 

intent to improve the evaluation process 

for Government employees, especially 

high performers constantly contributing 

above their position’s expectations, but 

added that AcqDemo must evaluate 

Agencies’ methods for executing the 

process to ensure the AcqDemo 

objectives are being accomplished; 

Response: The demonstration project 

authorizing legislation found in 5 U.S.C. 

4703 mandates evaluation of the 

demonstration project to assess the 

effects of project features and outcomes. 

This FRN includes a section covering 

the types of evaluations to be used. 

Comment: One commenter noted an 

error in II.D.3.c.(2) NPR, lines 9–13 and 

recommended a change from ’’ ±8.0 

scores’’ to ‘‘approximately 8.0 scores’’; 

Response: DoD agrees and this change 

has been made. 

Comment: One commenter requested 

more clarification on rendering an 

appraisal within 15 months of entering 

on duty under CCAS. 

Response: The wording surrounding 

the 15-month rating period has been 

changed as follows: The first CCAS 

appraisal for an employee who enters 

AcqDemo during the period July 3 

through September 30 must be rendered 

within 18 months of when the employee 

entered AcqDemo during this period. 

Comment: One commenter stated that 

the pay pool part of the FRN needs to 

be revisited because some organizations 

raise the decisions on pay increases 

much too high in the organization—far 

away from the people who actually 

supervise or manage the workers being 

appraised. 

Response: AcqDemo Participating 

Organizations are delegated the 

authority to place the review and 


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1 DoD Directive 5000.52, January 12, 2005, 

Subject: Defense Acquisition, Technology, and 

Logistics Workforce Education, Training, and 

Career Development Program. 

approval of CCAS actions at the 

organizational levels that best work 

within their organizational structure. 

Comment: One commenter praised 

the establishment of the supervisory 

differential and suggested making it 

standard for all AcqDemo supervisory 

positions. 

Response: Supervisory and team 

leader differentials are subject to 

controls per Section II.C.12 of the FRN. 

Participating Organizations are 

delegated the authority to develop 

guidance on its use within the 

parameters of these controls. To require 

the differential to be standard for all 

AcqDemo supervisory positions would 

limit an organization’s ability to decide 

how and when to use it within the 

guidance provided. 

Comment: One commenter 

recommended numerous changes in 

Sections II.D.1 that provide additional 

clarity on the pay pool panel process, to 

include a requested change to Table 2, 

Broadband 1, Categorical Scores from 

Medium High to Medium. 

Response: DoD agreed with all the 

changes, which have been made. 

Comment: One commenter also 

recommended adding numerous details 

in Section II. D. 4, 5 & 6 to include 

mention of reduction to broadband 

level, add OCS and supervisor 

assessment to items grieveable and 

delete CCAS pay determinations, to 

name a few. 

Response: Changes made as 

appropriate, but the overall level of 

procedural detail recommended is not 

appropriate for inclusion nor required 

in the FRN and will be addressed, as 

appropriate, in the AcqDemo 

Operational Guide and training 

material. 

Comment: One commenter was happy 

to see the number of factors reduced 

from 6 to 3; but wanted to see more 

details on the execution process 

addressed in the FRN. 

Response: This level of detail is not 

required in the FRN and will be 

addressed, as appropriate in the 

AcqDemo Operational Guide and 

training material. 

Comment: One commenter suggested 

the use of DAWDF monies be set aside 

to supplement the pay pool awards 

funding. 

Response: DAWDF cannot be used for 

supplementing pay pool awards funding 

above applicable caps. 

Comment: One commenter requested 

that Guest Rater details be included in 

Section D. 

Response: The CCAS process and 

CAS2Net automated system 

accommodate other roles, such as guest 

raters, and guidance will be included, as 

appropriate, in the Operational Guide 

and the CAS2Net Users Guide. 

Comment: One commenter concurred 

with the criteria for determining when 

an employee should be placed on a CIP. 

The previous FRN guidance regarding 

the mid-point level of the next lower 

broadband was harder to quantify. 

Response: DoD agrees with the 

commenter. The new FRN provides 

clearer guidance and the CIP process 

will be included in the AcqDemo 

Operational Guide. 

(8) Employee Development 

Comment: One commenter 

recommended Classification, Staffing, 

and Pay Setting training courses for 

Human Resource Professionals. 

Response: DoD agrees with this 

commenter. The AcqDemo Program 

Office offers initial implementation 

training to Human Resources Specialists 

in classification, staffing, pay setting, 

and the CCAS. In addition, the Program 

Office provides an in-depth Operational 

Guide covering the AcqDemo processes 

and procedures. 

(9) Evaluation Plan 

Comment: One commenter stated that 

AcqDemo should be abandoned and 

resources reinvested in improving the 

GS system and that pay banding 

fundamentally inflates costs, with 

employees commonly earning well 

above the market rate for the skills/ 

duties required of their positions. 

Response: Title 5 U.S.C. 4703 

mandates evaluation of demonstration 

projects to assess the effects of its 

features and outcomes. The AcqDemo 

Project requires a cost disciplinedapproach to maintain cost control. Cost 

discipline requires a continued 

comparison with the Government-wide 

system to ensure an effective balance 

between salary cost, value of position, 

and personnel management benefits. 

This ensures there are checks and 

balances throughout AcqDemo’s 

processes while continuing to provide 

the flexibilities outlined in this 

regulation. 

(10) Administrative Corrections 

Comment: Five commenters made 

note of various places in the FRN where 

formatting, grammatical, and or 

typographical errors were found. 

Response: DoD has made the 

appropriate changes and corrections. 

C. Overview 

The project was initially designed in 

the 1997–1999 timeframe by a Process 

Action Team under the authority of 

then-Under Secretary of Defense for 

Acquisition, Technology, and Logistics 

with the participation of and review by 

DoD and the OPM. The purpose of the 

project is to enhance the quality, 

professionalism, and management of the 

DoD acquisition workforce through 

improvements in the efficiency and 

effectiveness of the human resources 

management system. The project 

interventions strive to support DoD’s 

efforts to ‘‘create a professional, agile, 

and motivated workforce that 

consistently makes smart business 

decisions, acts in an ethical manner, 

and delivers timely and affordable 

capabilities to the warfighter.’’ 1

The original AcqDemo Project Plan 

included streamlined hiring and 

appointment authorities; a Voluntary 

Emeritus Program; broadbanding; 

simplified classification; combined 

classification and appraisal criteria into 

six factors; revised reduction-in-force 

procedures; a contribution-based 

compensation and appraisal system; 

academic degree and certification 

training; and sabbaticals. A number of 

new initiatives have been added and 

clarifications made to this updated 

project plan based on experience gained 

with the original processes and 

procedures since implementation in 

January 1999; feedback from 

participants at all AcqDemo 

organizational levels; changes in title 5 

U.S.C. and title 5 Code of Federal 

Regulations (CFR); changes in legislative 

language impacting AcqDemo 

employee/organization coverage and 

project evaluation; environmental 

conditions such as a weak economy, 

government downsizing, and 

sequestration; and concerns with the 

relationship between position 

management, Contribution-based 

Compensation and Appraisal System 

(CCAS) scoring; compensation 

management; and appropriate pay. The 

new or modified initiatives and/or 

topics include target broadband level; 

reduction of the six classification and 

appraisal factors to three factors; direct 

hire authority; modified expedited 

hiring authority; rule of many; 

expanded supervisory probationary 

period; expanded detail and temporary 

promotion authority; revised reductionin-force procedures basing order of 

retention primarily on individual 

employee performance; compensation 

management; clarification of various 

pay setting procedures for conversions, 

new hires, employee movement within 

AcqDemo, and employees voluntarily 

joining AcqDemo; supervisory and team 


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2 Department of Defense (DoD) Civilian 

Acquisition Workforce Personnel Demonstration 

Project (AcqDemo), Summative Evaluation Report, 

June 2006, prepared by the AcqDemo Project Office, 

2001 N. Beauregard Street, Suite 210, Alexandria, 

Virginia 22311. 

3RAND Corporation, Retention and Promotion of 

High-Quality Civil Service Workers in the 

Department of Defense Acquisition Workforce, by 

Christopher Guo, Philip Hall-Partyka, Susan M. 

Gates; Copyright 2014; Chapter 4, Effects of 

Acquisition Demonstration Pay Plan on Retention, 

page 34, 1st partial paragraph; and Conclusion, page 

36, 1st paragraph. 

4RAND Corporation, 2016 Assessment of the 

Civilian Acquisition Workforce Personnel 

Demonstration Project, by Jennifer Lamping Lewis, 

Laura Werber, Cameron Wright, Irina Danescu, 

Jessica Hwang, Lindsay Daugherty; Copyright 2017; 

Report Number RR1783. 

leader cash differentials; accelerated 

compensation for developmental 

positions; student intern relocation 

incentive; overall assessment of the 

quality of performance; CCAS very high 

score methodology; and modified 

contribution improvement plan 

procedures. The text of the original FRN 

and its amendments have been 

realigned and rewritten, as necessary, to 

improve clarity, organize by topic, 

remove duplication, eliminate outdated 

and cancelled items, and include 

revisions to existing flexibilities and 

descriptions of new interventions. 

Consequently, the document needs to be 

read in its entirety to obtain the full 

scope of the modernized demonstration 

project. 

D. Evaluation Results 

Since its implementation in early 

1999, the AcqDemo interventions have 

confirmed that a human resources 

system tailored to the mission and 

needs of the AWF increases workforce 

satisfaction with the personnel 

management system, while providing 

quality acquisition products to DoD 

customers as evidenced by the 2006 

AcqDemo Summative Evaluation 2 and 

periodic AcqDemo employee attitude 

surveys. 

The June 2006 Summative Evaluation 

Report stated: ‘‘AcqDemo had a positive 

impact on overall workforce quality by 

enabling managers to compete with the 

private sector for the best talent 

available and make timely job offers to 

potential employees. When AcqDemo 

procedures were fully implemented, 

hiring timeliness was significantly 

improved. AcqDemo succeeded in 

retaining ‘high contributors’ and 

increasing the separation rates of ‘low 

contributors’ without damaging 

employees’ overall sense of fairness. 

AcqDemo resulted in high levels of 

customer satisfaction, and both 

employees and supervisors realized the 

benefits of AcqDemo flexibilities in 

responding to customer requirements 

quickly. Finally, a variety of data 

indicated that there was a positive shift 

in workforce satisfaction with the 

AcqDemo personnel management 

system.’’ 

Since the return of employees from 

NSPS in May 2011, there continues to 

be strong evidence that the initiatives 

implemented under the AcqDemo are 

effective: 

(1) Component acquisition leaders’ 

feedback on effectiveness of AcqDemo 

programs on recruitment and retention 

has been positive. 

(2) Senior Leader interviews were 

positive on the outcomes of programs 

but suggested processes may need to be 

tweaked, e.g., two recommended 

changes were (a) to decrease the number 

of classification and appraisal factors 

from six factors to three factors to 

further simplify position classification 

and streamline the CCAS appraisal 

process, and (b) add a very high score 

scheme to each of the three factors for 

contributions above the maximum score 

for each career path to provide more 

gradation and increase flexibility for 

assessment of different levels of 

contribution. Following receipt of the 

Senior Leader feedback, the workforce 

was polled on a draft proposal for three 

factors in 2014. Over 56% of the 

workforce was in favor of converting to 

the more concise language 

recommended by the Senior Leaders. 

Additionally, overwhelming support on 

the three-factor format was received 

during follow-on Senior Leader 

Interviews that were conducted as well 

as numerous requests for a very high 

score contribution appraisal structure 

for each of the factors as initially 

suggested. Therefore, the three new 

factors, each with their very high score 

scheme, are included in the updated 

AcqDemo Project Plan described in this 

FRN. 

(3) Additional organizations are 

seeking to join AcqDemo. 

(4) Analysis 3 provided evidence that 

people who entered the acquisition 

workforce and were covered by an 

AcqDemo pay plan (or any 

demonstration pay plan) were retained 

longer compared to those in the General 

Schedule (GS) plan. Retention was 24 

percent higher for the AcqDemo pay 

plan than for the GS plan. 

(5) Results from the 2015 OPM 

Federal Employee Viewpoint Survey 

(FEVS) indicated that 87% of the 2015 

AcqDemo FEVS responses were better 

than the 2014 AcqDemo FEVS 

responses. 

(6) Interview and survey data suggest 

that many aspects of AcqDemo are 

positively perceived, i.e., supervisory 

perceptions regarding the ability to hire 

people as needed and to reassign or 

reclassify employees in response to 

changing mission needs. 

(7) Survey respondents reported being 

more optimistic about opportunities for 

promotion and were more likely to 

believe that their organization is 

retaining the highest-performing 

employees among their peers in the 

organizations selected for comparison. 

(8) A 2016 independent research 

report 4 indicated that unionized 

employees have fared well in AcqDemo 

as compared to unionized employees in 

the GS system. AcqDemo provided 

higher starting salaries, paid higher 

salaries overall, and offered a more 

rapid increase in salaries. The 

annualized basic pay was $700 to 

$1,400 higher for bargaining union 

members compared to their GS 

counterparts. Unionized employees 

were more likely to receive promotions 

than nonunionized employees, while 

within the GS comparison group the 

reverse occurred. The four-year 

retention rate for AcqDemo unionized 

employees was 80.3 percent compared 

to a corresponding rate of 78.5 percent 

for the weighted GS control group. 

(9) The 2016 OPM FEVS Employee 

Engagement Index questions, which best 

exemplify ‘‘an employee’s sense of 

purpose,’’ and the New Inclusive 

Intelligence (IQ) Index questions, which 

‘‘center on behaviors that help create an 

inclusive environment,’’ show 

continued year after year improvement 

from 2014 through 2016 and 

consistently higher positive responses 

than the DoD and overall Federal 

workforce across all subcomponents. 

The top three AcqDemo 2016 positive 

items reflect a sense of pride in work 

and are shown below with their 

respective percentage of positive 

responses: 

(a) When needed I am willing to put in 

the extra effort to get a job done. 

(95.2%) 

(b) Pay raises depend on how well 

employees perform their jobs. 

(39.8%) 

(c) How satisfied are you with your 

opportunity to get a better job in 

your organization? (37.9%) 

This information is a testament to the 

success of AcqDemo as a valuable 

human resources management tool in 

the efforts of the USD(AT&L) to 

emphasize and achieve broader and 

stronger workforce professional and 

technical qualifications, abilities, and 


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5Better Buying Power 3.0, White Paper, Office of 

the Under Secretary of Defense Acquisition, 

Technology and Logistics, Honorable Frank 

Kendall, 19 September 2014. 

capabilities for all fifteen DoD 

acquisition career fields and one career 

path. With the extension of the 

AcqDemo authority until December 31, 

2020, the Department now has an 

additional opportunity to better adjust 

AcqDemo to the emergent qualifications 

associated with the myriad, complex 

defense acquisition situations with 

timely workforce development and 

more efficient, agile, and effective 

processes and procedures. New as well 

as modified flexibilities in human 

resources management activities can be 

tested and adjusted for maximum 

effectiveness in support of the 

USD(AT&L) ‘‘principle that continuous 

improvement is the best approach to 

improving the performance of the 

defense acquisition enterprise.’’ 5

E. Notification Responsibilities 

The DoD AcqDemo Program Office 

will post this amendment on the 

Program Office’s Web site at http://

acqdemo.hci.mil. In addition, 

Participating Organizations will be 

requested to notify employees, 

appropriate union officials, and other 

stakeholders of this FRN as well as their 

communication vehicles, e.g., Web site; 

letters to employees and union officials; 

consultation and negotiation with union 

officials; town halls; etc.; and the DoD 

Program Office Web site and 

information contained therein. 

Dated: November 2, 2017. 

Aaron Siegel, 

Alternate OSD Federal Register Liaison 

Officer, Department of Defense. 

Table of Contents 

I. Introduction 

A. Executive Summary 

B. Governance 

1. Management Oversight 

2. Personnel Policy Boards 

3. AcqDemo Project Plan Revisions 

4. AcqDemo Internal Guidance 

5. Legal Authority 

C. Organization and Team Participation 

1. Scope of Acquisition Organizations 

2. Request To Participate in AcqDemo 

3. Calls for Additional Participation 

4. Eligibility Requirements 

5. Application Process 

D. Eligible Organizations 

E. Workforce Coverage 

1. Covered Workforce 

2. Current Participating Employees 

F. Bargaining Requirements 

1. Written Agreements 

2. Subsequent Negotiations 

II. Personnel System Interventions 

A. Classification 

1. Broadbanding 

2. Occupational Series, Titles, and 

Classification Standards 

3. Classification Level and Appraisal 

Factors 

4. Classification Authority 

5. Position Requirements Document 

6. Fair Labor Standards Act 

7. Maximum Broadband Level 

8. Classification Appeals 

B. Recruitment and Staffing 

1. Appointment Authorities 

a. Competitive and Excepted Appointing 

Authorities 

b. Modified Term Appointment Option 

2. Targeted Recruitment and Outreach 

3. Qualifications and Assessments 

4. External Hiring Authorities 

a. General Principles 

b. Direct Hire Appointments for the 

Business and Technical Management 

Professional Career Path 

c. Veteran Direct Hire Appointments for 

the Business and Technical Management 

Professional and Technical Management 

Career Paths 

d. Acquisition Student Intern 

Appointments 

e. Scholastic Achievement Appointment 

f. Simplified Hiring Processes 

5. Expanded Initial Probationary Period 

6. Staffing Within AcqDemo 

a. Expanded Supervisory and/or 

Managerial Probationary Periods 

b. Internal AcqDemo Assignment Process 

c. Expanded Detail and Temporary 

Promotion Authority 

d. Exceptions to Competition 

e. Reduction in Force 

C. Pay Administration 

1. Introduction 

2. Compensation Strategy 

3. Aggregate Limitation on Basic Pay 

4. Special Rates 

5. Promotions 

a. Definitions 

b. Setting Pay 

c. Temporary Promotion Basic Pay 

Adjustment Guidelines 

6. Retained Pay 

7. General Pay Increase 

8. Locality Pay 

9. Hires From Outside the AcqDemo 

10. Internal AcqDemo Employee 

Movements 

11. Accelerated Compensation for 

Developmental Positions 

12. Supervisory and Team Leader Cash 

Differentials 

13. Highest Previous Rate 

14. Recruitment, Relocation, and Retention 

Incentives 

15. Non-CCAS Awards 

D. Contribution-Based Compensation and 

Appraisal System 

1. Overview 

2. CCAS Appraisal Process 

3. Integrated Pay Schedule 

4. Compensation Adjustments 

5. Contribution Improvement Plan 

6. CCAS Grievance Procedures 

E. Employee Development 

1. Academic Degree and Certificate 

Training 

2. Sabbaticals 

3. Student Intern Relocation Incentive 

F. Movement Into and From AcqDemo 

1. Management-Directed Conversion Into 

the Demonstration Project 

2. Non-AcqDemo Federal Employee 

Voluntarily Joins AcqDemo 

3. Movement From the Demonstration 

Project 

G. Training for AcqDemo 

1. Introduction 

2. Roles and Responsibilities 

3. Conversion Training 

III. Evaluation Plan 

A. Internal 

B. External 

C. Purpose 

IV. Project Duration 

V. Demonstration Project Costs 

VI. Automation Support 

VII. Required Waivers to Law and 

Regulations 

A. General 

B. Waivers to title 5, U.S.C. 

C. Waivers to title 5, CFR 

Appendix A. History of Legislative 

Provisions and Federal Register Notices 

DoD Civilian Acquisition Workforce 

Personnel Management Demonstration 

Project 

Appendix B. Tables of Eligible Organizations 

Appendix C. Series Included in the DoD 

Acquisition Workforce Personnel 

Demonstration Project 

Appendix D. Definitions of Career Paths and 

Corresponding Broadband Levels 

Appendix E. Classification Level and 

Appraisal Factors 

Appendix F. Intervention Impact Evaluation 

Model 

Appendix G. AcqDemo Sample Master 

Retention List (RIF Effective Date July 

2017), Competitive Area: Local 

Commuting Area; Fort Husky, Virginia; 

Supply Directorate; Business 

Management and Technical Management 

Career Path (NH) 

I. Introduction 

A. Executive Summary 

AcqDemo is an acquisition-based 

alternative human resource management 

pay and personnel system that provides 

managers and organizations with 

increased flexibilities in recruitment, 

staffing, classification, performance 

management, compensation, and 

employee development. The purpose of 

the project is to enhance the quality, 

professionalism, and management of the 

DoD AWF through improvements in the 

efficiency, effectiveness, and agility of 

the human resources management 

system. This project not only provides 

a system that retains, recognizes, and 

rewards employees for their 

contributions, but also supports their 

personal and professional growth as 

acquisition specialists and 

professionals. In addition, this 

demonstration project provides 

managers, at the lowest practical level, 

the authority, control, and flexibility 

they need to achieve effective workforce 

management, quality acquisition 

processes, and superior products. 


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B. Governance 

1. Management Oversight 

The AcqDemo Project was established 

under the authority of the Secretary of 

Defense (SECDEF), with the approval of 

OPM. Subject to the authority, direction, 

and control of the SECDEF, the 

USD(AT&L) carries out the powers, 

functions, and duties of the SECDEF 

concerning the DoD AWF. The 

USD(AT&L) is authorized to establish 

policies and procedures, in coordination 

with the Under Secretary of Defense for 

Personnel and Readiness (USD(P&R)), 

for the effective management of the 

acquisition, technology, and logistics 

workforce in the DoD, which includes 

management and oversight of the DoD 

AcqDemo. To assist in this endeavor, 

the USD(AT&L) chartered the DoD 

Civilian Acquisition Workforce 

Personnel Demonstration Project 

Program Office in September 1999. The 

Office of Human Capital Initiatives was 

chartered by the USD(AT&L) in 

November 2015, and the Director 

designated as the senior official 

responsible for the AcqDemo program. 

The Director, Human Capital Initiatives, 

is responsible for oversight, policy, 

direction, design and centralized 

management of the AcqDemo. Subject to 

the authority, direction, and control of 

the Director, Human Capital Initiatives, 

the AcqDemo Program Manager is 

responsible for the centralized 

management of the DoD AcqDemo 

Project. The Program Manager also has 

authority to establish and chair an 

Executive Council comprised of a 

representative from each DoD 

Component, Agency, and Field Activity 

with organizations and/or teams 

participating in the AcqDemo Project 

(hereafter referred to as Participating 

Organizations) plus USD(P&R) and/or 

USD(AT&L) representatives serving in 

an advisory role as appropriate. Each 

Participating Organization has authority 

to manage and oversee AcqDemo 

implementation and operation within 

overarching USD(AT&L), HCI, and/or 

AcqDemo Program Office policy and 

guidance. 

2. Personnel Policy Boards 

It is envisioned that each Participating 

Organization, to include subordinate 

AcqDemo participating organizations 

and/or teams, shall establish a 

Personnel Policy Board (PPB). The PPB 

is the body to manage, evaluate, and 

make policy and procedural changes for 

its respective organization within the 

parameters of the AcqDemo Project Plan 

published in the Federal Register notice 

64 FR 1426–1492, DoD AcqDemo 

Program Office guidance, and 

Department of Defense Instructions 

(DoDIs). The Executive Director, 

members, and staff of the Board are 

designated by the Head of the 

Participating Organization. Should any 

Participating Organization elect not to 

establish a PPB, the charter of an 

existing group within the respective 

organization must be modified to 

include the duties detailed in Section 

I.B.2(a) through (i). In either case, the 

Board is tasked, at a minimum, with the 

following: 

(a) Overseeing the civilian pay budget; 

(b) Addressing issues associated with 

two or more pay systems (e.g., 

AcqDemo, GS, and other pay banded 

systems); 

(c) Determining the composition of 

the CCAS pay pool in accordance with 

the established guidelines and statutory 

constraints; 

(d) Reviewing operation of the 

organization’s CCAS pay pools; 

(e) Providing guidance to pay pool 

managers; 

(f) Administering funds to CCAS pay 

pool managers; 

(g) Reviewing hiring and promotion 

salaries; 

(h) Monitoring award pool 

distribution by organization and 

acquisition workforce (AWF) employees 

vs. non-AWF employees; and 

(i) Assessing the need for and making 

changes to local demonstration project 

procedures and policies when needed to 

further define specific interventions to 

ensure standard application across the 

participating AcqDemo organization(s) 

and/or team(s). 

3. AcqDemo Project Plan Revisions 

Modifications to the AcqDemo Project 

Plan must be made from time to time as 

experience is gained, results are 

analyzed, and conclusions are reached 

on how the various flexibilities are 

working individually and within the 

overall project. Minor policy and 

procedural modifications of this 

published AcqDemo project plan within 

already existing waivers may be made 

by the Director, Human Capital 

Initiatives, with delegation to the 

Program Manager, and published in 

internal issuances and AcqDemo 

Memorandums and/or at http://

acqdemo.hci.mil to inform stakeholders 

such as USD(P&R); AcqDemo Executive 

Council; Defense Civilian Personnel 

Advisory Service; Participating 

Organizations; employees; Unions; and/ 

or other interested parties as 

appropriate. New waivers from law or 

regulation must be approved by the 

USD(AT&L) in coordination with the 

USD(P&R) and published in a Federal 

Register notice. 

4. AcqDemo Internal Guidance 

The DoD AcqDemo Program Office is 

responsible for preparing and/or issuing 

implementation, operational, 

sustainment, and other internal 

guidance such as AcqDemo Memoranda, 

Operating Procedures, and/or DoDIs 

regarding the AcqDemo provisions to 

Participating Organizations. This 

internal guidance, which can be found 

at http://acqdemo.hci.mil, supplements 

with additional details the general 

guidelines and parameters established 

through legislation and Federal Register 

notices. Participating Organizations may 

issue additional internal guidance to 

ensure standard application across 

AcqDemo participating subordinate 

organizations and teams. All personnel 

laws, regulations, and guidelines not 

waived by the AcqDemo Project Plan 

will remain in effect. Basic employee 

protections and entitlements such as 

grievance, merit system principles, 

equal opportunity, leave, insurance, 

annuities, etc., are unchanged by 

AcqDemo and remain applicable. 

5. Legal Authority 

For actions taken under the auspices 

of the demonstration project, the legal 

authority code Z2W, Public Law 111– 

383, will be used. For all other actions, 

the nature of action codes (NOAC) and 

legal authority codes prescribed by OPM 

and/or DoD will continue to be used 

unless revised or new codes are 

developed for specific AcqDemo 

interventions. Information and guidance 

on codes specific to AcqDemo will be 

published in internal implementing 

issuances. 

C. Organization and Team Participation 

1. Scope of Acquisition Organizations. 

The DoD has numerous civilian 

acquisition organizations and teams in 

the Departments of the Army, the Navy 

(including the Marine Corps), and the 

Air Force as well as several Defense 

agencies and field activities. These 

organizations and teams are located not 

only across the United States but also in 

various foreign countries. Various 

elements of these organizations may be 

included in AcqDemo if they request to 

participate in AcqDemo, meet the 

eligibility requirements, are coordinated 

with the USD(P&R), and approved by 

the USD(AT&L). 

2. Request to Participate in AcqDemo. 

As a demonstration project, AcqDemo is 

subject to audit, evaluation, and 

reporting requirements as Department 

leaders consider expanding 

participation in AcqDemo and the 

merits of undertaking modified and 

installing new initiatives. Therefore, to 


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assist in the effective management of the 

project, it is necessary to establish and 

utilize a formal application and 

approval process for organizations and 

teams desiring to participate in 

AcqDemo. The broad parameters of this 

process are described below with finite 

content requirements to be issued by the 

DoD AcqDemo Program Office using 

various internal DoD issuances such as 

AcqDemo Memorandum, AcqDemo 

Operating Procedures, and/or DoDIs. As 

experience is gained using this process, 

analysis is conducted, and conclusions 

reached, minor modifications may be 

made by the DoD AcqDemo Program 

Office. 

3. Calls for Additional Participation. 

The AcqDemo Program Office may 

establish a regular schedule or 

periodically announce opportunities for 

interested acquisition organizations to 

apply for approval to participate in 

AcqDemo. Out-of-cycle participation 

requests will be reviewed on a case-bycase basis. During the demonstration 

project authority period, limited 

expansion of the project may be 

determined valuable by the USD(AT&L). 

In these cases, plans for such expansion 

will be coordinated with the USD(P&R) 

prior to execution. 

4. Eligibility Requirements. 

Organizational and team participation 

in AcqDemo is voluntary. For an 

interested organization or team to be 

approved to participate, the following 

conditions must be met: 

(a) At least one-third of the workforce 

selected to participate in the 

demonstration project consists of 

members of the acquisition workforce 

(civilian employees occupying positions 

coded as meeting the requirements of 

the Defense Acquisition Workforce 

Improvement Act (DAWIA) of 1990 as 

amended); 

(b) At least two-thirds of the 

workforce participating in the 

demonstration project consists of 

members of the acquisition workforce 

and supporting personnel assigned to 

work directly with the acquisition 

workforce; 

(c) Positions are classified to an 

approved occupational series; and 

(d) The organization or team request 

is coordinated through the chain of 

command, to include the USD(P&R), for 

approval by USD(AT&L) for 

participation in the AcqDemo Project. 

Following receipt of appropriate 

coordination and approvals for the 

requesting organization to participate in 

AcqDemo, the AcqDemo Program Office 

staff will initiate appropriate 

notification to the requesting Military 

Department or DoD Component and 

USD(P&R). In addition, any organization 

approved to participate will notify 

affected employees, labor organizations, 

and other appropriate stakeholders. 

5. Application Process. The 

organization or team seeking approval to 

participate in AcqDemo would follow 

the process steps listed below: 

(a) Complete the following 

preliminary activities: 

(1) Review the AcqDemo design with 

the Participating Organization’s DoD 

AcqDemo Executive Council 

Representative, if applicable, and DoD 

AcqDemo Program Office officials; 

(2) Informally coordinate concurrence 

of their participation within its 

component leadership for any enterprise 

planning impacts; and 

(3) Assess the acceptance level of the 

workforce with participation, views of 

stakeholders such as local bargaining 

union leadership (if applicable), and 

consider any other local climate and/or 

operational issues that would impact 

effective implementation of the project. 

(b) Gather and include the required 

information described below in an 

application packet: 

(1) Complete DoD Component, DoD 

Agency, or DoD Field Activity address. 

(2) Identification of the acquisitionrelated mission of the population 

requesting participation, including a 

brief discussion of the major functions 

performed. 

(3) Requesting organizations are 

encouraged to provide any applicable 

local workforce challenges being 

encountered that are not covered in 64 

FR 1426–1492 and indicate how it is 

anticipated that AcqDemo could help 

address such challenges. 

(4) Workforce Demographic Data. 

(5) Identification of occupational 

series that need to be added. 

(6) A statement of confirmation that 

applicable Within-Grade Increase (WGI) 

buy-in conversion costs, if applicable, 

have been estimated and do not present 

an adverse financial impact on payroll 

budgeting and execution. 

(7) Communication plan, as available. 

(8) Desired conversion date for 

candidate population. 

(c) Route the application package 

through its command channels to the 

Service Acquisition Executive and the 

Assistant Secretary for Manpower and 

Reserve Affairs (M&RA) for the Military 

Departments or the appropriate 

equivalent authority for other DoD 

components for appropriate review and 

endorsement to the DoD AcqDemo 

Program Manager. The AcqDemo 

Program Office staff will review the 

application package for compliance 

with required information and 

eligibility requirements and facilitate 

coordination of eligibility with 

USD(P&R), Defense Civilian Personnel 

Advisory Services (DCPAS) and 

participation approval with 

USD(AT&L). The AcqDemo Program 

Manager will then ensure the approval 

decisions are implemented, with 

quarterly updates provided to USD(P&R) 

and USD(AT&L). 

D. Eligible Organizations 

Appendix B provides two tables 

containing lists of organizations that 

have been determined to be eligible to 

participate. Table 1 of Appendix B 

provides a list of those organizations 

that were determined to be eligible to 

participate as of July 1, 2002. Table 1A 

of Appendix B contains a list of new or 

realigned organizations whose eligibility 

to participate in AcqDemo was 

approved by the DoD in calendar year 

2014 and by OPM in calendar year 2015. 

E. Workforce Coverage 

1. Covered Workforce. Section 872 of 

the Ike Skelton NDAA for FY 2011 

increased the number of employees who 

may participate in AcqDemo from 

95,000 to 120,000 at any one time. The 

scope of AcqDemo workforce coverage 

for the DoD-wide critical acquisition 

function gives primary consideration to 

the number and diversity of occupations 

within (1) the acquisition workforce; 

and (2) the supporting personnel 

assigned to work directly with the 

acquisition workforce. This coverage 

encompasses acquisition-related duties 

and positions in fifteen acquisition 

career fields and one career path: 

auditing; business-cost estimating; 

business-financial management; 

contracting; facilities engineering; 

information technology; life cycle 

logistics; production, quality, and 

manufacturing; program management; 

industrial property; purchasing; science 

and technology management; 

engineering; test and evaluation; small 

business; and the career path of 

international acquisition, with all but 

two career fields considered critical 

acquisition career fields. This position 

management structure reflects the 

structure described in Appendix 1 of the 

April 2010 DoD Strategic Human 

Capital Plan (SHCP) Update for the 

Defense Acquisition Workforce as well 

as in the Defense Acquisition Workforce 

update for the 2016 DoD SHCP. The 

occupational series for this collection of 

duties and associated positions 

included in the AcqDemo are listed in 

Appendix C. 

Additionally, in determining the 

scope of the demonstration project, DoD 

human resources management design 

goals and priorities for the entire 

civilian workforce were considered. 


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While the intent of this project is to 

provide DoD activities with increased 

control and accountability for their 

covered workforce, the decision was 

made to restrict development efforts 

initially to positions in the GS and GM 

pay plans. Employees covered under the 

Performance Management and 

Recognition System Termination Act 

(pay plan code GM) are GS employees 

and are covered under the 

demonstration project. The AcqDemo 

currently includes employees who 

previously held positions under the GS 

or GM pay plan codes or under one of 

the National Security Personnel System 

pay plan codes or under other pay 

systems. Employees and positions in 

other personnel systems and pay plans 

may be converted into AcqDemo as a 

result of reorganizations, restructuring, 

realignment, consolidation, Base 

Realignment and Closure decisions, 

legislative dictates, or other 

organizational changes as determined 

appropriate by the AcqDemo Program 

Manager. Students and recent graduates 

hired through the Pathways Programs 

may be included as determined by 

Participating Organizations. Excluded 

from coverage of this project at this time 

are Senior Executive Service, Senior 

Level, Scientific and Technical, Federal 

Wage System, and Administratively 

Determined positions. Also excluded 

from the project are (1) positions 

allocated to a Physicians and Dentist 

Pay Plan, either GP or GR; (2) positions 

covered by the Defense Civilian 

Intelligence Personnel System (10 

U.S.C. chapter 83); (3) positions covered 

by or to be included in one of the 

Science and Technology Reinvention 

Laboratory (STRL) personnel 

demonstration projects (Section 342(b) 

of the NDAA for FY 1995, Pub. L. 103– 

337 (10 U.S.C. 2358), as amended); (4) 

primary or secondary law enforcement 

officer (LEO) positions (5 U.S.C. 

5541(3)); and (5) administrative law 

judge positions. To determine if an 

organization and series are included, 

locate the organization in Appendix B, 

either in Table 1 or Table 1A, and then 

find the job series in Appendix C. 

2. Current Participating Employees. 

Table 1 provides a breakout of the 

AcqDemo actual population as of July 

29, 2016, by Participating Organizations 

including number of employees by 

career path, broadband level, and 

bargaining unit representation. Of the 

33,639 employees, 6.45% or 2,171 are 

represented by labor unions. The 

American Federation of Government 

Employees and the National Federation 

of Federal Employees represent the 

largest number of employees. The 

International Association of Fire 

Fighters, International Federation of 

Professional and Technical Engineers, 

and Laborers’ International Union of 

North America represent the remainder 

of AcqDemo bargaining unit employees. 

F. Bargaining Requirements 

1. Written Agreements. Employees 

within a unit to which a labor 

organization is accorded exclusive 

recognition under chapter 71 of title 5, 

U.S.C., shall not be included as part of 

the demonstration project unless the 

exclusive representative and the agency 

have entered into a written agreement 

covering participation in and 

implementation of this project. In order 

to ensure that the integrity of the 

acquisition demonstration project is 

maintained, parties may not change the 

design and intent of any of the project 

initiatives during negotiations. DoD has 

authority to operate only ONE project 

with the initiatives applying to all 

Participating Organizations. Revisions 

to initiatives may only be made in 

accordance with Section I.B.3 of this 

project plan. 

The parties may use mediation or any 

other mutually acceptable means to 

resolve disputes over the 

implementation of the project with 

respect to unit employees. Neither party 

may request the assistance of the 

Federal Service Impasses Panel to 

resolve such disputes. Either labor or 

management may unilaterally withdraw 

from negotiations over the application 

of this demonstration project to 

bargaining unit members at any time up 

until final agreement approval, without 

such action being considered an unfair 

labor practice under Section 7116 of 

title 5, U.S.C., for refusing to negotiate 

in good faith. 

Written agreements addressing the 

initial implementation of the 

demonstration project to bargaining unit 

members of Participating Organizations 

are subject to agency head review and 

approval within DoD prior to 

implementation. Thus, agreements will 

be reviewed as provided in 5 U.S.C. 

7114(c). 

2. Subsequent Negotiations. Once a 

written agreement is reached and 

approved allowing for the local 

implementation of the project, all 

subsequent negotiations during the life 

of the project shall be subject to binding 

impasse procedures under Section 7119 

of title 5, U.S.C. 


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Component 

Air force 

Navy 

4th Estate 

Table 1. Participating DoD Components/Service including 

Number of AcqDemo Employees by Career Path, 

Broadband Level, and Union Representation 

Data as of 2017 

Path 

NH 

N.J 607 3 

311 29 

NJ 0 

so 0 

NH 

NJ 32 0 

56 0 
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II. Personnel System Interventions 

A. Classification 

1. Broadbanding 

a. The broadbanding system replaces 

the current GS fifteen-grade structure. 

The fifteen GS grades are arranged into 

three or four broadband levels within a 

career path in accordance with 

recognized advancement expected 

within the occupations assigned to the 

career path. Broadband level pay ranges 

were derived from base pay rates under 

5 U.S.C. 5303 of the banded GS grades. 

The lowest basic pay rate of any given 

broadband level is that for step 1 of the 

lowest GS grade in that broadband level. 

Likewise, the highest basic pay rate of 

any given broadband level is that for 

step 10 of the highest GS grade in that 

broadband level. There is a natural 

overlap in basic pay ranges in the GS 

grades that also occurs in the broadband 

system. Once employees move into the 

demonstration project, GS grades as 

well as WGIs and quality step increases 

will no longer apply and promotions 

will be less frequent. Movement through 

a broadband level will be based on 

employee appraisals under the CCAS; 

movement to a higher broadband level 

will be by competitive or noncompetitive promotion; and voluntary 

or involuntary movement to a lower 

broadband level by a change to a lower 

broadband level personnel action. 

b. There are three distinct career paths 

where AcqDemo occupations with 

similar characteristics are grouped 

together to facilitate advancement, pay 

progression, and more competitive 

recruitment of quality candidates at 

differing rates. The career paths are 

designated as Business Management and 

Technical Management Professional, 

Pay Plan NH; Technical Management 

Support, Pay Plan NJ; and 

Administrative Support, Pay Plan NK. 

The occupations placed within each of 

these career paths are listed in 

Appendix C. The three career paths and 

their associated broadband levels 

compared to GS grades are shown in 

Figure 1, Career Paths and Broadband 

Structure. 

c. The broadband levels represent 

basic pay only and will be labeled I, II, 

III, or IV. Comparison to the GS base pay 

table is used in setting the minimum 

and maximum basic pay limits of the 

broadband levels. As the rates of the GS 

are increased for any annual across-theboard GS pay increase, the minimum 

and maximum basic pay rates of the 

broadband levels will also increase. 

Basic pay rates for employees are 

established within the minimum and 

maximum basic pay range for their 

position’s broadband level. Section C, 

Pay Administration, offers more detail 

on how to set pay within a broadband 

level. 

Since employees’ pay progression 

through a broadband level depends on 

their contribution to the organization’s 

mission and accomplishment of higher 

level, broader scope, and/or more 

difficult work assignments, there will be 

no scheduled WGIs or scheduled acrossthe-board GS increases for employees 

covered by the broadbanding system. 

Advancement to a higher broadband 

level is typically through merit 

promotion or competitive recruitment 

procedures. Movement to a lower 

broadband level may be voluntary or 

involuntary. Special salary rates will no 

longer be applicable to demonstration 

project employees. Employees will be 

eligible for the locality pay of their 

geographical area with the exception of 

those employees stationed at an 

overseas location. 

2. Occupational Series, Titles, and 

Classification Standards 

The AcqDemo Project will continue to 

use the occupational series designators 

and position titles consistent with those 

authorized by DoD and/or OPM to 

identify positions. The current 

AcqDemo occupational series will be 

placed into appropriate career paths as 

shown in Appendix C. Appendix C has 

been updated to remove those series 

cancelled by OPM, to provide current 

series titles, to include additional series, 

and to move existing series to different 

or additional career paths. Other 

occupational series may be added or 

current series revised or deleted as a 

result of fluctuations in mission 

requirements or future DoD or OPM 

modifications to occupational series. 

Titling practices consistent with those 


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established by DoD or OPM 

classification standards will be used to 

determine the official title of positions. 

References to the grade criteria in the 

position classification standards may be 

useful in developing compensation 

strategies such as control points within 

a broadband level but not necessarily for 

determining the broadband level of an 

AcqDemo position. Rather, the 

AcqDemo provides definitions for each 

of the career paths and corresponding 

broadband levels within them as 

described in Appendix D. 

3. Classification Level and Appraisal 

Factors 

a. General. Under the demonstration 

project, a standard set of three 

classification level and appraisal factors 

has been developed for each career 

path—Factor 1. Job Achievement and/or 

Innovation; Factor 2. Communication 

and/or Teamwork; and Factor 3. 

Mission Support. These factors 

comprised of expected contribution 

criteria and broadband level descriptors 

and discriminators, as aligned to the 

three career paths and their broadband 

levels, will be used for broadband level 

classification and employee 

contribution assessment. The employee 

contribution assessment includes both a 

determination of an Overall 

Contribution Score (OCS) and a 

performance appraisal level for each 

factor. While the basic classification and 

appraisal factors, descriptors, and 

discriminators cannot be changed, the 

factors with the addition of an 

employee’s contribution plan are 

fundamental to the success of an 

acquisition organization and capture the 

critical content and expectations for 

positions in the three career paths— 

Business Management and Technical 

Management Professional, Technical 

Management Support, and 

Administrative Support. 

b. Expected Contribution Criteria. The 

AcqDemo utilizes baseline expected 

contribution criteria prepared for each 

of the three factors. These criteria are 

applicable to all contributions at all 

broadband levels under the appropriate 

factor. The criteria form the basis from 

which specific contribution 

expectations, standards, goals, or 

objectives are developed for an 

employee’s contribution plan for the 

classification level of work in the 

employee’s position. These criteria may 

only be modified by the DoD AcqDemo 

Program Office. 

c. Factors. The factors are derived 

from the Office of Personnel 

Management, Introduction to the 

Position Classification Standards, 

Appendix 3, Primary Standard, and 

represent the primary type of work and 

contribution typically found in 

positions classified to a specific career 

path and broadband level. 

(1) Descriptors. Descriptors are 

narrative statements that are written at 

increasing levels of complexity, scope, 

and value of position and employee 

contribution. They are meant to 

correspond with the broadband levels, 

and their associated ranges of basic pay, 

for classification and appraisal 

purposes. While the descriptors indicate 

a position classification and/or 

contribution level appropriate at the 

upper end of each broadband level, a 

broadband may actually contain an 

array of positions with varying levels of 

work, responsibilities, and value. These 

attributes range from just above the 

upper end of the next lower broadband 

level to an employee’s position to the 

upper end of the employee’s broadband 

level as defined by an organization’s 

position management structure needed 

to accomplish its mission. Descriptors 

are not to be used individually to 

determine position classification or 

assess contributions, but rather are to be 

considered as a group to derive a single 

evaluation of each factor. 

(2) Discriminators. The discriminators 

refine the descriptors. For example, the 

Communication and/or Teamwork 

factor has four discriminators (oral, 

written, contribution to team, and 

effectiveness), which are the same for all 

broadband levels. The discriminators 

help to define the type and complexity 

of work; degree of responsibility; and 

scope of contributions that need to be 

ultimately accomplished to reach the 

highest basic pay potential within a 

broadband level for an employee’s 

position and contributions. The 

discriminators are often times included 

in the duties portion of the Position 

Requirements Document to clarify the 

generic descriptors as to type and level 

of work, and in contribution 

expectations, standards, goals, and/or 

objectives included in an employee’s 

contribution plan to foster contributions 

at the appropriate level and value for 

the position within its broadband level 

and to support the organization’s 

strategic goals and objectives needed to 

meet its mission. 

(3) Summary. The three factor 

evaluations when taken as a whole 

result in either a classification 

determination of the broadband level for 

the position or an OCS and performance 

appraisal for an employee’s contribution 

assessment depending on the action 

being addressed. This structure in turn 

would be used to set the stage for 

determination of position classification, 

contribution assessment, and ultimately 

compensation decisions. The definitions 

for the career paths and corresponding 

broadband levels within them are found 

in Appendix D. The classification levels 

with descriptors, discriminators, and 

appraisal factors can be found in 

Appendix E. 

4. Classification Authority 

Under the AcqDemo, Heads of 

Participating Organizations (or 

equivalent) will have delegated 

classification authority and may redelegate this authority to subordinate 

management levels to a level not lower 

than one management level above the 

first-line supervisor of the position 

under review, except in the case of 

those employees reporting directly to 

the Head of the Participating 

Organization or equivalent. First-line 

supervisors will provide classification 

recommendations. Individuals 

knowledgeable and experienced in 

classification methodology, to include 

Human Resources Specialists, may 

provide ongoing consultation and 

guidance to managers and supervisors 

throughout the classification process. 

5. Position Requirements Document 

Under the demonstration project’s 

classification system, a PRD combines 

the position information; staffing 

requirements; factors, descriptors, and 

discriminators; expected contribution 

criteria for the assigned broadband 

level; critical acquisition position 

indicator; appropriate acquisition career 

field and certification level for an 

acquisition position; and position 

evaluation statement into a single 

document. The information contained 

in the PRD is mandatory and must be 

provided. The AcqDemo Program Office 

has developed fillable templates for 

each career path broadband level to aid 

supervisors in producing a PRD. These 

templates may be found on the 

AcqDemo Web site at: http://

acqdemo.hci.mil/PRD.html. 

Participating Organizations may use an 

alternative automated system and PRD 

format to support AcqDemo 

classification as needed as long as the 

mandatory information is included. The 

objectives in developing the new PRD 

are to: (a) Simplify the descriptions and 

the preparation process through 

automation; (b) provide more flexibility 

in work assignments; and (c) provide a 

more useful tool for other functions of 

personnel management, e.g., 

recruitment, assessment of contribution, 

employee development, and reduction 

in force. 


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6United States Government Accountability 

Office, Report to Congressional Committees, 

Defense Acquisition Workforce, Actions Needed to 

Guide Planning Efforts and Improve Workforce 

Capability, December 2015, GAO–16–80. 

6. Fair Labor Standards Act 

Fair Labor Standards Act (FLSA) 

exemption or non-exemption 

determinations will be made consistent 

with criteria found in 5 CFR part 551. 

All employees are covered by the FLSA 

unless they meet criteria for exemption. 

Positions will be evaluated as needed by 

comparing the duties and 

responsibilities assigned, the broadband 

level descriptors for each broadband 

level, and the 5 CFR part 551 FLSA 

criteria. 

7. Maximum Broadband Level 

Each position under the 

demonstration project will have a 

designated maximum broadband level. 

This maximum broadband level will be 

identified as the top broadband level 

within a career path for a particular 

position and the broadband level to 

which an incumbent, selected 

competitively or through merit 

promotion for a lower broadband level, 

may be advanced without further 

competition, e.g., incumbent selected 

for an NJ–II position with potential to an 

NJ–IV position. These broadband levels 

will be based upon the full performance 

levels of positions before conversion 

into AcqDemo. After conversion a 

newly created or re-described AcqDemo 

position may be assigned a different 

maximum broadband level based on the 

AcqDemo organization’s position 

management structure, change in 

mission, reorganization, and similar 

factors. Maximum broadband levels may 

vary based upon occupation or career 

path. An employee’s basic pay will be 

capped at the maximum rate for the 

designated broadband level until the 

employee has been promoted into the 

next higher broadband level. 

8. Classification Appeals 

An employee may appeal the 

occupational series, title, or broadband 

level of his or her own position at any 

time. An employee may not appeal the 

accuracy of the position requirements 

document; the demonstration project 

classification criteria; the pay-setting 

criteria; the propriety of a salary 

schedule; or matters grievable under an 

administrative or negotiated grievance 

procedure or an alternative dispute 

resolution procedure. 

An employee must formally raise the 

areas of concern to supervisors in the 

immediate chain of command, either 

orally or in writing. If an employee is 

not satisfied with the supervisory 

response, he/she may appeal to the 

Head of his/her organization. If the 

employee is not satisfied with the 

supervisory response, he/she may then 

appeal to his/her organization’s 

Component or Agency level in 

accordance with their instructions. If 

the employee is not satisfied with the 

Component or Agency decision, the 

employee may appeal to the DoD 

appellate level. Appellate decisions 

rendered by DoD will be final and 

binding on all administrative, certifying, 

payroll, disbursing, and accounting 

officials of the Department. The 

evaluation of classification appeals 

under this demonstration project is 

based upon the demonstration project 

classification criteria. Case files will be 

forwarded for adjudication through the 

civilian personnel/human resources 

office providing personnel service and 

will include copies of appropriate 

demonstration project criteria. Time 

periods for case processing under 5 CFR 

511.605 apply. 

B. Recruitment and Staffing 

One of the goals of the DAWIA 

Program is to create well-trained, multiskilled professionals who can effectively 

manage multi-million-dollar programs. 

Hiring restrictions and complex 

processes unduly increase hiring 

timelines, exhaust valuable resources, 

and unnecessarily detract attention from 

the acquisition mission. Managers must 

be able to compete with academia and 

the private sector for the best talent and 

be able to make timely job offers to 

potential employees who display the 

experience, education, competencies, 

knowledge, skills, abilities, and 

motivation to be successful in the highly 

dynamic DoD acquisition environment. 

The program has statutory and 

regulatory requirements necessitating 

substantial education, training and 

experience, special certifications, and 

continuous learning designed to create a 

cadre of highly skilled acquisition 

professionals ready for assignment to 

the DoD’s most senior acquisition 

positions. 

The position management structure 

for the DAWIA Program contains three 

categories of AWF members and 

positions that may be found in each of 

the acquisition career fields. The largest 

category is comprised of persons 

assigned to developmental and midlevel acquisition positions. The next 

category encompasses Critical 

Acquisition Positions which are senior 

acquisition positions with significant 

responsibility, primarily involving 

supervisory or management duties in 

acquisition systems. The top level of 

positions, Key Leadership Positions, 

require special USD(AT&L) attention, 

have significant leadership 

responsibilities, are held by personnel 

in the most demanding acquisition 

positions, and are critical to the success 

of the DoD acquisition program. 

To maintain an adequate complement 

of trained AWF members in each of the 

position categories and career fields, the 

DoD establishes hiring strategies and 

goals that are published in its biennial 

Human Capital Strategic Workforce 

Plan. A recent Government 

Accountability Office (GAO) 6 review of 

the results from the goals expressed in 

the DoD 2010 acquisition workforce 

plan and to be achieved by 2015, 

indicated that DoD did not reach the 

growth targets for six acquisition career 

fields by about 4,400 personnel. This 

includes four critical career fields, i.e., 

contracting; business; production, 

quality, and manufacturing; and 

engineering along with two non-critical 

career fields, i.e., property and 

purchasing. This shortfall in reaching 

essential growth targets illustrates the 

need for more efficient, agile, and 

effective hiring flexibilities to provide 

consideration of a broader spectrum of 

candidates from which to quickly 

acquire and steadfastly maintain a high 

quality acquisition workforce and its 

direct support personnel for each of the 

sixteen acquisition career fields. 

1. Appointment Authorities 

a. Competitive and Excepted 

Appointing Authorities. Under this 

demonstration project, there are two 

primary tenure existing competitive 

service appointment options used in the 

competitive service and excepted 

service: Permanent and temporary timelimited (which includes temporary and 

term (or term-like in the excepted 

service)). The permanent option consists 

of the existing career-conditional and 

career appointments (and equivalent 

appointments in the excepted service). 

The temporary limited option may be 

used to fill a short-term position, i.e., 

one that is not expected to last longer 

than one year and is filled on a 

temporary basis. However, if warranted, 

the temporary limited appointment may 

be extended not to exceed two 

additional years for a total of 3 years of 

service pursuant to 5 U.S.C. 9902. As 

appropriate under the provisions of this 

demonstration project, Participating 

Organizations may use other 

competitive service or excepted service 

appointing authorities and assignment 

mechanisms including the Veterans’ 

Recruitment Appointment, Pathways 

Programs, and Appointment for 

Individuals with Disabilities for 


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appointments into AcqDemo. While 

authorities such as Expert and 

Consultant and Intergovernmental 

Personnel Act appointments are not 

covered by the FRN, Participating 

Organizations may use them. 

b. Modified Term Appointment Option 

(1) The modified term option is based 

on the existing term appointment. A 

modified term appointment is expected 

to last longer than one year but not to 

exceed five years unless a one-year 

extension is locally approved for a total 

not to exceed six years when the need 

for an employee’s service is not 

permanent. Reasons for making a 

modified term appointment include, but 

are not limited to, carrying out special 

project work; staffing new or existing 

programs of limited duration; filling a 

position in activities undergoing review 

for reduction or closure; replacing 

permanent employees who have been 

temporarily assigned to another 

position, are on extended leave, or have 

entered military service; and hiring 

college students for the Acquisition 

Student Intern Program. Most selections 

for modified term appointments will be 

made under the competitive examining 

processes or by using direct-hire 

procedures. However, an AcqDemo 

Participating Organization may give a 

noncompetitive modified term 

appointment to a selectee who is 

qualified for the position and is eligible 

for one of the categories listed in 5 CFR 

316.302(b), items (1) through (8). 

(2) Reassignment. A Participating 

Organization may place a modified term 

employee in any other modified term 

position provided the employee meets 

the qualifying requirements of that 

position. However, such reassignment 

will not serve to extend the 

appointment beyond the original term 

appointment time period. The minimum 

eligibility requirements for the position 

will be determined according to OPM’s 

Operating Manual ‘‘Qualifications 

Standards for General Schedule 

Positions’’ and applicable DAWIA 

requirements. DAWIA requirements 

may be used as quality ranking factors. 

Both sets of eligibility requirements do 

provide waivers by an appropriate 

authority. 

(3) Conversion to Career-Conditional 

Appointment. Employees hired under 

the modified term appointment 

authority are in a temporary status but 

may be eligible for conversion to careerconditional appointments or career 

appointments if applicable. To be 

converted, the employee must: (a) Have 

been selected for the term position 

under competitive procedures, with the 

announcement specifically stating that 

the individual(s) selected for the term 

positions(s) may be eligible for 

conversion to career-conditional 

appointment at a later date; (b) have 

served two years of continuous service 

in the term position; and (c) have been 

considered to have adequate 

contributions for two appraisal cycles 

(including the current appraisal cycle) 

immediately preceding conversion. 

Service under a modified term 

appointment immediately prior to a 

permanent appointment shall count 

toward the probationary period 

requirements described in 10 U.C.S. 

Section 1599e. 

(4) Benefits and Appeal Rights. 

Benefits and appeal rights are the same 

as those currently afforded term 

employees. 

2. Targeted Recruitment and Outreach 

Hiring managers of Participating 

Organizations are encouraged to use a 

variety of sources for their targeted 

recruitment and outreach efforts for 

both permanent and time-limited 

positions in the competitive and 

excepted services, including: Colleges/ 

universities with degree programs that 

meet acquisition position requirements, 

job fairs, virtual career fairs, 

professional organizations, alumni 

associations, USAJOBS and non-Federal 

employment Web sites, employee 

referrals, contractors, and separating or 

retiring military members. Short-term or 

long-term job announcements may be 

posted for current and/or projected 

vacancies, multiple vacancies, 

broadband levels, and/or geographic 

locations as appropriate based upon the 

availability of qualified candidates and 

the type of position being filled. Hiring 

managers have, in consultation with 

their Human Resources Offices, the 

option of making on-the-spot tentative 

job offers at job fairs and other 

recruiting events when using a 

noncompetitive or direct hiring 

authority. These offers are contingent 

upon meeting appropriate public notice 

requirements, clearing local priorities to 

include Priority Placement Program, 

Reemployment Priority List, and 

Interagency Career Transition 

Assistance Plan, and meeting any other 

requirements (e.g., security clearances, 

certifications). 

3. Qualifications and Assessments 

An applicant’s basic eligibility for a 

position will be determined using 

OPM’s Operating Manual, 

‘‘Qualifications Standards for General 

Schedule Positions,’’ and DAWIA 

requirements as appropriate. Experience 

gained in both permanent and timelimited competitive and excepted 

service positions as well as external 

government positions may be 

considered as appropriate. 

a. Qualifications. Minimum eligibility 

requirements will be those 

corresponding to the lowest GS grade 

referenced in the broadband level of the 

position being filled. Qualifying 

experience is defined as one year at the 

next lower broadband level in AcqDemo 

or an equivalent career path and 

broadband level in a different pay 

banding system; or one GS grade or 

equivalent level lower than the lowest 

GS grade referenced in the AcqDemo 

broadband level of the position being 

filled; or a combination of both this 

AcqDemo and GS experience. 

b. Assessments. For assessment 

purposes, selective placement factors 

may be established in accordance with 

OPM’s Operating Manual 

‘‘Qualifications Standards for General 

Schedule Positions’’ when judged to be 

critical to successful job performance. 

Selective factors identify any 

qualifications that are required when a 

selectee starts the job. Based on his/her 

characteristics, if an applicant does not 

meet a selective factor, he/she is 

ineligible for further consideration. 

Quality ranking factors are experience, 

competencies, knowledge, skills, 

abilities, and DAWIA certifications 

required that are expected to enhance 

performance in a position and focus on 

the level of proficiency the selectee 

brings to the job. Unlike selective 

factors, quality ranking factors are not 

used to ‘‘screen out’’ applicants but to 

focus on the level of proficiency 

applicants would bring to the position. 

Both the selective factors and/or quality 

ranking factors, when used for applicant 

assessment, will be communicated to 

applicants via a vacancy announcement 

or public notice when such is required. 

4. External Hiring Authorities 

a. General Principles. When 

exercising the AcqDemo external hiring 

authorities, Participating Organizations 

will adhere to all applicable authorities 

and the following principles: 

(1) A highly qualified workforce is 

critical to the Department’s acquisition 

mission. 

(2) Recruitment efforts should be 

designed to attract diverse candidates 

who are representative of all segments 

of society. 

(3) Merit factors shall be the basis for 

selecting individuals for positions. All 

personnel programs and practices shall 

be administered in accordance with 

DoD Directive 1020.02E, ‘‘Diversity 

Management and Equal Opportunity in 

the DoD’’. 


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(4) The criteria in 5 U.S.C. 2108 and 

5 U.S.C. 2108a for determining the 

preference eligibility of each applicant 

shall apply to AcqDemo without 

change. DoD AcqDemo Program Office 

and Participating Organizations’ 

procedures shall ensure that, at a 

minimum: 

(a) Selecting officials treat veterans’ 

preference eligibility as a positive factor 

when making a selection from external 

recruitment sources or where veterans’ 

preference is otherwise applicable. The 

detailed definition of ‘‘positive factor’’ 

rests with participating organizations 

and is expected to be described in 

internal issuances and on vacancy 

announcements. The AcqDemo Program 

Office guidance is stated generally to 

keep veterans’ preference as a 

highlighted item to define how it will be 

addressed in external recruiting and to 

provide maximum flexibility to 

Participating Organizations in 

developing their policy. 

(b) When making final selections, any 

candidates with veterans’ preference 

should be considered for appointments 

if they are found to best meet mission 

requirements. 

(c) If a non-preference eligible 

candidate is selected over a veteran 

considered to best meet mission 

requirements, the reasons for nonselection of any veteran considered to 

best meet mission requirements must be 

documented in writing. Non-selection 

documentation must be made part of the 

permanent selection record. Reasons for 

non-selection will be provided to the 

veteran candidate by the servicing 

human resources office if requested by 

the veteran. Participating Organizations 

may establish a higher level review and/ 

or approval process above the selecting 

official if appropriate. 

(5) Displaced employee procedures 

shall be adhered to when using this 

authority. 

(6) Participating Organizations must 

ensure transparency, accountability, and 

auditability in hiring processes. 

b. Direct Hire Appointments for the 

Business and Technical Management 

Professional Career Path. The Head of a 

Participating Organization may appoint 

qualified candidates possessing at least 

a baccalaureate degree required by OPM 

or DoD qualification standards covering 

acquisition positions and/or qualified 

candidates for those positions involving 

51% or more of time in direct support 

of acquisition positions in a critical 

acquisition career field classified to the 

Business and Technical Management 

Professional, NH, career path, without 

regard to the provisions of 5 U.S.C. 

chapter 33, subchapter I (other than 

sections 3303, 3308, and 3328 of such 

title). 

c. Veteran Direct Hire Appointments 

for the Business and Technical 

Management Professional and Technical 

Management Career Paths. The Head of 

a Participating Organization may 

appoint qualified veteran candidates to 

acquisition positions in a critical 

acquisition career field and to those 

positions involving 51% or more of time 

in direct support of an acquisition 

position classified to either the Business 

and Technical Management 

Professional, NH, career path or to the 

Technical Management Support, NJ, 

career path, without regard to the 

provisions of 5 U.S.C. chapter 33, 

subchapter I (other than sections 3303 

and 3328 of such title). The term 

‘‘veteran’’ has the meaning given that 

term in 38 U.S.C. 101. 

d. Acquisition Student Intern 

Appointments. The Head of a 

Participating Organization, without 

regard to the provisions of 5 U.S.C. 

chapter 33, subchapter (other than 

sections 3303 and 3328 of such title), 

may appoint candidates enrolled in a 

program of undergraduate or graduate 

instruction at an institution of higher 

education leading to either: 

(1) A baccalaureate degree in a course 

of study required by OPM or DoD 

qualification standards for an 

acquisition position in a critical 

acquisition career field; or 

(2) A degree the completion of which 

(including any additional essential 

credit hours or related experience in an 

acquisition-related field as defined by 

DoD internal issuances) provides 

competencies, knowledge, skills, etc., 

directly linked to an acquisition 

position’s requirements (selective 

placement or quality ranking factors) for 

one of the critical acquisition career 

fields. 

An ‘‘institution of higher education’’ 

for this purpose has the same meaning 

as that term is defined in Section 101 

and 102 of the Higher Education Act of 

1965 (20 U.S.C. 1001). Appointments 

under this authority may be made using 

a term appointment authority or the 

Pathways appointment authority. 

e. Scholastic Achievement 

Appointment. This demonstration 

project establishes a Scholastic 

Achievement Appointment that 

provides the authority to appoint 

candidates with degrees to acquisition 

positions with positive education 

requirements without regard to the 

provisions of subchapter I of chapter 33 

of title 5, U.S.C. (other than sections 

3303 and 3328 of such title). This 

authority allows for competitive 

appointment to acquisition positions 

classified to either the NH–II or NH–III 

broadband level of the Business and 

Technical Management Professional 

career path. Candidates may be 

appointed under this procedure if: 

(1) They have at least a baccalaureate 

degree required by OPM or DoD 

qualification standards, or a degree the 

completion of which (including any 

additional essential credit hours or 

specialized experience in an 

acquisition-related field as identified by 

DoD internal issuances) provides 

competencies, knowledge, skills, etc., 

directly linked to an acquisition 

position’s requirements for one of the 

critical acquisition career fields plus 

any selective factors, quality ranking 

factors, and/or DAWIA certification 

requirements stated in a vacancy 

announcement; 

(2) the candidate has a cumulative 

grade point average (GPA) of 3.25 or 

better (on a 4.0 scale) in those courses 

in those fields of study that are specified 

in the OPM Qualification Standards for 

the occupational series and an overall 

undergraduate GPA of at least 3.0 on a 

4.0 scale; and 

(3) the appointment is into a 

permanent or term position at a pay 

level within the NH–II broadband level 

basic pay range. Appointments may also 

be made to the NH–III broadband level 

on the basis of graduate education and/ 

or experience, but with the requirement 

of a GPA of at least 3.5 on a scale of 4.0 

for graduate courses in the field of study 

required for the occupation. 

f. Simplified Hiring Processes. The 

goal of the simplified hiring processes is 

to enable AcqDemo Participating 

Organizations to expedite the hiring and 

appointment of qualified persons to 

acquisition positions as well as to direct 

support positions in any of the fifteen 

acquisition career fields using the 

approaches described below: 

(1) A name request may be submitted 

to expedite the appointment of a 

qualified candidate identified through a 

Participating Organization’s targeted 

recruitment actions. 

(2) A certificate of eligibles may be 

developed from qualified applicants to 

a vacancy announcement who have 

been evaluated or rated under an 

appropriate assessment methodology 

such as the Administrative Careers with 

America examination, USA Hire, or 

OPM category rating procedures. 

(3) This demonstration project 

established a streamlined AcqDemo 

Delegated Examining-Category Rating 

process. This process may be used to fill 

both acquisition positions and those in 

direct support of acquisition positions 

covered by this demonstration project. 


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An applicant’s basic eligibility will be 

determined using OPM’s Operating 

Manual ‘‘Qualifications Standards for 

General Schedule Positions’’ and any 

DAWIA requirements as needed. 

Minimum eligibility qualification 

requirements will be those 

corresponding to the lowest GS grade 

referenced in the broadband level of the 

position being filled. Qualifying 

experience is defined as one year at the 

next lower broadband level in AcqDemo 

or an equivalent career path and 

broadband level in a different pay 

banding system; or one GS grade or 

equivalent level lower than the lowest 

GS grade referenced in the AcqDemo 

broadband level of the position being 

filled; or a combination of both this 

AcqDemo and GS experience. Selective 

placement factors may be established in 

accordance with OPM’s Operating 

Manual ‘‘Qualifications Standards for 

General Schedule Positions’’ when 

judged to be critical to successful job 

performance and become part of the 

minimum qualification requirements for 

the position being filled. Selective 

placement factors identify any 

qualifications that are required when a 

selectee starts the job. Based on the 

applicant’s characteristics, if an 

applicant does not meet a selective 

factor, he/she is ineligible for further 

consideration. Quality ranking factors 

are experience, competencies, 

knowledge, skills, abilities, and DAWIA 

certifications required that are expected 

to enhance performance in a position 

and focus on the level of proficiency the 

selectee brings to the job. Unlike 

selective factors, quality ranking factors 

are not used to ‘‘screen out’’ applicants 

but to focus on assessing the level of 

proficiency applicants would bring to 

the position. Both the selective factors 

and/or quality ranking factors, when 

used for applicant assessment, will be 

communicated to applicants via a 

vacancy announcement, public notice, 

or job announcement when such notice 

is required. 

Candidates who meet the basic 

minimum eligibility qualifications will 

be further evaluated based on 

knowledge, skills, and abilities which 

are directly linked to the positions(s) to 

be filled. Based on this assessment, 

candidates will be placed in one of the 

quality groups, i.e., Superior, Highly 

Qualified, or Basically Qualified. The 

process for listing names within each 

specific category is to be determined by 

the Participating Organization. 

Selecting officials should be provided 

with a reasonable number of qualified 

candidates from which to choose. All 

candidates in the highest group will be 

certified. If there is an insufficient 

number of candidates in the highest 

group, candidates in the next lower 

group may then be certified; should this 

process not yield a sufficient number, 

groups will be certified sequentially 

until a selection is made or the qualified 

pool is exhausted. When two or more 

groups are certified, candidates will be 

identified by quality group (i.e., 

Superior, Highly Qualified, or Basically 

Qualified). Veterans’ preference 

eligibility will be determined when 

making final selections. When making 

final selections, any candidates with 

veterans’ preference should be 

considered for appointments if they are 

found to best meet mission 

requirements. 

(4) Rule of Many. When there are no 

more than 25 applicants for an 

acquisition position or a direct support 

position in any career field, all eligible 

applicants regardless of veterans’ 

preference may be referred. Veterans’ 

preference eligibility will be determined 

when making final selections. When 

making final selections, any candidates 

with veterans’ preference should be 

considered for appointments if they are 

found to best meet mission 

requirements. 

(5) Voluntary Emeritus Program. 

(a) Eligibility and Program Criteria. 

Under the demonstration project, Heads 

of Participating Organizations have the 

authority to offer voluntary assignments 

in Participating Organizations and to 

accept the gratuitous services of the 

following individuals: 

1—AcqDemo retired or separated 

civilian employees who served in either 

DAWIA-covered positions or positions 

in direct support to DAWIA-coded 

positions (for the Voluntary Emeritus 

Program, hereinafter referred to as 

AcqDemo employees) and 

2—Non-AcqDemo DoD retired or 

separated civilian employees and former 

military members who worked in 

DAWIA-covered positions. 

Voluntary Emeritus Program 

assignments are not considered 

employment by the Federal Government 

(except as indicated below). Thus, such 

assignments do not affect a former 

civilian employee’s entitlement to buyouts or severance payments based on 

earlier separation from Federal Service. 

This program may not be used to 

replace or substitute for work performed 

by civilian employees occupying regular 

acquisition positions required to 

perform the mission of the Participating 

Organization. 

The Voluntary Emeritus Program will 

ensure continued quality acquisition by 

allowing experienced, former civilian 

and military DoD acquisition 

professionals who served in DAWIAcovered positions and former AcqDemo 

employees to accept retirement 

incentives with the opportunity to 

retain a presence in the acquisition 

community. The program will be 

beneficial during manpower reductions 

as program managers, engineers, other 

skilled acquisition professionals and 

former AcqDemo employees who 

provided direct support to acquisition 

professionals to accept retirement and 

return to provide a continuing source of 

corporate knowledge and valuable onthe-job training or mentoring to less 

experienced employees. 

To be accepted into the Voluntary 

Emeritus Program, a volunteer must be 

recommended to the decision-making 

authority by one or more acquisition 

managers familiar with the skills that 

the volunteer offers to the organization. 

Acquisition managers at any level may 

initiate the decision process, however 

the decision-making documentation 

must be routed through the senior 

acquisition manager of the organization 

where the volunteer will be assigned, 

enroute to the Head of the Participating 

Organization making the decision. No 

one who applies is entitled to an 

emeritus position. The decision-making 

authority must document the decision 

process for each applicant (whether 

accepted or rejected) and retain the 

documentation throughout the 

assignment. Documentation of rejections 

will be maintained for two years. 

To ensure success and encourage 

participation, the volunteer’s Federal 

retirement pay (whether the retirement 

pay is based upon military or civilian 

service) will not be affected while the 

volunteer is serving in emeritus status. 

Retired or separated AcqDemo 

employees, non-AcqDemo DoD civilian 

employees and military members who 

served in DAWIA-coded positions may 

accept an emeritus position without a 

‘‘break in service’’ or mandatory waiting 

period. 

Voluntary Emeritus Program 

volunteers will not be permitted to 

monitor contracts on behalf of the 

Government but may participate on any 

contract if no conflict of interest exists. 

The volunteer may be required to 

submit a financial disclosure form 

annually and will not be permitted to 

participate on any contracts where a 

conflict of interest exists. The same 

rules that currently apply to source 

selection members will apply to 

volunteers. 

(b) Agreement Requirements. An 

agreement will be established among the 

volunteer, the decision-making 

authority, and the Human Resources 

Office. The agreement must be finalized 


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before the assumption of duties and 

shall include: 

1—A statement that the service 

provided is gratuitous, does not 

constitute an appointment in the Civil 

Service, is without compensation or 

other benefits except as provided for in 

the agreement itself, and that, except as 

provided in the agreement regarding 

work-related injury compensation, any 

and all claims against the Government 

because of the service are waived by the 

volunteer; 

2—A statement that the volunteer will 

be considered a Federal employee for 

the purposes of: 

a—Subchapter I of 5 U.S.C. chapter 81 

(using the formula established in 10 

U.S.C. 1588 for determination of 

compensation) (work-related injury 

compensation); 

b—28 U.S.C. chapter 171 (tort claims 

procedure); 

c—5 U.S.C. 552a (records maintained 

on individuals); and 

d—18 U.S.C. chapter 11 (conflicts of 

interest). 

3—The volunteer’s work schedule; 

4—Length of agreement (defined by 

length of project or time defined by 

weeks, months, or years); 

5—Support provided by the activity 

(travel, administrative, office space, 

supplies, etc.); 

6—A one-page statement of duties 

and experience; 

7—A statement specifying that no 

additional time will be added to a 

volunteer’s service credit for such 

purposes as retirement, severance pay, 

and leave as a result of being a member 

of the Voluntary Emeritus Program; 

8—A provision allowing either party 

to void the agreement with ten days’ 

written notice; and 

9—The level of security access 

required by the volunteer (any security 

clearance required by the position will 

be managed by the Participating 

Organization and may or may not result 

in a delay in setting the volunteer’s 

reporting date). 

5. Expanded Initial Probationary 

Period. The original AcqDemo 

expanded initial probationary period 

covering periods of training beyond 1 

year has been eliminated and replaced 

by the provisions of 10 U.S.C. 1599e 

(NDAA 2016 (Pub. L. 114–92), section 

1105, Required Probationary Period for 

New Employees of the Department of 

Defense). 10 U.S.C. 1599e requires a 

two-year probationary period for ‘‘. . . 

any individual appointed to a 

permanent position within the 

competitive service at the Department of 

Defense . . .’’ Use of this provision will 

be required for Participating 

Organizations. 

6. Staffing Within AcqDemo. 

a. Expanded Supervisory and/or 

Managerial Probationary Periods. New 

supervisors, that is, those who have not 

previously completed a civil service 

supervisory probationary period, will be 

required to complete a one-year 

probationary period for the initial 

appointment to a supervisory position. 

An additional supervisory probationary 

period of one year may be required 

when an employee is officially assigned 

to a different supervisory position that 

constitutes a major change in 

supervisory responsibilities from any 

previously held supervisory position, 

e.g., moving from a journeyman level 

supervisory acquisition position to a 

Critical Acquisition Position or moving 

from a Critical Acquisition Position to a 

Key Leadership Position. If, during a 

supervisory probationary period, the 

decision is made to return the employee 

to a non-supervisory position for 

reasons related to supervisory 

contribution and/or performance, the 

probationary employee’s supervisor will 

provide written notification subject to 

higher level management approval and 

the employee will be returned to a 

comparable position of no lower basic 

pay than the position from which 

promoted or reassigned. 

b. Internal AcqDemo Assignment 

Process. Today’s environment of 

downsizing and workforce transition 

mandates that the organization have 

maximum flexibility to assign 

individuals. The AcqDemo waivers to 

title 5 U.S.C. and title 5 CFR enable 

organizations to have the maximum 

flexibility under the broadbanding 

structure to assign an employee within 

broad descriptions, consistent with the 

needs of the organization and the 

individual’s qualifications. Employees 

may receive subsequent organizational 

assignments to projects, tasks, or 

functions within their broadband level 

requiring the same occupational series, 

level and area of expertise, knowledge, 

skills, abilities, competencies, 

qualifications, and DAWIA certification, 

as appropriate, as their current position 

and typically without change in their 

rate of basic pay. For instance, a 

technical expert can be assigned to any 

project, task, or function requiring 

similar technical expertise. Likewise, a 

manager could be assigned to manage 

any similar function or organization 

consistent with that individual’s 

qualifications. Assignments generally 

may be accomplished as Realignments 

using Nature of Action Code 790 and do 

not constitute a position change. 

However, if the assignment results in an 

occupational series change; broadband 

level change; change to competencies, 

knowledge, skills, or abilities; change in 

acquisition certification levels; change 

in official duty station; or change to a 

different agency, a different Nature of 

Action Code, an official SF–50, and/or 

Defense Civilian Personnel Data System 

(DCPDS) data field updates may be 

required by the OPM Guide to 

Processing Personnel Actions or internal 

guidance. Further guidance on 

documenting the assignment will be 

published in implementing issuances. 

c. Expanded Detail and Temporary 

Promotion Authority. Current 

regulations require that temporary 

promotions and details for more than 

120 days to higher broadband level 

positions than an employee currently 

holds or previously held must be made 

competitively. Under the demonstration 

project, AcqDemo Participating 

Organizations would be able to effect 

temporary promotions and details to 

higher broadband level positions than 

AcqDemo employees currently hold or 

previously held without competition as 

long as the temporary promotion, detail, 

or a combination of a detail and 

temporary promotion does not exceed 

one year within a 24-month period to 

positions within the demonstration 

project. If any detail and/or temporary 

promotion is needed beyond one year, 

competition is required. In addition, 

renewing the detail or temporary 

promotion in 120-day or other shortterm renewals is waived under this 

demonstration project. 

d. Exceptions to Competition. The 

following actions are exceptions from 

competitive procedures: 

(1) Non-competitive Movements 

Involving Promotion: 

(a) Promotion, re-promotion, 

reassignment, change to a lower 

broadband level, transfer, or 

reinstatement to an AcqDemo position 

in a broadband level having a referenced 

GS grade or level of work and no greater 

promotion potential than the GS grade 

or level of work and promotion 

potential of the position a reinstatement 

candidate held or an employee currently 

holds or previously held on a 

permanent basis in the competitive 

service. 

(b) Promotion without current 

competition when the employee was 

appointed through competitive 

procedures to a position with a 

documented GS career ladder position 

or target pay band/broadband level or 

promotion potential equivalent to a 

referenced GS grade or level of work in 

a higher broadband level than the 

employee’s current position. 

(c) A temporary promotion or detail of 

an AcqDemo employee to a position in 


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a higher broadband level not to exceed 

one year in a 24-month period. 

(d) A promotion resulting from the 

correction of an initial classification 

error or the issuance of a new 

classification standard. 

(2) Other Non-Competitive 

Movements 

(a) Movement of a graded employee to 

a broadband level containing a 

referenced grade the same as the 

employee’s current grade or grade 

previously held and pay setting rules 

the same as upon initial conversion of 

an organization. The pay setting rules 

provide an adjustment to an employee’s 

basic pay for a WGI Buy-in, if eligible. 

Competition is normally required to set 

pay at a higher rate than the WGI Buyin. In any case, the employee’s basic pay 

shall not exceed the basic pay range of 

the new broadband level. 

(b) Movement is to a position in a 

broadband level having a referenced GS 

grade or level of work equal to that of 

the employee’s current position and no 

promotion potential. For example: 

Employee’s current position is a GS– 

318–7 without promotion potential and 

the employee is moving to an NK–318– 

II position which contains the GS–7 as 

the highest grade and offers no 

promotion potential; or 

(c) Movement is to a position in a 

broadband level having a referenced 

range of GS grades or levels of work 

containing that of the employee’s 

current position with no potential to a 

higher broadband level. For example: 

Employee’s current position is a GS– 

1102–12 with potential to a full 

performance level of GS–1102–13 and 

the employee is moving to an NH–1102– 

III position which contains both the 

referenced GS–12 and the referenced 

full performance level of GS–13 without 

further promotion potential to a higher 

referenced GS grade found in the NH– 

IV broadband level; or 

(d) Referenced GS grade or level of 

work or potential of the new position is 

no greater than the GS grade or level of 

work of a position previously held by 

the employee on a permanent basis in 

the competitive service. For example: 

Employee held a competitive service 

GS–855–7 position with potential to 

GS–855–11 from May 1, 2012 to April 

30, 2014 and is returned to an NH–855– 

II position on July 6, 2015 which 

contains the range of referenced GS 

grades (GS–7 through 11) and levels of 

work without potential to a higher 

referenced GS grade found in the NH– 

III broadband level; or 

(e) Movement is to an AcqDemo 

position from a different pay banded 

demonstration project with referenced 

GS grades of selectee’s current payband 

position split between two AcqDemo 

broadband levels without further 

promotion potential. For example: 

Employee’s current position is an 

Engineering Technician, Pay Band DT– 

IV (includes referenced GS grades 11 

and 12). Candidate being considered for 

either an AcqDemo NJ–802–III position 

containing referenced GS grades 9 and 

11 or an NJ–802–IV position containing 

referenced GS grades 12 and 13. 

Candidate could be placed noncompetitively in the NJ–802–III position 

but would need to compete for the NJ– 

802–IV as this broadband level includes 

a referenced GS grade which is higher 

than the highest referenced GS grade 

included in the payband from which the 

candidate is moving. 

(3) A position change permitted by 

demonstration project reduction-inforce procedures. 

(4) Consideration of a candidate not 

given proper consideration in a prior 

competitive promotion action under the 

demonstration project. 

(5) Conversion of an AcqDemo 

employee from a modified term 

appointment to a permanent 

appointment in the same broadband 

level and occupational family as the 

modified term position. 

(6) Addition of supervisory duties 

within the assigned broadband level. 

(7) Reclassification to include impact 

of person in the job or an accretion of 

duty promotion. 

(8) Any other non-competitive action 

as authorized under 5 CFR 335.103. 

e. Reduction in Force 

(1) Employee Separations Primarily 

on the Basis of Performance. For any 

RIF of civilians covered by the 

AcqDemo within DoD, the 

determination as to which employees 

will be separated from employment will 

be made primarily on the basis of 

performance. 

(2) Title 10 U.S.C. Section 1597. 

AcqDemo Participating Organizations, 

in accordance with 10 U.S.C. 1597, may 

not implement any involuntary 

reduction or furlough of civilians and 

may not implement any substantial 

reduction of contract operations or 

contract employment (involving 100 or 

more people) during a fiscal year, until 

the expiration of the 45-day period 

beginning on the date that the 

Component for the Participating 

Organization submits to Congress a 

report setting forth the reasons such 

reductions or furloughs are required and 

a description of any change in workload 

or position requirements that will result 

from same. 

(3) Coordination with the Office of the 

USD(P&R). DoD Components of 

Participating Organizations will 

coordinate with the Office of the 

USD(P&R) (ATTN: Office of the Deputy 

Assistant Secretary of Defense for 

Civilian Personnel Policy) regarding any 

proposed involuntary reduction or 

furlough of civilians or any substantial 

reduction of contract operations or 

contract employment (involving 100 or 

more people) during a fiscal year. The 

coordination process must occur before 

any notification to an employee or 

member of the public regarding such 

action, release of information to an 

employee or the public, or notification 

to a Member or Committee of Congress, 

or their staffs, or other executive branch 

agencies. 

(4) Minimizing the need for RIF as a 

result of Workforce Reshaping. The 

Heads of Participating Organizations 

will consider and employ every 

reasonably available option, consistent 

with applicable policies and 

procedures, to mitigate the size of a 

proposed RIF, including job changes or 

retraining, the use of voluntary early 

retirement authority or voluntary 

separation incentive payments, hiring 

freezes, termination of temporary 

employees, reductions in work hours, 

curtailment of discretionary spending, 

and other pre-RIF placement activities 

for employees eligible for placement 

assistance and referral programs. 

(5) RIF Procedures. If a RIF becomes 

necessary, RIF procedures will be used 

when an employee faces separation or 

downgrading due to lack of work, 

shortage of funds, reorganization, 

insufficient personnel ceiling, the 

exercise of re-employment or restoration 

rights, or furlough for more than 30 

calendar or more than 22 discontinuous 

days. Generally, AcqDemo RIF shall be 

conducted according to the provisions 

of 5 CFR part 351, except as otherwise 

specified below: 

(a) Competitive Areas. A competitive 

area establishes the boundaries within 

which employees compete for retention 

under AcqDemo RIF regulations. 

AcqDemo competitive areas may be 

refined beyond a given component or 

part of a component at a given 

geographic location. Generally, the 

geographic area of coverage will be the 

local commuting area. Once the 

geographic area is determined, 

additional factors will be introduced to 

ensure that there is sufficient flexibility 

within the competitive area to effect 

such reassignments and reallocations of 

work as necessary to carry out the 

mission of the organization with 

minimal disruptions. Typically, these 

additional factors could include such 

items as career path (pay plan), specific 

broadband level(s) within a career path, 


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and occupational series. Additional 

factors may include lines of business, 

product lines, organizational units, 

funding lines, and/or functional area, or 

a combination of these elements and 

must include all AcqDemo project 

employees within the defined 

competitive area. For each defined RIF 

competitive area, AcqDemo and nonAcqDemo employees must be placed in 

separate RIF competitive areas. The RIF 

competitive areas will be established no 

fewer than 90 days in advance of any 

planned effective date of an AcqDemo 

RIF. All AcqDemo project employees 

within the AcqDemo defined 

competitive area must be included in 

that competitive area. Therefore, 

AcqDemo employees would not 

displace non-AcqDemo employees and 

vice versa. 

(b) Master Retention List. Competitive 

service employees and excepted service 

employees are placed on separate 

Master Retention Lists which are 

established in accordance with this 

FRN. A Master Retention List contains 

the names and position information for 

all competing employees in the RIF 

competitive area ranked by tenure group 

category and within each category by 

three retention factors, i.e., average 

annual rating of record, veterans’ 

preference, and RIF service computation 

date (SCD). The employees are listed 

within the tenure groups in the order of 

their relative retention standing with 

performance being the primary retention 

factor. For example, the employee with 

the highest average annual rating of 

record, i.e., a Level 5—Outstanding 

Rating, is at the top of a tenure group 

category list; an employee with no 

months of assessed performance would 

be at the bottom of the Tenure Group I— 

Less than 12 months of Assessed 

Performance category; and the employee 

who received an unacceptable 

performance appraisal as his/her most 

recent rating of record, i.e., a Level 1— 

Unacceptable Rating, is placed in 

Tenure Group I—Current Unacceptable 

Rating of Record category ranked by 

average annual rating of record. Further 

ranking occurs in each category using 

additional retention factors to 

accommodate veterans’ preference and 

RIF service computation date. A sample 

Master Retention List is contained in 

Appendix G. 

(c) Tenure Groups 

1—Tenure Group Change. Tenure 

Groups I and II, as defined in 5 CFR 

351.501(b) for competitive service and 5 

CFR 351.502(b) for excepted service, 

have been combined into a new Tenure 

Group I for the competitive service and 

a new Tenure Group I for the excepted 

service. Tenure group III remains the 

same and will be listed below any 

Tenure Group I categories. Under 

AcqDemo, the conversion to permanent 

appointment of term employees (Tenure 

Group III) previously selected through 

competitive procedures, and who 

otherwise meet conditions required for 

such conversion, may be converted to 

permanent appointments (Tenure Group 

I), provided such conversions are 

effective not less than 90 days prior to 

the effective date of the RIF. 

2—Tenure Group Categories 

a—Competing employees within a 

competitive area are listed on a master 

retention list in one of two tenure 

groups: Tenure Group I includes all 

permanent career and career-conditional 

employees and Tenure Group III 

includes employees on Term 

Appointments. Tenure Group I is 

divided into three categories: Tenure 

Group I employees who have 12 months 

or more of assessed performance; 

Tenure Group I employees who have 

less than 12 months of assessed 

performance; and Tenure Group I 

employees who received an 

unacceptable performance appraisal as 

their most recent rating of record. 

Tenure Group III employees are also 

divided into three categories: Tenure 

Group III employees who have 12 

months or more of assessed 

performance; Tenure Group III 

employees who have less than 12 

months or more of assessed 

performance; and Tenure Group III 

employees who received an 

unacceptable performance appraisal as 

their most recent rating of record. 

b—Periods of Assessed Performance. 

For purposes of AcqDemo RIF, 

employees are placed in one of two 

assessed performance categories: 

Employees with a period of assessed 

performance of less than 12 months and 

employees with a period of assessed 

performance of 12 months or more. An 

employee’s period of assessed 

performance for RIF purposes will be 

the sum of the months of assessed 

performance associated with the 

employee’s performance appraisals 

within the most recent four-year period 

preceding the ‘‘cutoff date’’ established 

for the RIF. Periods of time in a rating 

cycle for which an employee’s 

performance was not assessed are not 

included in the employee’s period of 

assessed performance. For example, if 

an employee receives a rating of record 

after serving 10 months of a 12-month 

appraisal cycle, the employee’s period 

of assessed performance is ‘‘10 months’’ 

for that rating cycle. 

(a) Retention Factors. 

1—Average Annual Rating of Record. 

The average annual rating of record is 

the primary retention factor in 

determining which employees shall be 

separated from employment. 

a—Rating of Record Criteria. A rating 

of record may be issued only in 

accordance with the AcqDemo appraisal 

cycle, other approved appraisal periods 

under AcqDemo, another DoD 

performance management program, or a 

performance management system used 

by another federal agency with which 

an employee was formerly employed. 

Ratings of record may not be issued 

solely for purposes of documenting 

performance in advance of a RIF. An 

employee’s average annual rating of 

record for RIF purposes is the average of 

the ratings of record averages drawn 

from the two most recent annual CCAS 

ratings or other official ratings of record 

received by the employee within the 

four-year period preceding the ‘‘cutoff 

date’’ established for the RIF, except 

when the employee’s most recent rating 

of record is ‘‘unacceptable.’’ When the 

most recent rating of record is 

‘‘unacceptable,’’ only that rating of 

record will be considered for purposes 

of RIF. Other rating of record exceptions 

include the following situations: 

i. Employees serving as fulltime union 

representatives or on a prolonged 

absence due to a work-related injury 

discussed in Section II.D.2(h)(5); and 

ii. Employees who were absent for 

military service referred to in Section 

II.D.2(h)(6). 

b—‘‘Cutoff Date.’’ The ‘‘cutoff date’’ is 

the date after which no new rating of 

record will be considered for purposes 

of the RIF. The ‘‘cutoff date’’ established 

will be at least 60 days prior to the date 

of the issuance of RIF notices. 

c—CCAS Ratings of Record. The 

CCAS average annual rating of record is 

the average of the averages obtained for 

each of the two most recent CCAS 

ratings of record (if less than two, the 

actual rating of record average) that 

determined the final performance 

appraisal level for each of the two most 

recent annual ratings of record in the 

four-year period preceding the ‘‘cutoff 

date’’ established for the RIF. The 

averages for the two CCAS ratings of 

record would be totaled and the sum 

divided by two to determine the average 

annual rating of record for RIF retention. 

The resulting quotient will be rounded 

to the nearest tenth of a decimal point. 

If the hundredths decimal is less than 

0.05, the tenths decimal does not 

change. If the hundredths decimal is 

equal to or greater than 0.05, the tenths 

decimal is increased by ‘‘.1’’. 

d—Non-CCAS Ratings of Record. An 

employee may have a non-CCAS rating 

from another Federal organization as 

one or both of the two most recent 


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ratings of record within the most recent 

four-year period preceding the RIF 

‘‘cutoff date.’’ In this instance, the 

average annual rating of record will be 

determined by converting the 

employee’s two non-CCAS ratings (if 

less than two, the actual rating) to the 

corresponding numeric rating, 

regardless of performance summary 

level pattern (for example: Highly 

Successful—Level 4; Pass—Level 3; 

Marginally Successful—Level 2; or 

Unacceptable—Level 1) provided by the 

summary level pattern used by the 

employee’s former Federal organization, 

totaling the numeric ratings, and 

dividing by the actual number of 

ratings. If one of the two most recent 

ratings is a CCAS rating, add the average 

obtained for determination of the annual 

CCAS rating of record and the numeric 

rating of record level for the non-CCAS 

rating of record to obtain a total, and 

divide the sum by two. The resulting 

quotient, for either scenario, is rounded 

in the same manner as for two CCAS 

ratings as described in Section 

II.B.6.e(5)(d)1–a. 

e—Employees without a Rating. 

Presumptive status ratings 1, 2, and 3 

assigned pursuant to Section II.D.6.h 

will not be used for RIF purposes. In the 

event of a RIF, employees with less than 

12 months of assessed performance 

within the most recent four-year period 

prior to a RIF ‘‘cutoff date’’ will be 

placed at the bottom of Tenure Group 

I—Less than 12 months of Assessed 

Performance. 

f—CIP. Employees under a CIP are 

listed on the master retention list in 

their appropriate tenure group category 

until a decision is reached. If the 

decision is that the employees have 

improved to a fully successful level, the 

employees will continue to compete in 

their appropriate tenure group category 

with other employees whose average 

ratings of record are above 

unacceptable. If the decision results in 

an unacceptable rating of record, the 

employees are listed in Tenure Group 

1—Current Unacceptable Rating of 

Record according to their retention 

standing and compete only within this 

tenure group 

g—Unacceptable Ratings of Record. If 

an employee’s most recent annual or 

other official rating of record, e.g., rating 

of record based on completion of a CIP, 

is ‘‘unacceptable,’’ the employee would 

compete only in Tenure Group I— 

Current Unacceptable Rating of Record 

with other employees who received a 

current unacceptable rating of record. If 

a position encumbered by an 

unacceptable employee is the best offer 

for an employee with a rating of record 

above unacceptable, the employee with 

the higher retention standing may be 

offered the position regardless of the 

retention standing of the unacceptable 

employee. If there is no other position 

listed in Tenure Group I—Current 

Unacceptable Rating of Record for 

which the unacceptable employee is 

qualified, the employee will be 

separated. The unacceptable employee 

has no further displacement rights. 

2—Veterans’ Preference. Competing 

employees are placed in a veterans’ 

preference subgroup in accordance with 

the definitions in 5 CFR 351.501(c). The 

three veterans’ preference subgroups 

are: AD (30% disabled veteran); A (a 

veteran who is eligible for veterans’ 

preference for purposes of RIF, but is 

not eligible for placement in the AD 

category); and B (an employee not 

eligible for veterans’ preference for 

purposes of RIF.) 

3—Length of Service (DoD SCD–RIF). 

The DoD service computation date 

includes all creditable service under 5 

CFR 351.503(a) and (b). Each AcqDemo 

Participating Organization is 

responsible for establishing the DoD 

SCD–RIF applicable to each employee 

competing for retention under this 

process. Additional service credit for 

outstanding and fully successful 

performance appraisals will not be 

calculated in the DoD SCD–RIF. 

(e) Displacement. The AcqDemo RIF 

process has a single round of 

competition which replaces the 

traditional two-round (bump and 

retreat) process. Displacement is limited 

to an employee’s current career path, 

broadband level, and one broadband 

level below that is within the 

employee’s career path. Broadband level 

I employees would displace within their 

current broadband level I. Preference 

eligible employees with a compensable 

service connected disability of 30 

percent or more may displace within the 

two broadband levels below their 

present broadband level within their 

career path not to exceed the equivalent 

of 5 GS grades below the employee’s 

present GS grade-level equivalent. 

Broadband level I preference eligible 

employees with a compensable service 

connected disability of 30 percent or 

more can displace within their current 

broadband level. Offer of assignment 

shall be to the position that requires no 

reduction or the least possible reduction 

in broadband. Where more than one 

such position exists, the employee must 

be offered the position encumbered by 

the employee with the lowest retention 

standing. 

(f) Qualifications for Assignment. An 

employee is qualified to displace 

another employee on the retention list if 

he or she meets the designated 

standards and requirements in 5 CFR 

351.702, including DAWIA certification, 

if applicable, for the position. (However, 

statutory waivers shall continue to 

apply.) Recency of experience may be 

used, when appropriate, to determine an 

employee’s proper placement. The 

‘‘undue disruption’’ standard currently 

outlined in 5 CFR 351.203 will serve as 

the criteria to determine if an employee 

is fully qualified. 

(g) Pay Retention. Employees covered 

by the demonstration are not eligible for 

grade retention. Pay retention will be 

granted to employees downgraded by 

reduction in force whose rate of basic 

pay exceeds the maximum basic pay 

range of the broadband level to which 

assigned. Such employees will be 

entitled to retain the rate of basic pay 

received immediately before the 

reduction, not to exceed 150% of the 

maximum salary of the lower broadband 

level. 

(h) Appeals. Under the demonstration 

project, all employees affected by a 

reduction-in-force action, other than a 

reassignment, maintain the right to 

appeal to the Merit Systems Protection 

Board (MSPB) if they believe the 

process/procedures were not properly 

applied. 

(i) Vacant Positions. Prior to RIF, 

employees may be offered a vacant 

position in the same broadband as the 

highest broadband available by 

displacement. Employees may also be 

offered placement into vacant positions 

for which management has waived the 

qualifications requirements. When an 

AcqDemo Participating Organization 

chooses to fill a vacancy with an 

employee who will be released from 

his/her position, the organization must 

consider the relative retention standing 

of all released employees. The vacant 

position must be offered to the released 

employee with the highest retention 

standing before offering a position to a 

released employee with a lower 

retention standing. If the employee is 

not placed into a vacant position and 

cannot be made an offer of assignment 

via displacement, the employee shall be 

separated. 

(j) Interim RIF Process. In the event a 

RIF is necessary after the final FRN is 

published but before a rating of record 

with an average score can be established 

for employees in the competitive area 

pursuant to this FRN, the USD(P&R) 

may approve an interim RIF process. 

C. Pay Administration 

1. Introduction 

AcqDemo inspires the use of a 

compensation strategy that utilizes all 

available and appropriate compensation 


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tools to attract and retain an agile, 

highly-skilled, professional acquisition 

workforce and the supporting personnel 

assigned to work with that workforce. 

Organizations executing the DoD 

acquisition mission need talent with 

very specific skills, knowledge, and 

certifications. To be successful in this 

mission also demands a commitment to 

providing the warfighter with state-ofthe-art effective and reliable weapon 

systems that yield equally effective and 

predictable results. AcqDemo’s 

compensation philosophy insures 

equitable pay for the duties of the 

position, recognizes individual 

competency achievements, and rewards 

contribution to mission. To assist in this 

endeavor, AcqDemo provides a number 

of interventions and policies for special 

situations such as pay setting for new 

hires, reinstatement eligibles, and nonAcqDemo Federal civilian employees 

voluntarily accepting an AcqDemo 

position; promotions; buy-ins on 

voluntary permanent lateral transfers, 

reassignments, and realignments into 

AcqDemo; changes to lower career path, 

broadband level, and/or basic pay; 

supervisory and team leader cash 

differentials; accelerated compensation 

for developmental positions; and a 

contribution-based compensation 

system that aligns employees’ pay to 

their contributions to the organization’s 

mission and to the scope, difficulty, and 

value of their positions. 

The DoD AcqDemo Program Office 

will issue policy and guidance on pay 

setting. Participating Organizations are 

encouraged, through their Personnel 

Policy Boards to issue internal guidance 

and/or criteria to further define their 

compensation policy and processes 

based upon funding levels; 

qualifications and experience of 

selectees; market conditions; difficulty 

of position; and organizational level of 

position to ensure standard application. 

Modifications to the AcqDemo pay 

administration guidance, processes, 

and/or procedures may be made by the 

DoD AcqDemo Program Manager as 

experience is gained, economic 

conditions change, results are analyzed, 

and conclusions are reached. Any 

supplemental policies, guidance, and 

procedures on pay setting (and 

modifications to those policies, 

guidance, and procedures) issued by the 

DoD AcqDemo Program Office and 

Participating Organizations will adhere 

to the pay administration provisions 

and waivers in this Federal Register 

notice. 

2. Compensation Strategy 

A primary goal of AcqDemo is to 

compensate employees appropriately for 

their individual and organizational 

contribution to the mission of their 

organization and the value of their 

position. This goal promotes greater 

compensation for those who are the 

highest contributors; encouragement for 

the lowest contributors to improve; and 

appropriate compensation for all levels 

of contribution in between. Equal with 

the need to appropriately recognize and 

compensate employee contribution is 

the need to effectively manage the 

compensation levels of the AcqDemo 

organizational positions. 

Upon initial mass conversion into the 

AcqDemo, an organization’s position 

management structure rarely changes 

even though positions may be placed in 

a broadband level that indicates the 

availability of a higher maximum basic 

pay. For example, a GS–5 Mail Clerk 

full performance position may convert 

into the NK–II broadband level which 

contains referenced GS grades 5–7. 

However, depending upon an 

organization’s position management 

structure and assessment of the 

difficulty, scope, and value of the 

position, the organization may develop 

a compensation strategy (e.g., a control 

point) that limits full performance Mail 

Clerk positions to a maximum basic pay 

equivalent to GS–5, Step 10, basic pay. 

Likewise, a contract specialist position 

under the organization’s position 

management structure may have been 

considered to have the difficulty, scope, 

and value equivalent to the basic pay of 

a GS–12, step 10, position and the 

organization may want to maintain this 

value and set a control point at that 

basic pay. 

Although each position contained 

within a broadband level could have 

access to the complete range of pay 

options, it does not mean that all jobs 

within that broadband level should be 

compensated at the top rate of basic pay 

of the broadband level. Instead, 

management decisions should be made 

about the appropriate compensation 

value of the organization’s position 

management structure, based on factors 

such as level of effort, required skills 

and/or certifications, and labor market 

conditions. Once made, management 

should seek to maintain that level of 

compensation, unless changes occur in 

the stated compensation factors. Total 

pay set above or below the target basic 

pay is contingent upon the employee’s 

overall contribution to the mission. This 

approach challenges the organization to 

consider the value identified for each 

position when determining an 

appropriate level and means of 

compensation (basic pay adjustment 

and/or award) for individual 

compensation. 

Although broadbanding makes 

available a broader range of 

compensation choices, basic pay 

adjustments known within AcqDemo as 

Contribution Rating Increase (CRI) 

adjustments, are not the sole means to 

compensate employees, and in some 

cases are not the recommended means. 

As the compensation value of 

organizational positions are identified, 

managers should consider utilizing 

appropriate means to preserve those 

values. Compensation methodologies 

include the assignment of a maximum 

OCS, to coincide with the identified 

compensation value. A CRI resulting 

from the assignment of an OCS assumes 

the level of contribution, and associated 

basic pay, is expected to continue at 

least at that level and will be reflected 

in the employee’s Contribution Plan for 

future assessment cycles. These scores 

or values should be identified against 

PRDs, and then considered during 

hiring actions and in determining 

compensation means to recognize 

contribution assessments. Means to 

preserve the identified compensation 

values may include the establishment of 

control points or pay ranges within a 

broadband level. When compared to 

their counterparts in other 

compensation systems, e.g., GS and 

STRL, these employees as a group 

should generally maintain equity with 

the normal pay progression scenarios in 

these systems. For example, for 

positions equivalent to GS–14 in value 

and level of difficulty, control points 

should be established based on the basic 

pay ranges of the lowest referenced GS 

grade in the appropriate broadband 

level, i.e., GS–14, step 10, for the NH– 

IV broadband level. These tools should 

be considered to, at a minimum, require 

a management decision to establish an 

appropriate compensation value or to 

increase an employee’s basic pay above 

the identified compensation value. The 

use of such methodologies establishes 

compensation equity, consistency, and 

transparency for employees and 

supervisors alike throughout the 

organization. No matter what the 

compensation system, over time 

positions reach a plateau where salary 

growth levels off; some at the top of the 

pay scale and others at other points. 

3. Aggregate Limitation on Basic Pay 

The calendar year aggregate limitation 

on pay under 5 U.S.C. 5307 and 5 CFR 

part 530, subpart B, of the rate payable 

for level I of the Executive Schedule 

applies to employees. In addition, the 

maximum rate of basic pay for each 

broadband level will be limited to the 

maximum rate of basic pay for the 

highest referenced grade covered by the 


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broadband. Other than where a retained 

rate applies, basic pay rates will be 

limited to the maximum rate of basic 

pay payable for each broadband level. 

4. Special Rates 

AcqDemo will not utilize OPM 

derived special rates. Employees on 

special rates at the time of conversion of 

their organization into AcqDemo will 

have their pay protected under the 

provisions of Section II.F of this notice. 

New hires, reinstatement eligibles, and 

non-AcqDemo Federal civilian 

employees entering an AcqDemo 

position not as the result of a conversion 

will have pay set in accordance with 

Section II.C.9 of this notice. 

5. Promotions 

a. Definitions. 

(1) AcqDemo Employees. A 

promotion occurs when an AcqDemo 

employee moves from his/her current 

broadband level to a higher broadband 

level within the same career path (e.g., 

NK–I to NK–II) or a different career path 

and broadband level in which the new 

broadband level has a higher maximum 

basic pay than the broadband level from 

which the employee is being moved 

(e.g., NK–II to NH–II). 

(2) Non-AcqDemo Employee Entering 

the Demo. A promotion action occurs: 

(a) When a current non-AcqDemo 

employee in a graded system is selected 

for an AcqDemo position in a broadband 

level which includes referenced grades 

with higher basic pay than the selectee’s 

current grade, or 

(b) When a current non-AcqDemo 

employee in a paybanded system is 

selected for a position in an AcqDemo 

broadband level which includes 

referenced GS grade(s) with higher basic 

pay than the highest referenced grade 

included in the current payband from 

which the selectee is moving. 

b. Setting Pay. When setting pay for 

a promotion action, either permanent or 

temporary, consideration must be given 

to both the value of the position and the 

selectee’s expected level of contribution 

in the new position. The basic pay for 

a permanent or temporary promotion 

action will be set within the broadband 

level for the employee’s new position, 

starting at 0% and not to exceed 20% 

of the employee’s current basic pay. 

However, if the minimum rate of the 

employee’s new broadband level is 

more than 20 percent greater than his/ 

her current basic pay, then the 

minimum rate of the new broadband 

level is the new basic pay. The 

employee’s basic pay shall not exceed 

the maximum basic pay range of the 

new broadband level. 

c. Temporary Promotion Basic Pay 

Adjustment Guidelines. 

(1) Upon Termination. When a 

temporary promotion is terminated, an 

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

permanent position of record with 

appropriate adjustments to reflect any 

CCAS ratings, e.g., a presumptive rating 

and/or General Pay increases applicable 

to the permanent position during the 

period of the employee’s temporary 

promotion. While on a temporary 

promotion, any basic pay adjustments to 

reflect a CCAS rating for contributions 

and General Pay increases occurring 

while on that temporary promotion will 

be applied to the temporary promotion 

basic pay and not the basic pay of the 

permanent position of record. If a 

temporary promotion of less than 1 year 

is extended so that the total time of the 

temporary promotion equals or exceeds 

1 year, pay may be set in the permanent 

position based on a rate received under 

the temporary promotion, subject to the 

specific policies and rules established 

by the Head of the Participating 

Organization or Personnel Policy Board. 

(2) When Made Permanent. If a 

temporary promotion is made 

permanent immediately after the 

temporary promotion ends, the 

temporary promotion is converted to a 

permanent promotion without a change 

in basic pay. If there is any period of 

time between the end of an employee’s 

temporary promotion and the beginning 

of a permanent promotion, the 

employee must be returned to his/her 

permanent position and his/her 

permanent position’s rate of basic pay 

recomputed as if the employee had 

never been temporarily promoted. Also, 

at the organization’s discretion and if 

eligible, pay may be set in the 

permanent position based on a rate 

received under the temporary 

promotion if that would yield a higher 

basic pay rate. However, the higher 

basic pay rate may not exceed the basic 

pay range of the new broadband level. 

Whatever method is used, the resulting 

rate is the basis for any subsequent 

promotion. 

6. Retained Pay 

a. Calculation. Retained pay under 

AcqDemo is the combined basic pay and 

locality pay compared to the maximum 

rate of the highest applicable rate range 

that applies to the highest referenced GS 

grade included in the broadband level of 

an employee’s new position. If the 

retained rate is greater than the 

maximum rate of the highest applicable 

rate range for the new position, an 

employee continues to be entitled to the 

existing retained rate. If the retained rate 

is equal to or less than the maximum 

rate of the highest applicable rate range 

for the new position, the payable rate of 

basic pay is converted to the employee’s 

new AcqDemo basic pay rate and 

appropriate locality pay, and retained 

pay terminates. 

b. Pay Adjustments. Employees on 

retained pay in the demonstration 

project are to be treated as GS 

employees and will receive pay 

adjustments in accordance with 5 U.S.C. 

5363 and 5 CFR part 536 except under 

the following provisions: (1) Pay 

retention provisions do not apply to 

conversions from General Schedule 

special rates to demonstration project 

pay, as long as total pay is not reduced; 

(2) pay retention provisions do not 

apply to movements to a lower 

broadband level as a result of not 

receiving the general increase due to a 

contribution assessment, either annual 

or interim, of ‘‘Unacceptable’’ for the 

most recent contribution appraisal 

cycle; and (3) an employee on pay 

retention whose most recent annual or 

interim contribution assessment is 

‘‘Unacceptable’’ may have the 50 

percent of the amount of the increase in 

the maximum rate of basic pay payable 

for the broadband level of the 

employee’s position reduced or denied. 

An employee receiving retained pay is 

not eligible for a CCAS contribution 

rating increase, since such increases are 

limited by the maximum basic pay rate 

for the employee’s broadband level. 

Depending upon the employee’s CCAS 

assessment, employees on retained pay 

may be eligible to receive a CCAS 

contribution award. 

c. Promotion from Retained Pay. 

When an employee on retained pay is 

promoted to a higher broadband level, 

the employee’s basic pay upon 

promotion will be set in the higher 

broadband level: (1) Not to exceed 20 

percent of the maximum basic pay of 

the employee’s existing broadband level 

as determined by AcqDemo internal 

policies, or (2) at the employee’s 

existing retained rate, whichever is 

greater. The final basic pay should align 

with the position’s value (its target basic 

pay) and the employee’s expected 

contribution in the position. 

d. Adverse Action or Contributionbased Reduction in Pay to Include 

Change to Lower Broadband Level and/ 

or Change in Career Path. An employee 

may receive an involuntary reduction in 

broadband level with or without a 

reduction in basic pay; an involuntary 

reduction in basic pay within his/her 

existing broadband level and career 

path; and/or an involuntary move to a 

new position in a different career path 

due to an adverse or contribution-based 


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action. Involuntary reductions in pay 

will result in a basic pay level 

consistent with an employee’s 

demonstrated contribution level. For 

involuntary change to lower broadband 

level, the employee’s basic pay will be 

reduced by a percentage determined by 

Participating Organizations, but will be 

set no lower than the minimum basic 

pay of the broadband level to which 

assigned. Employees placed into a lower 

broadband due to an adverse or 

contribution-based action are not 

entitled to pay retention. 

e. Change to Lower Broadband Level/ 

Change in Career Path, Other Than by 

Adverse or Contribution-Based Action. 

If an employee is subject to an 

involuntary change to a lower 

broadband level/change in career path 

by other than an adverse or 

contribution-based action, such as a 

reclassification of his/her position, the 

employee is entitled to pay retention if 

all conditions in title 5 U.S.C. 5363 and 

5 CFR part 536, subparts A and C are 

met. 

f. Reduction-in-Force (RIF) Action 

(Including Employees Who are Offered 

and Accept a Vacancy at a Lower 

Broadband Level or in a Different Career 

Path). The employee is entitled to pay 

retention in accordance with 5 U.S.C. 

5363 and 5 CFR part 536, subpart A. 

7. General Pay Increase (GPI) 

The GS base rates may be adjusted 

each January under the provisions in 5 

U.S.C. 5303. Under AcqDemo, the 

minimum and maximum basic pay rate 

of each broadband level will be adjusted 

at the same time as this GPI. The 

amount of the increase calculated for an 

organization’s AcqDemo employees will 

be based on the amount of any GPI and 

is allocated for use in that organization’s 

pay pool fund and disbursed to 

employees based upon their 

contribution assessments under the 

CCAS as described in Section 

II.D.2.d(2). 

8. Locality Pay 

All employees will be entitled to the 

locality pay authorized for their official 

worksite in accordance with 5 CFR part 

531, subpart F, if eligible. In addition, 

the locality-adjusted pay of any 

employee may not exceed the rate for 

Executive Level IV. Geographic 

movement within the demonstration 

project will result in the employee’s 

locality pay being recomputed using the 

newly applicable locality pay 

percentage, which may result in a 

higher or lower locality pay and thus, a 

higher or lower adjusted basic pay. This 

adjustment is not an adverse action. 

9. Hires From Outside the AcqDemo 

a. New Hires. For new hires who are 

receiving their first Federal government 

appointment as a civilian employee, 

initial basic pay will be set within the 

basic pay range for the broadband level 

of the position for which hired at a level 

consistent with the individual’s 

qualifications and the level of work and 

contribution expected for the position at 

the time of hire. Other considerations in 

determining starting basic pay are 

available labor market conditions 

relative to special qualifications 

requirements, scarcity of qualified 

applicants, programmatic urgency, and 

education/experience of new selectees. 

b. Reinstatement Eligible Hires. For 

reinstatement eligibles, initial basic pay 

will be set within the basic pay range for 

the broadband level of the position for 

which hired giving consideration to the 

various criteria mentioned for new hires 

from outside the AcqDemo. AcqDemo 

Highest Previous Rate (HPR) as defined 

in Section II.C.13 and AcqDemo internal 

guidance may provide an appropriate 

tool for establishing basic pay in this 

instance. Reinstatement eligibility refers 

to the ability for those individuals who 

previously held a career or careerconditional appointment to apply for 

jobs in the competitive Federal service 

open to status applicants. 

c. Non-AcqDemo Federal Civilian 

Employees Voluntarily Joining 

AcqDemo. Federal employees entering 

into the AcqDemo from a graded system, 

e.g., GS or a pay banded system not as 

the result of a conversion will be moved 

into a career path and broadband level 

with basic pay set in accordance with 

AcqDemo guidance and reflective of the 

duties and responsibilities of the 

AcqDemo position and an individual’s 

qualifications. AcqDemo HPR may 

provide an appropriate tool for 

establishing basic pay in this instance. 

The move will be described using the 

appropriate nature of action, e.g., 

promotion, reassignment, transfer, etc., 

as provided by the OPM’s Guide to 

Processing Personnel Actions or 

AcqDemo Program Office guidance. 

(1) Lateral Transfers, Reassignments, 

and Realignments 

(a) Employees in Graded Systems. 

Individual employees in graded 

systems, (e.g., GS) who enter the project 

voluntarily by permanent lateral 

transfer, reassignment, or realignment to 

an AcqDemo position in a broadband 

level containing a referenced grade the 

same as the employee’s current grade 

may be subject to the same pay setting 

rules as those GS employees entering 

the demonstration project upon initial 

conversion of their organization. These 

rules provide an adjustment to an 

employee’s basic pay for a WGI Buy-in, 

if eligible. Competition is normally 

required to set pay higher than the WGI 

Buy-in. Eligibility criteria will be 

defined in implementing issuances. In 

any case, the employee’s basic pay shall 

not exceed the basic pay range of the 

new broadband level. 

(b) Non-GS Employees. Federal 

employees in other pay systems, e.g., a 

Science and Technology Reinvention 

Laboratory Personnel Demonstration 

Project, who do not have WGI eligibility 

under their current pay system, are not 

eligible for a WGI Buy-in when they 

move into the AcqDemo by lateral 

transfer, reassignment, or realignment. 

A Career Ladder Promotion Buy-in is 

not authorized for movement from a pay 

system other than the GS pay system to 

the AcqDemo pay system by a 

permanent lateral transfer, 

reassignment, or realignment. 

(2) Temporary Reassignments Not To 

Exceed (NTE) 

Current AcqDemo authorities do not 

provide authority for Temporary 

Reassignments NTE to, from, or within 

AcqDemo. However, if a Component or 

agency has established a Temporary 

Reassignment NTE Nature of Action 

Code, it may be used to move nonAcqDemo employees into AcqDemo, 

move AcqDemo employees out of 

AcqDemo to a non-AcqDemo 

organization, and move AcqDemo 

employees within AcqDemo, but no 

WGI Buy-in or Career Ladder Promotion 

Buy-in is authorized for any of these 

personnel actions. 

10. Internal AcqDemo Employee 

Movements 

a. Movement within a Broadband 

Level. The movement of an employee’s 

basic pay in relation to the minimum 

and maximum basic pay range for his/ 

her position’s broadband level is 

determined by the assessment of the 

employee’s contributions through the 

CCAS, Section II.D, or Accelerated 

Compensation for Developmental 

Positions (ACDP), Section II.C.11. 

b. Change to Lower Broadband Level 

or Different Career Path. When an 

employee accepts a voluntary change to 

a lower broadband level or a different 

career path, basic pay may be set at any 

point within the broadband level to 

which assigned, except that the new 

basic pay will not exceed the 

employee’s current basic pay or the 

maximum basic pay of the broadband 

level to which assigned, whichever is 

lower. Upon request for or acceptance of 

a change to a lower broadband level or 

different career path, the employee will 

be required to provide a written 


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statement acknowledging voluntary 

acceptance and understanding of the 

effect of such a move on pay and 

benefits. This paragraph does not apply 

to promotion actions. 

11. ACDP 

a. AcqDemo will implement ACDP to 

provide recognition for employees in 

DAWIA-coded positions and those in 

positions requiring 51% or more of time 

in direct support of acquisition 

positions in a critical acquisition career 

field classified to Broadband Levels I, II, 

and III of the Business and Technical 

Management Professional Career Path 

who: 

(1) Are participating in formal 

training programs, internships, or other 

developmental capacities; and 

(2) Have demonstrated successful or 

better growth and development in the 

attainment of job-related competencies; 

and 

(3) Have demonstrated effective 

accomplishment of a level of work 

higher than that represented by an 

AcqDemo employee’s Expected Overall 

Contribution Score (set by current basic 

pay) under CCAS. 

b. Standards by which ACDP 

increases will be provided and 

development criteria by which 

additional basic pay increases may be 

given will be established in combination 

with the CCAS and documented in 

internal business rules, policies, and 

procedures. 

c. ACDPs may be awarded twice per 

CCAS appraisal cycle but not sooner 

than six months after the effective date 

of an ACDP for a basic pay increase 

ranging from 0% not to exceed a 10% 

increase and a growth in the employee’s 

Overall Contribution Score. The amount 

of the ACDP increase may not cause the 

employee’s basic pay to exceed the top 

of the employee’s broadband level, the 

target pay for the employee’s maximum 

broadband level, or compensation 

strategy set by internal business rules, 

policies, or procedures for both the 

position’s value and employee 

contributions. 

d. ACDPs will not be funded from pay 

pool allocations. A general O&M budget 

allocation or equivalent for civilian 

salaries, as appropriate, would be used 

to cover ACDP basic pay increases. 

12. Supervisory and Team Leader Cash 

Differentials 

a. Supervisory and team leader cash 

differentials may be used by Heads of 

Participating Organizations as an 

additional tool to incentivize and 

compensate supervisors and team 

leaders as defined by the OPM General 

Schedule Supervisory Guide or Leader 

Grade Evaluation Guide in situations 

where: 

(1) Organizational level and scope, 

difficulty, and value of position 

warrants additional compensation; 

(2) Supervisory and/or team leader 

positions are extremely difficult to fill; 

or 

(3) Salary inequities may exist 

between the supervisor’s or team 

leader’s and non-supervisory/non-team 

leader subordinates’ basic pay. 

b. A supervisory cash differential may 

not exceed 10 percent of basic pay and 

a team leader cash differential may not 

exceed 5 percent of basic pay. A cash 

differential is not paid from pay pool 

funds; is not included as part of basic 

pay for entitlement calculations (e.g., 

retirement and Thrift Savings Plan); and 

is subject to the total aggregate 

limitation on pay. Because it is not part 

of basic pay, supervisors or team leaders 

who are at the maximum basic pay for 

their respective broadband level may 

still receive a supervisory cash 

differential. It is paid on a pay period 

basis with a specified not to exceed date 

of one year or less; reviewed every year 

at the same time as the CCAS annual 

assessment and may be terminated or 

reduced as dictated by fiscal limitations, 

changes in assignment or scope of work, 

and/or an employee’s removal from the 

supervisory or team leader position 

regardless of cause. Termination or 

reduction of a cash differential is not an 

adverse action and is not subject to 

appeal or grievance. A signed statement 

by an employee receiving a cash 

differential acknowledging all of the 

stipulations will be required. 

c. Payment criteria to be considered in 

determining the amount of the cash 

differential will be outlined in internal 

implementing issuances and will 

contain considerations such as the 

needs of the organization to attract, 

retain, and motivate high-quality 

supervisors and team leaders; budgetary 

constraints; years and quality of related 

experience and current level of 

compensation; length of the assignment 

and difficulty of the supervisory or team 

leader duties; organizational level of the 

position; and impact on the 

organization. 

d. The cash differentials are not 

automatic by virtue of holding a 

supervisory or team leader position. 

They will be used selectively, not 

routinely, to compensate only those 

supervisors and/or team leaders who 

fully meet the criteria. The contribution 

of supervisors and team leaders to the 

mission of their organization will be 

assessed separately under the CCAS. 

13. Highest Previous Rate (HPR) 

AcqDemo HPR may be considered in 

setting pay in placement actions 

authorized under rules that are 

consistent with those found in 5 CFR 

531.221 through 531.223 as described in 

AcqDemo internal policy and guidance. 

Use of AcqDemo HPR will be at the 

discretion of the Head of the 

Participating Organization and subject 

to policies established by the 

organization’s senior leaders and/or 

Personnel Policy Board. AcqDemo HPR 

allows a Participating Organization to 

set pay for an AcqDemo employee at a 

rate above the rate that would be 

established using normal AcqDemo 

rules, based on a higher rate of basic pay 

the employee received previously in 

another Federal job. The AcqDemo HPR 

may be used for reemployment, transfer, 

reassignment, promotion, demotion, 

change in type of appointment, 

termination of a critical position pay 

authority under 5 CFR part 535, 

movement from a non-GS pay system, or 

termination of grade or pay retention 

under 5 CFR part 536. 

14. Recruitment, Relocation, and 

Retention Incentives 

The participating AcqDemo 

organizations may make full use of the 

recruitment, retention, and relocation 

incentive payments under 5 U.S.C. 5753 

and 5754; OPM’s regulations at 5 CFR 

part 575, subparts A through C; and any 

supplemental policy guidance. 

15. Non-CCAS Awards 

To provide additional flexibility in 

motivating and rewarding individuals 

and groups, some portion of a 

Participating Organization’s award 

budget will be reserved for special acts 

and other categories as they occur. 

Awards may include, but are not limited 

to, special acts, patents, invention 

awards, suggestions, and on-the-spot. 

The funds available to be used for these 

traditional title 5 U.S.C. awards are 

separately allocated within the 

constraints of the organization’s budget. 

The Service Acquisition Executives of 

AcqDemo Participating Organizations 

will have the authority to grant special 

act awards to covered employees not to 

exceed $25,000 in accordance with the 

criteria established by DoD, Component, 

or Agency instructions. 

D. Contribution-Based Compensation 

and Appraisal System 

1. Overview 

The purpose of the CCAS is to 

provide an equitable and flexible 

method for appraising and 

compensating the DoD civilian 


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acquisition workforce and its supporting 

personnel. It is central to the objectives 

of the DAWIA and acquisition 

initiatives which emphasize continuing 

efforts to increase the productivity, 

efficiency, and effectiveness of the 

Department’s many acquisition, 

technology, and logistics efforts and the 

professionalism of the acquisition 

workforce. CCAS integrates 

classification, contribution, and 

compensation into a cohesive 

management system that recognizes 

level of difficulty, scope, and value of 

an employee’s position; impact of 

contribution results on strategic goals, 

objectives, and organizational mission 

accomplishment; and appropriate 

compensation in recognition of the 

value of an employee’s contribution and 

position. CCAS allows for more 

employee involvement in the 

contribution/performance appraisal 

process, increases communication 

between supervisors and employees, 

promotes a clear accountability of 

contribution by each employee, 

facilitates employee progression tied to 

organizational contribution, and 

provides an understandable basis for 

basic pay changes. Most of the funds 

previously allocated for performancebased awards will be reserved for 

distribution under the CCAS system 

based on employee contribution. 

CCAS is a contribution-based 

appraisal system that goes beyond a 

performance-based rating system. That 

is, it emphasizes and measures the value 

and effectiveness of the employee’s 

contribution to the mission and goals of 

the organization, rather than merely 

how well the employee performed a job 

as defined by a set of standards for the 

work to be accomplished. Past 

experience with the existing civilian 

performance appraisal system indicates 

that standards in performance plans are 

often tailored to the individual’s level of 

previous performance. Hence, an 

employee may have been rewarded by 

basic pay step increases meeting 

standards of performance beneath those 

actually needed to achieve the expected 

organizational mission outcomes. Under 

CCAS, an employee’s performance is a 

component of contribution that 

influences the employee’s ultimate 

overall expectations and contribution 

assessment. CCAS promotes basic pay 

adjustment decisions made on the basis 

of an individual’s overall annual 

contribution to the mission of the 

organization when compared to the 

classification and appraisal factors and 

an employee’s contribution plan, 

expected results, and the scope, level of 

difficulty, and value of the employee’s 

position. The three key components of 

CCAS are the appraisal process, the 

Integrated Pay Schedule as a mechanism 

to relate contribution to pay, and the 

compensation adjustment results. 

2. CCAS Appraisal Process 

a. Annual Cycle. The annual appraisal 

cycle begins on October 1 and ends on 

September 30 of the following year. In 

the event a management decision is 

made to terminate the demonstration 

project or the management of an 

AcqDemo Participating Organization 

directs conversion of its employees out 

of AcqDemo to a different pay and/or 

personnel system, the annual appraisal 

cycle may be condensed so that a 

closeout appraisal or a closeout 

appraisal and a payout may be 

completed as determined appropriate. 

Section II.F.3.b provides additional 

operating details for situations of this 

type. 

b. Assessment Criteria. An employee’s 

contribution is assessed by using the 

same set of three factors, descriptors, 

and discriminators used for 

classification of positions to appropriate 

broadband levels as discussed in 

Section II.A.3. Classification Level and 

Appraisal Factors. Taken together, these 

factors, descriptors, and discriminators 

capture the critical content of jobs in 

each career path that is relevant to the 

success of a DoD acquisition 

organization. Each factor has multiple 

levels of increasing contribution 

corresponding to the broadband levels. 

Each factor also contains descriptors 

and discriminators for each respective 

level within the relevant career path. 

The descriptors are written so that all 

factors are considered critical and are 

weighted equally. However, if pay pool 

panel members/managers agree that 

some factors are more important than 

others to effectively accomplish the 

organization’s mission, they may adjust 

the factor weights. The factors, 

descriptors, and discriminators may not 

be modified. The three factors with their 

descriptors and discriminators are 

located in Appendix E. In conjunction 

with the contribution factor assessment 

is an overall assessment of the quality 

of performance in achieving 

contribution results. A set of generic 

performance appraisal quality levels is 

provided in Table 3. A written 

Contribution Plan containing an 

employee’s goals, objectives, and 

expected contribution in relation to 

each factor should be developed 

collaboratively by the supervisor and 

the employee working together to have 

a clear understanding of what is needed 

for the employee to satisfactorily and 

effectively contribute to the 

organization’s mission. The supervisor 

is responsible for ensuring completion 

of the plan. 

c. Appraisal Eligibility. To be eligible 

for an appraisal, employees must be 

under CCAS on September 30 and have 

served in an AcqDemo position under 

CCAS for 90 calendar days or more 

immediately preceding September 30 

before they may receive an annual 

contribution assessment. If on October 

1, the employee has served in an 

AcqDemo position under CCAS for less 

than 90 calendar days immediately prior 

to the end of the cycle, the rating official 

shall wait for the subsequent annual 

cycle to assess the employee. The first 

CCAS appraisal for an employee who 

enters AcqDemo during the period July 

3 through September 30 must be 

rendered within 18 months of when the 

employee entered AcqDemo during this 

period. Employees who have served 

under CCAS in an AcqDemo position 

for less than 90 calendar days 

immediately preceding the end of the 

rating cycle shall not receive 

contribution rating increases or 

contribution awards for that cycle. 

However, their basic pay shall be 

increased by the amount and at the time 

of the next General Schedule pay 

increase as adjusted by 5 U.S.C. 5303. 

d. Beginning of Appraisal Cycle 

Activities. (1) Contribution Planning 

Meeting. At the beginning of the annual 

appraisal period, a supervisor and an 

employee plan how the employee will 

contribute to the mission of the 

organization during the appraisal cycle. 

This contribution planning meeting 

typically includes discussion of career 

path and broadband level, contribution 

factors, organizational mission, 

expected contribution criteria, Expected 

OCS (EOCS), contribution results, 

assessment of the quality of 

performance, and career development. 

Normally, new employees who join 

AcqDemo during an appraisal cycle 

should have their contribution plan 

established within 30 days, but will not 

have a CCAS OCS until after their first 

annual CCAS assessment process. 

However, until their contribution plan 

is formalized, they may determine their 

EOCS range by using the Expected 

Contribution Range (ECR) calculator 

found on the AcqDemo Web site at 

http://acqdemo.hci.mil/tools.html under 

the Tools tab. Future CCAS assessments 

may alter an employee’s ECR. At this 

time, employees will be advised that all 

factors are critical and of any factor 

weights that have been established. Key 

terms such as ‘‘team’’ and ‘‘customer’’ 

will be defined or clarified. 

(2) Pay Pool. (a) Composition. A pay 

pool is a group of employees among 


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whom the funding allocated to CCAS is 

distributed. This might be all the 

employees in a division or directorate, 

or employees involved in the same type 

of work, e.g., supervisors. The pay pool 

structure and allocated funds are under 

the authority of the Head of a 

Participating Organization. The 

following minimal guidelines will 

apply. A pay pool: 

1—Is based on the organizational 

structure and should include a range of 

salaries and contribution levels; 

2—Should be large enough to 

constitute a reasonable size, i.e., not less 

than 35 individuals (when possible) or 

more than 300 individuals when 

sensible; 

3—Should be large enough to include 

a second level of supervision, since the 

CCAS process uses a group of 

supervisors in the pay pool to determine 

OCS and recommended basic pay 

adjustments; and 

4—May have the pay pool manager as 

a member of the pay pool. However, the 

pay pool manager shall not directly 

influence or participate in the 

determination of his/her own 

contribution assessments, recommend 

his/her own individual basic pay levels, 

or establish the amount of his/her own 

individual basic pay levels. Also, the 

supervisors within the pay pool shall 

not directly influence or participate in 

the determination of their own 

contribution assessments, recommend 

their own individual basic pay levels, or 

establish the amount of their own 

individual basic pay levels. 

(b) Pay Pool Panel Process. The CCAS 

pay pool panel process is designed to 

validate the evaluation of contribution 

and performance against the three 

factors among a group of peer managers 

from across an organization. This 

process works to achieve fairness and 

standard application of the factor 

descriptors, expected contribution 

criteria, and performance appraisal 

levels. At the onset of each appraisal 

period, a Personnel Policy Board or 

equivalent board verifies the accuracy of 

the pay pool structure for the 

organization, develops and/or validates 

pay pool business rules, and 

administers funds to pay pool managers. 

The pay pool panel is typically 

composed of the pay pool manager and 

those who report directly to him/her. 

Their purpose is to share a common 

view of the organization mission, goals, 

and objectives in reviewing the 

contribution and performance of 

employees by subordinate supervisors 

and bring a common perspective to how 

employees are evaluated and, therefore, 

compensated and appraised. 

(c) Funding. The funding allocation to 

be included in the pay pool will be 

computed based on the salaries of the 

employees in the pay pool as of the last 

calendar day of the CCAS appraisal 

period. The amount of funding available 

within a pay pool will be based on a 

balancing of appropriate factors, 

including the following: (1) General Pay 

Increase; (2) historical spending for 

WGI, quality step increases, and 

promotions between grades 

encompassed in the same broadband 

level; (3) awards (performance-based 

awards as defined in 5 U.S.C. 4505(a)); 

(4) labor market conditions and the need 

to recruit and retain a skilled workforce 

to meet the business needs of the 

organization; (5) the fiscal condition of 

the organization; and (6) guidance from 

the AcqDemo Program Office. The 

USD(P&R) may, at his/her discretion, 

adjust the minimum funding levels set 

forth in this paragraph to take into 

account factors such as the 

Department’s fiscal condition, guidance 

from the Office of Management and 

Budget, and equity in circumstances 

when funding is reduced or eliminated 

for GS pay raises or awards. The pay 

pool funding allocation includes three 

forms of compensation: 

1—General Pay Increase (GPI). The 

GPI is the across-the-board basic pay 

increase authorized by law or the 

President for the GS under 5 U.S.C. 

5303. The funds allocated for the GPI 

that are not awarded may be transferred 

to either the CRI Fund or the 

Contribution Award (CA) Fund or 

divided among them barring any higher 

authority restrictions. 

2—CRI Fund. The CRI fund includes 

what are WGIs, quality step increases, 

and promotions between grades 

encompassed in the same broadband 

level. The maximum CRI funding 

allocation will be set each year by the 

DoD AcqDemo Program Manager with a 

minimum funding of not less than 2.0 

percent of the activity’s total basic pay 

budget. This figure will be adjusted by 

the DoD AcqDemo Program Manager as 

necessary to maintain cost discipline 

over the life of the demonstration 

project. The amount of funding 

available to each pay pool is determined 

annually by the Personnel Policy Board, 

or equivalent. CRI funds not awarded 

may be transferred to the CA fund based 

on DoD AcqDemo Program Office 

Guidance. In the event of an out-of-cycle 

payout, this funding floor may be 

suspended. 

3—CA Fund. The CA Fund includes 

what were formerly performance awards 

and will be used for awards given under 

the CCAS process. The CA funding 

allocation will be set at not less than 1.0 

percent of an activity’s total adjusted 

basic pay budget. A minimum of 10% 

of the CA fund is withheld to be used 

for other awards not related to the CCAS 

process, e.g., on-the-spot awards and 

group awards, which will continue to be 

encouraged by management to promote 

excellence in acquisition and attainment 

of organizational goals. CA funding not 

granted may not be transferred to other 

funding categories. In the event of an 

out-of-cycle payout, this funding floor 

may be suspended. 

e. Feedback during the Appraisal 

Cycle. Ongoing supervisor (or 

designated rating official) and employee 

discussion during the appraisal cycle of 

specific work assignments, objectives, 

contribution expectations, strengths, 

weaknesses, and the employee’s 

contribution results, and assessment of 

the quality of performance within the 

CCAS framework is essential. This must 

include discussion of any inadequate 

contribution and quality of performance 

in one or more of the factors. 

Approximately midway through each 

appraisal cycle, a midpoint assessment 

is conducted. The supervisor and 

employee will meet to discuss progress. 

The employee is highly encouraged to 

complete a midpoint assessment and the 

supervisor will complete a midpoint 

assessment. CAS2Net will contain a 

function to capture the midpoint 

assessments of both the employee (if 

provided) and supervisor. 

f. Evaluation at the Conclusion of the 

Appraisal Cycle. The CCAS, using a 

holistic approach, provides a process 

that evaluates the scope of work, level 

of difficulty, value of position and 

contributions, performance rating levels, 

and quality of an employee’s efforts in 

achieving contribution results. This 

methodology fosters consistency and 

equity in contribution assessments. It 

also offers the employee and supervisor 

an opportunity to address 

accomplishments from an all-inclusive 

approach. Employees are highly 

encouraged to complete an annual selfassessment. The supervisor will 

complete an annual assessment. 

(1) Compensation Equity 

(a) Contribution Scores. Rating 

officials use the Integrated Pay Schedule 

design to assess the contribution level of 

work against the employee’s current 

compensation level indicated by the 

employee’s EOCS. Each factor will 

receive two types of scores, the 

categorical score and a numerical score. 

At the end of the annual appraisal 

period, the rating official determines 

preliminary categorical and numerical 

scores. The categorical score is 

determined by comparing an employee’s 


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contribution results to the set of 

descriptors and discriminators for a 

particular factor and broadband level as 

a group and selecting the most 

appropriate categorical score level 

shown in Table 2 below. The numerical 

score is selected by a pay pool panel 

following further refinement and rank 

ordering of the categorical scores. The 

panel selects the numerical score from 

the range of scores associated with the 

specific categorical score selected as 

representative of an employee’s overall 

contribution. The numerical scores that 

may be available for use in the 

assessment process depend upon the 

value of an employee’s position as 

developed through the organization’s 

position management structure and 

compensation strategy. Table 2 shows 

the structure for the broadband and very 

high score levels and their associated 

categorical scores and numerical score 

ranges for each career path. Very high 

scores are available to recognize an 

employee for exemplary contributions 

and overall quality of performance the 

results of which are substantially 

beyond what was expected and warrant 

a score exceeding the top score for the 

highest broadband level in the 

employee’s career path. Very high 

scores for factors may only be assigned 

to employees holding a position in 

Level IV of the Business and Technical 

Management Professional Career Path, 

Level IV of the Technical Management 

Support Career Path, or Level III of the 

Administrative Support Career Path. 

TABLE 2—CONTRIBUTION CATEGORICAL SCORES AND NUMERICAL SCORE RANGES BY CAREER PATH

Broadband and very high score levels Categorical 

scores 

Business and 

technical 

professional 

(NH) 

Technical 

support 

(NJ) 

Administrative 

support 

(NK) 

Numerical 

score range 

Numerical 

score range 

Numerical 

score range 

Very High Score .............................................................................................. High ............... 115 95 70 

Medium .......... 110 91 67 

Low ................ 105 87 64 

IV ..................................................................................................................... High ............... 96–100 79–83 ........................

Med ................ 84–95 67–78 ........................

Low ................ 79–83 61–66 ........................

III ...................................................................................................................... High ............... 79–83 62–66 57–61 

Med ................ 67–78 52–61 47–56 

Low ................ 61–66 43–51 38–46 

II ....................................................................................................................... High ............... 62–66 47–51 42–46 

Med High ....... 51–61 41–46 ........................

Med ................ 41–50 36–40 30–41 

Med Low ........ 30–40 30–35 ........................

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

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

Med ................ 6–23 6–23 6–23 

Low ................ 0–5 0–5 0–5 

(b) Contribution Scoring Process. The 

process for scoring a factor begins by 

assessing an employee’s contributions 

and his/her results during the appraisal 

cycle in relation to his/her contribution 

plan, the factor descriptors, 

discriminators, and expected 

contribution criteria for the broadband 

level of the employee’s position; and the 

assessment of quality of performance. At 

the end of the appraisal cycle, the rating 

official meets with his/her employees, 

requesting them to summarize the 

impact and quality of their 

contributions against the factor 

descriptions, expected contribution 

criteria, and the objectives and 

expectations described in their 

contribution plans. From employee 

input, customer feedback, his/her own 

knowledge, and other sources, the rating 

official assigns, from the appropriate 

career path broadband or very high 

score level for the employee’s position, 

a preliminary categorical score. This 

step is repeated for each of the three 

factors. 

During the pay pool panel process, 

panel members will assign a numerical 

score (or validate the preliminary 

numerical score) from the numerical 

score range appropriate for the chosen 

categorical score for each factor by 

considering contributions (documented 

and addressed by panel members) 

against the factor level descriptors and 

discriminators, expected contribution 

criteria, the contribution plan, the 

quality of performance criteria, and the 

impact of the contributions on the 

organization. If the employee’s 

contributions are awarded a very high 

score, the score must be one of the three 

numerical scores assigned to the very 

high score level for the employee’s 

career path. At the discretion of the Pay 

Pool Manager, different weights may be 

applied to the factors to produce a 

weighted average, provided that the 

weights are applied uniformly across 

the pay pool and employees are advised 

in advance, i.e., at the beginning of the 

rating period. Weighting may not result 

in any factor becoming zero. The 

preliminary numeric scores assigned for 

each of the three factors are totaled and 

the sum averaged to obtain an OCS. The 

OCS will be rounded to the nearest 

whole number. An OCS average with a 

decimal of less than 0.5 will be rounded 

down to the nearest whole number. 

Averages with 0.5 and higher will be 

rounded up to the nearest whole 

number. 

(1) Quality of Performance 

(a) Appraisal Criteria. 10 U.S.C. 

1597(f) requires the determination of 

which DoD employees shall be 

separated from employment in a 

reduction in force to be made primarily 

on the basis of performance. In order to 

comply with 10 U.S.C. 1597(f), the 

CCAS has been modified to embrace the 

quality of performance an employee 

demonstrates in achieving his/her 

expected contribution results through 

an assessment of performance under 

each of the three contribution factors. 

Three performance appraisal levels are 

provided as shown in Table 3 below 

together with generic quality criteria. 

The performance level to be assigned to 


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each contribution factor should reflect 

an employee’s level of performance 

during the appraisal cycle as compared 

to the CCAS factor descriptors and 

discriminators, expected contribution 

criteria, an employee’s contribution 

plan, and the impact of the quality of 

the contributions on the organization. A 

Participating Organization may 

supplement the generic criteria with 

additional standards that identify 

milestones, production, due dates, or 

other measureable aspects of success 

contributing to the accomplishment of 

the goals and objectives necessary to 

meet an organization’s mission and are 

achievable during the appraisal cycle. 

TABLE 3—PERFORMANCE APPRAISAL QUALITY LEVELS

Performance appraisal level Performance appraisal level quality criteria 

Level 5—Outstanding ............................................................................................................ An employee’s quality of performance exhibited in 

achieving his/her contribution results substantially 

and consistently surpasses the factor-specific expected contribution criteria and the employee’s 

contribution plan goals and objectives. 

Level 3—Fully Successful ..................................................................................................... An employee’s performance consistently achieves, 

and sometimes exceeds, the factor-specific expected contribution criteria and his/her contribution 

plan goals and objectives. 

Level 1—Unacceptable .......................................................................................................... An employee’s performance fails to meet the expectations for quality of work and the required results 

for the goals and objectives set forth in his/her 

contribution plan for the appraisal cycle. 

(b) Performance Appraisal Process. 

The quality of performance appraisal is 

conducted in conjunction with the 

contribution scoring process. As the 

rating official considers such items as 

the employee’s self-assessment, 

feedback, and personal observations in 

preparation for assigning preliminary 

CCAS categorical scores, he/she will 

also assess the quality of the employee’s 

performance in achieving his/her 

contribution results under each of the 

three contribution factors. A 

preliminary performance appraisal level 

of either Level 5—Outstanding, Level 

3—Fully Successful, or Level 1— 

Unacceptable from Table 3 will be 

assigned by the rating official to each of 

the three contribution factors. The three 

performance appraisal levels are 

averaged to calculate the annual rating 

of record. The resulting quotient will be 

rounded to the nearest tenth of a 

decimal point. If the hundredths and 

thousandths places of the decimal 

reflect forty-nine or less, they are 

dropped and the tenths place does not 

change. If the hundredths and 

thousandths places of the decimal is 

fifty or more, they are dropped and the 

tenths place is increased by ‘‘.1’’. The 

final average will then reflect the 

employee’s overall job performance 

during the appraisal cycle based on the 

rating criteria outlined in Table 4. 

TABLE 4—RATING CRITERIA

Rating of record Rating criteria 

Level 5—Outstanding ................................ The average score of the three appraisal levels is 4.3 or greater, with no contribution factor being 

rated a ‘‘1’’ (Unacceptable), resulting in a rating of record that is a ‘‘5’’. 

Level 3—Fully Successful ......................... The average score of the three appraisal levels is less than 4.3, with no contribution factor being 

rated a ‘‘1’’ (Unacceptable), resulting in a rating of record that is a ‘‘3’’. 

Level 1—Unacceptable .............................. Any contribution factor rated as ‘‘1’’. 

During the pay pool panel process, 

panel members will review the 

preliminary performance appraisal level 

justifications for the contribution factors 

and rating of record for all pay pool 

members for consistency and equity of 

application within the pay pool 

population before final approval. The 

average raw score of the three appraisal 

levels and the approved annual rating of 

record will be recorded in the DCPDS. 

The annual rating of record will be 

recorded as a Level 5—Outstanding, 

Level 3—Fully Successful, or Level 1— 

Unacceptable. 

g. Pay Pool Panel Responsibilities. 

The pay pool panel meets at key points 

in the assessment process, e.g., 

following assignment of preliminary 

categorical scores, numeric score ranges, 

and quality of performance levels; after 

assignment of preliminary OCS and 

ranking employees and their 

contributions; and/or following 

assignment of preliminary categorical 

scores and numeric score ranges; and/or 

following a final review of the OCS and 

the recommended compensation 

adjustments for employees of the pay 

pool. During the pay pool panel 

meetings, panel officials review 

contribution assessments to include 

employee feedback, rank order, 

contribution scores, compensation 

adjustments, performance appraisal 

levels, average raw score for the three 

levels, and performance rating of record 

for all employees, correcting any 

inconsistencies identified and making 

the appropriate adjustments. 

The pay pool panel members are 

encouraged to include initial rating 

officials in the process to ensure equity 

and consistency in the scoring, ranking, 

and appraisal of all employees and 

establish local policies and procedures 

to guide the inclusion of these officials 

in a uniform manner. Together, with the 

Pay Pool Manager, the pay pool panel 

members determine a consistent 

approach to involving initial rating 

officials in the process. 

Final approval of OCS, compensation 

adjustments, and ratings of record rests 

with the Pay Pool Manager, the 

individual within the organization 

responsible for managing the CCAS 

process. Rating officials will 

communicate the supervisor 

assessment, factor scores, OCS, quality 


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of performance appraisal levels, average 

raw score, rating of record, and 

compensation adjustments to each 

employee and discuss the results after 

final approval by the Pay Pool Manager. 

h. Special Circumstances affecting a 

CCAS Assessment. When an employee 

cannot be evaluated readily by the 

normal CCAS appraisal process due to 

special circumstances that take the 

individual away from normal duties or 

duty station (e.g., long-term fulltime 

training; active military duty; extended 

sick leave; qualified family and medical 

leave; fulltime union representation; 

leave without pay, etc.), the rating 

official will document the special 

circumstances on the appraisal form. 

The rating official will then determine 

which of the following five options to 

use, guided by local business rules and 

with consideration of any special legal 

entitlements such as the Uniformed 

Services Employment and 

Reemployment Rights Act (USERRA) 

which may affect that determination: 

(1) Use available observations and 

documentation to prepare an assessment 

and determine a recommended OCS and 

an appropriate CCAS quality of 

performance appraisal level; or 

(2) Assign a Presumptive—Status 1: 

New AcqDemo hires with less than the 

necessary time to receive an actual 

CCAS contribution assessment. 

(3) Assign a Presumptive—Status 2: 

Presume the employee is contributing 

consistently with his/her EOCS 

representative of his/her basic pay level 

by recommending the EOCS for the OCS 

and Level 3—Fully Successful rating of 

record; or 

(4) Assign a Presumptive—Status 3: 

Recommend the pay pool panel recertify the employee’s last contribution 

assessment OCS if greater than the 

current EOCS and the last CCAS rating 

of record if higher than the expected 

rating of record performance appraisal 

level. [Option (3) is not available (a) for 

first year AcqDemo assessments and/or 

(b) for employees who have changed 

broadband levels during the assessment 

period.] 

(5) Assign a Presumptive—Status 4: 

Prolonged Absence Due to Work-related 

Injury or Fulltime Union Representation 

Duties. A Presumptive—Status 4 may be 

used as a rating of record for purposes 

of RIF for those periods in which an 

employee did not receive a performance 

appraisal due to a prolonged absence 

resulting from a work-related injury 

approved for compensation pursuant to 

an Office of Workers’ Compensation 

Program or while performing the duties 

of a fulltime union representative. 

Presumptive—Status 4 is limited to only 

periods of time for which the employee 

has no rating of record under any 

performance management system within 

the four-year period preceding the 

‘‘cutoff date’’ established for the RIF. A 

Presumptive—Status 4 presumes the 

employee is contributing consistently 

with his/her EOCS representative of his/ 

her basic pay level by recommending 

the EOCS for the OCS and an overall 

Level 3—Fully Successful rating of 

record. 

(6) Assign a Presumptive—Status 5: 

Employees Absent for Military Service. 

Employees who are absent for military 

service will receive a CCAS assessment 

and be assigned a rating of record 

provided they have performed work in 

an AcqDemo position under an 

approved CCAS contribution plan for a 

minimum of 90 calendar days. If an 

employee absent for military service has 

not performed work under an approved 

contribution plan for a minimum of 90 

days and has no rating of record under 

any performance management system 

within the previous four-year period, 

the employee will be presumed to be 

contributing consistently with his/her 

EOCS representative of his/her basic 

pay level and will receive the rating of 

record most frequently given among the 

actual ratings of record in the same 

competitive area. Employees performing 

military service who do not meet the 90- 

calendar day requirement but have a 

rating of record under any performance 

management system within the fouryear period preceding the RIF ‘‘cutoff 

date’’ will receive a CCAS rating of 

record consistent with this previous 

rating of record and will be assigned 

their most recent rating of record as the 

new CCAS rating of record for the 

appraisal cycle. 

3. Integrated Pay Schedule. The CCAS 

Integrated Pay Schedule (IPS), Figure 2, 

is the foundation for the basic pay 

structure under the demonstration 

project. It provides a direct link between 

increasing levels of contribution and 

increasing basic pay. The IPS covers 

basic pay only and is the same for all 

AcqDemo employees, career paths, and 

positions regardless of geographical 

location. The appropriate locality pay is 

added following the determination of 

basic pay. 


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a. IPS Horizontal Axis. The horizontal 

axis of the IPS represents the OCS 

available through contribution 

appraisals. The OCS span from a score 

of zero to the maximum OCS of 100, 

with a notional ‘‘very high score’’ level 

containing three scores to accommodate 

‘‘very high scores’’ as appropriate for 

those employees in the top broadband 

level of their respective career paths. 

The ‘‘very high scores’’ of 105, 110, and 

115 are provided for employees in 

Broadband Level IV of the Business and 

Technical Management Professional 

career path; ‘‘very high scores’’ of 87, 

91, and 95 are provided for employees 

in Broadband Level IV of the Technical 

Management Support career path; and 

‘‘very high scores’’ of 64, 67, and 70 are 

provided for employees in Broadband 

Level III of the Administrative Support 

career path. 

b. IPS Vertical Axis. The vertical axis 

of the IPS spans from the highest basic 

pay of GS–15, step 10. This 

encompasses the full basic pay range 

(excluding locality pay) available under 

AcqDemo. 

c. Normal Pay Region (NPR). The goal 

of CCAS is to make basic pay consistent 

with the scope, level, and difficulty of 

an employee’s position and the value of 

his/her contributions to the mission of 

the organization. Within the full basic 

pay range embodied in the IPS vertical 

axis, an NPR was developed around a 

Standard Pay Line (SPL) to provide a 

mechanism to determine appropriate 

compensation. The NPR represents the 

area of the IPS where basic pay and 

value and level of contributions and 

position are assumed to be properly 

related and appropriately compensated. 

This relationship is represented by the 

marker where an employee’s basic pay 

and OCS intersect in relation to the NPR 

and the SPL, the reference line for OCS. 

(1) SPL. The SPL begins at an OCS of 

zero and the basic pay of a GS–1, Step 

1, and terminates at an OCS of 100 and 

the basic pay of a GS–15, Step 10. 

Changes in OCS correspond to a 

constant percentage change in basic pay 

along the SPL. The constant percentage 

change (or SPL factor) used to arrange 

OCS evenly along the SPL in 100 

increments, where 100 is the range of 

OCS points can be thought of as 

approximately a +2 percentage change 

in basic pay associated with a one score 

change in the OCS. The SPL factor for 

calendar year 2017 can be computed 

from the GS–15, Step 10 pay and the 

GS–1, Step 1 pay. The SPL factor for 

calendar year 2017 is 1.0200426. The 

SPL factor normally changes on an 

annual basis with any General Schedule 

base pay increase granted to the Federal 

civilian workforce. 

(2) NPR. Employees whose annual 

OCS plotted against their basic pay falls 

on or within the upper and lower rails 

of the NPR are considered to be in the 

‘‘Normal Pay’’ Region for basic pay 

adjustments. The upper and lower rails 

encompass an area of approximately 8 

scores, or +/¥8.0% from the SPL in 

terms of basic pay or approximately 

+/¥4.0 in terms of scores, relative to the 

SPL. Given these constraints, the 

formulae for the NPR SPL and upper 

and lower rails found in Figure 2 are: 

Basic Pay Upper Rail = (GS–1, Step 1) 

* (1.0800) * (SPL factor) OCS

Basic Pay SPL = (GS–1, Step 1) * (SPL 

factor) OCS

Basic Pay Lower Rail = (GS–1, Step 1) 

* (0.9200) * (SPL factor) OCS

An example calculation is provided 

below for an OCS of 50 and 51 using 

calendar year 2017 basic pay for GS–1, 

Step 1. It indicates an approximate 2% 

in basic pay between OCS along the 

SPL. 


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d. Overcompensated Region. 

Employees whose annual OCS when 

plotted against their basic pay falls 

above the upper rail of the NPR into the 

‘‘overcompensated’’ region are 

considered overpaid for their level of 

contribution and compensation 

adjustments, and ‘‘unacceptable’’ for 

their contribution assessment. 

Typically, employees who are scored 

above the upper rail into the 

overcompensated region are not meeting 

contribution and performance 

expectations and will be placed on a 

CIP. 

e. Undercompensated Region. 

Employees whose annual OCS when 

plotted against their basic pay falls 

below the lower rail of the NPR into the 

‘‘undercompensated’’ region are 

considered underpaid for their level of 

contribution and position, in the 

‘‘Undercompensated’’ Category for 

compensation adjustments, and have 

either a Level 5—Outstanding or Level 

3—Fully Successful rating of record as 

part of their contribution assessment. 

These employees may expect to receive 

greater basic pay increases than those 

eligible employees who fall within the 

normal pay region. 

f. Relation to Career Paths. The IPS 

and the NPR are the same for all the 

career paths. What varies among the 

career paths are the beginnings and 

endings of the broadband levels. The 

minimum and maximum numerical 

OCS values and associated basic pay for 

each broadband level by career path are 

provided in Table 5. These minimum 

and maximum breakpoints represent the 

lowest and highest GS base pay for the 

grades banded together and, therefore, 

the minimum and maximum basic pay 

possible under AcqDemo for each 

broadband level. 

TABLE 5—OCS AND BASIC PAY RANGES BY CAREER PATH AND BROADBAND LEVEL

[Calendar Year 2017] 

Broadband and very high score levels GS grades Numerical score range Basic pay range 

Business Management and Technical Management Professional (NH) 

I .......................................................................... 1–4 ....................... 0–29 .................................................................. $18,526–$33,164.

II ......................................................................... 5–11 ..................... 22–66 ................................................................ $28,545–$68,025.

III ........................................................................ 12–13 ................... 61–83 ................................................................ $62,722–$96,958.

IV ........................................................................ 14–15 ................... 79–100 .............................................................. $88,136–$134,776.

Very High Score ................................................. N/A ....................... 105, 110, or 115 ............................................... N/A.

Technical Management Support (NJ) 

I .......................................................................... 1–4 ....................... 0–29 .................................................................. $18,526–$33,164.

II ......................................................................... 5–8 ....................... 22–51 ................................................................ $28,545–$50,904.

III ........................................................................ 9–11 ..................... 43–66 ................................................................ $43,251–$68,025.

IV ........................................................................ 12–13 ................... 61–83 ................................................................ $62,722–$96,958.

Very High Score ................................................. N/A ....................... 87, 91, or 95 ..................................................... N/A.

Administrative Support (NK) 

I .......................................................................... 1–4 ....................... 0–29 .................................................................. $18,526–$33,164.

II ......................................................................... 5–7 ....................... 22–46 ................................................................ $28,545–$45,970.

III ........................................................................ 8–10 ..................... 38–61 ................................................................ $39,159–$61,922.

Very High Score ................................................. N/A ....................... 64, 67, and 70 .................................................. N/A.


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4. Compensation Adjustments. After 

the initial assignment into the CCAS, 

employees’ yearly contributions and 

performance will be determined by the 

CCAS contribution assessment process 

described above, and their OCS versus 

their current rate of basic pay will be 

plotted on the IPS graph (Figure 3) to 

determine their compensation category. 

The marker at the intersection of the 

OCS vertical straight line with the 

current basic pay horizontal straight line 

respective to the Participating 

Organization’s choice of target line, i.e., 

SPL, upper rail, or lower rail of the NPR, 

gives a relative measure of the 

compensation (basic pay) versus 

contribution (OCS) for pay adjustment 

and/or award determinations. The target 

line of the SPL, upper rail, or lower rail, 

or other target line is chosen by a 

Participating Organization to serve as a 

compensation strategy for CRI payouts 

and to determine the number of 

employees eligible to receive a CRI 

based on their position in the Normal 

Pay Region in relation to the target line. 

For instance, since the AcqDemo goal is 

to have employees’ basic pay centered 

on the SPL, if the Lower Rail were used 

as the target line, fewer people would 

receive payouts, but those that did 

would receive larger payouts. Whereas, 

if the Upper Rail were used as the target 

line, more people would receive 

payouts, but each payout would be 

smaller. The SPL allows for something 

in between the upper and lower rail 

options. 

a. Compensation Categories. 

Employees fall into one of the three 

compensation categories: 

Overcompensated, appropriately 

compensated, or undercompensated. 

Depending on the category into which 

an employee’s marker falls, he/she may 

be eligible for one to three forms of 

additional compensation. The pay pool 

panel has the option of awarding the 

employee up to and including the full 

General Pay Increase (as authorized by 

law or the President), a CRI (an increase 

in basic pay and/or a CRI carryover 

lump sum payment for the CRI basic 

pay amount that exceeds a control point 

in or the maximum basic pay of an 

employee’s broadband level) and/or a 

contribution award (a lump sum 

payment that does not affect basic pay). 

In general, those employees whose 

marker plots in the undercompensated 

region of the IPS may receive greater 

percentage basic pay increases than 

those whose marker plots in the 

overcompensated region of the IPS. 

Employees on retained rate in the 

demonstration project will generally 

receive pay adjustments in accordance 

with 5 U.S.C. 5363 and 5 CFR part 536; 

however, the normal retained rate 

increase granted in connection with a 

general pay increase may be reduced or 

denied for an employee with an OCS 

above the upper rail and a performance 

appraisal of Level 1—Unacceptable. An 

employee receiving a retained rate is not 

eligible for a contribution rating 

increase, since such increases are 

limited by the maximum salary rate for 

the employee’s broadband level. Over 


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7Basic pay plus locality pay may not exceed the 

rate payable for level IV of the Executive Schedule. 

8Also applies to employees on pay retention 

whose contribution and performance assessment is 

‘‘Unacceptable’’. 

9May not exceed upper rail of NPR for 

employee’s OCS or maximum basic pay for current 

broadband level. 

10Pay pool manager approves up to $10,000 for 

a contribution award. Amounts exceeding $10,000 

not to exceed $25,000 for a contribution award 

require Head of the Participating Organization 

approval. 

11Over 20% requires approval of the Head of the 

Participating Organization. 

12May not exceed 6% above the lower rail or the 

maximum basic pay for current broadband level. 

time, people will migrate closer to the 

standard pay line and receive basic pay 

appropriate for their level of 

contribution and position. An outline of 

compensation eligibility by contribution 

category is given in Table 6. 

TABLE 6—COMPENSATION ELIGIBILITY CHART

Category General pay increase Contribution rating 

increase Contribution award Locality pay 7

Overcompensated ................. Could be reduced or denied 8.No ......................................... No ......................................... Yes. 

Appropriately Compensated Yes ....................................... Yes 9—Up to 6 ..................... Yes 10 ................................... Yes. 

Undercompensated ............... Yes ....................................... Yes—Up to 20% 11 12 ........... Yes ....................................... Yes. 

b. Local Policy. Each Pay Pool 

Manager will set the necessary 

guidelines for pay adjustments in the 

pay pool based on guidance received 

from the organization’s Personnel Policy 

Board, Head of the Participating 

Organization, and/or Component. 

Decisions will be consistent within the 

pay pool, reflect cost discipline over the 

life of the demonstration project, and be 

subject to review by Components and 

the DoD AcqDemo Project Office. 

c. Documentation. Basic pay 

adjustments and cash awards will be 

documented by a SF–50, Notification of 

Personnel Action. The performance 

appraisal level is uploaded into DCPDS 

at the same time as the pay adjustments 

and cash awards. For historical and 

analytical purposes, the CCAS 

Appraisal Form, to include the 

contribution plan, employee selfassessment, supervisor annual 

assessment, effective date of CCAS 

assessments, annual performance 

appraisal level, contribution rating 

level, actual basic pay increases, and 

applicable ‘‘bonus’’ amounts, will be 

maintained for each demonstration 

project employee. Each Participating 

Organization shall provide for 

maintenance of contribution-related 

records for their employees for a 

minimum of four years, as required in 

5 CFR 293.402 and 404. 

5. Contribution Improvement Plan 

a. Regulatory Coverage. This section 

applies to reassignment, reduction in 

broadband level with or without a 

reduction in pay; reduction in pay with 

or without a reduction in broadband 

level; or removal of demonstration 

project employees based solely on 

inadequate contribution. Inadequate 

contribution is identified by the 

employee’s annual CCAS contribution 

assessment resulting in an OCS falling 

above the upper rail of the NPR (which 

normally occurs at either a ¥3 or ¥4 

OCS or greater negative number) and an 

unacceptable rating of record, or the 

deterioration of an employee’s 

contribution during the appraisal year 

such that, if rated, the employee would 

receive an OCS score above the upper 

rail of the NPR and an unacceptable 

performance appraisal level on at least 

one of the three contribution appraisal 

factors; or by a combination of these 

results. An inadequate contribution 

assessment in any one contribution 

factor at any time during the appraisal 

period is considered grounds for the 

initiation of a CIP that may result in 

reassignment, reduction in broadband 

level, reduction in pay, or removal 

action, hereafter referred to as 

contribution-based actions. The 

following procedures replace those 

established in 5 U.S.C. 4303 pertaining 

to reductions in grade or removal for 

unacceptable contribution except with 

respect to appeals of such actions. As is 

currently the situation for contributionbased actions taken under 5 U.S.C. 

4303, inadequate contribution-based 

actions shall be sustained if the decision 

is supported by substantial evidence 

and the Merit Systems Protection Board 

shall not have mitigation authority with 

respect to such actions. The separate 

statutory authority to take inadequate 

contribution-based actions under 5 

U.S.C. chapter 75, as modified in the 

waiver section of this notice (Section 

VII), remains unchanged by these 

procedures. 

b. CIP. When a supervisor determines 

during or at the end of the appraisal 

period that an employee is not 

completing work assignments 

adequately, the supervisor must make a 

determination as to whether the 

employee is contributing inadequately 

in one or more of the contribution 

factors and/or quality of performance 

levels. All contribution factors are 

considered critical elements. A 

determination of inadequate 

contribution must be made by 

comparing the employee’s contribution 

to the expected contribution criteria in 

the appraisal factors as well as the 

contribution expectations established in 

the employee’s CCAS Contribution Plan 

covering the factors and fully successful 

performance. 

If an employee’s annual CCAS 

assessment or a contribution assessment 

during the appraisal year results in the 

need for a CIP, the supervisor must 

inform the employee, in writing, that 

he/she will be placed on a CIP and that, 

unless the employee’s contribution 

increases such that the OCS would be 

scored in the NPR, contribution would 

be considered fully successful, and this 

level of effort is sustained, he/she may 

be subject to one of the previously listed 

contribution-based actions. If an 

employee is placed on a CIP near the 

end of the appraisal cycle, the CIP may 

not extend past October 31, with a 

decision rendered no later than 

November 15. 

When the rating official informs the 

employee of possible contribution-based 

actions that may occur, the rating 

official will afford the employee a 

reasonable opportunity to demonstrate 

acceptable contribution and/or 

performance with regard to identifiable 

factors. A CIP must provide the 

employee this opportunity to 

demonstrate adequate contribution. The 

CIP will state the preliminary factor 

scores above the upper rail, how the 

employee’s contribution and/or 

performance are inadequate, what 

improvements are required, 

recommendations on how to achieve 

adequate contribution and/or 

performance, assistance that the agency 

shall offer to the employee in improving 

inadequate contribution, and 

consequences of failure to improve. 


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Additionally, the CIP will normally 

include a clarification (or further 

clarification) of the meaning of terms 

used in the employee’s specific 

responsibilities and assignments 

described under the appraisal factors. 

Once an employee has been afforded 

a reasonable CIP opportunity to 

demonstrate adequate contribution and/ 

or performance but fails to do so and 

receives an unacceptable rating of 

record based on the CIP, a reassignment, 

reduction in broadband level with or 

without a reduction in pay, reduction in 

pay with or without a reduction in 

broadband level, or removal action may 

be proposed in accordance with 5 U.S.C. 

4303 and related OPM regulations under 

5 CFR part 432. This unacceptable 

rating of record will be considered an 

official rating of record for RIF purposes 

whether it is issued during an appraisal 

cycle or as an annual rating of record. 

If it is an employee’s most recent/ 

current rating of record in the four-year 

period preceding a RIF, the employee 

would be listed on the Master Retention 

List in the category Tenure Group I— 

Current Unacceptable Performance 

Appraisal. 

If the employee’s contribution 

increases to an adequate level and is 

again determined to deteriorate in any 

factor within two years from the 

beginning of the opportunity period, 

actions may be initiated to effect a 

contribution-based action with no 

additional opportunity to improve. If an 

employee has contributed adequately 

for two years from the beginning of a 

CIP opportunity period, and the 

employee’s overall contribution once 

again declines to an inadequate level, 

the employee will be afforded an 

additional opportunity to demonstrate 

adequate contribution before it is 

determined whether or not to propose a 

contribution-based action. 

An employee who is subject to a 

proposed contribution-based action is 

entitled to a 30-day advance notice of 

the proposed action that identifies 

specific instances of inadequate 

contribution by the employee on which 

the action is based. The employee will 

be afforded a reasonable time to answer 

the notice of proposed action orally 

and/or in writing. 

A decision to pursue a contributionbased action on an employee for 

inadequate contribution may be based 

only on those instances of inadequate 

contribution that occurred during the 

two-year period ending on the date of 

issuance of the proposed action. The 

employee will be issued written notice 

at or before the time the action will be 

effective. Such notice will specify the 

instances of inadequate contribution by 

the employee on which the action is 

based and will inform the employee of 

any applicable appeal or grievance 

rights. 

c. Inadequate Contribution under 5 

U.S.C. 7512. Employees may also be 

removed or reduced in broadband level 

based on inadequate contribution 

(which inherently addresses 

performance) under the provisions of 5 

U.S.C. 7512. 

d. Procedural and Appeal Rights. All 

procedural and appeal rights set forth in 

the applicable statute and related OPM 

regulations will be afforded to 

demonstration project employees 

reassigned, removed, reduced in pay or 

reduced in level for inadequate 

contribution. 

e. Documentation. All relevant 

documentation concerning a 

contribution-based action that is based 

on a determination of inadequate 

contribution will be preserved and 

made available for review by the 

affected employee or a designated 

representative in accordance with the 

employee’s DoD Component policy for 

records management. At a minimum, 

the records, in accordance with 5 CFR 

432.107, will consist of a copy of the 

notice of proposed action; the written 

answer of the employee or a summary 

when the employee makes an oral reply; 

and the written notice of decision and 

the reasons thereof, along with any 

supporting material including 

documentation regarding the 

opportunity afforded the employee to 

demonstrate adequate contribution. 

6. CCAS Grievance Procedures 

a. Bargaining Unit Employees. 

Bargaining unit employees who are 

covered under a collective bargaining 

agreement may grieve the contribution 

assessment which includes the OCS and 

performance appraisal level received 

under the CCAS and supervisor 

assessment under the grievancearbitration provisions of the applicable 

collective bargaining agreement. The 

negotiated grievance procedure shall be 

the sole and exclusive procedure for 

resolving such grievances. If an 

employee is in a bargaining unit in 

which grievances over appraisal scores 

have been excluded from the negotiated 

grievance procedure, the employee may 

use the administrative grievance 

procedure (5 CFR part 771) with 

supplemental instructions described in 

paragraph b below. 

b. Administrative Grievance 

Procedures. Employees not included in 

a bargaining unit may grieve the 

contribution assessment which includes 

the OCS and performance appraisal 

level received under the CCAS and 

supervisor assessment using procedures 

established under the appropriate 

Administrative Grievance Procedures (5 

CFR part 771). Under these procedures, 

the employee’s grievance will first be 

considered by the rating official who 

reviews and submits a recommendation 

to the pay pool panel. The pay pool 

panel may accept the rating official’s 

recommendation or reach an 

independent decision. In the event that 

the pay pool panel’s decision is 

different from the rating official’s 

recommendation, appropriate 

justification will be provided. The pay 

pool panel’s decision is final unless the 

employee requests reconsideration by 

the next higher official to the Pay Pool 

Manager. That official would then 

render the final decision on the 

grievance. 

E. Employee Development 

1. Academic Degree and Certificate 

Training 

Trained and educated personnel are a 

critical resource in an acquisition 

organization. This demonstration 

supports the concept that welldeveloped training and development 

programs are essential to improving the 

performance of AWF individuals and 

those employees in direct support 

positions to the AWF, thus raising the 

overall level of performance of the AWF 

as well as serving as a valuable tool for 

recruiting and retaining motivated 

employees. AWF members have a 

continuous learning (CL) requirement to 

ensure maintenance of currency in their 

career field. They must earn a minimum 

of 80 CL points every two years. Some 

have specific education and/or statutory 

requirements depending on their career 

field. In addition, all acquisition 

positions have certification 

requirements whereby AWF members 

must become certified in their primary 

career field at the level required within 

24 months of assignment. Currently, 

DAWIA authorizes degree and 

certificate training for acquisition-coded 

positions. This demonstration extends 

that authority and expands its coverage 

to the acquisition direct support 

positions included in the project. It also 

provides authorization at the local level 

to administer and pay for these degree 

and certificate training programs. This 

authorization will facilitate continuous 

attainment of advanced, specialized 

knowledge essential to the AWF and its 

direct support employees. It also 

provides a capability to assist in the 

recruiting and retaining of personnel 

critical to the present and future 

requirements of the AWF. 


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A Participating Organization may 

require an employee who participates in 

training to continue to work in that 

organization for at least three times the 

length of the training period. The 

service obligation begins when the 

training is completed. Funding for this 

training, while potentially available 

from numerous sources (including the 

Defense Acquisition Workforce 

Development Fund) for employees in 

acquisition-coded positions), is the 

responsibility of the Participating 

Organization. 

2. Sabbaticals 

Organizations participating in the 

acquisition demonstration project will 

have the authority to grant sabbaticals 

without application to higher levels of 

authority. These sabbaticals will permit 

employees to engage in study or work 

experience that contributes to their 

development and effectiveness. The 

sabbatical provides opportunities for 

employees to acquire knowledge and 

expertise that cannot be acquired in the 

standard working environment. These 

opportunities should result in enhanced 

employee contribution. The spectrum of 

available activities under this program 

is limited only by the constraint that the 

activity contribute to the organization’s 

mission and to the employee’s 

development. The program can be used 

for training with industry or on-the-job 

work experience with public, private, or 

nonprofit organizations. It enables an 

employee to spend time in an academic 

or industrial environment or to take 

advantage of the opportunity to devote 

fulltime effort to technical or managerial 

research. 

The acquisition demonstration project 

sabbatical program will be available to 

all demonstration project employees 

who have seven or more years of 

Federal service. Each sabbatical will be 

of three to twelve months’ duration and 

must result in a product, service, report, 

or study that will benefit the acquisition 

community as well as increase the 

employee’s individual effectiveness. 

Requests for a sabbatical must be made 

by the employee through the chain of 

command to the Participating 

Organization’s management official, 

who has final approval authority and 

who must ensure that the program 

benefits both the acquisition workforce 

and the individual employee. Funding 

for the employee’s salary and other 

expenses of the sabbatical is the 

responsibility of the Participating 

Organization. 

Employees approved for a paid 

sabbatical must sign a service obligation 

agreement to continue in service in the 

covered organizations for a period of 

three times the length of the sabbatical. 

The service obligation begins when the 

training is completed. Sabbaticals 

approved prior to the effective date of 

this FRN are not subject to the service 

obligation requirement. If an employee 

voluntarily leaves the covered 

organizations before the service 

obligation is completed he/she is liable 

for repayment of expenses incurred by 

the covered organizations that are 

associated with training during the 

sabbatical. Expenses do not include 

salary costs. The delegated sabbatical 

approving management official of the 

Participating Organization has the 

authority to waive this requirement. 

3. Student Intern Relocation 

Incentive. Recruitment of students is 

often limited to the local commuting 

area of the employing organization as 

college students frequently cannot 

afford to relocate to accept student 

intern job offers in a commuting area 

different from that of the college/ 

university they are attending or their 

permanent home residence. To alleviate 

this barrier and to further Better Buying 

Power 3.0 initiatives to recruit the next 

generation of high performers to sustain 

and promote professionalism in the 

acquisition workforce, the Head of the 

Participating Organization may approve 

relocation incentives for new student 

interns and relocation incentives to 

student interns whose worksite is in a 

different geographic location than that 

of the college/university enrolled or 

their permanent home residence each 

time the student interns return to duty 

at their official worksites. 

F. Movement Into and From AcqDemo 

1. Management-Directed Conversion 

into the Demonstration Project 

a. Conversion from the GS Pay 

System. An employee who is converted 

into AcqDemo with his/her organization 

will have an automatic conversion from 

his/her permanent GS grade rate of pay 

of record at time of conversion into the 

new broadband system. Initial entry into 

the AcqDemo for covered employees 

will occur through a full employee 

protection approach that ensures each 

employee’s initial placement into a 

broadband level without loss of pay. 

(1) WGI Buy-Ins. Rules governing 

WGIs within each Participating 

Organization will remain in effect until 

an employee’s conversion date. 

Implementation of the AcqDemo 

broadbanding pay structure eliminates 

the WGI increments of the current GS 

pay structure. To facilitate conversion 

and employee acceptance of the new 

system, eligible employees will receive 

a basic pay increase for that portion of 

their next WGI corresponding to the 

weeks of service in-step they have 

completed up to the effective date of 

their conversion so that they will not 

feel they are losing pay or a pay 

entitlement accrued under the GS 

system. 

Employees on a Performance 

Improvement Plan (PIP) will remain in 

their current system until the 

conclusion of the PIP and a decision is 

rendered. If the PIP results in a current 

rating of record of satisfactory 

performance or better, the employees 

will be eligible for a WGI buy-in upon 

conversion. Employees will not be 

eligible for the WGI buy-in if their 

current rating of record is unacceptable 

at the time of conversion. Employees at 

step 10, or receiving retained pay at the 

time of conversion will not be eligible 

for a WGI buy-in. 

(2) Career-Ladder Promotion Buy-Ins. 

For those GS employees in career-ladder 

promotion programs who are scheduled 

to be promoted to a higher grade and 

whose performance is at least fully 

successful, basic pay will be increased 

by a prorated share of the current value 

of the next scheduled promotion 

increase based upon the actual number 

of weeks the employee has completed 

towards the next scheduled promotion 

as of the employee’s conversion date. 

No WGI buy-in will be made if the 

employee’s pay is adjusted for a 

promotion that would be effective 

before the next scheduled WGI. 

(3) Special salary rates. Special salary 

rates will no longer be applicable to 

demonstration project employees. 

Employees on special salary rates at the 

time of conversion will receive a new 

basic rate of pay computed by dividing 

their highest adjusted rate of basic pay 

(i.e., special pay rate, or if higher, the 

locality rate) by the special pay rate 

factor or the locality pay factor for their 

area. All employees will be eligible for 

the future locality pay increases of their 

geographic area. When conversion into 

the demonstration project is 

accompanied by a simultaneous 

geographic move, the employee’s GS 

basic pay entitlements (including any 

locality or special rate) in the new area 

will be determined before converting 

the employee’s pay to the demonstration 

project basic pay system. A full locality 

adjustment will then be added to the 

new basic pay rate. 

(4) Employees on Term and 

Temporary Appointments. (a) 

Employees serving under term 

appointments at the time of conversion 

to the demonstration project will be 

converted to a modified term 

appointment provided they were hired 

for their current positions under 


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competitive procedures. These 

employees will be eligible for 

conversion to career or careerconditional appointments in the 

competitive service provided they: 

1—Have served two years of 

continuous service in the term position; 

2—Were selected for the term position 

under competitive procedures; and 

3—Are contributing at an adequate 

contribution level, or meeting fully 

successful performance objectives, or 

their equivalent, in non-AcqDemo 

performance management systems. 

Converted term employees who do 

not meet these criteria may continue on 

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

current appointment. Extensions of term 

appointments for employees who do not 

meet the above criteria may be granted 

after conversion in accordance with the 

provision of this regulation. 

(b) Employees serving under 

temporary appointments when their 

organization converts to the 

demonstration project will be converted 

and may continue on their temporary 

appointment up to their established, 

current not-to-exceed date. Extensions 

of temporary appointments after 

conversion not-to exceed a total of 3 

years may be granted in accordance 

with 5 U.S.C. 9902. 

(5) Probationary Periods. 

(a) Initial Probationary Period. 

Employees who have completed an 

initial probationary period prior to 

conversion to AcqDemo will not be 

required to serve a new initial 

probationary period. Employees who are 

serving an initial probationary period 

upon conversion to AcqDemo will serve 

the time remaining on their initial 

probationary period and may have their 

initial probationary period extended in 

accordance with DoD and 

demonstration project regulations and 

implementing issuances. 

(b) Supervisory Probationary Periods. 

Employees transitioning to AcqDemo 

who are serving a supervisory 

probationary period upon conversion to 

AcqDemo will serve the time remaining 

on their supervisory probationary 

period. Converting employees who have 

completed a supervisory probationary 

period in their current position prior to 

conversion to AcqDemo will not be 

required to serve a new supervisory 

probationary period in that position. 

However, an additional supervisory 

probationary period of one year may be 

required if the employee is officially 

assigned to a different supervisory 

position that constitutes a major change 

in supervisory responsibilities from any 

previously held supervisory position. 

(6) Retained Pay. If the employee’s 

rate of basic pay exceeds the maximum 

rate of basic pay for the broadband level 

corresponding to the employee’s GS 

grade, the employee will remain at that 

broadband level and will receive a 

retained rate. The retained rate will be 

the total of the employee’s basic pay and 

locality or special pay. 

b. Conversion from Other Personnel 

Pay Systems. Employees who enter this 

demonstration project from other 

personnel pay systems (e.g., Defense 

Civilian Intelligence Personnel System 

or an STRL Demonstration Project) due 

to a reorganization, mandatory 

conversion, Defense Base Realignment 

and Closure process, or other directed 

action will be converted into the 

AcqDemo via movement of their 

positions using an appropriate Nature of 

Action Code. Employees’ positions will 

be classified based upon the position 

classification criteria and broadband 

level definitions under the AcqDemo 

rules and their pay, upon conversion, 

maintained under AcqDemo pay setting 

rules. In addition, the provisions of 

Section II.F.1(a)(4), (5), and (6) are 

applicable to conversions from other 

personnel and pay systems. 

2. Non-AcqDemo Federal Employees 

Voluntarily Joining AcqDemo. Federal 

employees entering into the AcqDemo 

from the GS or other pay systems not as 

the result of a conversion will be moved 

into a career path and broadband level 

with basic pay set in accordance with 

AcqDemo guidance and reflective of the 

duties and responsibilities of the 

AcqDemo position and an individual’s 

qualifications. Highest previous rate as 

defined in Section II.C.13 and AcqDemo 

internal guidance may provide an 

appropriate tool for establishing basic 

pay in this instance. The move will be 

described using the appropriate nature 

of action, e.g., promotion, reassignment, 

transfer, etc., as provided by the OPM’s 

Guide to Processing Personnel Actions; 

the AcqDemo specified NOAC; and the 

AcqDemo Legal Authority Code Z2W, 

Public Law 111–383. 

3. Movement From the Demonstration 

Project 

a. Effect of Reorganizations. 10 U.S.C. 

1762(d) provides that an AcqDemo 

organization that loses, due to 

reorganization, the one-third, two-thirds 

personnel demographic eligibility 

required for continued inclusion in 

AcqDemo may continue to participate in 

the AcqDemo project. Continued 

participation may be contingent upon 

such items as the amount of reduction 

in the number and/or kinds of positions 

to be counted for the one-third, twothirds demographic eligibility 

requirement; degree of personnel 

involvement in an organization with an 

acquisition mission to acquire necessary 

supplies, equipment, and services to 

support the warfighter and DoD support 

staff; scope of direct support to an 

acquisition workforce organization or 

closely related functional area; and/or 

the primary personnel system utilized 

by the gaining organization. 

AcqDemo organizations affected by 

reorganization, realignment, 

consolidation, or other organizational 

changes that may impact the one-third, 

two-thirds personnel demographic 

eligibility requirement are to contact the 

AcqDemo Program Manager 

expeditiously to discuss the workforce 

changes in relation to continued 

AcqDemo participation. The AcqDemo 

Program Manager will decide the 

additional information that needs to be 

included in the organization’s request 

for continued participation. The 

organization will submit a request for 

continued participation in accordance 

with the DoD AcqDemo Program 

Office’s internal implementing 

guidance. The AcqDemo Program Office 

will review the rationale for and the 

data supplied in support of continued 

participation; conduct periodic audits of 

the participating organizations’ 

populations as appropriate; and request 

additional details or formal 

documentation as needed. Based on an 

assessment of the information provided, 

the AcqDemo Program Manager will 

approve or disapprove the participation 

including any pertinent comments. 

b. Conversion to a Different Pay and/ 

or Personnel System. Prior to a 

management directed conversion of any 

AcqDemo organization and its 

employees to a different pay and/or 

personnel system, a CCAS closeout 

appraisal may be accomplished and an 

out-of-cycle payout may be made. CCAS 

closeout and payout procedures would 

be followed except that funding levels 

for out-of-cycle payouts may be reduced 

on a pro rata basis if the period between 

the previous CCAS payout and the outof-cycle payout was less than one year. 

Funding that corresponds to the general 

pay increase shall not form part of the 

pay pools for any out-of-cycle payouts. 

After making the out-of-cycle payout, 

conversion of employees covered by this 

demonstration project to another pay 

and/or personnel system shall be 

accomplished in accordance with the 

gaining system’s implementing 

issuances. 

c. Employee returns to the GS System. 

If a demonstration project employee is 

moving to a GS position, or if the project 

ends and each project employee must be 

converted back to the GS system, the 


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procedure in Section F.3.e below will be 

used to translate the employee’s project 

broadband level to an equivalent GS 

grade and the employee’s demonstration 

rate of pay to an equivalent GS rate of 

pay. The equivalent GS grade and GS 

rate of pay must be determined before 

movement or conversion out of the 

demonstration project and any 

accompanying geographic movement, 

promotion, or other simultaneous 

action. For conversions upon 

termination of the project and for lateral 

assignments, the equivalent GS grade 

and rate will become the employee’s 

actual GS grade and rate after leaving 

the demonstration project (before any 

other action). For transfers, promotions, 

and other actions to the GS system, the 

equivalent GS grade and pay rate will be 

used by the gaining personnel office in 

applying the GS pay administration 

rules applicable in connection with the 

employee’s movement out of the project 

(e.g., promotion rules, highest previous 

rate rules, pay retention rules) as if the 

GS-equivalent grade and pay rate were 

actually in effect immediately before the 

employee left the demonstration project. 

The losing organization will provide an 

employee’s equivalent GS grade and pay 

rate to the gaining organization upon 

request or on receipt of the SF–75, 

Request for Preliminary Employment 

Data, by inserting the information in 

Part 1, Item 9, Additional Data 

Requested, and returning the form to the 

gaining organization. 

d. Employee moves to a Non-GS 

System. An equivalent GS grade and 

pay rate is determined for an employee 

who leaves AcqDemo for a position in 

a non-GS system by the gaining 

organization using the same calculation 

in Section F.3.e below as when an 

employee moves to a GS position. The 

losing organization will provide an 

employee’s equivalent GS grade and pay 

rate to the gaining organization upon 

request or on receipt of the SF–75, 

Request for Preliminary Employment 

Data, by inserting the information in 

Part 1, Item 9, Additional Data 

Requested, and returning the form to the 

gaining organization. It is the 

responsibility of the gaining 

organization to establish the level of the 

employee’s new position and the 

appropriate pay under the pay system 

for that organization. The equivalent GS 

grade and pay information provided 

may assist in this process. 

e. Determining an Equivalent GS 

Grade. Each broadband level in this 

demonstration project encompasses two 

or more grades. An employee is 

determined to have a GS-equivalent 

grade corresponding to one of those 

grades according to the following rules: 

(1) The employee’s adjusted rate of 

basic pay under the demonstration 

project, which includes any locality 

payment, is compared with the step four 

rate in the highest applicable GS rate 

range. For this purpose, a GS rate range 

includes a rate range in: 

(a) The GS base schedule; 

(b) The locality rate schedule for the 

locality pay area in which the position 

is located; or 

(c) The appropriate special rate 

schedule for the employee’s 

occupational series, as applicable. If the 

series is a two-grade-interval series, only 

odd-numbered grades are considered 

below GS–11. 

(2) If the employee’s adjusted 

demonstration project rate of pay equals 

or exceeds the applicable step four rate 

of the highest GS grade in the 

broadband, the employee is converted to 

that grade. 

(3) If the employee’s adjusted 

demonstration project rate of pay is 

lower than the applicable step four rate 

of the highest grade, the adjusted rate is 

compared with the step four rate of the 

second-highest grade in the employee’s 

broadband. If the employee’s adjusted 

rate equals or exceeds the step four rate 

of the second-highest grade, the 

employee is converted to that grade. 

(4) This process is repeated for each 

successively lower grade in the 

broadband until a grade is found in 

which the employee’s adjusted 

demonstration project rate of pay equals 

or exceeds the applicable step four rate 

of the grade. The employee is then 

converted at that grade. If the 

employee’s adjusted rate of pay is below 

the step four rate of the lowest grade in 

the broadband, the employee is 

converted to the lowest grade. 

(5) Exception: An employee will not 

be converted to a lower grade than the 

grade held by the employee 

immediately preceding a conversion, 

lateral assignment, or lateral transfer 

into the demonstration project, unless, 

since that time the employee has 

undergone a reduction in broadband 

level or reduction in pay based upon an 

adverse action, a contribution-based 

action, a reduction-in-force action, or a 

voluntary change to lower broadband 

level. 

(6) Exception: If the employee’s 

adjusted demonstration project rate 

exceeds the maximum rate of the grade 

assigned under the above-described step 

4 rule but fits in the rate range for the 

next higher applicable grade (i.e., 

between step 1 and step 4), then the 

employee shall be converted to that next 

higher applicable grade). 

f. Determining an Equivalent GS Rate 

of Pay. An employee’s pay within the 

equivalent GS grade is set by converting 

the employee’s demonstration project 

rate of pay to a GS rate of pay in 

accordance with the following rules: 

(1) The pay conversion is done before 

any geographic movement or other payrelated action that coincides with the 

employee’s movement or conversion out 

of the demonstration project. 

(2) An employee’s adjusted rate of 

basic pay under the demonstration 

project (including any locality payment) 

is converted to a GS rate on the highest 

applicable rate range for the converted 

GS grade. For this purpose, a GS rate 

range includes a rate range in: 

(a) The GS base schedule, 

(b) An applicable locality rate 

schedule, or 

(c) An applicable special rate 

schedule. 

(3) If the highest applicable GS rate 

range is a locality pay rate range, the 

employee’s adjusted demonstration 

project rate is converted to a GS locality 

rate of pay. If this rate falls between two 

steps in the locality-adjusted schedule, 

the rate of pay must be set at the higher 

step. The converted GS unadjusted rate 

of basic pay would be the GS base rate 

corresponding to the converted GS 

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

(4) If the highest applicable GS rate 

range is a special rate range, the 

employee’s adjusted demonstration 

project rate is converted to a special 

rate. If this rate falls between two steps 

in the special rate schedule, the rate 

must be set at the higher step. The 

converted GS unadjusted rate of basic 

pay will be the GS rate corresponding to 

the converted special rate (i.e., same 

step position). 

g. Retained Pay. If an employee is 

receiving a retained rate under the 

demonstration project, the employee’s 

GS-equivalent grade is the highest 

referenced grade encompassed in his/ 

her broadband level. The employee’s 

GS-equivalent rate of pay will equal the 

employee’s retained rate. 

h. WGI-Equivalent Increase 

Determination. 

Service under the demonstration 

project is potentially creditable for WGI 

waiting period purposes under 5 CFR 

531.405(b) upon conversion back to the 

GS pay system. An equivalent increase 

under 5 CFR 531.407(b) is considered to 

occur at the time of an AcqDemo: 

(1) Promotion to a higher broadband 

level, including a zero basic pay 

increase (unless the promotion is 

cancelled and the employee’s rate of 

basic pay is re-determined as if the 

promotion had not occurred), e.g., the 

termination of a temporary promotion. 

(2) CCAS basic pay increase 

(including a zero increase). The date of 


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the last equivalent increase, based on 

the opportunity to receive a CCAS basic 

pay increase, is the first day of the first 

pay period beginning on or after January 

1. 

(3) WGI buy-in and/or Career Ladder 

promotion buy-in granted immediately 

upon movement to the AcqDemo from 

another pay system. 

(4) ACDP basic pay adjustment. 

(5) Use of HPR when basic pay is set 

at a rate above the rate that would be 

established using normal AcqDemo pay 

setting rules. 

i. Quality of Performance. The most 

recent CCAS annual or interim rating of 

record will be provided for use by the 

gaining activity. 

G. Training for AcqDemo 

1. Introduction 

The key to the success or failure of the 

proposed demonstration project will be 

the training provided. This training 

provides not only the necessary 

knowledge and skills to carry out the 

proposed changes, but will also lead to 

participant commitment to the program. 

2. Roles and Responsibilities 

a. AcqDemo Program Office. Training 

for new organizations wishing to 

convert to the demonstration project 

will be provided by the DoD AcqDemo 

Program Office to supervisors, 

employees, and the administrative staff 

responsible for assisting managers in 

effecting the changeover and operation 

of the new system. The Program Office 

will be responsible for providing policy 

notifications as they occur. 

b. Participating Organizations. 

Sustainment training will be the 

responsibility of the participating 

organization. 

3. Conversion Training 

a. Subject Matter. The elements to be 

covered in the orientation portion of 

this training will include: 

(1) A description of the personnel 

system; 

(2) How employees are converted into 

and out of the system; 

(3) The pay adjustment and/or bonus 

process; 

(4) The new position requirements 

document; 

(5) The new classification system; and 

(6) The Contribution-based 

Compensation and Appraisal System. 

b. Target Audiences. 

(1) Supervisors. The focus of this 

project on management-centered 

personnel administration, with 

increased supervisory and managerial 

personnel management authority and 

accountability, demands thorough 

training of supervisors and managers in 

the knowledge and skills that will 

prepare them for their new 

responsibilities. Training will include 

detailed information on the policies and 

procedures of the demonstration project, 

as well as skills training in using the 

classification system, position 

requirements document, and 

contribution evaluation software. 

(2) Human Resources/Pay Pool 

Administrative Staff. Human Resources 

Specialists and Pay Pool Administrative 

Officers will play a key role in advising, 

training, and coaching supervisors and 

employees in implementing the 

demonstration project. This staff will 

receive training in the procedural and 

technical aspects of the project. 

(3) Employees. In the months prior to 

implementation, the demonstration 

project team and Participating 

Organization training and career 

development offices will provide 

workforce training through various 

media. This training is intended to 

inform the workforce of project features 

and to prompt the development of local 

procedures and processes to implement 

the changes. 

III. Evaluation Plan 

A. Internal 

Demonstration-authorizing legislation 

(5 U.S.C. 4703) mandates evaluation of 

the demonstration project to assess the 

effects of project features and outcomes. 

In addition, the project will be 

evaluated to determine the feasibility of 

application to other Federal Agencies. 

The overall Program Management 

evaluation will consist of two 

components—internal and external 

evaluation. The internal evaluation will 

be ongoing and accomplished by the 

staff of the AcqDemo Program Office, to 

include contracted resources, and the 

results reviewed by the Executive 

Council. The main purpose of the 

internal evaluation is to determine the 

effectiveness of the personnel system in 

meeting the needs of the Defense 

Acquisition Workforce. 

B. External 

External evaluations will be 

conducted on a regular basis as 

prescribed by the Secretary. The 

Secretary may designate an independent 

evaluator to conduct the external 

assessments with the results overseen 

by the Undersecretary of Defense 

(Acquisition, Technology & Logistics)/ 

Human Capital Initiatives; and the 

Deputy Assistant Secretary of Defense 

(Civilian Personnel Policy). 

C. Purpose 

The evaluations are conducted to 

determine the effectiveness of the 

personnel system changes implemented. 

To the extent possible, strong direct or 

indirect relationships will be 

established between the demonstration 

project features, outcomes, missionrelated changes, and personnel system 

effectiveness criteria. The evaluation 

approach uses an intervention impact 

model that specifies each personnel 

system change as an intervention, the 

expected effects of each intervention, 

the corresponding measures, and the 

data sources for obtaining the measures. 

Appendix F presents the Intervention 

Impact Evaluation Model to be used for 

this demonstration project for initiatives 

affecting title 5 U.S.C. and title 5 CFR. 

IV. Project Duration 

The Demonstration Project has been 

extended by statute three times as 

indicated below: 

1. Section 813 of the Bob Stump 

NDAA for FY 2003 (Pub. L. 107–314, 

116 Stat. 2609) extended the authority 

to conduct the AcqDemo until 

September 30, 2012; 

2. Section 872 of the Ike Skelton 

NDAA for FY 2011 (Pub. L. 111–383, 

124 Stat. 4300, 4302) extended the 

authority to conduct the AcqDemo 

Program until September 30, 2017; and 

3. Section 846 of the NDAA for FY 

2016 (Pub. L. 114–92) extended the 

termination date for the AcqDemo 

Project to December 31, 2020. 

V. Demonstration Project Costs 

The AcqDemo Project requires a costdisciplined approach to maintain cost 

control. While this approach does not 

require cost neutrality, it does require a 

continued comparison with the 

Government-wide system to ensure an 

effective balance between cost, and 

personnel management benefits such as 

improved organizational 

communication, and greater recognition 

of higher contributors, leading to 

increased retention rates and savings in 

turnover costs and loss of skills. This 

cost-disciplined approach also requires 

Participating Organizations to consider 

and implement a logical and effective 

compensation management strategy, 

aimed at providing the appropriate level 

of compensation for the contribution 

expended in accomplishing work at an 

assigned level. 

To promote cost accountability, 

project and pay pool managers are 

required to consider both the short-and 

long-term implications of pay-related 

decisions on payroll and benefit costs, 

including decisions regarding the size of 


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pay pools and policies on 

developmental and promotion pay 

increases. To support decision making 

and evaluations, annual data will be 

collected on key cost-related matters, 

including spending on CRIs, 

developmental increases, and 

promotion pay increases (expressed as a 

percentage of total basic payroll, on both 

a project-wide and individual pay pool 

basis). 

The funding parameters for 

contribution increases in the out-years 

will be determined as part of the annual 

project evaluation process, as well as 

giving consideration to any funding 

limitations impacting the Department. 

Annual funding guidance will then be 

reported by the Program Manager to the 

AcqDemo Executive Council. As part of 

the evaluation of the project by 

Participating Organizations, the 

AcqDemo Program Management Office, 

and DoD, the basic pay costs (including 

average basic pay, average starting 

salaries, overall and by employee 

subcategories) under the demonstration 

project will be tracked and compared to 

the basic pay costs under similar 

demonstration projects and under a 

simulation model that replicates GS 

spending. These evaluations will 

balance costs incurred against benefits 

gained, so that both fiscal responsibility 

and project success are given 

appropriate weight. 

VI. Automation Support 

One of the major goals of the 

demonstration project is to streamline 

the personnel processes to increase 

efficiency, effectiveness, agility, and 

cost discipline. Automation must play 

an integral role in achieving that goal. 

Without the necessary automation to 

support the interventions proposed for 

the demonstration project, optimal 

benefits cannot be realized. In addition, 

adequate information to support 

decision making must be available to 

managers if line management is to 

assume greater authority and 

responsibility for human resources 

management. Automation to support the 

demonstration project is required at the 

DoD level to facilitate processing and 

reporting of demonstration project 

personnel actions, and may be 

ultimately required by the Participating 

Organizations to assist in processing a 

variety of personnel-related actions in 

order to facilitate management 

processes, evaluation of interventions, 

and decision making. The DCPDS is the 

DoD’s authoritative personnel data 

system of record and will be the primary 

system for personnel data used in 

dedicated electronic applications 

needed to process and evaluate a variety 

of actions associated with AcqDemo 

initiatives such as streamlined hiring 

and movement of employees; 

contribution-based appraisal 

compensation; accelerated 

compensation for developmental 

positions; supervisory and team leader 

cash differentials; staffing supplements; 

and sabbaticals. 

VII. Required Waivers to Law and 

Regulations 

A. General 

In addition to the authorities granted 

by 10 U.S.C. 1762 and 5 U.S.C. 4703, the 

following are waivers of law and 

regulation that will be necessary for 

implementation and sustainment of the 

demonstration project. In due course, 

additional laws and regulations may be 

identified for a waiver request. The 

following waivers and adaptations of 

certain title 5 U.S.C. and title 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 original effective 

date, January 8, 1999, of this 

demonstration project. 

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

Chapter 5, Section 552a: Records 

maintained on individuals. This section 

is waived only to the extent required to 

clarify that volunteers under the 

Voluntary Emeritus Program are 

considered employees of the Federal 

Government for purposes of this section. 

Chapter 31, Section 3111: Acceptance 

of volunteer service. This section is 

amended to allow for a Voluntary 

Emeritus Corps in addition to student 

volunteers. 

Chapter 33, Subchapter I— 

Examination, Certification, and 

Appointment: Waived except for 

sections 3302, 3321, and 3328 to allow 

direct hire authority for (1) qualified 

candidates with bachelor’s or advanced 

degrees required by OPM or DoD 

qualification standards to qualify for 

AWF positions in a critical acquisition 

career field classified to the Business 

and Technical Management 

Professional, NH, career path; (2) 

qualified veteran candidates for AWF 

positions in a critical acquisition career 

field classified to either the Business 

and Technical Management 

Professional, NH, career path or to the 

Technical Management Support, NJ, 

career path; (3) candidates enrolled in a 

program of undergraduate or graduate 

instruction at an institution of higher 

education leading to a baccalaureate 

degree or an advanced degree in a 

course of study required by OPM or DoD 

qualification standards or a degree the 

completion of which (including any 

additional essential credit hours in an 

acquisition-related field as appropriate) 

provides competencies, knowledge, 

skills, etc., directly linked to an AWF 

position’s requirements (quality ranking 

factors) for one of the critical acquisition 

career fields; and (4) degreed candidates 

with superior scholastic achievement 

with a degree in a field of study directly 

linked to the qualifications, 

competencies, knowledge, skills, 

abilities, and DAWIA certifications for 

and duties of AWF positions in one of 

the critical acquisition career fields. 

Chapter 33, Section 3308: 

Competitive service; examinations; 

educational requirements prohibited; 

exceptions to the extent necessary to 

accommodate the Scholastic 

Achievement Appointment’s 

requirement for possession of a college 

degree, the completion of which 

provides qualifications, competencies, 

knowledge, skills, and abilities, directly 

linked to the requirements for and 

duties of an AWF professional position 

(quality ranking factors) in one of the 

acquisition career fields. 

Chapter 33, Section 3317(a): 

Competitive service; certification from 

registers. Waived insofar as ‘‘Rule of 

Three’’ is eliminated under the 

demonstration project. 

Chapter 33, Section 3318(a): 

Competitive Service, Selection from 

Certificate. Waived insofar as the ‘‘Rule 

of Three’’ is eliminated under the 

demonstration project and to provide a 

substitute selection process that when 

making final selections, qualified 

candidates with veterans’ preference 

should be considered for appointments 

if they are found to best meet mission 

requirements. 

Chapter 33, Section 3319: Alternative 

ranking and selection procedures. 

Waived to allow the continuation of the 

original AcqDemo Delegated Examining 

Authority published in 64 FR 1426– 

1492, Friday, January 8, 1999, as 

modified by the President’s 2010 

Memorandum requiring agencies to use 

category rating; to replace the use of 

veterans’ preference points with 

‘‘determining veterans’ preference 

eligibility when the selecting official has 

identified the candidates under serious 

consideration for a job offer,’’ and to 

establish a process that when making 

final selections from the seriousconsideration-for-a-job-offer group, any 

candidate with veterans’ preference 


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should be considered for appointments 

if they are found to best meet mission 

requirements. 

Chapter 33, Section 3341: Details. 

Waived as necessary to extend the time 

limits for details. 

Chapter 35, Section 3502: Order of 

retention. Waived as necessary to 

accommodate the reduction-in-force 

process described in this demonstration 

project with 3502(c) waived in its 

entirety. 

Chapter 41, Section 4107(a): 

Academic degree training. Waived to 

the extent necessary to provide 

academic degree training as described 

for the demonstration project. 

Chapter 41, Section 4108(a)–(c): 

Employee agreements; service after 

training. Waived to the extent necessary 

to require the employee to continue in 

the service of the covered organizations 

for the period of the required service 

and to the extent necessary to permit the 

organization to waive in whole or in 

part a right of recovery. 

Chapter 43, Sections 4301–4305 

except for 4303(e) and (f): Related to 

performance appraisal are waived in 

entirety. In turn, 4303(e) and (f) are 

waived only to the extent necessary to 

(1) substitute ‘‘broadband’’ for ‘‘grade’’ 

and (2) provide that moving to a lower 

broadband as a result of not receiving 

the full amount of a general pay increase 

because of inadequate contribution is 

not an action covered by the provisions 

of section 4303(a)–(d). 

Chapter 45, Sections 4502(f): General 

Provisions. Waived to allow Service 

Acquisition Executives to approve cash 

awards for superior accomplishments 

not to exceed $25,000. 

Chapter 51, Sections 5101–5113: 

Related to classification standards and 

grading. Waived in entirety except 

section 5104 to the extent needed to 

permit classification of broadband levels 

and factor descriptors and 

discriminators. 

Chapter 53, Sections 5301; 5302 (8) 

and (9); and 5303–5305 and 5331–5336: 

Related to special pay and pay rates and 

systems. Sections 5301, 5302 (8) and (9), 

and 5304 are waived only to the extent 

necessary to allow demonstration 

project employees to be treated as 

General Schedule employees and to 

allow basic rates of pay under the 

demonstration project to be treated as 

scheduled rates of basic pay. Sections 

5331–5336 waived to the extent 

necessary to allow: (1) Demonstration 

Project employees to be treated as GS 

employees; (2) to allow the provisions of 

this FRN pertaining to setting rates of 

pay; and (3) to waive sections 5335 and 

5336 in their entirety. 

Chapter 53, Section 5362: Grade 

retention. Waived in its entirety. Not 

applicable in the demonstration project. 

Chapter 53, Section 5363: Pay 

retention. This waiver applies only to 

the extent necessary to: (1) Allow 

demonstration project employees to be 

treated as General Schedule employees; 

(2) provide that pay retention provisions 

do not apply to conversions from 

General Schedule special rates to 

demonstration project pay, as long as 

total pay is not reduced; (3) replace the 

term ‘‘grade’’ with ‘‘broadband level;’’ 

and (4) provide that an employee on pay 

retention whose contribution 

assessment is ‘‘Unacceptable’’ may have 

the 50 percent of the amount of the 

increase in the maximum rate of base 

pay payable for the pay band of the 

employee’s position reduced or denied. 

Chapter 53, Section 5371: Related to 

health care positions. This waiver 

applies only to the extent necessary to 

allow demonstration project employees 

to hold positions subject to Chapter 51 

of title 5. 

Chapter 55, Section 5545(d): 

Hazardous duty premium pay. Waived 

only to the extent necessary to allow 

demonstration project employees to be 

treated as General Schedule employees. 

Chapter 57, Sections 5753, 5754, and 

5755: Related to recruitment, relocation, 

and retention payments, and 

supervisory differentials. Waived to the 

extent necessary (1) to allow employees 

and positions under the demonstration 

project to be treated as employees and 

positions under the General Schedule; 

(2) allow management to offer a bonus 

to incentivize geographic mobility to a 

new student intern and to one whose 

worksite is in a different geographic 

location than that of the college enrolled 

or permanent home residence; and (3) 

authorize supervisory and team leader 

cash differentials as described for this 

demonstration project. 

Chapter 59, Section 5941: Allowances 

based on living costs and conditions of 

environment; employees stationed 

outside the continental United States or 

Alaska. This waiver applies only to the 

extent necessary to provide that COLAs 

paid to employees under the 

demonstration project are paid in 

accordance with regulations prescribed 

by the President (as delegated to OPM). 

Chapter 59, Section 5948: Related to 

physicians comparability allowances 

(only to the extent necessary to treat 

employees under the demonstration 

project as General Schedule employees). 

Chapter 71, to the extent its 

provisions (e.g., 5 U.S.C. 7103(a)(12) 

and 7116) would prohibit management 

or the union from unilaterally 

terminating negotiations over whether 

the project will apply to employees 

represented by the union. 

Chapter 71, Section 7119: To the 

extent it gives the Federal Service 

Impasses Panel jurisdiction to resolve 

impasses referred to it by either party or 

both parties during implementation of 

the demonstration project. 

Chapter 75, Section 7512(3): Adverse 

actions. Waived to the extent necessary 

to exclude reductions in broadband 

level not accompanied by a reduction in 

pay and replace ‘‘grade’’ with 

‘‘broadband level’’. 

Chapter 75, Section 7512(4): Adverse 

actions. Waived to the extent necessary 

to exclude conversions from a General 

Schedule special rate to demonstration 

project pay that do not result in a 

reduction in the employee’s total rate of 

pay. 

C. Waivers to Title 5, CFR 

Part 300, Sections 300.601 through 

300.605: Time-in-grade restrictions. 

Waived to eliminate time-in-grade 

restrictions in the demonstration 

project. 

Parts 300–330 other than Subpart G of 

5 CFR part 300: Employment. Waived to 

the extent necessary to allow direct hire 

authority for (1) qualified candidates 

with bachelor’s or advanced degrees 

required by OPM or DoD qualification 

standards to qualify for AWF positions 

in a critical acquisition career field 

classified to the Business and Technical 

Management Professional, NH, career 

path; (2) qualified veteran candidates for 

AWF positions in a critical acquisition 

career field classified to either the 

Business and Technical Management 

Professional, NH, career path or to the 

Technical Management Support, NJ, 

career path; (3) candidates enrolled in a 

program of undergraduate or graduate 

instruction at an institution of higher 

education leading to a baccalaureate 

degree or an advanced degree in a 

course of study required by OPM or DoD 

qualification standards or a degree the 

completion of which (including any 

additional essential credit hours in an 

acquisition-related field as appropriate) 

provides competencies, knowledge, 

skills, etc., directly linked to an AWF 

position’s requirements (quality ranking 

factors) for one of the critical acquisition 

career fields; and (4) degreed candidates 

with superior scholastic achievement in 

a field of study directly linked to the 

qualifications, competencies, 

knowledge, skills, abilities, and DAWIA 

certifications for and duties of AWF 

positions in one of the critical 

acquisition career fields. 

Part 308, Volunteer service: Waived to 

allow volunteer service under the 


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provisions of the Voluntary Emeritus 

Program described in this FRN. 

Part 315, section 315.901: Statutory 

requirement. Waived to the extent 

necessary to replace ‘‘grade’’ with 

‘‘broadband.’’ 

Part 315, section 315.905: Length of 

the probationary period. Waived to the 

extent necessary to allow for an 

additional supervisory/managerial 

probationary period of one year when 

an employee is officially assigned to a 

different position that constitutes a 

major change in supervisory/managerial 

responsibilities. 

Part 316, Section 316.301: Purpose 

and duration. Waived to the extent that 

modified term appointments may cover 

a maximum period of six years. 

Part 316, Section 316.303: Tenure of 

term employees. Waived to the extent 

necessary to allow term employees to 

acquire competitive status. 

Part 316, Section 316.305: Eligibility 

for within-grade increases. Waived in its 

entirety. 

Part 332, Sections 332.401, Section 

332.402, and Section 332.404: Order on 

Registers; Regular order of certification 

for appointment; and Order of Selection 

from Certificates. These sections are 

waived to the extent necessary to allow: 

(1) No rating and ranking when there are 

25 or fewer qualified applicants; (2) the 

hiring and appointment authorities as 

described in this Federal Register 

notice; and (3) elimination of the ‘‘Rule 

of Three.’’ Veterans’ preference final 

candidates are considered for 

appointments if they are found to best 

meet mission requirements. 

Part 332, Section 332.404: Order of 

selection from certificates. Waived to 

the extent necessary to eliminate the 

requirement for selection using the 

‘‘Rule of Three.’’ 

Part 335, Section 335.103: Agency 

promotion programs. Waived to the 

extent necessary to extend the length of 

details and temporary promotions 

without requiring competitive 

procedures or numerous short-term 

renewals. 

Part 335, Section 335.103(c): Agency 

promotion programs. Waived to the 

extent necessary to expand 

discretionary exemptions to agency 

promotion programs to include noncompetitive reassignment to an 

AcqDemo broadband level with a 

maximum basic pay greater than that of 

a selectee’s current graded position, e.g., 

GS, with a WGI Buy-in and/or a Career 

Ladder Promotion Buy-in as described 

in internal issuances. 

Part 337, Subpart A, Section 

337.101(a): Rating applicants. Waived to 

the extent necessary to allow referral 

without rating when there are 25 or 

fewer qualified candidates, applying 

veterans’ preference when final 

candidates considered for appointments 

are found to best meet mission 

requirements. 

Part 337, Subpart C, Sections 337.301 

through 337.305: Alternative Rating and 

Selection Procedures. Waived to allow 

continuation of the original AcqDemo 

Delegated Examining Authority 

published in the Federal Register on 

Friday, January 8, 1999 (64 FR 1426– 

1492), as modified by the President’s 

2010 Memorandum requiring agencies 

to use category rating. 

Part 340, Subpart A, Subpart B, and 

Subpart C: Other than fulltime career 

employment. These subparts are waived 

to the extent necessary to allow a 

Voluntary Emeritus Program. 

Part 351, Sections 351.402 through 

351.404: Competitive area, Competitive 

levels, and Retention register. Waived in 

their entirety. 

Part 351, Section 351.501: Order of 

retention-competitive service. Waived 

(1) to allow no additional years of 

service based on contribution/ 

performance; (2) to combine Tenure 

Groups I and II into one group, a new 

Tenure Group I for all permanent career 

and career-conditional employees; and 

(3) separate the new Tenure Group I into 

three categories: Tenure Group I for 

employees who have 12 or more months 

of assessed performance; Tenure Group 

I for employees with less than 12 

months of assessed performance; and 

Tenure Group I—Current Unacceptable 

Rating of Record. 

Part 351, Section 351.502: Order of 

retention-excepted service. Waived (1) 

to allow no additional years of service 

based on performance; (2) to combine 

Tenure Groups I and II into one group, 

a new Tenure Group I for all permanent 

employees; (3) separate the new Tenure 

Group I into three categories: Tenure 

Group I for employees with less than 12 

months of assessed performance; and 

Tenure Group I—Current Unacceptable 

Rating of Record. 

Part 351, Section 351.504: Credit for 

Performance. Waived in its entirety. 

Part 351, Section 351.601: Order of 

Release from Competitive Level. Waived 

in its entirety. 

Part 351, Section 351.701: 

Assignment rights involving 

displacement. Waived to the extent that 

the distinction between bump and 

retreat is eliminated and the placement 

of demonstration project employees is 

limited to an employee’s current career 

path, current broadband level, and one 

broadband level below that is within an 

employee’s current career path, except 

that a preference-eligible employee with 

a compensable service-connected 

disability of 30 percent or more may 

displace up to the two broadband levels 

below the employee’s present position 

(or the equivalent of five General 

Schedule grades) below the employee’s 

present level, and to limit the 

assignment rights of employees with an 

unacceptable performance appraisal to a 

position held by another employee with 

an unacceptable performance appraisal. 

Part 362, Subparts A, B, and C: 

General Provisions, Internship Program, 

and Recent Graduates Program. Waived 

to the extent necessary to allow for an 

AWF Scholastic Achievement 

Appointment Authority and an AWF 

Student Intern Hiring Authority. 

Part 410, Section 410.308(a): Training 

to obtain an academic degree. Waived to 

the extent necessary to allow the Head 

of a Participating Organization to 

provide academic degree and certificate 

training as needed for interns and 

employees holding positions allocated 

to acquisition career fields in order to 

meet AWF certification requirements. 

Part 410, Section 410.309: 

Agreements to continue in service. 

Waived to the extent necessary to allow 

the Head of a Participating Organization 

to determine requirements related to 

continued service agreements. 

Part 430, Subpart A and Subpart B: 

Performance Management and 

Performance appraisal for General 

Schedule, Prevailing Rate, and Certain 

Other Employees. Waived in its entirety 

including 430.208(a)(2) and (h) to 

accommodate CCAS and the AcqDemo 

RIF process. 

Part 432, Sections 432.101 through 

432.107: Related to performance based 

reduction in grade and removal actions, 

and definitions. Waived to the extent 

necessary to (1) substitute ‘‘broadband’’ 

for ‘‘grade;’’ (2) provide that moving to 

a lower broadband as a result of not 

receiving the full amount of a general 

pay increase because of inadequate 

contribution is not an action covered by 

the provisions of 5 U.S.C. 4303 and 5 

CFR 432.105 and 5 CFR 432.106; (3) 

delete reference to critical element as all 

factors are critical; (4) waive section 

432.105(a)(2) phrase ‘‘If an employee 

has performed acceptably for 1 year’’ to 

allow for ‘‘performed acceptably for 2 

years from the beginning of a CIP;’’ (5) 

waive section 432.105(a)(3) to provide 

‘‘within a two-year period ending on the 

date of the notice of proposed action’’; 

and (6) modify to the extent that an 

employee may be removed, reassigned, 

reduced in broadband level with a 

reduction in pay, reduced in pay 

without a reduction in broadband level, 

and reduced in broadband level without 

a reduction in pay if performance does 


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not improve to an adequate level during 

a reasonable improvement period. 

Part 451, Subpart A, Sections 

451.106(b): Agency and OPM 

Responsibilities. Waived to allow 

Service Acquisition Executives 

authority to grant special act awards for 

superior achievements to covered 

employees not to exceed $25,000. 

Part 470, Subpart C, Section 470.315: 

Project modification and extension. 

Waived to the extent necessary to 

expand participation in the Voluntary 

Emeritus Program to allow former nonAcqDemo DoD civilian employees and 

former military members who served in 

DoD DAWIA covered acquisition 

positions to participate in the Program 

as well as former AcqDemo employees 

serving in DAWIA-covered acquisition 

positions. 

Part 511, Subpart A; Subpart B; 

Subpart F; and Subpart G: Classification 

within the General Schedule. Waived in 

its entirety. 

Part 530, Subpart C: Special Rate 

Schedules for Recruitment and 

Retention. Waived in its entirety. 

Demonstration project does not utilize 

special salary rates. 

Part 531, Subpart B: Determining Rate 

of Basic Pay. Waived in its entirety. 

Part 531, Subparts D and E: Withingrade Increases and Quality Step 

Increases. Waived in its entirety. 

Part 531, Subpart F: Locality-Based 

Comparability Payments. Waived only 

to the extent necessary to allow 

demonstration project employees to be 

treated as General Schedule employees 

and to allow basic rates of pay under the 

demonstration project to be treated as 

scheduled rates of basic pay. 

Part 536, Grade and Pay Retention: 

Waived to the extent necessary to 

provide that, for the purposes of 

applying pay retention provisions: (1) 

Grade retention is eliminated and there 

is no provision for broadband level 

retention allowed; (2) ‘‘grade’’ is 

replaced by ‘‘broadband level’’; and (3) 

demonstration project employees are to 

be treated as General Schedule 

employees except under the following 

provisions: (a) Pay retention provisions 

do not apply to conversions from 

General Schedule special rates to 

demonstration project pay, as long as 

total pay is not reduced; (b) pay 

retention provisions do not apply to 

movements to a lower broadband level 

as a result of not receiving the general 

increase due to an annual contribution 

assessment of ‘‘Unacceptable’’; and (c) 

provide that an employee on pay 

retention whose performance appraisal 

is ‘‘Unacceptable’’ may have the 50 

percent of the amount of the increase in 

the maximum rate of base pay payable 

for the broadband level of the 

employee’s position reduced or denied. 

Part 550, Section 550.703: Severance 

Pay. Definition of ‘‘reasonable offer’’ is 

waived by replacing ‘‘two grade or pay 

levels’’ with ‘‘one broadband level’’ and 

‘‘grade or pay level’’ with ‘‘broadband 

level.’’ 

Part 550, Section 550.902: Hazard 

Pay. Definition of ‘‘employee’’ waived 

only to the extent necessary to allow 

demonstration project employees to be 

treated as General Schedule employees. 

Part 575, Sections 575.103(a)(1), 

575.203 (a)(1), and 575.303(a)(1), and 

Subpart D: Recruitment, relocation, and 

retention incentives, and supervisory 

differentials. Waived only to the extent 

necessary (1) to allow employees and 

positions under the demonstration 

project to be treated as employees and 

positions under the General Schedule; 

(2) allow management to offer a bonus 

to incentivize geographic mobility to a 

new student intern and to one whose 

worksite is in a different geographic 

location than that of the college enrolled 

or permanent home residence each time 

they return to duty at their official work 

site; and (3) to allow supervisory and 

team leader cash differentials as 

described for this demonstration project. 

Part 591, Subpart B: Cost-of-Living 

Allowances and Post Differential-Nonforeign Areas. This waiver applies only 

to the extent necessary to allow 

demonstration project employees to be 

treated as employees under the General 

Schedule for the purposes of these 

provisions. 

Part 752, Sections 752.401(a)(3) and 

752.401(a)(4): Coverage. Waived to the 

extent necessary (1) to provide that 

adverse action provisions do not apply 

to reductions in broadband level not 

accompanied by a reduction in pay and 

(2) to replace ‘‘grade’’ with ‘‘broadband 

level.’’ 

Part 752.401(a)(4): Coverage. Waived 

to the extent necessary to exclude 

conversions from a General Schedule 

special rate to demonstration project 

pay that do not result in a reduction in 

an employee’s total rate of pay. 

Appendix A 

History of Legislative Provisions and Federal 

Register Notices DoD Civilian Acquisition 

Workforce Personnel Management 

Demonstration Project 

A. Legislative Provisions 

This demonstration project was originally 

authorized under section 4308 of the 

National Defense Authorization Act (NDAA) 

for Fiscal Year (FY) 1996 (Public Law (Pub. 

L.) 104–106, 110 Stat. 669; 10 United States 

Code Annotated (U.S.C.A.) 1701 note), as 

amended by section 845 of NDAA for FY 

1998 (Pub. L. 105–85, 111 Stat.1845); section 

813 of NDAA for FY 2003 (Pub. L. 107–314, 

116 Stat. 2609); section 1112 of NDAA for FY 

2004 (Pub. L. 108–136, 117 Stat.1634); and 

section 1113 of NDAA for FY 2010 (Pub. L. 

111–84, 123 Stat. 2190) repealed the National 

Security Personnel System and directed 

conversion of all NSPS employees to their 

previous pay system by January 1, 2012. All 

NSPS employees formerly in AcqDemo were 

transitioned back to AcqDemo during the 

month of May 2011. On January 7, 2011, the 

original demonstration project authority was 

repealed and codified at 10 U.S.C. 1762 

pursuant to section 872 of the Ike Skelton 

NDAA for FY 2011 (Pub. L. 111–383, 124 

Stat. 4300, 4302). Through Section 867 of 

NDAA for FY 2017 (Pub. L. 114–328), 

Congress provided that the Secretary of 

Defense shall exercise the authorities granted 

to the OPM under 5 U.S.C. 4703 for purposes 

of the demonstration project. 

B. Federal Register Notice and Subsequent 

Amendments 

OPM approved and published the final 

project plan for the AcqDemo on January 8, 

1999, in 64 FR 1426–1492. Since that time, 

six amendments have been approved and 

published, and one notice of intent to amend 

published by OPM: 

1. 66 FR 28006–28007 (May 21, 2001): This 

amendment was published to (1) correct 

discrepancies in the list of occupational 

series included in the project and (2) 

authorize managers to offer a buy-in to 

Federal employees entering the project after 

initial implementation. 

2. 67 FR 20192–20193 (April 24, 2002): 

This amendment was published to (1) make 

employees in the top broadband level of their 

career path eligible to receive a ‘‘very high’’ 

overall contribution score and (2) reduce the 

minimum rating period under the 

Contribution-based Compensation and 

Appraisal System (CCAS) to 90 calendar 

days. 

3. 67 FR 44250–44256 (July 1, 2002): This 

amendment (1) contained a list of all 

organizations that are eligible to participate 

in the project and (2) made the resulting 

adjustments to the table that describes the 

project’s workforce demographics and union 

representation. 

4. 67 FR 63948–63949 (October 16, 2002): 

This notice of the intent to amend was 

published to propose a change in the method 

for determining and translating retention 

service credit. The proposal was overcome by 

the advent of the National Security Personnel 

System (NSPS), which was projected to 

replace the AcqDemo. 

5. 71 FR 58638–58639 (October 4, 2006): 

This amendment was published to facilitate 

the transition of AcqDemo employees to 

NSPS by authorizing an out-of-cycle 

Contribution-based Compensation and 

Appraisal System payout and amending 

conversion-out procedures. 

6. 80 FR 17109–17117 (March 31, 2015): 

This amendment announced the repeal and 

replacement of AcqDemo’s original legal 

authorization and modified the project plan 

to include new provisions; updated the 

project plan to address changes resulting 

from new General Schedule regulations and 

operational experience; announced 


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guidelines for a formal process for interested 

DoD civilian acquisition organizations to use 

to request approval to participate in 

AcqDemo; and provided notice of expansion 

of coverage to new or realigned 

organizations. 

7. 81 FR 6902 (February 9, 2016): This 

document publishes three technical 

corrections to 80 FR 17109–17117 (March 31, 

2015) to ensure access for the entirety of an 

organization to participate in AcqDemo. 

Appendix B 

Tables of Eligible Organizations 

As a result of the success of the AcqDemo 

classification, contribution appraisal, and 

compensation strategies and the desire of the 

USD(AT&L) to increase participation to more 

evenly balance the workforce among 

Participating Organizations for evaluation, 

the organizations listed in Table 1A either 

applied in calendar year 2014 and have been 

approved to participate in the AcqDemo, or 

are currently in Table 1 but require an update 

to their listed organizational alignment. 

TABLE 1—ELIGIBLE ORGANIZATIONS AS OF JULY 1, 2002 

DOD component/DOD component 

major organizational subdivision Organization/office symbol Locations 

DEPARTMENT OF THE AIR FORCE 

Air Force Materiel Command 

(AFMC).

Aeronautical System Center (ASC) ........................... Wright-Patterson AFB, OH and all other locations. 

AFMC .............................................. Air Armament Center (AAC)(except comparison 

group at Eglin AFB, FL).

Eglin AFB, FL and all other locations. 

AFMC .............................................. Air Force Flight Test Center (AFFTC) ....................... Edwards AFB, CA and all other locations. 

AFMC .............................................. Arnold Engineering Development Center (AEDC) .... Arnold AFB, TN and all other locations. 

AFMC .............................................. Electronic Systems Center (ESC) ............................. Hanscom AFB, MA and all other locations. 

AFMC .............................................. HQ AFMC .................................................................. Wright-Patterson AFB, OH and all other locations. 

AFMC .............................................. Ogden Air Logistics Center (OO–ALC) ..................... Hill AFB, UT and all other locations. 

AFMC .............................................. Oklahoma City Air Logistics Center (OC–ALC) ........ Tinker AFB, OK and all other locations. 

AFMC .............................................. Warner Robins Air Logistics Center (WR–ALC) ....... Warner Robins AFB, GA and all other locations. 

Air Force Space Command 

(AFSPC).

HQ AFSPC ................................................................ Peterson AFB, CO and all other locations. 

AFSPC ............................................ Space and Missile Center (SMC) .............................. Los Angeles, CA and all other locations. 

Miscellaneous Air Force .................. Contracting Organizations ......................................... All locations in the National Capital Region. 

Secretary of the Air Force ............... Assistant Secretary of the Air Force (Acquisition) 

(SAF/AQ) and Space Acquisition Organization.

Pentagon, Arlington, VA and all other locations. 

DEPARTMENT OF THE ARMY 

Army Acquisition Executive Support 

Agency (AAESA).

Headquarters, Research, Development, and Acquisition Information Systems Activity (RDAISA); 

Army Digitization Office (ADO); Acquisition Career 

Management Office; Contract Support Agency 

(CSA); Joint Simulations (JSIMS); Leavenworth 

Support; Management Support Pentagon Support; Training Group.

Orlando, FL; Alexandria, VA; Ft. Belvoir, VA; Falls 

Church, VA; Pentagon, Arlington, VA; Radford, 

VA; and all other locations. 

AAESA ............................................ Program Executive Office (PEO) Air and Missile Defense (See Note 1).Huntsville, AL; Pentagon, Arlington, VA; and all 

other locations. 

AAESA ............................................ Program Executive Office Ammo (See Note 1) ........ All locations. 

AAESA ............................................ Program Executive Office Aviation (AVN) (See Note 

1).

Huntsville, AL; Pentagon, Arlington, VA; and all 

other locations. 

AAESA ............................................ Program Executive Office Chemical/Biological Defense (See Note 1).All locations. 

AAESA ............................................ Program Executive Office Command, Control, and 

Communication Systems (C3S).

Huntsville, AL; El Segundo, CA; Tallahassee, FL; 

Ft. Wayne, IN; Ft. Leavenworth, KS; Seoul, 

Korea; Yong San, Korea; Ft. Monmouth, NJ; 

White Sands Missile Range, NM; Ft. Sill, OK; Ft. 

Hood, TX; Ft. Bliss, TX: Ft. Belvoir, VA; McLean, 

VA; Pentagon, Arlington, VA; and all other locations. 

AAESA ............................................ Program Executive Office CS/CSS (See Note 1) ..... All locations. 

AAESA ............................................ Program Executive Office Ground Combat Support 

Systems (GCSS) (See Note 1).

Picatinny Arsenal, NJ; Warren, MI; Pentagon, Arlington, VA; Washington, DC; and all other locations. 

AAESA ............................................ Program Executive Officer Intelligence, Electronic 

Warfare, and Sensors (IEW&S) (See Notes 1 and 

2).

Ft. Monmouth, NJ; Ft. Belvoir, VA; and all other locations. 

AAESA ............................................ Program Executive Office/Program Management 

(PM) Joint Simulation System (See Note 1).

Orlando, FL; and all other locations. 

AAESA ............................................ Program Executive Office National Missile Defense 

Joint Program Office (See Note 1).

All locations. 

AAESA ............................................ Program Executive Office Soldier (See Note 1) ....... All locations. 

AAESA ............................................ Program Executive Office Standard Army Management Information Systems (STAMIS) (See Note 

1).

Ft. Knox, KY; Ft. Monmouth, NJ; Ft. Belvoir, VA; Ft. 

Lee, VA; Ft. Monroe, VA; and all other locations. 

AAESA ............................................ Program Executive Officer Tactical Missiles (See 

Note 1).

Huntsville, AL; Pentagon, Arlington, VA; Washington, DC; and all other locations. 


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TABLE 1—ELIGIBLE ORGANIZATIONS AS OF JULY 1, 2002—Continued 

DOD component/DOD component 

major organizational subdivision Organization/office symbol Locations 

AAESA ............................................ Program Management (PM) Chemical Demilitarization.Aberdeen Proving Ground, MD; Pentagon, Arlington, VA; Washington, DC; and all locations. 

AAESA ............................................ Program Management (PM) Joint Program for Biological Defense.Aberdeen Proving Ground, MD; Ft. Detrick, MD; Ft. 

Ritchie, MD; Falls Church, VA; and all locations. 

Army Materiel Command (AMC) ..... Headquarters—Acquisition ........................................ Alexandra, VA and all locations. 

AMC ................................................ AMC Headquarters Staff Support Activities .............. Nahbohnch, Germany; Rock Island, IL; Yong San, 

Korea; Aberdeen Proving Ground, MD; Alexandria, VA; and all other locations. 

AMC ................................................ Installations and Services Activity; Intelligence and 

Technology Security Activity; International Cooperative Program Activity; Logistics Support Activity; Schools of Engineering and Logistics; Separate Reporting Activities: Field Assistance in 

Science and Technology; Surety Field Activity; 

Systems Analysis Activity (See Note 2).

All locations. 

AMC ................................................ Aviation and Missile Command (AMCOM) (See 

Note 3).

All locations. 

AMC ................................................ Communications-Electronics Command (CECOM) 

(See Note 3).

All locations. 

AMC ................................................ Operations Support Command (See Note 3) ............ All locations. 

AMC ................................................ Security Assistance Command (See Note 2) ........... All locations. 

AMC ................................................ Simulation, Training, and Instrumentation Command 

(STRICOM) (See Note 3).

All locations. 

AMC ................................................ Soldier and Biological Chemical Command 

(SBCCOM) (See Note 3).

All locations. 

AMC ................................................ Tank-Automotive and Armaments Command 

(TACOM) (See Note 3).

All locations. 

Headquarters, Department of the 

Army (HQDA).

Office of the Auditor General; Office Surgeon General; G1; G2; G3; G4; G6; G8.Pentagon, Arlington, VA. 

HQDA .............................................. Army Contracting Agency .......................................... All locations. 

Office of the Assistant Secretary of 

the Army (Financial Management 

and Comptroller).

Cost and Economic Analysis Center; SAFM–BUI .... Falls Church, VA; Pentagon, Arlington, VA; and all 

other locations. 

Office of the Assistant Secretary of 

the Army (Acquisition, Logistics, 

and Technology).

Director of Assessment and Evaluation (SARD–ZD); 

Deputy Assistant Secretary of the Army for Logistics (SARD–ZL); Deputy Assistant Secretary for 

Plans/Programs/Policy (SARD–ZR); Deputy Assistant Secretary of the Army for Procurement 

(SARD–ZP); Deputy Assistant Secretary for Research and Technology (SARD–ZT); Deputy for 

Systems Management (SARD–ZS); Management 

Support; SACO and associated offices.

Ft. Belvoir, VA; Falls Church, VA; Pentagon, Arlington, VA; Radford, VA; and all other locations. 

Medical Command (MEDCOM) ...... Healthcare Acquisition Activity, MEDCOM Acquisition Activity.Augusta, GA; Honolulu, HI; El Paso, TX; San Antonio, TX; Seattle, WA; Walter Reed Army Medical 

Center, Washington, DC; Landstuhl, Germany. 

MEDCOM ........................................ Medical Research and Materiel Command (MRMC) 

(See Note 3).

Ft. Rucker, AL; Natick, MA; Aberdeen Proving 

Ground, MD; Ft. Detrick, MD; Washington, DC. 

MEDCOM ........................................ Medical Department Activity ...................................... Ft. Greeley, AK; Ft. Richardson, AK; Ft. Wainwright, 

AK; Ft. Huachuca, AZ; Ft. Carson, CO; Heidelberg, Germany; Ft. Campbell, KY; West Point, 

NY; Ft. Jackson, SC; Ft. Hood, TX. 

MEDCOM ........................................ Army Medical Centers ............................................... Honolulu, HI; Ft. Bragg, NC; San Antonio, TX; Tacoma, WA; Washington, DC. 

MEDCOM ........................................ Center for Health Promotion and Preventive Medicine.Aberdeen Proving Ground, MD. 

U.S. Army Eighth Army (EUSA) ..... Contracting Command Korea/EAKC ......................... Seoul, Korea and all other locations. 

EUSA ............................................... Troop Command ........................................................ Seoul, Korea and all other locations. 

U.S. Army Test and Evaluation 

Command (ATEC).

HQ, ATEC .................................................................. Alexandria, VA. 

ATEC ............................................... Operational Test Command (OTC) ........................... Ft. Hood, TX and all other locations. 

ATEC ............................................... Army Evaluation Center (AEC) ................................. Alexandria, VA and all other locations. 

ATEC ............................................... Developmental Test Command (DTC) ...................... Aberdeen Proving Ground, MD and all other locations. 

Headquarters, Department of the 

Army (HQDA).

Defense Supply Services Washington (DSSW)/ 

Joint-DSSW.

Alexandria, VA; Ft. Belvoir, VA; Falls Church, VA; 

Washington, DC. 

National Guard Bureau (NGB) (See 

Note 4).

Program Executive Office/Program Management 

RCAS, NGB–RCS–RA.

Arlington, VA. 

Joint Activities ................................. Information Management Support Center ................. Pentagon, Arlington, VA and all other locations. 

Military Traffic Management Command (MTMC).HQ, MTMC ................................................................ Alexandria, VA. 

MTMC .............................................. MTAQ ........................................................................ Falls Church, VA and all other locations. 


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TABLE 1—ELIGIBLE ORGANIZATIONS AS OF JULY 1, 2002—Continued 

DOD component/DOD component 

major organizational subdivision Organization/office symbol Locations 

MTMC .............................................. PM Global Freight Management System .................. Alexandria, VA. 

MTMC .............................................. 598th Transportation Terminal Group; 599th Transportation Terminal Group; 836th Transportation 

Terminal Group Deployment Support Command..

Yokohama, Japan; Rotterdam, Netherlands; Oahu, 

HI; Fort Eustis, VA; and all other locations. 

Space and Missile Defense Command (SMDC).SMDC (See Note 1) .................................................. Huntsville, AL; Kwajalein Atoll, Marshall Islands; 

Colorado Springs, CO; White Sands Missile 

Range, NM; Arlington, VA; Fairfax, VA; all other 

locations. 

Training and Doctrine Command 

(TRADOC).

Headquarters, TRADOC Acquisition Directorate and 

Small and Disadvantaged Business Utilization Office.

Ft. Monroe, VA. 

TRADOC ......................................... Directorate of Contracting and TRADOC Contracting 

Activity.

Ft. Eustis, VA. 

TRADOC ......................................... Directorate of Contracting and Mission Contracting 

Activity.

Ft. Leavenworth, KS. 

TRADOC ......................................... Directorate of Contracting and Mission Contracting 

Activity.

Ft. Lee, VA. 

TRADOC ......................................... Directorates of Contracting ........................................ McClellan, AL; Rucker, AL; Ft. Huachuca, AZ; Presidio at Monterey, CA; Ft. Benning, GA; Ft. Gordon, GA; Ft. Knox, KY; Ft. Leonard Wood, MO; 

Ft. Sill, OK; Carlisle Barracks, PA; Ft. Jackson, 

SC; Ft. Bliss, TX; Ft. Lee, VA. 

Corps of Engineers (COE) .............. Headquarters ............................................................. Washington, DC. 

COE ................................................. Regional Headquarters .............................................. All locations. 

COE ................................................. Division, Directorates of Contracting ......................... All locations. 

COE ................................................. District Contracting Offices ........................................ All locations. 

COE ................................................. Transatlantic Programs Center, Directorate of Contracting.All locations. 

COE ................................................. Humphreys Engineering Center Support Activity, 

Contracting Office.

All locations. 

COE ................................................. Marine Design Center ............................................... All locations. 

Intelligence and Security Command 704 Military Brigade, Headquarters and Headquarters Company; 718th Military Group; HQ, 

U.S. Army (USA) Intelligence Security Command; 

USA Element National Security Agency (NSA); 

USA Foreign Counter Intelligence (CI) Activity; 

USA Land Information Warfare; USA National 

Ground Intelligence Center (See Note 2).

All locations. 

Criminal Investigation Command .... Headquarters ............................................................. Ft. Belvoir, VA and all other locations. 

U.S. Army Europe and 7th Army 

(USAREUR).

Wiesbaden Contracting Center ................................. Wiesbaden, Germany. 

USAREUR ....................................... USA Contracting Command Europe ......................... Brussels, Belgium; Bad Kreuznach, Germany; 

Grafenwohr, Germany; Seckenheim, Germany; 

Wiesbaden, Germany; Wuerzburg, Germany; 

Vicenza, Italy; and all other locations. 

USAREUR ....................................... USA Transportation Management Center ................. Grafenwoehr, Germany. 

USAREUR ....................................... Southern European Task Force ................................ Vicenza, Italy. 

USAREUR ....................................... 21st Theater Army Area Command .......................... Kaiserslautern, Germany. 

USAREUR ....................................... V Corps ...................................................................... Heidelberg, Germany. 

USAREUR ....................................... 7th Army Training Command .................................... Grafenwoehr, Germany. 

USAREUR ....................................... 26th Support Group ................................................... Heidelberg, Germany. 

Forces Command (FORSCOM) ...... U.S. Army Garrisons (USAGs) .................................. Ft. Carson, CO; Ft. McPherson, GA; Ft. Stewart, 

GA; Ft. Riley, KS; Ft. Campbell, KY; Ft. Polk, LA; 

Ft. Bragg, NC; Ft. Hood, TX; Ft. Dix, NJ; Ft. 

Drum, NY; Ft. Lewis, WA; Ft. McCoy, WI. 

FORSCOM ...................................... Reserve Command .................................................... All locations. 

FORSCOM ...................................... Signal Command ....................................................... Ft. Huachuca, Arizona and all other locations. 

FORSCOM ...................................... First Army; Third Army; Fifth Army ........................... All locations. 

U.S. Military Academy ..................... West Point (See Note 5) ........................................... West Point, NY. 

Military District of Washington ........ 3rd U.S. Infantry; 12th Aviation Battalion; Army Signal Activity; Arlington National Cemetery; Joint 

Personal Property Shipping Office; U.S. Army 

Band; White House Transportation Agency.

All locations. 

U.S. Army National Guard Bureau 

(ANGB).

USPFO Activity (See Note 3) .................................... All locations. 

ANGB .............................................. State Area Command (See Note 3) .......................... All locations. 

Southern Command ........................ U.S. Army Element, Headquarters Southern Command.Miami, FL and all other locations. 

Recruiting Command ...................... USA Recruiting Support Battalions ........................... Fort Knox, KY and all other locations. 

Military Entrance Processing Command (MEPCOM).Headquarters, USA, MEPCOM ................................. North Chicago, IL. 


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TABLE 1—ELIGIBLE ORGANIZATIONS AS OF JULY 1, 2002—Continued 

DOD component/DOD component 

major organizational subdivision Organization/office symbol Locations 

Total Army Personnel Command .... Information System Agency, Army Reserve Personnel Center.St. Louis, MO. 

U.S. Army Pacific (USARPAC) ....... HQ, USARPAC; and subordinate command/installations.All locations. 

Office of the Secretary of the Army Immediate Office of the Secretary of the Army ........ Pentagon, Arlington, VA and all other locations. 

Office of the Secretary of the Army Office of the Administrative Assistant to the Secretary of the Army.Pentagon, Arlington, VA and all other locations. 

Office of the Secretary of the Army Office of the Chief of Legislative Liaison .................. Pentagon, Arlington, VA and all other locations. 

Office of the Secretary of the Army Office of Small and Disadvantaged Business Utilization.Pentagon, Arlington, VA and all other locations. 

Office of the Secretary of the Army Office of Director, Information Systems for Command Control, Communications, and Computers.Pentagon, Arlington, VA and all other locations. 

Field Operating Offices of the Office of the Secretary of the Army.Army Broadcasting Service ....................................... Alexandria, VA. 

Field Operating Offices of the Office of the Secretary of the Army.Cost and Economic Analysis Agency ....................... Arlington, VA and all other locations. 

Field Operating Offices of the Office of the Secretary of the Army.Army Safety Center ................................................... Ft. Rucker, AL and all other locations. 

Field Operating Offices of the Office of the Secretary of the Army.USA War College (See Note 5) ................................ Carlisle Barracks, PA and all other locations. 

Field Operating Offices of the Office of the Secretary of the Army.Communication Electronic Service Office ................. Alexandria, VA and all other locations. 

Special Operations Command ........ Office of the Acquisition Executive and all associated PEOs and PMs.All locations. 

Joint Activities ................................. Army Visual Information Center ................................ Pentagon, Arlington, VA and all other locations. 

Joint Activities ................................. Defense Acquisition University (DAU) (See Note 5) Ft. Belvoir, VA. 

DEPARTMENT OF THE NAVY 

Navy 

Assistant Secretary of the Navy 

(Research, Development, and 

Acquisition).

(ASN(RD&A)) ............................................................. Arlington, VA. 

Navy International Program Office 

(NIPO).

NIPO .......................................................................... Arlington, VA. 

Naval Supply Systems Command 

(NAVSUP).

Fleet and Industrial Supply Center, Puget Sound .... Bremerton, WA. 

NAVSUP .......................................... Fleet and Industrial Supply Center ............................ San Diego, CA. 

Naval Sea Systems Command 

(NAVSEA).

TEAM CX (Surface Ship Directorate (SEA 91), Program Executive Office Aircraft Carriers, and Program Executive Office Expeditionary Warfare).Arlington, VA. 

Marine Corps 

Marine Corps Systems Command 

(MARCORSYSCOM).

Amphibious Vehicle Test Bed (AVTB); Marine Corps 

Tactical Systems Support Activity (MCTSSA).

Camp Pendleton, CA. 

MARCORSYSCOM ......................... Headquarters, Marine Corps Systems Command 

(MARCORSYSCOM); CSLE; Program Support 

Section.

Albany, GA; Rock Island, IL; Picatinny Arsenal, NJ; 

Warren, MI; Quantico, VA. 

DEPARTMENT OF DEFENSE 

Office of the Secretary of Defense 

Office of the Under Secretary of 

Defense for Acquisition, Logistics, and Technology 

(USD(AT&L)).

ATSD (NCB); DIR, Admin; DIR, API; DDR&E; DIR, 

DP; DSB; DUSD (ES); DUSD (AR); DUSD (AT); 

DUSD (IA&I); DUSD (I&CP); DUSD (L); DIR, 

S&TS; DIR, TSE&E; Spec Prog; SADBU.

Pentagon, Arlington, VA. 

Defense Advanced Research 

Projects Agency (DARPA).

All (See Note 5) ......................................................... Arlington, VA. 

Defense Logistics Agency ............... All ............................................................................... All locations. 

Missile Defense Agency .................. All ............................................................................... Arlington, VA. 

Defense Contract Management 

Agency (DCMA).

All ............................................................................... All locations. 

Defense Threat Reduction Agency 

(DTRA).

All ............................................................................... Arlington, VA; Ft. Belvoir, VA. 

Defense Information Systems 

Agency.

PM DISN System Integration Project ........................ Falls Church, VA. 

Note 1: Includes all associated PMs and liaison representatives. 

Note 2: Excludes Defense Civilian Intelligence Personnel System positions. 

Note 3: Excludes positions covered by another demonstration project that is operating or under development within DoD. 


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13Excludes administratively determined pay plan 

employees. 

Note 4: Only title 5 National Guard Bureau positions are eligible to be included in this demonstration. 

Note 5: Excludes Administratively Determined pay plan employees. 

TABLE 1A—ELIGIBLE ORGANIZATIONS UPDATED AND APPROVED IN CALENDAR YEAR 2015 

DOD component/DOD component 

major organizational subdivision Organization/office symbol Locations 

AIR FORCE 

Air Force Materiel Command 

(AFMC).

Air Armament Complex (AAC) .................................. Eglin AFB, FL and all other locations. 

AFMC .............................................. Air Force Life Cycle Management Center ................. All locations. 

AFMC .............................................. Air Force Test Center (AFTC) ................................... Edwards AFB, CA and all other locations. 

AFMC .............................................. Air Force Nuclear Weapons Center .......................... Kirtland AFB, NM. 

AFMC .............................................. Air Force Sustainment Center ................................... All locations.

Air Force Operational Test and 

Evaluation Center (AFOTEC).

All ............................................................................... Kirtland AFB, NM and all other locations. 

Miscellaneous Air Force .................. Contracting Organizations ......................................... All locations. 

NAVY 

Naval Sea Systems Command 

(NAVSEA).

Headquarters, Program Executive Office (PEO) 

Ships, PEO Subs, PEO LCS, PEO IWS and PEO 

Carriers.

All locations. 

Naval Air Systems Command 

(NAVAIR).

NAVAIR Headquarters and associated PEO workforce.All locations. 

Space and Naval Warfare Systems 

Command.

Headquarters and PEOs ........................................... All locations. 

Strategic Systems Programs (SSP) SSP ............................................................................ Washington, DC (WNY) and all locations. 

DEPARTMENT OF DEFENSE 

Defense Acquisition University 

(DAU).

Defense Acquisition University (DAU) 13 ................... All locations. 

Missile Defense Agency (MDA) ...... All ............................................................................... All locations. 

Defense Test Resource Management Center (DTRMC).All ............................................................................... Arlington, VA. 

Washington Headquarters Services 

(WHS).

Acquisition Directorate ............................................... Arlington, VA. 

JOINT SERVICES 

U.S. Special Operations Command Office of the Acquisition Executive and all associated PEOs and PMs.All locations. 

U.S. Transportation Command ....... Office of the Acquisition Executive and all associated PEOs and PMs.All locations. 

Appendix C 

Information as of August 25, 2016 

SERIES INCLUDED IN THE DOD ACQUISITION WORKFORCE PERSONNEL DEMONSTRATION PROJECT

Occupational series number Occupational series title 

BUSINESS MANAGEMENT & TECHNICAL MANAGEMENT PROFESSIONAL (NH) 

0011 ................................................ BOND SALES PROMOTION. 

0017 ................................................ EXPLOSIVES SAFETY. 

0018 ................................................ SAFETY AND OCCUPATIONAL HEALTH MANAGEMENT. 

0020 ................................................ COMMUNITY PLANNING. 

0023 ................................................ OUTDOOR RECREATION PLANNING. 

0025 ................................................ PARK RANGER. 

0028 ................................................ ENVIRONMENTAL PROTECTION SPECIALIST. 

0030 ................................................ SPORTS SPECIALIST. 

0050 ................................................ FUNERAL DIRECTING. 

0062 ................................................ CLOTHING DESIGN. 

0072 ................................................ FINGERPRINT IDENTIFICATION. 

0080 ................................................ SECURITY ADMINISTRATION. 

0089 ................................................ EMERGENCY MANAGEMENT. 


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SERIES INCLUDED IN THE DOD ACQUISITION WORKFORCE PERSONNEL DEMONSTRATION PROJECT—Continued 

Occupational series number Occupational series title 

0095 ................................................ FOREIGN LAW SPECIALIST. 

0099 ................................................ GENERAL STUDENT TRAINEE. 

0101 ................................................ SOCIAL SCIENCE. 

0106 ................................................ UNEMPLOYMENT INSURANCE. 

0110 ................................................ ECONOMIST. 

0130 ................................................ FOREIGN AFFAIRS. 

0131 ................................................ INTERNATIONAL RELATIONS. 

0135 ................................................ FOREIGN AGRICULTURAL AFFAIRS. 

0136 ................................................ INTERNATIONAL COOPERATION. 

0140 ................................................ WORKFORCE RESEARCH AND ANALYSIS. 

0142 ................................................ WORKFORCE DEVELOPMENT. 

0150 ................................................ GEOGRAPHY. 

0160 ................................................ CIVIL RIGHTS ANALYSIS. 

0170 ................................................ HISTORY. 

0180 ................................................ PSYCHOLOGY. 

0184 ................................................ SOCIOLOGY. 

0185 ................................................ SOCIAL WORK. 

0188 ................................................ RECREATION SPECIALIST. 

0190 ................................................ GENERAL ANTHROPOLOGY. 

0193 ................................................ ARCHEOLOGY. 

0199 ................................................ SOCIAL SCIENCE STUDENT TRAINEE. 

0201 ................................................ HUMAN RESOURCES MANAGEMENT. 

0241 ................................................ MEDIATION. 

0243 ................................................ APPRENTICESHIP AND TRAINING. 

0244 ................................................ LABOR MANAGEMENT RELATIONS EXAMINING. 

0260 ................................................ EQUAL EMPLOYMENT OPPORTUNITY. 

0299 ................................................ HUMAN RESOURCES MANAGEMENT STUDENT TRAINEE. 

0301 ................................................ MISCELLANEOUS ADMINISTRATION AND PROGRAM. 

0306 ................................................ GOVERNMENT INFORMATION. 

0308 ................................................ RECORDS AND INFORMATION MANAGEMENT. 

0340 ................................................ PROGRAM MANAGEMENT. 

0341 ................................................ ADMINISTRATIVE OFFICER. 

0343 ................................................ MANAGEMENT AND PROGRAM ANALYSIS. 

0346 ................................................ LOGISTICS MANAGEMENT. 

0360 ................................................ EQUAL OPPORTUNITY COMPLIANCE. 

0391 ................................................ TELECOMMUNICATIONS. 

0399 ................................................ ADMINISTRATION AND OFFICE SUPPORT STUDENT TRAINEE. 

0401 ................................................ GENERAL NATURAL RESOURCES MANAGEMENT AND BIOLOGICAL SCIENCES. 

0403 ................................................ MICROBIOLOGY. 

0405 ................................................ PHARMACOLOGY. 

0408 ................................................ ECOLOGY. 

0410 ................................................ ZOOLOGY. 

0413 ................................................ PHYSIOLOGY. 

0414 ................................................ ENTOMOLOGY. 

0415 ................................................ TOXICOLOGY. 

0430 ................................................ BOTANY. 

0434 ................................................ PLANT PATHOLOGY. 

0435 ................................................ PLANT PHYSIOLOGY. 

0437 ................................................ HORTICULTURE. 

0440 ................................................ GENETICS. 

0454 ................................................ RANGELAND MANAGEMENT. 

0457 ................................................ SOIL CONSERVATION. 

0460 ................................................ FORESTRY. 

0470 ................................................ SOIL SCIENCE. 

0471 ................................................ AGRONOMY. 

0480 ................................................ FISH AND WILDLIFE ADMINISTRATION. 

0482 ................................................ FISH BIOLOGY. 

0485 ................................................ WILDLIFE REFUGE MANAGEMENT. 

0486 ................................................ WILDLIFE BIOLOGY. 

0487 ................................................ ANIMAL SCIENCE. 

0499 ................................................ BIOLOGICAL SCIENCE STUDENT TRAINEE. 

0501 ................................................ FINANCIAL ADMINISTRATION AND PROGRAM. 

0505 ................................................ FINANCIAL MANAGEMENT. 

0510 ................................................ ACCOUNTING. 

0511 ................................................ AUDITING. 

0512 ................................................ INTERNAL REVENUE AGENT. 

0526 ................................................ TAX SPECIALIST. 

0560 ................................................ BUDGET ANALYSIS. 

0599 ................................................ FINANCIAL MANAGEMENT STUDENT TRAINEE. 

0601 ................................................ GENERAL HEALTH SCIENCE. 

0602 ................................................ MEDICAL OFFICER. 

0603 ................................................ PHYSICIAN ASSISTANT. 


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SERIES INCLUDED IN THE DOD ACQUISITION WORKFORCE PERSONNEL DEMONSTRATION PROJECT—Continued 

Occupational series number Occupational series title 

0610 ................................................ NURSE. 

0630 ................................................ DIETICIAN AND NUTRITIONIST. 

0631 ................................................ OCCUPATIONAL THERAPIST. 

0633 ................................................ PHYSICAL THERAPIST. 

0635 ................................................ KINESIOTHERAPY THERAPIST. 

0637 ................................................ MANUAL ARTS THERAPIST. 

0639 ................................................ EDUCATIONAL THERAPIST. 

0644 ................................................ MEDICAL TECHNOLOGIST. 

0660 ................................................ PHARMACIST. 

0662 ................................................ OPTOMETRIST. 

0665 ................................................ SPEECH PATHOLOGY AND AUDIOLOGY. 

0668 ................................................ PODIATRIST. 

0669 ................................................ MEDICAL RECORDS ADMINISTRATION. 

0671 ................................................ HEALTH SYSTEMS SPECIALIST. 

0680 ................................................ DENTAL OFFICER. 

0690 ................................................ INDUSTRIAL HYGIENE. 

0699 ................................................ MEDICAL AND HEALTH STUDENT TRAINEE. 

0701 ................................................ VETERINARY MEDICAL SCIENCE. 

0799 ................................................ VETERINARY STUDENT TRAINEE. 

0801 ................................................ GENERAL ENGINEERING. 

0803 ................................................ SAFETY ENGINEERING. 

0804 ................................................ FIRE PROTECTION ENGINEERING. 

0806 ................................................ MATERIALS ENGINEERING. 

0807 ................................................ LANDSCAPE ARCHITECTURE. 

0808 ................................................ ARCHITECTURE. 

0810 ................................................ CIVIL ENGINEERING. 

0819 ................................................ ENVIRONMENTAL ENGINEERING. 

0830 ................................................ MECHANICAL ENGINEERING. 

0840 ................................................ NUCLEAR ENGINEERING. 

0850 ................................................ ELECTRICAL ENGINEERING. 

0854 ................................................ COMPUTER ENGINEERING. 

0855 ................................................ ELECTRONICS ENGINEERING. 

0858 ................................................ BIOMEDICAL ENGINEERING. 

0861 ................................................ AEROSPACE ENGINEERING. 

0871 ................................................ NAVAL ARCHITECTURE. 

0880 ................................................ MINING ENGINEERING. 

0881 ................................................ PETROLEUM ENGINEERING. 

0890 ................................................ AGRICULTURAL ENGINEERING. 

0893 ................................................ CHEMICAL ENGINEERING. 

0896 ................................................ INDUSTRIAL ENGINEER. 

0899 ................................................ ENGINEERING AND ARCHITECTURE STUDENT TRAINEE. 

0901 ................................................ GENERAL LEGAL AND KINDRED ADMINISTRATION. 

0904 ................................................ LAW CLERK. 

0905 ................................................ GENERAL ATTORNEY. 

0950 ................................................ PARALEGAL SPECIALIST. 

0958 ................................................ EMPLOYEE BENEFITS LAW. 

0965 ................................................ LAND LAW EXAMINING. 

0967 ................................................ PASSPORT AND VISA EXAMINING. 

0987 ................................................ TAX LAW SPECIALIST. 

0991 ................................................ WORKERS’ COMPENSATION CLAIMS EXAMINING. 

0993 ................................................ RAILROAD RETIREMENT CLAIMS EXAMINING. 

0996 ................................................ VETERANS CLAIMS EXAMINING. 

0999 ................................................ LEGAL OCCUPATIONS STUDENT TRAINEE. 

1001 ................................................ GENERAL ARTS AND INFORMATION. 

1008 ................................................ INTERIOR DESIGN. 

1010 ................................................ EXHIBITS SPECIALIST. 

1015 ................................................ MUSEUM CURATOR. 

1016 ................................................ MUSEUM SPECIALIST. 

1020 ................................................ ILLUSTRATOR. 

1035 ................................................ PUBLIC AFFAIRS. 

1040 ................................................ LANGUAGE SPECIALIST. 

1056 ................................................ ART SPECIALIST. 

1060 ................................................ PHOTOGRAPHY. 

1071 ................................................ AUDIOVISUAL PRODUCTION. 

1082 ................................................ WRITING AND EDITING. 

1083 ................................................ TECHNICAL WRITING AND EDITING. 

1084 ................................................ VISUAL INFORMATION. 

1099 ................................................ INFORMATION AND ARTS STUDENT TRAINEE. 

1101 ................................................ GENERAL BUSINESS AND INDUSTRY. 

1102 ................................................ CONTRACTING. 

1103 ................................................ INDUSTRIAL PROPERTY MANAGEMENT. 

1104 ................................................ PROPERTY DISPOSAL. 


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SERIES INCLUDED IN THE DOD ACQUISITION WORKFORCE PERSONNEL DEMONSTRATION PROJECT—Continued 

Occupational series number Occupational series title 

1109 ................................................ GRANTS MANAGEMENT. 

1130 ................................................ PUBLIC UTILITIES SPECIALIST. 

1140 ................................................ TRADE SPECIALIST. 

1144 ................................................ COMMISSARY MANAGEMENT. 

1145 ................................................ AGRICULTURE PROGRAM SPECIALIST. 

1146 ................................................ AGRICULTURAL MARKETING. 

1147 ................................................ AGRICULTURAL MARKET REPORTING. 

1150 ................................................ INDUSTRIAL SPECIALIST. 

1160 ................................................ FINANCIAL ANALYSIS. 

1163 ................................................ INSURANCE EXAMINING. 

1165 ................................................ LOAN SPECIALIST. 

1169 ................................................ INTERNAL REVENUE OFFICER. 

1170 ................................................ REALTY. 

1171 ................................................ APPRAISING. 

1173 ................................................ HOUSING MANAGEMENT. 

1176 ................................................ BUILDING MANAGEMENT. 

1199 ................................................ BUSINESS AND INDUSTRY STUDENT TRAINEE. 

1210 ................................................ COPYRIGHT. 

1220 ................................................ PATENT ADMINISTRATION. 

1221 ................................................ PATENT ADVISER. 

1222 ................................................ PATENT ATTORNEY. 

1223 ................................................ PATENT CLASSIFYING. 

1224 ................................................ PATENT EXAMINING. 

1226 ................................................ DESIGN PATENT EXAMINING. 

1299 ................................................ COPYRIGHT AND PATENT STUDENT TRAINEE. 

1301 ................................................ GENERAL PHYSICAL SCIENCE. 

1306 ................................................ HEALTH PHYSICS. 

1310 ................................................ PHYSICS. 

1313 ................................................ GEOPHYSICS. 

1315 ................................................ HYDROLOGY. 

1320 ................................................ CHEMISTRY. 

1321 ................................................ METALLURGY. 

1330 ................................................ ASTRONOMY AND SPACE SCIENCE. 

1340 ................................................ METEOROLOGY. 

1350 ................................................ GEOLOGY. 

1360 ................................................ OCEANOGRAPHY. 

1370 ................................................ CARTOGRAPHY. 

1372 ................................................ GEODESY. 

1373 ................................................ LAND SURVEYING. 

1380 ................................................ FOREST PRODUCTS TECHNOLOGY. 

1382 ................................................ FOOD TECHNOLOGY. 

1384 ................................................ TEXTILE TECHNOLOGY. 

1386 ................................................ PHOTOGRAPHIC TECHNOLOGY. 

1397 ................................................ DOCUMENT ANALYSIS. 

1399 ................................................ PHYSICAL SCIENCE STUDENT TRAINEE. 

1410 ................................................ LIBRARIAN. 

1412 ................................................ TECHNICAL INFORMATION SERVICES. 

1420 ................................................ ARCHIVIST. 

1499 ................................................ LIBRARY AND ARCHIVES STUDENT TRAINEE. 

1501 ................................................ GENERAL MATHEMATICS. 

1510 ................................................ ACTUARIAL SCIENCE. 

1515 ................................................ OPERATIONS RESEARCH. 

1520 ................................................ MATHEMATICS. 

1529 ................................................ MATHEMATICAL STATISTICS. 

1530 ................................................ STATISTICS. 

1540 ................................................ CRYPTOGRAPHY. 

1541 ................................................ CRYPTANALYSIS. 

1550 ................................................ COMPUTER SCIENCE. 

1599 ................................................ MATHEMATICS AND STATISTICS STUDENT TRAINEE. 

1601 ................................................ EQUIPMENT, FACILITIES, AND SERVICES. 

1630 ................................................ CEMETARY ADMINISTRATION SERVICES. 

1640 ................................................ FACILITY OPERATIONS SERVICES. 

1654 ................................................ PRINTING SERVICES. 

1667 ................................................ FOOD SERVICES. 

1670 ................................................ EQUIPMENT SERVICES. 

1699 ................................................ EQUIPMENT, FACILITIES, AND SERVICES STUDENT TRAINEE. 

1701 ................................................ GENERAL EDUCATION AND TRAINING. 

1702 ................................................ EDUCATION AND TRAINING. 

1710 ................................................ EDUCATION AND VOCATIONAL TRAINING. 

1712 ................................................ TRAINING INSTRUCTION. 

1715 ................................................ VOCATIONAL REHABILITATION. 

1720 ................................................ EDUCATION PROGRAM. 


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SERIES INCLUDED IN THE DOD ACQUISITION WORKFORCE PERSONNEL DEMONSTRATION PROJECT—Continued 

Occupational series number Occupational series title 

1725 ................................................ PUBLIC HEALTH EDUCATOR. 

1730 ................................................ EDUCATION RESEARCH. 

1740 ................................................ EDUCATION SERVICES. 

1750 ................................................ INSTRUCTIONAL SYSTEMS. 

1799 ................................................ EDUCATION STUDENT TRAINEE. 

1801 ................................................ GENERAL INSPECTION, INVESTIGATION, ENFORCEMENT, AND COMPLIANCE. 

1802 ................................................ COMPLIANCE INSPECTION AND SUPPORT. 

1810 ................................................ GENERAL INVESTIGATION. 

1822 ................................................ MINE SAFETY AND HEALTH INSPECTION. 

1825 ................................................ AVIATION SAFETY. 

1849 ................................................ WAGE AND HOUR INVESTIGATION. 

1862 ................................................ CONSUMER SAFETY INSPECTION. 

1863 ................................................ FOOD INSPECTION. 

1889 ................................................ IMPORT COMPLIANCE. 

1895 ................................................ CUSTOMS AND BORDER PROTECTION. 

1899 ................................................ INVESTIGATION STUDENT TRAINEE. 

1910 ................................................ QUALITY ASSURANCE. 

1980 ................................................ AGRICULTURAL COMMODITY GRADING. 

1999 ................................................ QUALITY INSPECTION STUDENT TRAINEE. 

2001 ................................................ GENERAL SUPPLY. 

2003 ................................................ SUPPLY PROGRAM MANAGEMENT. 

2010 ................................................ INVENTORY MANAGEMENT. 

2030 ................................................ DISTRIBUTION FACILITIES AND STORAGE MANAGEMENT. 

2032 ................................................ PACKAGING. 

2099 ................................................ SUPPLY STUDENT TRAINEE. 

2101 ................................................ TRANSPORTATION SPECIALIST. 

2110 ................................................ TRANSPORTATION INDUSTRY ANALYSIS. 

2121 ................................................ RAILROAD SAFETY. 

2123 ................................................ MOTOR CARRIER SAFETY. 

2125 ................................................ HIGHWAY SAFETY. 

2130 ................................................ TRAFFIC MANAGEMENT. 

2150 ................................................ TRANSPORTATION OPERATIONS. 

2152 ................................................ AIR TRAFFIC CONTROL. 

2161 ................................................ MARINE CARGO. 

2181 ................................................ AIRCRAFT OPERATIONS. 

2183 ................................................ AIR NAVIGATION. 

2199 ................................................ TRANSPORTATION STUDENT TRAINEE. 

2210 ................................................ INFORMATION TECHNOLOGY MANAGEMENT. 

2299 ................................................ INFORMATION TECHNOLOGY STUDENT TRAINEE 

TECHNICAL MANAGEMENT SUPPORT (NJ) 

0019 ................................................ SAFETY TECHNICIAN. 

0021 ................................................ COMMUNITY PLANNING TECHNICIAN. 

0102 ................................................ SOCIAL SCIENCE AID AND TECHNICIAN. 

0181 ................................................ PSYCHOLOGY AID AND TECHNICIAN. 

0187 ................................................ SOCIAL SERVICES. 

0332 ................................................ COMPUTER OPERATION. 

0342 ................................................ SUPPORT SERVICES ADMINISTRATION. 

0390 ................................................ TELECOMMUNICATIONS PROCESSING. 

0392 ................................................ GENERAL TELECOMMUNICATIONS. 

0404 ................................................ BIOLOGICAL SCIENCE TECHNICIAN. 

0421 ................................................ PLANT PROTECTION TECHNICIAN. 

0455 ................................................ RANGE TECHNICIAN. 

0458 ................................................ SOIL CONSERVATION TECHNICIAN. 

0459 ................................................ IRRIGATION SYSTEM OPERATION. 

0462 ................................................ FORESTRY TECHNICIAN. 

0592 ................................................ TAX EXAMINING. 

0620 ................................................ PRACTICAL NURSE. 

0621 ................................................ NURSING ASSISTANT. 

0622 ................................................ MEDICAL SUPPLY AIDE AND TECHNICIAN. 

0625 ................................................ AUTOPSY ASSISTANT. 

0646 ................................................ PATHOLOGY TECHNICIAN. 

0647 ................................................ DIAGNOSTIC RADIOLOGIC TECHNOLOGIST. 

0648 ................................................ THERAPEUTIC RADIOLOGIC TECHNOLOGIST. 

0649 ................................................ MEDICAL INSTRUMENT TECHNICIAN. 

0650 ................................................ MEDICAL TECHNICAL ASSISTANT. 

0664 ................................................ RESTORATION TECHNICIAN. 

0667 ................................................ ORTHOTIST AND PROSTHETIST. 

0672 ................................................ PROSTHETIC REPRESENTATIVE. 

0675 ................................................ MEDICAL RECORDS TECHNICIAN. 

0679 ................................................ MEDICAL SUPPORT ASSISTANCE. 


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SERIES INCLUDED IN THE DOD ACQUISITION WORKFORCE PERSONNEL DEMONSTRATION PROJECT—Continued 

Occupational series number Occupational series title 

0681 ................................................ DENTAL ASSISTANT. 

0698 ................................................ ENVIRONMENTAL HEALTH TECHNICIAN. 

0802 ................................................ ENGINEERING TECHNICAL. 

0809 ................................................ CONSTRUCTION CONTROL TECHNICAL. 

0817 ................................................ SURVEY TECHNICAL. 

0818 ................................................ ENGINEERING DRAFTING. 

0856 ................................................ ELECTRONICS TECHNICAL. 

0873 ................................................ MARINE SURVEY TECHNICAL. 

0895 ................................................ INDUSTRIAL ENGINEERING TECHNICAL. 

0962 ................................................ CONTACT REPRESENTATIVE. 

0963 ................................................ LEGAL INSTRUMENTS EXAMINING. 

0990 ................................................ GENERAL CLAIMS EXAMINING. 

0992 ................................................ LOSS AND DAMAGE CLAIMS EXAMINING. 

0995 ................................................ DEPENDENT AND ESTATES CLAIMS EXAMINING. 

1016 ................................................ MUSEUM AID AND TECHNICIAN. 

1152 ................................................ PRODUCTION CONTROL. 

1202 ................................................ PATENT TECHNICIAN. 

1211 ................................................ COPYRIGHT TECHNICIAN. 

1311 ................................................ PHYSICAL SCIENCE TECHNICIAN. 

1316 ................................................ HYDROLOGIC TECHNICIAN. 

1341 ................................................ METEOROLOGICAL TECHNICIAN. 

1371 ................................................ CARTOGRAPHIC TECHNICIAN. 

1374 ................................................ GEODETIC TECHNICIAN. 

1411 ................................................ LIBRARY TECHNICIAN. 

1421 ................................................ ARCHIVES TECHNICIAN. 

1521 ................................................ MATHEMATICS TECHNICIAN. 

1531 ................................................ STATISTICAL ASSISTANT. 

1658 ................................................ LAUNDRY OPERATIONS. 

1702 ................................................ EDUCATION AND TRAINING TECHNICIAN. 

2005 ................................................ SUPPLY CLERICAL AND TECHNICIAN. 

2185 ................................................ AIRCREW TECHNICIAN 

ADMINISTRATIVE SUPPORT (NK) 

0029 ................................................ ENVIRONMENTAL PROTECTION ASSISTANT. 

0085 ................................................ SECURITY GUARD. 

0086 ................................................ SECURITY CLERICAL AND ASSISTANCE. 

0105 ................................................ SOCIAL INSURANCE ADMINISTRATION. 

0107 ................................................ HEALTH INSURANCE ADMINISTRATION. 

0119 ................................................ ECONOMICS ASSISTANT. 

0186 ................................................ SOCIAL SERVICES AID AND ASSISTANCE. 

0189 ................................................ RECREATION AID AND ASSISTANCE. 

0203 ................................................ HUMAN RESOURCES ASSISTANCE. 

0204 ................................................ MILITARY PERSONNEL CLERICAL AND TECHNICIAN. 

0303 ................................................ MISCELLANEOUS CLERK AND ASSISTANT. 

0304 ................................................ INFORMATION RECEPTIONIST. 

0305 ................................................ MAIL AND FILE. 

0309 ................................................ CORRESPONDENCE CLERK. 

0313 ................................................ WORK UNIT SUPERVISING. 

0318 ................................................ SECRETARY. 

0319 ................................................ CLOSED MICROPHONE REPORTING. 

0322 ................................................ CLERK–TYPIST. 

0326 ................................................ OFFICE AUTOMATION CLERICAL AND ASSISTANCE. 

0335 ................................................ COMPUTER CLERK AND ASSISTANCE. 

0344 ................................................ MANAGEMENT AND PROGRAM CLERICAL AND ASSISTANCE. 

0350 ................................................ EQUIPMENT OPERATOR. 

0356 ................................................ DATA TRANSCRIBER. 

0357 ................................................ CODING. 

0361 ................................................ EQUAL OPPORTUNITY ASSISTANCE. 

0382 ................................................ TELEPHONE OPERATING. 

0394 ................................................ COMMUNICATIONS CLERICAL. 

0503 ................................................ FINANCIAL CLERICAL AND TECHNICIAN. 

0525 ................................................ ACCOUNTING TECHNICIAN. 

0530 ................................................ CASH PROCESSING. 

0540 ................................................ VOUCHER EXAMINING. 

0544 ................................................ CIVILIAN PAY. 

0545 ................................................ MILITARY PAY. 

0561 ................................................ BUDGET CLERICAL AND ASSISTANCE. 

0986 ................................................ LEGAL ASSISTANCE. 

0998 ................................................ CLAIMS ASSISTANCE AND EXAMINING. 

1016 ................................................ MUSEUM AID. 

1087 ................................................ EDITORIAL ASSISTANCE. 


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SERIES INCLUDED IN THE DOD ACQUISITION WORKFORCE PERSONNEL DEMONSTRATION PROJECT—Continued 

Occupational series number Occupational series title 

1105 ................................................ PURCHASING. 

1106 ................................................ PROCUREMENT CLERICAL AND TECHNICIAN. 

1107 ................................................ PROPERTY DISPOSAL CLERICAL AND TECHNICIAN. 

1603 ................................................ EQUIPMENT, FACILITIES, AND SERVICES ASSISTANCE. 

2091 ................................................ SALES STORE CLERICAL. 

2102 ................................................ TRANSPORTATION CLERK AND ASSISTANT. 

2131 ................................................ FREIGHT RATE. 

2135 ................................................ TRANSPORTATION LOSS AND DAMAGE CLAIMS EXAMINING. 

2144 ................................................ CARGO SCHEDULING. 

2151 ................................................ DISPATCHING. 

2154 ................................................ AIR TRAFFIC ASSISTANCE. 

Appendix D 

Definitions of Career Paths and 

Corresponding Broadband Levels 

Career Path: Business Management and 

Technical Management Professional 

Includes professional and management 

positions in science, engineering, medicine, 

and business management. These positions 

often have positive degree requirements. 

Level I. Includes student trainees. 

Education and employment must be part of 

a formal student employment program. 

Specific, clear and detailed instructions and 

supervision are given. The level of education 

and experience completed is a major 

consideration in establishing the level of onthe-job training and work assignments. 

Level II. This is the entry or developmental 

stage, preparing employees for the full and 

independent performance of their work. 

Specific, clear, and detailed instructions and 

supervision are given upon entry; recurring 

assignments are carried out independently. 

Conducts successive activities with 

objectives and priorities identified by 

supervisor or team leader; assistance given 

on new or unusual projects or situations. 

Finished work is reviewed to ensure 

accuracy and technical soundness. 

Level III. This is the advanced 

developmental/target career level of this 

career path. Employee plans and carries out 

assignments independently; conceives and 

defines solutions to highly complex 

problems; analyzes, interprets, and reports 

findings of projects; and guides technical and 

programmatic work of team members in 

comparable junior grades. Completed work 

and reports are reviewed for feasibility, 

compatibility with other work or 

effectiveness in meeting requirements or 

expected results. 

Level IV. Professionals at this level are 

experts within their functional areas; heads 

of branches or divisions; or key program 

administrators. Conducts or directs activities 

or assists higher levels on challenging and 

innovative program development with only 

general guidance on policy, resources and 

planning; develops solutions to highly 

complex problems requiring various 

disciplines; responsible for fulfilling program 

objectives. Results are authoritative and 

impact programs or the well-being of 

substantial numbers of people. 

Career Path: Technical Management Support 

Includes nonprofessional positions that 

support science and engineering activities 

through application of various skills in areas 

such as the following: engineering, physical, 

chemical, biological, medical, and 

mathematical sciences. 

Level I. This includes trainees who develop 

technical support knowledge through actual 

work experience. Performs repetitive tasks 

using knowledge of standardized procedures 

and operations. Receives specific, clear and 

detailed instruction and supervision. 

Completed work is reviewed for technical 

soundness. 

Level II. Technicians at this level require a 

practical knowledge of standard procedures 

in a technical field. Skill in applying 

knowledge of basic principles, concepts, and 

methodology of occupational and/or 

technical methods is required. Carries out 

prescribed procedures and relies heavily on 

precedent methods. Work is reviewed for 

technical adequacy and accuracy, and 

adherence to instructions. 

Level III. This is the advanced 

developmental level of this career path, 

requiring extensive training or experience. 

Work requires some adapting of existing 

precedents or techniques. Receives outline of 

objectives desired and description of 

operating characteristics and theory 

involved. Completed assignments are 

reviewed for compliance with instructions, 

adequacy, judgment, and satisfaction of 

requirements. 

Level IV. Technicians at this level are 

considered to have professional level 

knowledge of a specific field. Receives 

general guidance on overall objectives and 

resources. Conceives, recommends, and tests 

new techniques or methods. Completed work 

is reviewed for overall soundness and 

compliance with overall project objectives. 

Career Path: Administrative Support 

Includes clerical, secretarial and assistant 

work in nonscientific/engineering 

occupations. 

Level I. This entry level, which includes 

student trainees as well as others with some 

experience, requires a fundamental 

knowledge of clerical/administrative field. 

Developmental assignments may be given 

which lead to duties at a higher group level. 

Performs repetitive tasks; specific, clear, and 

detailed instruction and supervision; with 

more experience utilizes knowledge of 

standardized procedures and operations. 

Assistance is given on new or unusual 

projects. Completed work is reviewed for 

technical soundness. 

Level II. This is the journey level that 

requires knowledge of standardized rules, 

procedures or operations requiring 

considerable training. General guidance is 

received on overall objectives and resources. 

Completed assignments may be reviewed for 

overall soundness or meeting expected 

results. 

Level III. This is the senior level that 

requires knowledge of extensive procedures 

and operations requiring extensive training. 

Receives general guidance on overall 

resources and objectives. Skilled in applying 

knowledge of basic principles, concepts and 

methodology of administrative occupation 

and/or technical methods. Results are 

accepted as authoritative and normally 

without significant change. 

Appendix E 

Classification Level and Appraisal Factors 

AcqDemo has three distinct career paths 

where AcqDemo occupations with similar 

characteristics are grouped together to 

facilitate classification of positions, 

contribution appraisal assessments, and 

compensation decisions. The career paths are 

designated as Business Management and 

Technical Management Professional, Pay 

Plan NH; Technical Management Support, 

Pay Plan NJ; and Administrative Support, 

Pay Plan NK. 

AcqDemo provides definitions for each of 

the career paths and corresponding 

broadband levels within them. Classification 

factors comprised of expected contribution 

criteria and broadband level descriptors and 

discriminators, as aligned to the three career 

paths and broadband levels, will be used for 

both classification of a position and 

assessment of an employee’s contribution. 

While the descriptors indicate the level, 

scope, complexity, and difficulty of the 

duties and type of contribution appropriate at 

the upper end of each broadband level, a 

broadband may actually contain an array of 

positions with varying levels of work, 

responsibilities, and value. These attributes 

range from just above the upper end on the 

next lower broadband level to an employee’s 

position to the upper end of the employee’s 

position as defined by an organization’s 

position management structure needed to 

accomplish its mission. This structure in turn 


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would be used to set the stage for 

determination of position classification, 

contribution assessment (Overall 

Contribution Score (OCS) and performance 

appraisal), and ultimately compensation 

decisions. 

Descriptors are not to be used individually 

to determine position classification or assess 

contributions, but rather are to be taken as a 

group to derive a single evaluation of each 

factor. The three factor evaluations when 

taken as a whole result in either a 

classification determination of broadband 

level for the position or an OCS and 

performance appraisal for contribution 

assessment depending on the action being 

addressed. The career paths and their 

associated broadband levels, referenced 

General Schedule grades, and Overall 

Contribution Score range are shown in the 

figure below as a reference tool. 


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EN09NO17.004</GPH>sradovich on DSK3GMQ082PROD with NOTICES2

Classification Level and Appraisal Descriptors Reference Tool 

Business Management and Technical Management Professional (NH) Career Path 

Broadband Levels: I II III IV 

Referenced GS Grades: GS-1 to 4 GS-5 to 11 GS-12 and 13 GS-14 and 

OCS14 Ranges: 0-29 22-66 61-83 79 -100 

Technical Mana ement Support (NJ) Career Path 

Broadband Levels: I II III IV Very High S

Referenced GS Grades: GS-1 to 4 GS-5 to 8 GS-9 to 11 GS-12 and 13 N/A 

OCS Ranges: 0-29 22-51 43-66 61-83 87, 91, or 

Administrative Support (NK) Career Path 

Broadband Levels: I II III Very High Score 

Referenced GS Grades: GS-1 to 4 GS-5 to 7 GS-8 to 10 N/A 

OCS Ranges: 0-29 22-46 38-61 64,67,or70 

14 OCS =Overall Contribution Score 

EN09NO17.005</GPH>sradovich on DSK3GMQ082PROD with NOTICES2

CAREER PATH: Business Management and Technical Management (NH) 

FACTOR: 1. Job Achievement and/or Innovation FACTOR DESCRIPTION: This factor captures qualifications, critical thinking, calculated risks, problem solving, leadership, supervision, and pers

appropriate for the positions classified to the broadband levels of the Nil career path. 

Expected Contribution Criteria 

Produces desired results, in the 

needed timeframe, with the 

appropriate level of supervision 

through the use of appropriate 

knowledge, skills, abilities and 

understanding of the technical 

requirements of the job. Achieves. 

demonstrates and tnaintains the 

appropriate qualifications necessary to 

assume and execute key acquisition 

and/or support requirements. 

Demonstrates skilled critical thinking 

in identifying, analyzing and solving 

complex issues, as appropriate. Takes 

and displays personal accountability 

in leading, overseeing, guiding, and/or 

managing programs and projects within assigned areas of 

responsibility. 

Work is timely, efficient and of 

acceptable quality. Completed work 

meets project/program objectives. 

Leadership and/or supervision 

effectively promotes commitment to 

organization goals. Flexibility. 

adaptability, and decisiveness are exercised appropriately. 

!'or Supervisors (as appropriate): 

Recruits, develops, motivates, and 

rdains quality team in 

accordance with EEO/ AA and Merit 

System Principles. Takes 

tirnely/appropriate personnel actions, 

communicates mission and 

organizational goals; by example, creates a positive, safe, and 

challenging work environment; 

distributes work and empowas team 

memhers. 

Classification Level and Appraisal Descriptors 

NH Levell (Score Range 

• Proactively seeks opportunities to contribute to assigned tasks. 

• Seeks and takes advantage of development opportunities. Takes initiative to pursue completion of qualification requirements. 

• Etlectively accepts feedback on assigned and accomplished work, and incorporates it to create a better end product. 

• Resolves routine problems within established guidelines. Seeks assistance as required. • Takes initiative in determining and implementing appropriate procedures. 

• Conducts activities on a collective task: assists supervisor, or other appropriate personnel, as needed. 

NH Level II (Score 2

• Actively contributes as a temnmetnber/leader; provides insight and reconunends chm1ges or solutions to probletns. 

• Identifies and pursues individualltean1 development opportunities. Achieves and maintain.;; qualification and certification requiretn

• Proactively guides, coordinates, and consults with others to accomplish projects. assuming ownership of personal processes and pr

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

• Adapts existing plans and techniques to accmnplish complex projects/progrmns. Recmmnends improvernents to the design or oper

systems. equipment, or processes. 

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

NH Level III (Score Range 6

Considered a functionallk<.:hnical by others in the organization; is regularly sought out by others for advi(.;e and assistam:e. 

Pursues or creates ccrtification, qualification, and/or developtnental prograrns and oppmtunities for self and others. 

Guides, motivates, and oversees the activities of individuals and teams with focus on project/ program issues. Assumes ownership 

processes and products, as appropriate. 

Develops, integrates, and irnplernents solutions to diverse, highly complex problems across multiple areas and disciplines. 

Develops plans and techniques to fit new situations to in1prove overall progran1 and policies. Establishes precedent.;; in application 

problem-solving techniques to enhance existing processes. 

Defines. directs. or leads highly challenging projects/programs. 

NHLevelN (Score Range 7

Recognized as a technical/functional authority within and outside of the organization. 

Fosters the development of others by providing guidance or sharing expertise. Directs assignments to encourage employee develop

and cross-functional growth to meet organizational needs. Pursues professional self-development. 

Leads, defines, n1anages, and ink grates efforts of several groups or teams. Assumes and assigns ownership of processes and pro du

appropriate. 

Assesses and provides strategic direction for resolution of mission-critical problems. policies, and procedures. 

Works with senior management to establish new fundamental concepts and criteria and stimulate the development of new policies

methodologies, and techniques. Converts goals into progrmns or policies. 

• Defines, establishes, and direct.;; organizational focus on challenging and highly complex projects/progran1s. 

VERY HIGH SCORE (Mid-level Descriptors) (Three scores available--lOS

• In addition to fully meeting the expected contribution criteria: 

• Contributed results substantially beyond what was expected in the face of extremely difficult obstacles; contributions were e

impact to the stated exl'ectations for the goals/objectives described in the contribution plan. 

Created novel and innovative business methods and processes that contributed substantially beyond expectations to accompl

mission of the organization. 

EN09NO17.006</GPH>sradovich on DSK3GMQ082PROD with NOTICES2

Demonstrated the highest standards of professionalism estahlishing the model for others to follow. Accomplishments and ou

thev contributed to the ex1raordinarv success of the organization in exceeding its mission goals and obiectives for the vear. 

CAREER PATH: Business Management and Technical Management (NH) 

FACTOR: 2. Communication and/or Teamwork FACTOR DESCRIPTION: This factor captures communication, both verbal and written; interactions with customers, coworkers. and group

functional boundaries appropriate for the positions classified to the broadband levels of the NH career path. 

Expected 

Contribution Criteria Classification Level and A1mraisal Descriptors 

Effectively communicates, verbally NH Levell (Score Range 

and in writing: as needed to . Clearly explains status/results of assigned tasks . 

coordinate work and keep chain-of- . Provides timely data and written analyses for input to management/technical reports or contractual documents. 

command, coworkers and customers . Contributes ideas in own area of expertise. Interacts cooperatively with others. 

informed of work-relakd issues, . Routinely completes assigmuents, as required, in support of team goals. 

developments and statuses. Actively 

seeks and promotes diverse ideas and 

inputs. Works well with and in NH Level II (Score 2

groups, and with others to accomplish . Presents infonnational briefings. 

mission requiretnents. . \\'rites, or is a major contrihutor to, management!technlcal report" or contractual documents. 

Work is timely, efficient, and of 

. Uses varied approaches to resolve or collaborate on projects/programs issues. Facilitates cooperative interactions with others. 

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

are clear, concise, and at the appropriate level. Personal and NH Level III (Score Range 6

organiLational interadions exhibit and . Present" hrietlngs to ohtain consensus/approval. 

fosterteamwork. l'lexlhility, . Reviews and approves, or is a major contributor to/ lead author of, management reports or contractual documents for e'-1cmal distr

adaptability, and decisiveness are 

exercised appropriately. Provides inputs to policies. 

. Introdw:.:es and/or in1plements innovative approal'hes to resolve unusual/difficult issues significantly impacting important policies 

progran1s. Protuotes and 1uaintains environment of cooperation and teamwork. 

. Leads and guides others in formulating and executing team plans. Sought by team members to contribute to teaming effort. 

NH Level IV (Score Range 7

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

. Prepares, reviews, and approves 1naj or reports or policies of organization for internal and external distribution. Resolves diverse 

viewpoints/ controversial issues. 

. Solves broad organizational issues. Implements strategic plans within and across organizational components. Ensures a cooperati

temnwork environment. 

. Leads/guides \Vorkforce in achieving organizational goals. Participates on high-level teams. Is sought out for solutions m1d/or str

VERY HIGH SCORE (Mid-level Descriptors) (Three scores available--lOS, 110

. In addition to fully meeting the expected contribution criteria: 

. Contributed results substantially beyond what was expected in the face of extremely diiTiculL obstades; contributions were e

impact to the stated expectations for the goals/ohjectives descrihed in the contrihution plan; 

. Created novel and innovative business methods and processes that contributed substantially beyond expectations to accompl

mission of tht! organiLation; and/ or 

. Demonstrated the highest standards of professionalism establishing the model for others to follow. Accomplishments and ou

they contributed to the ex1raordinary success of the organization in exceeding its mission goals and objectives for the year. 

CAREER PATH: Business Management and Technical Management (NH) 

EN09NO17.007</GPH>sradovich on DSK3GMQ082PROD with NOTICES2

FACTOR: 3. Mission Support FACTOR DESCRIPTION: Tllis factor captures m1derstanding and execution of orgmlizational goals and priorities; working with customers to 

of their requirements; monitoring and influencing cost parameters or work, tasks, a11d projects; and establishing priorities that reflect mission an

for the positions classified to the broadband levels of the NH career path. 

Expected 

Contribution Criteria 

Possesses an operational 

understanding of organizational goals 

and priorities and fully complies with administrative policies, regulations and procedures when performing job 

operations. Work<;;, with customers to develop a mutual understanding of 

their requirements. Probes tOr detail, 

as appropriak, and pays attention to 

crucial details of needs or requests. 

Monitors and influences cost 

parameters of work, tasks and 

projects, ensuring an optimum halancc between cost and value. Establishes priorities that reflect mission and 

organizational needs. 

Work is timely, efficient. and of 

acceptable quality. Completed work 

meets project/program objectives. 

Personal and organi7ationa1 

interactions enhance customer 

relations and actively promote rapport with customers. Resources are 

utilized effectively to accomplish 

mission. Flexibility. adaptability. and 

decisiveness are exercised 

appropriately. 

Classification Level and Appraisal Descriptors 

NH Level I (Score Range 0

• Performs assigned tasks within area of responsibility; identifies situations to supervisor or other appropriate personnel when existing 

guidelines do not apply. 

• Participates as a teamtnember in meeting customer needs. 

• Productively plans individual time and assigned resources to accomplish tasks. 

• Effectively accomplishes assigned tasks. 

NH Level II (Score Range 22 

• Identifies and resolves conventional prohlcms which may require deviations from accepted policies or instructions. 

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

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

• Effectively accomplishes projects' /progrmno;;,' goals within established resource guidelines. 

NH J,evel III (Score Range 61 - 

• A.nticipates problems, develops sound solutions and action plans to ensure progrmn/mission accomplishment. 

• Establishes customer alliances, anticipates and fulfills customer needs. and translates customer needs to programs/projects. 

• Identifies and optimizes resources to accomplish multiple project-;'/programs' goals. 

• EITeclively accomplishes multiple projecls'/programs' goals within established guidelines. 

Nil Level IV Range 79- 

• Defines, integrates, and impletnents strategic direction for vital programs with long-term impact on large numbers of people. Initiate

actions to resolve major organizational issues. Promulgates innovative solutions and methodologies. 

• Assess and promulgate, fiscal, and other factors affecting customer and program/project needs. \Vorks with customer at managemen

levels to resolve problems affecting programs/projects (e.g., problems that involve detennining priorities and resolving conflicts amo

customers' requiretnents ). 

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

Optimizes, controls, and manages all resources across projects/programs. Develops and integrates innovative approaches to attain go

and minimize expenditures. 

VERY HIGH SCORE (Mid-level Desciipt01-s) (Three score• available--lOS, 110, o

• In addition to fully n1eeting the expected contribution criteria: 

• Contributed results substantially beyond what was expected in the face of e>.iremely difficult obstacles; contributions were exe

impact to the stated expectations for the goals/objectives described in the contribution plan; 

• Created novel and innovative business methods and processes that contributed substantially beyond expectations to accomplish

mission of the organization; and/or 

• Demonstrated the highest standards of professionalism establishing the model for others to follovv. Accomplishments and outco

they contributed to the exiraordinary success of the organization in exceeding its mission goals and objectives for the year. 

EN09NO17.008</GPH>sradovich on DSK3GMQ082PROD with NOTICES2

CAREER PATH: Technical Management Support (NJ) 

FACTOR: 1. Job Achievement and/or Innovation FACTOR DESCRIPTION: This factor captures qualifications, critical thinking, calculated risks, problem solving, leadership, supervision, an

appropriate for the positions classified to the broadband levels of the NJ career path. 

Expected 

Contribution Criteria 

Produces desired results, in the 

needed timeframe, with 

appropriate level of supervision 

through the use of appropriate 

knowledge, skills, abilities and 

understanding of the technical 

requirements of the job. Achieves, 

denwnstrates and maintains the 

appropriate qualifications necessary to 

assume and execute key acquisition 

and/or support requirements. 

Demonstrates skilled critical thinking 

in analyt:ing and solving 

cmnplex is-sues, as appropriate. Takes 

and displays personal accountability 

in leading, overseeing, guiding, and/or 

managing programs and projects 

within assigned areas of 

responsibility. 

Work is timely, efficient and of 

acceptable quality. Completed work 

meets project/program objectives. 

Leadership and/or supervision 

effectively prmnotes. cmnmittnent to 

organization goals. Flexibility, adaptahlllty, and decisiveness are 

exercised appropriately. 

For Supervisors (as appropriate): 

Recruits, develops: nwtivates, and 

retains quality team metnbers in 

accordance with F.F.O/ AA and Merit 

System Principles. Takes 

timely/appropriate personnel actions. 

l:ommunicates mission and 

organizational goals; by exan1ple, 

creates a positive, safe, and 

challenging work environment; 

distributes work and empowers team 

members. 

Classification Level and Appraisal Descriptors 

KJ Levell (Score Range 0

• Proactively seeks opportunities to contribute to assigned tasks. Asks for assistance as appropriate. 

• Seeks and takes advantage of developmental opportunities. Takes initiative to pursue completion of qualification requirements. 

• Effectively accepts feedback on assigned and accomplished work, and incorporates it to create a better end product. 

• Resolves routine problems within established guidelines. 

• Takes initiative in selecting and implementing appropriate procedures. 

• Perfom1s activities on a task: assists supervisor or other appropriate personnel. 

KJ Level II (Score Range 22

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

• Identifies and pursues individual/team developmental opportunities. 

• Consults and coordinates with others to complete projects within established guidelines. assuming ownership of personal processes 

products. 

• Identifies and resolves non-routine technical problems utilizing established patterns or methods. • Adapts existing plans and techniques to fit new situations. 

• Plans and conducts technical activities for projects. 

KJ Level III (Score Range 43

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

• Promotes developmental opportunities for self and team. Advises others to seck specific training. 

• Guides, motivates, and oversees others in accomplishing projects/programs. Assumes ownership of processes and products, as 

appropriate. 

• Develops. integrates, and implements solutions to complex problems on projects/programs. • Develops plans and techniques to fit new situations. 

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

K.J I ,eve] IV (Score Range 61 - 

Provides guidance to individuals/teams; resolves conflicts. Serves as suhject matter expert. 

Directs to encourage employee development and cross-technical/functional growth to meet organi7ational needs. Purs

self-development. 

Guides, motivates, and oversees multiple complex projects/programs. Assumes and assigns ownership of processes and products, a

appropriate. 

Develops, integrates/implements solutions to diverse, complex problems which may cross multiple projects/programs or 

functional/technical areas. 

• Develops concepts and techniques to address new situations or challenges. and/or to address issues that cross technical! functional a

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

VERY HIGH SCORE (Mid-level Desclipt01-.) (Three scores available---87, 

• In addition to fi..tlly meeting the expected contribution criteria: 

• Achieved outcomes and results that arc far superior in quality, quantity, timeliness and impact to the expectations described i

accomplishments; 

• Persisted in overcoming obstacles and putting forth exira effort to accomplish difficult assignments with contributed results s

• Contributions to successful organizational pcrformam.:e are wdl what is and/or 

EN09NO17.009</GPH>sradovich on DSK3GMQ082PROD with NOTICES2

I I • Demonstrated the highest standards of professionalism estahlishing the model for others to follow. 

CAREER PATH: Technical Management Support (NJ) 

FACTOR: 2. Communication and/or Teamwork FACTOR DESCRIPTION: Tlris factor captures conunurrication, both verbal and written; interactions with customers, coworkers, and group

functional boundaries appropriate for the positions classified to the broadband levels of the NJ career path. 

Expected 

Contribution Criteria Classification Level and Appraisal Descriptors 

I JTectively communicates, verbally NJ Level I (Score Range 

and in writing. as needed to . Explains status/results of assigned tasks. 

coordinate work and keep chain-of- . Provides data and accurate draft documentation of assigned tasks for input to reports or documents. 

command, coworkers and customers . Contributes ideas in own area of expertise. Interacts cooperatively with others. 

informed of work-related issues, . Regularly completes assignments in support of team goals. 

developments and statuses.. Actively 

seeks and promotes diverse ideas and 

inputs. Works well with and in NJ Level II (Score Range 2

groups, and with others to accomplish . Communicates individual and group/team results. 

mission requiretnents. . \Vrites segments of reports or documents. 

Work is timely. e±licient, and of 

. Contributes ideas in own area of ex-pertis-e. Facilitates cooperative interactions with others. 

acceptable quality. Communications . Supports others in executing temn assigmuents. Proactively functions as an integral part of the temn. 

are dear, concise, and at the 

appropriate level. Personal and NJLevel III (Score Range 43 

organizational interactions exhibit and . Presents projects/programs briefings. 

foster teamwork. Flexibility, . Cono;;;olidates input and writes management/technical reports/documents for projects/progran1s . 

adaptability. and decisiveness are 

exercised appropriately. . Cluides others to resolve or collahorate on complex projects/programs issues. Promotes cooperative interactions with others . 

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

NJLeve!IV (Score Range 61 

. Presents projects/progrmns briefings to obtain cons-ensus-/approval. Repres-ents the organization as technical subject matter expe11. . Prepares, reviews, and approves tnanagement/technical reports for internal and external distribution. . Applies innovative approaches to resolve unusual/ditllcult technical/management issues. Promotes and maintains environment fo

cooperation and teamwork. 

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

VERY HIGH SCORE (Mid-level Descriptors) (Three scores available---87, 91, 

. In addition to fully meeting the expected contribution criteria: 

. Achieved outcomes and results that arc far superior in quality, quantity, timeliness and impact to the expectations described 

accomplishments; 

. Persisted in overcmning obstacles and putting fOrth extra etlOrt to accomplish ditl'icult assigmnents with contributed results . Contributions to successful organizational performance arc well beyond what is expected; and/or . Demonstrated the highest standards of professionalism establishing the model for others to follow . 

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CAREER PATH: Technical Management Support (NJ) 

FACTOR: 3. Mission Support FACTOR DESCRIPTION: This factor captures understanding and execution of organiLational goals and priorities; working wiUt customers to 

of their requirements; monitoring and influencing cost parameters or work, tasks, and projects; and establishing priorities that reflect mission an

for the positions classified to the broadband levels of the NJ career path. 

Expected 

Contribution Criteria Classification Level and Appraisal Descriptors 

Possesses an operational NJLevell (Score Range 0

understanding of organizational goals . Works with others in solving problems with appropriate guidance . 

and priorities and fully complies with . Participates as a teamtnember in meeting customer needs. 

admlnlstratlvc policies, regulations . Plans individual time to accomplish tasks . 

and procedures when performing job . Effectively accomplishes assigned tasks with appropriate guidance . 

operations. Works with custmners to 

develop a mutual understanding of 

their requiremenls. Probes for ddail, NJ Level II (Score Range 22

as appropriate, and pays attention to . Identifies and resolves problems; adapts accepted policies, procedures, or methods with moderate guidance. 

crucial details of needs or requests. . Interacts with to respond to customer needs/expectations. 

Monitors and influences cost 

. Plans resources to achieve task schedules. 

parameters of work, tasks and 

projects, ensuring an optinnnn balance . Accomplishes assigned tasks . 

between cost and value. Establishes 

priorities that retlect mission and 

organizational needs. NJ Level III (Smre Range 43 - 

. Identities problems; develops solutions and action plans with rninimal guidance. 

Work is timely. efficient, and of . Initiates meetings and interactions with customers to understand customer needs/expectations. 

acccptahlc quality. Completed work . Optimizes resources to accomplish projects within established milestones. 

meets project/program objectives. . Effectively accomplishes projects/programs within established resource guidelines. 

Personal and organizational 

interactions enhance customer 

and adively promote rapport NJ Level IV (Score Range 61 - 

with customers. Resources are . Resolves and coordinates technical problems involving multiple projects/programs. 

utilized effectively to accomplish . Estahlishes customer alliances; anticipates and fulfills cm;tomer needs and translates customer needs to projects/programs. Organize

mission. Flexibility, adaptability, and leads custmner interactions. 

decisiveness are exercised . and to accomplish multiple goals. 

appropriately. . Effectively accomplishes multiple projects'/programs· goals within established thresholds. Develops innovative approaches to attain 

goals and minimize resource expenditures. 

VERY HIGH SCORE (Mid-level Descriptors) (Three scores available--ll7, 91, or 

. In addition to fully meeting the expeckd contribution criteria: 

. Achieved outcomes and results that are far superior in quality, quantity. timeliness and impact to the expectations described in 

accomplishments; 

. Persisted in overcoming ohstaclcs and putting forth cA'ira effort to accomplish difficult with contrihutcd results sig. Contributions to successful organizational performance are well beyond what i-; expected; and/or . Demonstrated the highest standards of professionalism establishing the model for others to follow . 

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CAREER PATH: Administrative Support (NK) 

FACTOR: 1. Job Achievement and/or Innovation FACTOR DESCRIPTION: This factor captures qualifications, critical thinking, calculated risks, problem solving, leadership, supervision, an

appropriate for the positions classified to the broadband levels of the NK career path. 

Expected 

Contribution Criteria 

Prodw.:es desired results, in the 

needed timeffame, with the 

appropriate level of supervision 

through the usc of appropriate 

knowledge, skills, abilities and 

understanding oftbe technical 

requirements of the job. A.J.:hieves, 

denwnstrates and maintains the 

appropriate qualifications necessary to 

assume and execute key acquisition 

and/or support requirements. 

Demonstrates skilled critical thinking 

in identifying, analyt:ing and solving 

cmnplex is-sues, as appropriate. Takes 

and displays personal accountability 

in leading, overseeing, guiding, and/or 

managing programs and projects within assigned areas of 

responsibility. 

Work is timely, eftlcient and of 

acceptable quality. Completed work 

meets project/program objectives. 

Leadership and/or supervision 

effectively prmnotes. cmnmittnent to 

organization goals. Flexibility, adaptahlllty, and decisiveness are 

exercised appropriately. 

For Supervisors (as appropriate): 

Recruits, develops: nwtivates, and 

retains quality team metnbers in 

accordance with F.F.O/ AA and Merit 

System Principles. Takes 

timely/appropriate personnel actions, 

communicates mission and 

organizational goals; by exmnple, creates a positive, safe, and challenging work environment; distributes work and empowers team 

members. 

Classification Level and Appraisal Descriptors 

KKLevell (Score Range 

• Proactively seeks opportunities to contribute to assigned tasks. Asks for assistance as appropriate. 

• Seeks and takes advantage of developmental opportunities. Takes initiative to pursue completion of qualification requirements. 

• Effectively accepts feedback on assigned and accomplished work, and incorporates it to create a better end product. • Applies standard rules, procedures, or operations to resolve routine problems. • Takes initiative in selecting and implementing appropriate procedures. 

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

KKLevelll (Score Range 2

• Adivdy contributes as Learn member; takes initiative to al'complish assigned projecUl. 

• Identifies and pursues individual/team developmental opportunities. 

• Guides othas in accomplishing projeds: assuming ownership of pcrsonal processes and pro duds. 

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

• Identifies and adapts guidance for new or unusual situations. • Plans and conducts administrative activities for projects. 

KKLevel TIT (Score Range 3R

Provides guidance to individuals/teams: resolves conflicts. Expertise solicited by others. 

Promotes individual/team development: leads development oftraining programs for self and others. 

Guides and accounts for results or activities of individuals, teams, or projects. Assumes ownership of processes and products, as 

appropriate. 

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

Identifies issues requiring new procedures and develops appropriate guidelines. 

Plans and conducts complex administrative activities. 

VERY HIGH SCORE (Mid-level Descriptors) (Three scores available---64, 

• In addition to fully meeting the expected contrihution criteria: 

• Achieved outcomes and results that are far superior in quality, quantity, timeliness and impact to the expectations described i

accomplishments: 

• Persisted in overcoming obstacles and putting forth exira effort to accomplish difficult assignments with contributed results s

• Contributions to successful organizational perfonnance are well what is and/or 

• Demonstrated the highest standards of professionalism establishing the model for others to follow. 

EN09NO17.012</GPH>sradovich on DSK3GMQ082PROD with NOTICES2

CAREER PATH: Administrative Support (NK) 

FACTOR: 2. Communication and/or Teamwork FACTOR DESCRIPTION: This factor captures coiillllunication, both verbal and written; interactions with customers, coworkers, and group

functional boundaries appropriate for the positions classified to the broadband levels of the NK career path. 

Expected 

Contribution Criteria Classification Level and A11praisal Descriptors 

Effectively communicates, verbally NKLeveli (Score Range 

and ln writing, as needed to . Explains status/results of assigned tasks. 

coordinate work and keep chain-of- . \Vrites timely and accurate draft docmnentation. 

i.:ommand, coworkers and . Contrihutes idea<.; on routine procedures. Interacts cooperatively with others. informed of work-related issues, . Regularly completes tasks in support of team goals. 

developments and statuses. Actively 

seeks and promotes diverse ideas and 

inputs. Works well with and in NK J,evel II (Score Range 

groups, and with others to accomplish . Communicates/presents internal administrative/functional procedures and tasks internally and externally. 

mission requiretnents. . Prepares. coordinates, and consolidates documents, reports, or briefings. 

Work is timely, efficient, and of 

. Resolves administrative problems: facilitates cooperative interactions with others. 

acceptable quality. Communications 

. Guides others and coordinates adivities in support oftemn goals. Proactively fundions as an part of the temn. 

are clear. concise. and at the 

appropriate level. Personal and NKLcvcl III (Score Range 3

organizational interactions exhibit and . Explains and/or communicates administrative/functional procedures at all levels. 

foster teamwork. Flexibility, . Prepares: reviews, and/or approves dol:uments, reports, or briefings. 

adaptability, and decisiveness are 

exercised appropriately. . Prmnotes and maintains enviromnent for cooperation/teamwork. Sets tone for internal/external cooperation . 

. Leado;;; and guides others in fon11ulating and executing plans in support oftean1 goals. 

VERY HIGH SCORE (Mid-level Descriptors) (Three scores available---64, 67, 

. In addition to fully meeting the expected contribution criteria: 

. Achieved outcomes and results that are far superior in quality, quantity, timeliness and impact to the expectations described 

accomplishments; 

. Persisted in overcoming obstacles and putting forth extra effort to accomplish difficult assignments with contributed results . Contributions to successful organizational perfonnance are wdl beyond what is expected; and/or . Demonstrated the highest standards of professionalism establishing the model for others to follow . 

EN09NO17.013</GPH>sradovich on DSK3GMQ082PROD with NOTICES2

CAREER PATH: Administrative Support (NK) 

FACTOR: 3. Mission Support FACTOR DESCRIPTION: TlJ.is factor captures understanding and execution of orgmJ.iLational goals and priorities; working wiUt customers to 

of their requirements; monitoring and influencing cost parameters or work, tasks, and projects; and establishing priorities that reflect mission an

for the positions classified to the broadband levels of the NK career path. 

Expected 

Contribution Criteria Classification Level and Appmisal Descriptors 

an operational NKLeveii (Score Range 0

understanding of organizational goals . Carries out routine tasks . 

and priorities and fully complies with . :Meets routine customer needs. 

administrative policies, regulations . Plans individual time and assigned resources to accomplish tasks . 

and procedures when performing job . F.ffcctivcly accomplishes a>Signcd ta,ks . 

operations. Works with customers to develop a mutual understanding of 

their requirements. Probes tOr detail, NK Level II (Score Range 22 

as appropriate, and pays attention to . Plans and executes assignments; resolves problems and handles deviations. 

crucial details of needs or requests. . Independently interacts with customers to understand customer needs/expectations. 

Monitors and influences cost 

. Plans resources to achieve project schedules. 

parameters of work, tasks and 

projects, ensuring an optimum halancc . Effectively accomplishes projects within established resource guidelines. between cost and value. Establishes 

priorities that reflect mission and NK Level III (Score Range 38- 

organizational needs. 

. Identifies issues and determines approaches and 1nethods to accomplish task-;. h1itiates effective actions and resolves related conflict

Work is timely, efficient. and of . Establishes customa alliances and translates needs to customer service. 

acceptable quality. Completed work . Coordinates resources across projects. 

meets project/program objectives. . Optimizes resource utilization across projects. 

Personal and organizational 

interactions enhance customer VERY HIGH SCORE (Mid-level Descriptors) (Three scores available--64, 67, or 

relations and actively promote rapport . In addition to fully meeting the expected contribution criteria: with customers. Resources are . Achieved outcomes and results that are far superior in quality, quantity. timeliness, and impact to the expectations described in 

utiliLed dTectivdy to accomplish accomplishments; 

mission. Flexibility, adaptability, and . Persisted in overcoming obstacles and putting forth eA'ira effort to accomplish difficult with contributed results sig

decisiveness are exercised . Contributions to successful organizational performance are well beyond what i-; expected; and/or 

appropriately. . Demonstrated the highest standards of professionalism establishing the model for others to follow . 
52168 Federal Register / Vol. 82, No. 216 / Thursday, November 9, 2017 / Notices 

Appendix F 

Intervention Impact Evaluation Model 

Intervention Expected effects Measures Data sources 

1. COMPENSATION 

a. Broadbanding ............................ Increased organizational flexibility, 

i.e., simplified assignment, pay 

setting.

Perceived flexibility ....................... • Attitude survey. 

• Focus groups. 

Reduced administrative workload, 

paper work reduction.

Actual/perceived time savings ...... Personnel office data, program 

management evaluation (PME) 

results, attitude survey. 

b. Maximum Broadband Level ....... Higher starting basic pay .............. Starting basic pay of banded v. 

non-banded employees.

Workforce data. 

c. Accelerated Compensation for 

Developmental Positions.

More gradual basic pay progression at entry levels.Progression of new hires over 

time by broadband, career path, 

scores, deltas.

Workforce data. 

Increased basic pay potential ....... • Mean salaries by broadband, 

career path and demographics.

• Workforce data. 

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

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

Increased basic pay satisfaction .. Basic pay satisfaction, internal/external equity.Attitude survey. 

Improved recruitment of interns 

and recent graduates.

Offer, acceptance, declination, retention ratios.Personnel office data. 

d. Student Intern Relocation Incentive.Greater ability to hire students attending colleges in different 

geographical locations.

• Offer/acceptance ratios .............

• Percent declinations ..................

Personnel office data. 

Elevated quality of hires ............... • Perceived quality of candidates/ 

hire, i.e., experience, skills, 

education.

• Attitude survey, focus groups, 

selecting official interviews. 

• First offer accepted ................... • Personnel office data. 

• Grade point averages ............... • Personnel office data. 

• Educational levels ..................... • Personnel office data. 

e. Conversion Buy-ins .................... Employee acceptance .................. • Employee perceptions of equity, 

fairness.

• Attitude survey. 

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

f. Supervisory and Team Leader 

Cash Differentials.

• Increased incentive to accept 

supervisory or team leader positions.

• Perceived motivational power ... • Attitude survey. 

• Improved recruitment and retention of supervisors and team 

leaders.

• Offer, acceptance, retention ratios.• Personnel office data. 

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

• Improved quality of supervisory 

staff.

• Employee perceptions of quality 

of supervisory and team leader 

staff.

• Attitude survey, focus groups. 

2. CONTRIBUTION/PERFORMANCE MANAGEMENT 

a. AcqDemo Contribution Rating 

Awards; Title 5 Special Act 

Awards, Honorary Awards, and 

Other Title 5 Awards, e.g., TimeOff.

Reward/motivate contribution ....... Perceived motivational power ...... Attitude survey. 

To support fair and appropriate 

distribution of awards.

• Amount and number of awards 

by type, demographics.

• Workforce data. 

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

• Satisfaction with monetary and 

non-monetary awards.

• Attitude survey. 

b. .................................................... Increased basic pay/contributionperformance link.• Perceived basic pay/contribution-performance link.• Attitude survey. 

• Perceived fairness of scoring ... • Attitude survey. 

Improved contribution/performance feedback.• Satisfaction with scoring ...........

• Employee trust in supervisors/ 

pay pool panels.

• Adequacy of contribution/performance feedback.

• Attitude survey. 

• Attitude survey. 

• Attitude survey. 


sradovich on DSK3GMQ082PROD with NOTICES2
Federal Register / Vol. 82, No. 216 / Thursday, November 9, 2017 / Notices 52169 

Intervention Expected effects Measures Data sources 

Decreased turnover of employees 

scoring in normal or undercompensated categories/Increased 

turnover of employees scoring 

in overcompensated category.

Turnover by integrated pay 

schedule compensation categories.

Workforce data. 

Alignment of organizational and 

individual contribution expectations, objectives, and results.

Linkage of contribution expectations and objectives to strategic 

plans’ goals.

• Contribution plans. 

• Strategic Plans. 

Increased employee involvement 

in contribution planning and assessment.

• Perceived involvement ..............

• Contribution management .........

• Attitude survey/focus groups. 

• Personnel/Demo regulations. 

c. New Appraisal Process: Contribution-based Compensation 

and Appraisal System (CCAS).

Reduce administrative burden ...... Employee and supervisor perceptions of revised procedures.Attitude survey. 

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

d. Contribution Plan Development Better communication of contribution expectations, performance 

requirements, and objectives.

Feedback and coaching procedures used.• Focus groups. 

• Personnel office data. 

Improved satisfaction and quality 

of workforce.

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

• Focus groups. 

3. POSITION CLASSIFICATION 

a. Improved Classification System 

with Generic Standards.

Reduction in amount of time and 

paperwork spent on classification.

• Time spent on classification 

procedures.

• Personnel office data. 

• Reduction of paperwork/number 

of personnel actions (classification—promotion, change to 

lower broadband level).

• Personnel office data. 

Simplified, automated classification applications and procedures.• Adaptable to changes; number 

of system change requests.

• Ready access; number and 

length of down times.

• Personnel office data. 

• Focus groups, surveys. 

• Personnel office data. 

• Easy to use; number of user inquiries.• AcqDemo Program Office data. 

Ease of Use .................................. • Factors, descriptors, and discriminators easy to decipher 

and apply to various positions 

at different organizational levels.

• Attitude survey. 

• Focus groups. 

• Perception of managers, supervisors, administrative personnel, 

and HR specialists of time savings, ease of use.

• Attitude survey. 

• Focus groups. 

• Number of employee classification appeals.• Personnel office data. 

b. Delegation of Classification Authority.Increased supervisory authority 

and accountability.

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

Decreased conflict between management and human resources 

staff.

• Number of classification disputes/appeals pre- and postconversion.• Personnel records. 

• Management satisfaction with 

service provided by the HR Office.

• Attitude. 

No negative impact on internal 

pay equity.

Internal pay equity ........................ • Personnel records. 

• Attitude survey. 

4. REDUCTION-IN-FORCE (RIF) PROCEDURES 

a. Modified RIF .............................. Minimize loss of high contributing 

employees.

• Separated employees by demographics, overall contribution 

score deltas, and integrated 

pay schedule compensation regions.

• Workforce data. 

• Attitude survey and focus 

groups. 

• Satisfaction with RIF process ... • Attitude survey and focus 

groups. 

Contain cost and disruption .......... • Cost comparisons of traditional 

vs. modified RIF.

• Personnel/Budget Office data. 

• Number and cost of separation 

incentives.

• Personnel office data. 

• Time to conduct RIF ................. • Personnel office data. 

• Number of employees affected • Personnel office data. 

• Number of employees 

outplaced.

• Personnel office data. 


sradovich on DSK3GMQ082PROD with NOTICES2
52170 Federal Register / Vol. 82, No. 216 / Thursday, November 9, 2017 / Notices 

Intervention Expected effects Measures Data sources 

• Number of appeals/reinstatements.• Personnel office data. 

5. HIRING AUTHORITIES 

a. Direct Hire for the Business and 

Technical Management Professional Career Path positions.

Improved ease and timeliness of 

hiring process.

• Perceived flexibility in authority 

to hire.

• Attitude survey. 

• Shortened timeline from initiation of action to firm offer letter/EOD.• Personnel office data. 

b. Veteran Direct Hire Appointments for the Business and 

Technical Management Professional Career Path and Technical Management Support Career.

Improved recruitment of employees for shortage category positions.• Offer/acceptance ratios .............

• Percent declinations ..................

• Timeliness of job offers .............

• Personnel office data. 

• Personnel office data. 

• Personnel office data. 

Elevated quality of hires ............... • Perceived quality of candidates/ 

hire, i.e., experience, skills, 

education.

• Attitude survey, focus groups, 

selecting official interviews. 

• First offer accepted ................... • Personnel office data. 

• Grade point averages ............... • Personnel office data. 

• Educational levels ..................... • Personnel office data. 

Reduced administrative workload/ 

paperwork reduction.

• Actual efficiencies and perceived skills.• Personnel office data 

• Attitude survey, focus groups. 

c. Acquisition Student Intern Hiring 

Authority.

Improved recruitment of employees for AWF positions.• Offer/acceptance ratios .............

• Percent declinations ..................

• Timeliness of job offers .............

• Personnel office data. 

• Personnel office data. 

• Personnel office data. 

d. Scholastic Achievement Appointment.Elevated quality of hires ............... • Perceived quality of candidates/ 

hire, i.e., experience, skills, 

education.

• Attitude survey, focus groups, 

selecting official interviews. 

• First offer accepted ................... • Personnel office data. 

• Grade point averages ............... • Personnel office data. 

• Educational levels ..................... • Personnel office data. 

e. Simplified Accelerated Processes: Name Request, Rule of 

Many, and List or Certificate of 

Eligibles.

Improved ease and timeliness of 

hiring process.

• Perceived flexibility in authority 

to hire.

• Shortened timeline from initiation of action to firm offer letter/EOD.

• Attitude survey. 

• Personnel office data. 

Improved recruitment of employees for AWF and direct support 

positions.

• Offer/acceptance ratios .............

• Percent declinations ..................

• Timeliness of job offers .............

• Personnel office data. 

• Personnel office data. 

• Personnel office data. 

Elevated quality of hires ............... • Perceived quality of candidates/ 

hire, i.e., experience, skills, 

education.

• Attitude survey, focus groups, 

selecting official interviews. 

• First offer accepted ................... • Personnel office data. 

• Grade point averages ............... • Personnel office data. 

• Educational levels ..................... • Personnel office data. 

Reduced administrative workload/ 

paperwork reduction.

• Actual efficiencies and perceived skills.• Personnel office data. 

• Attitude survey, focus groups. 

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

and contract workforce.

• Number and length of appointments by type of position.• Workforce data 

• Personnel office data. 

• Number/percentage of conversions from modified term to permanent.• Personnel office data. 

6. STAFFING 

a. Expanded Detail and Temporary 

Promotion to Higher Broadband 

Level.

Increased capability to expand 

and contract workforce.

• Number and length of details 

and temporary promotions by 

type of position.

• Workforce data. 

• Number of recipients receiving 

permanent promotions.

• Personnel office data. 

• Demographics of recipients ...... • Personnel office data. 

Increased ability to provide extended developmental assignments.• Number and length of details 

and temporary promotions by 

developmental assignment.

• Workforce data. 

• Personnel office data. 

• Demographics of recipients ...... • Personnel office data. 

• Realized career growth ............. • Personnel office data. 

b. Voluntary Emeritus Program ..... Encourages retirees to mentor 

junior professionals or serve as 

consultants.

• Frequency of use, length of assignment, type and level of position, hours/days worked, typical salary for position.• Personnel office data. 


sradovich on DSK3GMQ082PROD with NOTICES2
Federal Register / Vol. 82, No. 216 / Thursday, November 9, 2017 / Notices 52171 

Intervention Expected effects Measures Data sources 

• Cost savings by virtue of volunteer service.• Personnel office data. 

• Volunteer and management 

satisfaction.

• Attitude survey, focus group, 

interviews. 

• Participation by non-AcqDemo 

participants.

7. EXPANDED DEVELOPMENT OPPORTUNITIES 

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

growth and development.

• Number and type of opportunities taken.• Workforce data. 

• Demographics of participants ... • Personnel office data. 

• Increased employee career progression.• Workforce data. 

• Personnel office data. 

• Employee and management 

satisfaction.

• Attitude survey. 

Application of enhanced knowledge and skills to work product, 

contribution expectations.

Employee and supervisor perceptions.Focus groups, interviews, attitude 

survey. 

8. COMBINATION OF ALL INTERVENTIONS 

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

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

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

• Perceived effectiveness of planning procedures.• Attitude survey. 

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

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

Cost of demonstration project innovation.Project training/developmental 

costs (staff salaries, contract 

cost, training hours per employee).

• Demo Program Office records. 

• Contract documents. 


sradovich on DSK3GMQ082PROD with NOTICES2
BILLING CODE 5001–06–P 

[FR Doc. 2017–24226 Filed 11–8–17; 8:45 am] 


EN09NO17.014</GPH>sradovich on DSK3GMQ082PROD with NOTICES2

Appendix G 

AcqDemo Sample Master Retention List (RIF Effective Date July 2017) 

Competitive Area: Local Commuting Area; Fort Husky, Virginia; Supply Directora

Business Management and Technical Management Career Path (NH) 

Care:erPath, ]3roadband Level, .·. Average Annual Veterans' • . ·· 

Employee . Series, and Title Rating of Re,cord .Preference (D

.·· tenitre (iro1lp 1..::12 Months or1\1oreof Asses(!ed Performance 

.. . . . . . •. ·... ; ·.. 

Brown, Maxine NH-0801-IV, General Engineer 5.0 AD 17 Dec 1979 

White, Bryan16 NH-1102-III, Contract Negotiator 5.0 A 3 Feb 1992 Position Abolished. 

Brown, Samuel NH-2003-III, Supply Prgm Mgr 4.5 B 3 Nov 1990 

Thomas, Franklin NH-346-III, Logistics Mgt Spec 3.5 A 9 July 1995 Position Abolished

Payne, Rosa NH-2030-11, Distribution Fac Spec 3.5 B 27 Mar 2015 J 

Smith, Jonathan NH-201-III, Pers Mgt Spec 3.0 B 12 Dec 2013 Displaced by F.J'ho

other position alaila

Waters, Edward NH-1102-11, Contract Specialist 2.0 AD 10 Jan 2010 I 

TenureGroupl-Lesstban12Monthsof.AssessedPerformance .· I·· 

Gates, Lionel NH-1102-11 Contract Specialist 5.0 A 1 July 2016 / 

Builder, John NH-2010-11, Inventory Mgt Spec 5.0 B 15 May 2016 I 

Sugg, Steven Nll-346-11, Logistics Mgt Spec 3.5 D 15 May 2016 / 

Chartruex, T110r18 NH-1102-III, Contract Specialist N/A A 15 April2012 I 

Worth,Jean NH-201-lV,PersMgtSpec N/A A 1March2017 1 

Carper, Carlyle NH-1102-III, Contract Specialist N/ A B 1 Jan 2017 Disllifaced by B. Wh

Zie/ner position. Ch

. • · .• · Tenure Grotlp I -Cl)rrent Unacceptable Rating of Record ·.. • • .·· ·

Rose, Abagail NH-2030-11, Distribution Fac. Spec 1.5 A 7 Apr 2013 

Ziegler, Eric NH-1102-11, Contract Specialist LO B 15 Jun 2010 Ziegler separated. N

·.·. · .. · .·· tenure Group Ill-12 Months or More ofAssessed Perf0rrilance ··· 

Dante, Michele I NH-2003-11, Supply Prgm Mgr I 3.5 AD 24 Aug 2013 

Jones, Rose NH-2003-III, Supply Prgm Mgr 3.5 A 7 Dec 2014 

' · .·. '. Tenure Group III- Less tha)l12 Months of Assessed Per(om\ance • • 

Franc, Lizette NH-2001-III, Supply Spec 4.5 B 6 May 2016 

15 New Displacement: Employees with average performance appraisal scores of 2.0 to 5.0 compete in the same career path broadband level and one b

same career path. No retreat rights. 30% compensable veteran competes two broadband levels below current leveL Broadband level I employees com

leveL Employees with current unacceptable performance appraisals only compete with other employees having unacceptable performance appraisals. 

employee with an unacceptable appraisal is the best offer for an employee with an appraisal above unacceptable, the employee with the higher retenti

position regardless of the retention standing of the employee with an unacceptable appraisaL 

16 Bryan White is only qualified for Contract Specialist positions. 

17 Franklin Thomas is fully qualified for personnel management specialist positions. 

18 Thor Chartmex is a reinstatement eligible with several years of prior service reflected in his SCD-RIF. Returned to federal service less than a year 

recent performance appraisal was more than 4 years old.