[Federal Register Volume 82, Number 216 (Thursday, November 9, 2017)]
[Notices]
[Pages 52104-52172]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 2017-24226]



[[Page 52103]]

Vol. 82

Thursday,

No. 216

November 9, 2017

Part II





Department of Defense





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Office of the Secretary





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Civilian Acquisition Workforce Personnel Demonstration (AcqDemo) 
Project; Department of Defense (DoD); Notice

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

[[Page 52104]]


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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.

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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 non-competitive 
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 
within-grade 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 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. 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 cost-disciplined 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 '' <plus-minus>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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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 disciplined-approach 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\
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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.
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    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 reduction-in-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

[[Page 52108]]

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.
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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.
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    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.
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    \3\ RAND 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.
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    (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.
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    \4\ RAND 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.
---------------------------------------------------------------------------

    (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

[[Page 52109]]

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\
---------------------------------------------------------------------------

    \5\ Better Buying Power 3.0, White Paper, Office of the Under 
Secretary of Defense Acquisition, Technology and Logistics, 
Honorable Frank Kendall, 19 September 2014.
---------------------------------------------------------------------------

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.

[[Page 52110]]

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

[[Page 52111]]

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-by-case 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 acquisition-related 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.

[[Page 52112]]

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.

[[Page 52113]]

[GRAPHIC] [TIFF OMITTED] TN09NO17.000


[[Page 52114]]



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 non-competitive 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.
[GRAPHIC] [TIFF OMITTED] TN09NO17.001

    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-the-
board 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 across-the-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

[[Page 52115]]

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 re-
delegate 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.

[[Page 52116]]

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, 
multi-skilled 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 mid-level 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.
---------------------------------------------------------------------------

    \6\ United 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.
---------------------------------------------------------------------------

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 time-limited (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

[[Page 52117]]

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 career-conditional 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 time-limited 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''.

[[Page 52118]]

    (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 
non-selection 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.

[[Page 52119]]

    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 buy-outs 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 DAWIA-covered 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 on-the-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

[[Page 52120]]

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 short-term 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

[[Page 52121]]

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 Buy-in. 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 non-competitively 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-
in-force 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,

[[Page 52122]]

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 non-AcqDemo 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

[[Page 52123]]

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

[[Page 52124]]

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-of-the-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 non-AcqDemo 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

[[Page 52125]]

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 re-determined 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 Contribution-based 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

[[Page 52126]]

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 career-conditional 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 non-AcqDemo 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

[[Page 52127]]

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

[[Page 52128]]

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 performance-based 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

[[Page 52129]]

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 self-assessment. 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

[[Page 52130]]

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
----------------------------------------------------------------------------------------------------------------
                                                                   Business and      Technical    Administrative
                                                                     technical     support (NJ)    support (NK)
                                                                   professional  -------------------------------
Broadband and very high score levels      Categorical scores           (NH)
                                                                 ----------------    Numerical       Numerical
                                                                     Numerical      score range     score range
                                                                    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

[[Page 52131]]

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

[[Page 52132]]

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 
re-certify 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 four-year 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.

[[Page 52133]]

[GRAPHIC] [TIFF OMITTED] TN09NO17.002

    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.

[[Page 52134]]

[GRAPHIC] [TIFF OMITTED] TN09NO17.015

[GRAPHIC] [TIFF OMITTED] TN09NO17.016

    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
----------------------------------------------------------------------------------------------------------------


[[Page 52135]]

    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.
[GRAPHIC] [TIFF OMITTED] TN09NO17.003

    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

[[Page 52136]]

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.
---------------------------------------------------------------------------

    \7\ Basic pay plus locality pay may not exceed the rate payable 
for level IV of the Executive Schedule.
    \8\ Also applies to employees on pay retention whose 
contribution and performance assessment is ``Unacceptable''.
    \9\ May not exceed upper rail of NPR for employee's OCS or 
maximum basic pay for current broadband level.
    \10\ Pay 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.
    \11\ Over 20% requires approval of the Head of the Participating 
Organization.
    \12\ May not exceed 6% above the lower rail or the maximum basic 
pay for current broadband level.

                                     Table 6--Compensation Eligibility Chart
----------------------------------------------------------------------------------------------------------------
                                   General pay        Contribution       Contribution
           Category                  increase       rating increase         award            Locality pay \7\
----------------------------------------------------------------------------------------------------------------
Overcompensated...............  Could be reduced   No...............  No...............  Yes.
                                 or denied \8\.
Appropriately Compensated.....  Yes..............  Yes \9\--Up to 6.  Yes \10\.........  Yes.
Undercompensated..............  Yes..............  Yes--Up to 20%     Yes..............  Yes.
                                                    \11\ \12\.
----------------------------------------------------------------------------------------------------------------

    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 self-assessment, 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 contribution-based 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.

[[Page 52137]]

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 contribution-based 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 grievance-arbitration 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 
well-developed 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.

[[Page 52138]]

    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

[[Page 52139]]

competitive procedures. These employees will be eligible for conversion 
to career or career-conditional 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-to-exceed 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, two-thirds 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 out-of-
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

[[Page 52140]]

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 pay-related 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

[[Page 52141]]

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, mission-related 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 cost-disciplined 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

[[Page 52142]]

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 serious-
consideration-for-a-job-offer group, any candidate with veterans' 
preference

[[Page 52143]]

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

[[Page 52144]]

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 non-competitive 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

[[Page 52145]]

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 non-AcqDemo 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: Within-grade 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-Non-foreign 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

[[Page 52146]]

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       Organization/
major organizational subdivision     office symbol         Locations
------------------------------------------------------------------------
                       DEPARTMENT OF THE AIR FORCE
------------------------------------------------------------------------
Air Force Materiel Command        Aeronautical        Wright-Patterson
 (AFMC).                           System Center       AFB, OH and all
                                   (ASC).              other locations.
AFMC............................  Air Armament        Eglin AFB, FL and
                                   Center              all other
                                   (AAC)(except        locations.
                                   comparison group
                                   at Eglin AFB, FL).
AFMC............................  Air Force Flight    Edwards AFB, CA
                                   Test Center         and all other
                                   (AFFTC).            locations.
AFMC............................  Arnold Engineering  Arnold AFB, TN and
                                   Development         all other
                                   Center (AEDC).      locations.
AFMC............................  Electronic Systems  Hanscom AFB, MA
                                   Center (ESC).       and all other
                                                       locations.
AFMC............................  HQ AFMC...........  Wright-Patterson
                                                       AFB, OH and all
                                                       other locations.
AFMC............................  Ogden Air           Hill AFB, UT and
                                   Logistics Center    all other
                                   (OO-ALC).           locations.
AFMC............................  Oklahoma City Air   Tinker AFB, OK and
                                   Logistics Center    all other
                                   (OC-ALC).           locations.
AFMC............................  Warner Robins Air   Warner Robins AFB,
                                   Logistics Center    GA and all other
                                   (WR-ALC).           locations.
Air Force Space Command (AFSPC).  HQ AFSPC..........  Peterson AFB, CO
                                                       and all other
                                                       locations.
AFSPC...........................  Space and Missile   Los Angeles, CA
                                   Center (SMC).       and all other
                                                       locations.
Miscellaneous Air Force.........  Contracting         All locations in
                                   Organizations.      the National
                                                       Capital Region.
Secretary of the Air Force......  Assistant           Pentagon,
                                   Secretary of the    Arlington, VA and
                                   Air Force           all other
                                   (Acquisition)       locations.
                                   (SAF/AQ) and
                                   Space Acquisition
                                   Organization.
------------------------------------------------------------------------
                         DEPARTMENT OF THE ARMY
------------------------------------------------------------------------
Army Acquisition Executive        Headquarters,       Orlando, FL;
 Support Agency (AAESA).           Research,           Alexandria, VA;
                                   Development, and    Ft. Belvoir, VA;
                                   Acquisition         Falls Church, VA;
                                   Information         Pentagon,
                                   Systems Activity    Arlington, VA;
                                   (RDAISA); Army      Radford, VA; and
                                   Digitization        all other
                                   Office (ADO);       locations.
                                   Acquisition
                                   Career Management
                                   Office; Contract
                                   Support Agency
                                   (CSA); Joint
                                   Simulations
                                   (JSIMS);
                                   Leavenworth
                                   Support;
                                   Management
                                   Support Pentagon
                                   Support; Training
                                   Group.
AAESA...........................  Program Executive   Huntsville, AL;
                                   Office (PEO) Air    Pentagon,
                                   and Missile         Arlington, VA;
                                   Defense (See Note   and all other
                                   1).                 locations.
AAESA...........................  Program Executive   All locations.
                                   Office Ammo (See
                                   Note 1).
AAESA...........................  Program Executive   Huntsville, AL;
                                   Office Aviation     Pentagon,
                                   (AVN) (See Note     Arlington, VA;
                                   1).                 and all other
                                                       locations.
AAESA...........................  Program Executive   All locations.
                                   Office Chemical/
                                   Biological
                                   Defense (See Note
                                   1).
AAESA...........................  Program Executive   Huntsville, AL; El
                                   Office Command,     Segundo, CA;
                                   Control, and        Tallahassee, FL;
                                   Communication       Ft. Wayne, IN;
                                   Systems (C3S).      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   All locations.
                                   Office CS/CSS
                                   (See Note 1).
AAESA...........................  Program Executive   Picatinny Arsenal,
                                   Office Ground       NJ; Warren, MI;
                                   Combat Support      Pentagon,
                                   Systems (GCSS)      Arlington, VA;
                                   (See Note 1).       Washington, DC;
                                                       and all other
                                                       locations.
AAESA...........................  Program Executive   Ft. Monmouth, NJ;
                                   Officer             Ft. Belvoir, VA;
                                   Intelligence,       and all other
                                   Electronic          locations.
                                   Warfare, and
                                   Sensors (IEW&S)
                                   (See Notes 1 and
                                   2).
AAESA...........................  Program Executive   Orlando, FL; and
                                   Office/Program      all other
                                   Management (PM)     locations.
                                   Joint Simulation
                                   System (See Note
                                   1).
AAESA...........................  Program Executive   All locations.
                                   Office National
                                   Missile Defense
                                   Joint Program
                                   Office (See Note
                                   1).
AAESA...........................  Program Executive   All locations.
                                   Office Soldier
                                   (See Note 1).
AAESA...........................  Program Executive   Ft. Knox, KY; Ft.
                                   Office Standard     Monmouth, NJ; Ft.
                                   Army Management     Belvoir, VA; Ft.
                                   Information         Lee, VA; Ft.
                                   Systems (STAMIS)    Monroe, VA; and
                                   (See Note 1).       all other
                                                       locations.
AAESA...........................  Program Executive   Huntsville, AL;
                                   Officer Tactical    Pentagon,
                                   Missiles (See       Arlington, VA;
                                   Note 1).            Washington, DC;
                                                       and all other
                                                       locations.

[[Page 52147]]

 
AAESA...........................  Program Management  Aberdeen Proving
                                   (PM) Chemical       Ground, MD;
                                   Demilitarization.   Pentagon,
                                                       Arlington, VA;
                                                       Washington, DC;
                                                       and all
                                                       locations.
AAESA...........................  Program Management  Aberdeen Proving
                                   (PM) Joint          Ground, MD; Ft.
                                   Program for         Detrick, MD; Ft.
                                   Biological          Ritchie, MD;
                                   Defense.            Falls Church, VA;
                                                       and all
                                                       locations.
Army Materiel Command (AMC).....  Headquarters--Acqu  Alexandra, VA and
                                   isition.            all locations.
AMC.............................  AMC Headquarters    Nahbohnch,
                                   Staff Support       Germany; Rock
                                   Activities.         Island, IL; Yong
                                                       San, Korea;
                                                       Aberdeen Proving
                                                       Ground, MD;
                                                       Alexandria, VA;
                                                       and all other
                                                       locations.
AMC.............................  Installations and   All locations.
                                   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).
AMC.............................  Aviation and        All locations.
                                   Missile Command
                                   (AMCOM) (See Note
                                   3).
AMC.............................  Communications-     All locations.
                                   Electronics
                                   Command (CECOM)
                                   (See Note 3).
AMC.............................  Operations Support  All locations.
                                   Command (See Note
                                   3).
AMC.............................  Security            All locations.
                                   Assistance
                                   Command (See Note
                                   2).
AMC.............................  Simulation,         All locations.
                                   Training, and
                                   Instrumentation
                                   Command (STRICOM)
                                   (See Note 3).
AMC.............................  Soldier and         All locations.
                                   Biological
                                   Chemical Command
                                   (SBCCOM) (See
                                   Note 3).
AMC.............................  Tank-Automotive     All locations.
                                   and Armaments
                                   Command (TACOM)
                                   (See Note 3).
Headquarters, Department of the   Office of the       Pentagon,
 Army (HQDA).                      Auditor General;    Arlington, VA.
                                   Office Surgeon
                                   General; G1; G2;
                                   G3; G4; G6; G8.
HQDA............................  Army Contracting    All locations.
                                   Agency.
Office of the Assistant           Cost and Economic   Falls Church, VA;
 Secretary of the Army             Analysis Center;    Pentagon,
 (Financial Management and         SAFM-BUI.           Arlington, VA;
 Comptroller).                                         and all other
                                                       locations.
Office of the Assistant           Director of         Ft. Belvoir, VA;
 Secretary of the Army             Assessment and      Falls Church, VA;
 (Acquisition, Logistics, and      Evaluation (SARD-   Pentagon,
 Technology).                      ZD); Deputy         Arlington, VA;
                                   Assistant           Radford, VA; and
                                   Secretary of the    all other
                                   Army for            locations.
                                   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.
Medical Command (MEDCOM)........  Healthcare          Augusta, GA;
                                   Acquisition         Honolulu, HI; El
                                   Activity, MEDCOM    Paso, TX; San
                                   Acquisition         Antonio, TX;
                                   Activity.           Seattle, WA;
                                                       Walter Reed Army
                                                       Medical Center,
                                                       Washington, DC;
                                                       Landstuhl,
                                                       Germany.
MEDCOM..........................  Medical Research    Ft. Rucker, AL;
                                   and Materiel        Natick, MA;
                                   Command (MRMC)      Aberdeen Proving
                                   (See Note 3).       Ground, MD; Ft.
                                                       Detrick, MD;
                                                       Washington, DC.
MEDCOM..........................  Medical Department  Ft. Greeley, AK;
                                   Activity.           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        Honolulu, HI; Ft.
                                   Centers.            Bragg, NC; San
                                                       Antonio, TX;
                                                       Tacoma, WA;
                                                       Washington, DC.
MEDCOM..........................  Center for Health   Aberdeen Proving
                                   Promotion and       Ground, MD.
                                   Preventive
                                   Medicine.
U.S. Army Eighth Army (EUSA)....  Contracting         Seoul, Korea and
                                   Command Korea/      all other
                                   EAKC.               locations.
EUSA............................  Troop Command.....  Seoul, Korea and
                                                       all other
                                                       locations.
U.S. Army Test and Evaluation     HQ, ATEC..........  Alexandria, VA.
 Command (ATEC).
ATEC............................  Operational Test    Ft. Hood, TX and
                                   Command (OTC).      all other
                                                       locations.
ATEC............................  Army Evaluation     Alexandria, VA and
                                   Center (AEC).       all other
                                                       locations.
ATEC............................  Developmental Test  Aberdeen Proving
                                   Command (DTC).      Ground, MD and
                                                       all other
                                                       locations.
Headquarters, Department of the   Defense Supply      Alexandria, VA;
 Army (HQDA).                      Services            Ft. Belvoir, VA;
                                   Washington (DSSW)/  Falls Church, VA;
                                   Joint-DSSW.         Washington, DC.
National Guard Bureau (NGB) (See  Program Executive   Arlington, VA.
 Note 4).                          Office/Program
                                   Management RCAS,
                                   NGB-RCS-RA.
Joint Activities................  Information         Pentagon,
                                   Management          Arlington, VA and
                                   Support Center.     all other
                                                       locations.
Military Traffic Management       HQ, MTMC..........  Alexandria, VA.
 Command (MTMC).
MTMC............................  MTAQ..............  Falls Church, VA
                                                       and all other
                                                       locations.

[[Page 52148]]

 
MTMC............................  PM Global Freight   Alexandria, VA.
                                   Management System.
MTMC............................  598th               Yokohama, Japan;
                                   Transportation      Rotterdam,
                                   Terminal Group;     Netherlands;
                                   599th               Oahu, HI; Fort
                                   Transportation      Eustis, VA; and
                                   Terminal Group;     all other
                                   836th               locations.
                                   Transportation
                                   Terminal Group
                                   Deployment
                                   Support Command..
Space and Missile Defense         SMDC (See Note 1).  Huntsville, AL;
 Command (SMDC).                                       Kwajalein Atoll,
                                                       Marshall Islands;
                                                       Colorado Springs,
                                                       CO; White Sands
                                                       Missile Range,
                                                       NM; Arlington,
                                                       VA; Fairfax, VA;
                                                       all other
                                                       locations.
Training and Doctrine Command     Headquarters,       Ft. Monroe, VA.
 (TRADOC).                         TRADOC
                                   Acquisition
                                   Directorate and
                                   Small and
                                   Disadvantaged
                                   Business
                                   Utilization
                                   Office.
TRADOC..........................  Directorate of      Ft. Eustis, VA.
                                   Contracting and
                                   TRADOC
                                   Contracting
                                   Activity.
TRADOC..........................  Directorate of      Ft. Leavenworth,
                                   Contracting and     KS.
                                   Mission
                                   Contracting
                                   Activity.
TRADOC..........................  Directorate of      Ft. Lee, VA.
                                   Contracting and
                                   Mission
                                   Contracting
                                   Activity.
TRADOC..........................  Directorates of     McClellan, AL;
                                   Contracting.        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            All locations.
                                   Headquarters.
COE.............................  Division,           All locations.
                                   Directorates of
                                   Contracting.
COE.............................  District            All locations.
                                   Contracting
                                   Offices.
COE.............................  Transatlantic       All locations.
                                   Programs Center,
                                   Directorate of
                                   Contracting.
COE.............................  Humphreys           All locations.
                                   Engineering
                                   Center Support
                                   Activity,
                                   Contracting
                                   Office.
COE.............................  Marine Design       All locations.
                                   Center.
Intelligence and Security         704 Military        All locations.
 Command.                          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).
Criminal Investigation Command..  Headquarters......  Ft. Belvoir, VA
                                                       and all other
                                                       locations.
U.S. Army Europe and 7th Army     Wiesbaden           Wiesbaden,
 (USAREUR).                        Contracting         Germany.
                                   Center.
USAREUR.........................  USA Contracting     Brussels, Belgium;
                                   Command Europe.     Bad Kreuznach,
                                                       Germany;
                                                       Grafenwohr,
                                                       Germany;
                                                       Seckenheim,
                                                       Germany;
                                                       Wiesbaden,
                                                       Germany;
                                                       Wuerzburg,
                                                       Germany; Vicenza,
                                                       Italy; and all
                                                       other locations.
USAREUR.........................  USA Transportation  Grafenwoehr,
                                   Management Center.  Germany.
USAREUR.........................  Southern European   Vicenza, Italy.
                                   Task Force.
USAREUR.........................  21st Theater Army   Kaiserslautern,
                                   Area Command.       Germany.
USAREUR.........................  V Corps...........  Heidelberg,
                                                       Germany.
USAREUR.........................  7th Army Training   Grafenwoehr,
                                   Command.            Germany.
USAREUR.........................  26th Support Group  Heidelberg,
                                                       Germany.
Forces Command (FORSCOM)........  U.S. Army           Ft. Carson, CO;
                                   Garrisons (USAGs).  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   All locations.
                                   Army; Fifth Army.
U.S. Military Academy...........  West Point (See     West Point, NY.
                                   Note 5).
Military District of Washington.  3rd U.S. Infantry;  All locations.
                                   12th Aviation
                                   Battalion; Army
                                   Signal Activity;
                                   Arlington
                                   National
                                   Cemetery; Joint
                                   Personal Property
                                   Shipping Office;
                                   U.S. Army Band;
                                   White House
                                   Transportation
                                   Agency.
U.S. Army National Guard Bureau   USPFO Activity      All locations.
 (ANGB).                           (See Note 3).
ANGB............................  State Area Command  All locations.
                                   (See Note 3).
Southern Command................  U.S. Army Element,  Miami, FL and all
                                   Headquarters        other locations.
                                   Southern Command.
Recruiting Command..............  USA Recruiting      Fort Knox, KY and
                                   Support             all other
                                   Battalions.         locations.
Military Entrance Processing      Headquarters, USA,  North Chicago, IL.
 Command (MEPCOM).                 MEPCOM.

[[Page 52149]]

 
Total Army Personnel Command....  Information System  St. Louis, MO.
                                   Agency, Army
                                   Reserve Personnel
                                   Center.
U.S. Army Pacific (USARPAC).....  HQ, USARPAC; and    All locations.
                                   subordinate
                                   command/
                                   installations.
Office of the Secretary of the    Immediate Office    Pentagon,
 Army.                             of the Secretary    Arlington, VA and
                                   of the Army.        all other
                                                       locations.
Office of the Secretary of the    Office of the       Pentagon,
 Army.                             Administrative      Arlington, VA and
                                   Assistant to the    all other
                                   Secretary of the    locations.
                                   Army.
Office of the Secretary of the    Office of the       Pentagon,
 Army.                             Chief of            Arlington, VA and
                                   Legislative         all other
                                   Liaison.            locations.
Office of the Secretary of the    Office of Small     Pentagon,
 Army.                             and Disadvantaged   Arlington, VA and
                                   Business            all other
                                   Utilization.        locations.
Office of the Secretary of the    Office of           Pentagon,
 Army.                             Director,           Arlington, VA and
                                   Information         all other
                                   Systems for         locations.
                                   Command Control,
                                   Communications,
                                   and Computers.
Field Operating Offices of the    Army Broadcasting   Alexandria, VA.
 Office of the Secretary of the    Service.
 Army.
Field Operating Offices of the    Cost and Economic   Arlington, VA and
 Office of the Secretary of the    Analysis Agency.    all other
 Army.                                                 locations.
Field Operating Offices of the    Army Safety Center  Ft. Rucker, AL and
 Office of the Secretary of the                        all other
 Army.                                                 locations.
Field Operating Offices of the    USA War College     Carlisle Barracks,
 Office of the Secretary of the    (See Note 5).       PA and all other
 Army.                                                 locations.
Field Operating Offices of the    Communication       Alexandria, VA and
 Office of the Secretary of the    Electronic          all other
 Army.                             Service Office.     locations.
Special Operations Command......  Office of the       All locations.
                                   Acquisition
                                   Executive and all
                                   associated PEOs
                                   and PMs.
Joint Activities................  Army Visual         Pentagon,
                                   Information         Arlington, VA and
                                   Center.             all other
                                                       locations.
Joint Activities................  Defense             Ft. Belvoir, VA.
                                   Acquisition
                                   University (DAU)
                                   (See Note 5).
------------------------------------------------------------------------
                         DEPARTMENT OF THE NAVY
------------------------------------------------------------------------
                                  Navy
------------------------------------------------------------------------
Assistant Secretary of the Navy   (ASN(RD&A)).......  Arlington, VA.
 (Research, Development, and
 Acquisition).
Navy International Program        NIPO..............  Arlington, VA.
 Office (NIPO).
Naval Supply Systems Command      Fleet and           Bremerton, WA.
 (NAVSUP).                         Industrial Supply
                                   Center, Puget
                                   Sound.
NAVSUP..........................  Fleet and           San Diego, CA.
                                   Industrial Supply
                                   Center.
Naval Sea Systems Command         TEAM CX (Surface    Arlington, VA.
 (NAVSEA).                         Ship Directorate
                                   (SEA 91), Program
                                   Executive Office
                                   Aircraft
                                   Carriers, and
                                   Program Executive
                                   Office
                                   Expeditionary
                                   Warfare).
------------------------------------------------------------------------
                              Marine Corps
------------------------------------------------------------------------
Marine Corps Systems Command      Amphibious Vehicle  Camp Pendleton,
 (MARCORSYSCOM).                   Test Bed (AVTB);    CA.
                                   Marine Corps
                                   Tactical Systems
                                   Support Activity
                                   (MCTSSA).
MARCORSYSCOM....................  Headquarters,       Albany, GA; Rock
                                   Marine Corps        Island, IL;
                                   Systems Command     Picatinny
                                   (MARCORSYSCOM);     Arsenal, NJ;
                                   CSLE; Program       Warren, MI;
                                   Support Section.    Quantico, VA.
------------------------------------------------------------------------
                          DEPARTMENT OF DEFENSE
------------------------------------------------------------------------
Office of the Secretary of        ATSD (NCB); DIR,    Pentagon,
 Defense Office of the Under       Admin; DIR, API;    Arlington, VA.
 Secretary of Defense for          DDR&E; DIR, DP;
 Acquisition, Logistics, and       DSB; DUSD (ES);
 Technology (USD(AT&L)).           DUSD (AR); DUSD
                                   (AT); DUSD
                                   (IA&I); DUSD
                                   (I&CP); DUSD (L);
                                   DIR, S&TS; DIR,
                                   TSE&E; Spec Prog;
                                   SADBU.
Defense Advanced Research         All (See Note 5)..  Arlington, VA.
 Projects Agency (DARPA).
Defense Logistics Agency........  All...............  All locations.
Missile Defense Agency..........  All...............  Arlington, VA.
Defense Contract Management       All...............  All locations.
 Agency (DCMA).
Defense Threat Reduction Agency   All...............  Arlington, VA; Ft.
 (DTRA).                                               Belvoir, VA.
Defense Information Systems       PM DISN System      Falls Church, VA.
 Agency.                           Integration
                                   Project.
------------------------------------------------------------------------
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.

[[Page 52150]]

 
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       Organization/
major organizational subdivision     office symbol         Locations
------------------------------------------------------------------------
                                AIR FORCE
------------------------------------------------------------------------
Air Force Materiel Command        Air Armament        Eglin AFB, FL and
 (AFMC).                           Complex (AAC).      all other
                                                       locations.
AFMC............................  Air Force Life      All locations.
                                   Cycle Management
                                   Center.
AFMC............................  Air Force Test      Edwards AFB, CA
                                   Center (AFTC).      and all other
                                                       locations.
AFMC............................  Air Force Nuclear   Kirtland AFB, NM.
                                   Weapons Center.
AFMC............................  Air Force           All locations.
                                   Sustainment
                                   Center.
Air Force Operational Test and    All...............  Kirtland AFB, NM
 Evaluation Center (AFOTEC).                           and all other
                                                       locations.
Miscellaneous Air Force.........  Contracting         All locations.
                                   Organizations.
------------------------------------------------------------------------
                                  NAVY
------------------------------------------------------------------------
Naval Sea Systems Command         Headquarters,       All locations.
 (NAVSEA).                         Program Executive
                                   Office (PEO)
                                   Ships, PEO Subs,
                                   PEO LCS, PEO IWS
                                   and PEO Carriers.
Naval Air Systems Command         NAVAIR              All locations.
 (NAVAIR).                         Headquarters and
                                   associated PEO
                                   workforce.
Space and Naval Warfare Systems   Headquarters and    All locations.
 Command.                          PEOs.
Strategic Systems Programs (SSP)  SSP...............  Washington, DC
                                                       (WNY) and all
                                                       locations.
------------------------------------------------------------------------
                          DEPARTMENT OF DEFENSE
------------------------------------------------------------------------
Defense Acquisition University    Defense             All locations.
 (DAU).                            Acquisition
                                   University (DAU)
                                   \13\.
Missile Defense Agency (MDA)....  All...............  All locations.
Defense Test Resource Management  All...............  Arlington, VA.
 Center (DTRMC).
Washington Headquarters Services  Acquisition         Arlington, VA.
 (WHS).                            Directorate.
------------------------------------------------------------------------
                             JOINT SERVICES
------------------------------------------------------------------------
U.S. Special Operations Command.  Office of the       All locations.
                                   Acquisition
                                   Executive and all
                                   associated PEOs
                                   and PMs.
U.S. Transportation Command.....  Office of the       All locations.
                                   Acquisition
                                   Executive and all
                                   associated PEOs
                                   and PMs.
------------------------------------------------------------------------

Appendix C

Information as of August 25, 2016

     
---------------------------------------------------------------------------

    \13\ Excludes administratively determined pay plan employees.

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.

[[Page 52151]]

 
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.

[[Page 52152]]

 
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.

[[Page 52153]]

 
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.

[[Page 52154]]

 
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.

[[Page 52155]]

 
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.

[[Page 52156]]

 
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 on-the-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

[[Page 52157]]

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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Appendix F

Intervention Impact Evaluation Model

----------------------------------------------------------------------------------------------------------------
             Intervention                  Expected effects             Measures               Data sources
----------------------------------------------------------------------------------------------------------------
                                                 1. COMPENSATION
----------------------------------------------------------------------------------------------------------------
a. Broadbanding......................  Increased                Perceived flexibility..  <bullet> Attitude
                                        organizational                                    survey.
                                        flexibility, i.e.,                               <bullet> Focus groups.
                                        simplified assignment,
                                        pay setting.
                                       Reduced administrative   Actual/perceived time    Personnel office data,
                                        workload, paper work     savings.                 program management
                                        reduction.                                        evaluation (PME)
                                                                                          results, attitude
                                                                                          survey.
b. Maximum Broadband Level...........  Higher starting basic    Starting basic pay of    Workforce data.
                                        pay.                     banded v. non-banded
                                                                 employees.
c. Accelerated Compensation for        More gradual basic pay   Progression of new       Workforce data.
 Developmental Positions.               progression at entry     hires over time by
                                        levels.                  broadband, career
                                                                 path, scores, deltas.
                                       Increased basic pay      <bullet> Mean salaries   <bullet> Workforce
                                        potential.               by broadband, career     data.
                                                                 path and demographics.
                                                                <bullet> Total payroll   <bullet> Personnel
                                                                 costs.                   office data.
                                       Increased satisfaction   Employee perceptions of  Attitude survey.
                                        with advancement.        advancement.
                                       Increased basic pay      Basic pay satisfaction,  Attitude survey.
                                        satisfaction.            internal/external
                                                                 equity.
                                       Improved recruitment of  Offer, acceptance,       Personnel office data.
                                        interns and recent       declination, retention
                                        graduates.               ratios.
d. Student Intern Relocation           Greater ability to hire  <bullet> Offer/          Personnel office data.
 Incentive.                             students attending       acceptance ratios.
                                        colleges in different   <bullet> Percent
                                        geographical locations.  declinations.
                                       Elevated quality of      <bullet> Perceived       <bullet> Attitude
                                        hires.                   quality of candidates/   survey, focus groups,
                                                                 hire, i.e.,              selecting official
                                                                 experience, skills,      interviews.
                                                                 education.
                                                                <bullet> First offer     <bullet> Personnel
                                                                 accepted.                office data.
                                                                <bullet> Grade point     <bullet> Personnel
                                                                 averages.                office data.
                                                                <bullet> Educational     <bullet> Personnel
                                                                 levels.                  office data.
e. Conversion Buy-ins................  Employee acceptance....  <bullet> Employee        <bullet> Attitude
                                                                 perceptions of equity,   survey.
                                                                 fairness.
                                                                <bullet> Cost as a       <bullet> Workforce
                                                                 percent of payroll.      data.
f. Supervisory and Team Leader Cash    <bullet> Increased       <bullet> Perceived       <bullet> Attitude
 Differentials.                         incentive to accept      motivational power.      survey.
                                        supervisory or team
                                        leader positions.
                                       <bullet> Improved        <bullet> Offer,          <bullet> Personnel
                                        recruitment and          acceptance, retention    office data.
                                        retention of             ratios.
                                        supervisors and team
                                        leaders.
                                       <bullet> Flatter         <bullet> Supervisory/    <bullet> Workforce
                                        organization.            non-supervisory ratios.  data.
                                       <bullet> Improved        <bullet> Employee        <bullet> Attitude
                                        quality of supervisory   perceptions of quality   survey, focus groups.
                                        staff.                   of supervisory and
                                                                 team leader staff.
----------------------------------------------------------------------------------------------------------------
                                     2. CONTRIBUTION/PERFORMANCE MANAGEMENT
----------------------------------------------------------------------------------------------------------------
a. AcqDemo Contribution Rating         Reward/motivate          Perceived motivational   Attitude survey.
 Awards; Title 5 Special Act Awards,    contribution.            power.
 Honorary Awards, and Other Title 5
 Awards, e.g., Time-Off.
                                       To support fair and      <bullet> Amount and      <bullet> Workforce
                                        appropriate              number of awards by      data.
                                        distribution of awards.  type, demographics.
                                                                <bullet> Perceived       <bullet> Attitude
                                                                 fairness of awards.      survey.
                                                                <bullet> Satisfaction    <bullet> Attitude
                                                                 with monetary and non-   survey.
                                                                 monetary awards.
b....................................  Increased basic pay/     <bullet> Perceived       <bullet> Attitude
                                        contribution-            basic pay/contribution-  survey.
                                        performance link.        performance link.
                                                                <bullet> Perceived       <bullet> Attitude
                                                                 fairness of scoring.     survey.
                                       Improved contribution/   <bullet> Satisfaction    <bullet> Attitude
                                        performance feedback.    with scoring.            survey.
                                                                <bullet> Employee trust  <bullet> Attitude
                                                                 in supervisors/pay       survey.
                                                                 pool panels.            <bullet> Attitude
                                                                <bullet> Adequacy of      survey.
                                                                 contribution/
                                                                 performance feedback.

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                                       Decreased turnover of    Turnover by integrated   Workforce data.
                                        employees scoring in     pay schedule
                                        normal or                compensation
                                        undercompensated         categories.
                                        categories/Increased
                                        turnover of employees
                                        scoring in
                                        overcompensated
                                        category.
                                       Alignment of             Linkage of contribution  <bullet> Contribution
                                        organizational and       expectations and         plans.
                                        individual               objectives to           <bullet> Strategic
                                        contribution             strategic plans' goals.  Plans.
                                        expectations,
                                        objectives, and
                                        results.
                                       Increased employee       <bullet> Perceived       <bullet> Attitude
                                        involvement in           involvement.             survey/focus groups.
                                        contribution planning   <bullet> Contribution    <bullet> Personnel/Demo
                                        and assessment.          management.              regulations.
c. New Appraisal Process:              Reduce administrative    Employee and supervisor  Attitude survey.
 Contribution-based Compensation and    burden.                  perceptions of revised
 Appraisal System (CCAS).                                        procedures.
                                       Improved communication.  Perceived fairness of    Focus groups.
                                                                 process.
d. Contribution Plan Development.....  Better communication of  Feedback and coaching    <bullet> Focus groups.
                                        contribution             procedures used.        <bullet> Personnel
                                        expectations,                                     office data.
                                        performance
                                        requirements, and
                                        objectives.
                                       Improved satisfaction    Perceived workforce      <bullet> Attitude
                                        and quality of           quality.                 survey.
                                        workforce.                                       <bullet> Focus groups.
----------------------------------------------------------------------------------------------------------------
                                           3. POSITION CLASSIFICATION
----------------------------------------------------------------------------------------------------------------
a. Improved Classification System      Reduction in amount of   <bullet> Time spent on   <bullet> Personnel
 with Generic Standards.                time and paperwork       classification           office data.
                                        spent on                 procedures.
                                        classification.
                                                                <bullet> Reduction of    <bullet> Personnel
                                                                 paperwork/number of      office data.
                                                                 personnel actions
                                                                 (classification--promo
                                                                 tion, change to lower
                                                                 broadband level).
                                       Simplified, automated    <bullet> Adaptable to    <bullet> Personnel
                                        classification           changes; number of       office data.
                                        applications and         system change requests. <bullet> Focus groups,
                                        procedures.             <bullet> Ready access;    surveys.
                                                                 number and length of    <bullet> Personnel
                                                                 down times.              office data.
                                                                <bullet> Easy to use;    <bullet> AcqDemo
                                                                 number of user           Program Office data.
                                                                 inquiries.
                                       Ease of Use............  <bullet> Factors,        <bullet> Attitude
                                                                 descriptors, and         survey.
                                                                 discriminators easy to  <bullet> Focus groups.
                                                                 decipher and apply to
                                                                 various positions at
                                                                 different
                                                                 organizational levels.
                                                                <bullet> Perception of   <bullet> Attitude
                                                                 managers, supervisors,   survey.
                                                                 administrative          <bullet> Focus groups.
                                                                 personnel, and HR
                                                                 specialists of time
                                                                 savings, ease of use.
                                                                <bullet> Number of       <bullet> Personnel
                                                                 employee                 office data.
                                                                 classification appeals.
b. Delegation of Classification        Increased supervisory    Perceived authority....  Attitude survey.
 Authority.                             authority and
                                        accountability.
                                       Decreased conflict       <bullet> Number of       <bullet> Personnel
                                        between management and   classification           records.
                                        human resources staff.   disputes/appeals pre-
                                                                 and post-conversion.
                                                                <bullet> Management      <bullet> Attitude.
                                                                 satisfaction with
                                                                 service provided by
                                                                 the HR Office.
                                       No negative impact on    Internal pay equity....  <bullet> Personnel
                                        internal pay equity.                              records.
                                                                                         <bullet> Attitude
                                                                                          survey.
----------------------------------------------------------------------------------------------------------------
                                     4. REDUCTION-IN-FORCE (RIF) PROCEDURES
----------------------------------------------------------------------------------------------------------------
a. Modified RIF......................  Minimize loss of high    <bullet> Separated       <bullet> Workforce
                                        contributing employees.  employees by             data.
                                                                 demographics, overall   <bullet> Attitude
                                                                 contribution score       survey and focus
                                                                 deltas, and integrated   groups.
                                                                 pay schedule
                                                                 compensation regions.
                                                                <bullet> Satisfaction    <bullet> Attitude
                                                                 with RIF process.        survey and focus
                                                                                          groups.
                                       Contain cost and         <bullet> Cost            <bullet> Personnel/
                                        disruption.              comparisons of           Budget Office data.
                                                                 traditional vs.
                                                                 modified RIF.
                                                                <bullet> Number and      <bullet> Personnel
                                                                 cost of separation       office data.
                                                                 incentives.
                                                                <bullet> Time to         <bullet> Personnel
                                                                 conduct RIF.             office data.
                                                                <bullet> Number of       <bullet> Personnel
                                                                 employees affected.      office data.
                                                                <bullet> Number of       <bullet> Personnel
                                                                 employees outplaced.     office data.

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                                                                <bullet> Number of       <bullet> Personnel
                                                                 appeals/reinstatements.  office data.
----------------------------------------------------------------------------------------------------------------
                                              5. HIRING AUTHORITIES
----------------------------------------------------------------------------------------------------------------
a. Direct Hire for the Business and    Improved ease and        <bullet> Perceived       <bullet> Attitude
 Technical Management Professional      timeliness of hiring     flexibility in           survey.
 Career Path positions.                 process.                 authority to hire.
                                                                <bullet> Shortened       <bullet> Personnel
                                                                 timeline from            office data.
                                                                 initiation of action
                                                                 to firm offer letter/
                                                                 EOD.
b. Veteran Direct Hire Appointments    Improved recruitment of  <bullet> Offer/          <bullet> Personnel
 for the Business and Technical         employees for shortage   acceptance ratios.       office data.
 Management Professional Career Path    category positions.     <bullet> Percent         <bullet> Personnel
 and Technical Management Support                                declinations.            office data.
 Career.                                                        <bullet> Timeliness of   <bullet> Personnel
                                                                 job offers.              office data.
                                       Elevated quality of      <bullet> Perceived       <bullet> Attitude
                                        hires.                   quality of candidates/   survey, focus groups,
                                                                 hire, i.e.,              selecting official
                                                                 experience, skills,      interviews.
                                                                 education.
                                                                <bullet> First offer     <bullet> Personnel
                                                                 accepted.                office data.
                                                                <bullet> Grade point     <bullet> Personnel
                                                                 averages.                office data.
                                                                <bullet> Educational     <bullet> Personnel
                                                                 levels.                  office data.
                                       Reduced administrative   <bullet> Actual          <bullet> Personnel
                                        workload/paperwork       efficiencies and         office data
                                        reduction.               perceived skills.       <bullet> Attitude
                                                                                          survey, focus groups.
c. Acquisition Student Intern Hiring   Improved recruitment of  <bullet> Offer/          <bullet> Personnel
 Authority.                             employees for AWF        acceptance ratios.       office data.
                                        positions.              <bullet> Percent         <bullet> Personnel
                                                                 declinations.            office data.
                                                                <bullet> Timeliness of   <bullet> Personnel
                                                                 job offers.              office data.
d. Scholastic Achievement Appointment  Elevated quality of      <bullet> Perceived       <bullet> Attitude
                                        hires.                   quality of candidates/   survey, focus groups,
                                                                 hire, i.e.,              selecting official
                                                                 experience, skills,      interviews.
                                                                 education.
                                                                <bullet> First offer     <bullet> Personnel
                                                                 accepted.                office data.
                                                                <bullet> Grade point     <bullet> Personnel
                                                                 averages.                office data.
                                                                <bullet> Educational     <bullet> Personnel
                                                                 levels.                  office data.
e. Simplified Accelerated Processes:   Improved ease and        <bullet> Perceived       <bullet> Attitude
 Name Request, Rule of Many, and List   timeliness of hiring     flexibility in           survey.
 or Certificate of Eligibles.           process.                 authority to hire.      .......................
                                                                <bullet> Shortened       <bullet> Personnel
                                                                 timeline from            office data.
                                                                 initiation of action
                                                                 to firm offer letter/
                                                                 EOD.
                                       Improved recruitment of  <bullet> Offer/          <bullet> Personnel
                                        employees for AWF and    acceptance ratios.       office data.
                                        direct support          <bullet> Percent         <bullet> Personnel
                                        positions.               declinations.            office data.
                                                                <bullet> Timeliness of   <bullet> Personnel
                                                                 job offers.              office data.
                                       Elevated quality of      <bullet> Perceived       <bullet> Attitude
                                        hires.                   quality of candidates/   survey, focus groups,
                                                                 hire, i.e.,              selecting official
                                                                 experience, skills,      interviews.
                                                                 education.
                                                                <bullet> First offer     <bullet> Personnel
                                                                 accepted.                office data.
                                                                <bullet> Grade point     <bullet> Personnel
                                                                 averages.                office data.
                                                                <bullet> Educational     <bullet> Personnel
                                                                 levels.                  office data.
                                       Reduced administrative   <bullet> Actual          <bullet> Personnel
                                        workload/paperwork       efficiencies and         office data.
                                        reduction.               perceived skills.       <bullet> Attitude
                                                                                          survey, focus groups.
f. Term Appointment Authority........  Increased capability to  <bullet> Number and      <bullet> Workforce data
                                        expand and contract      length of appointments  <bullet> Personnel
                                        workforce.               by type of position.     office data.
                                                                <bullet> Number/         <bullet> Personnel
                                                                 percentage of            office data.
                                                                 conversions from
                                                                 modified term to
                                                                 permanent.
----------------------------------------------------------------------------------------------------------------
                                                   6. STAFFING
----------------------------------------------------------------------------------------------------------------
a. Expanded Detail and Temporary       Increased capability to  <bullet> Number and      <bullet> Workforce
 Promotion to Higher Broadband Level.   expand and contract      length of details and    data.
                                        workforce.               temporary promotions
                                                                 by type of position.
                                                                <bullet> Number of       <bullet> Personnel
                                                                 recipients receiving     office data.
                                                                 permanent promotions.
                                                                <bullet> Demographics    <bullet> Personnel
                                                                 of recipients.           office data.
                                       Increased ability to     <bullet> Number and      <bullet> Workforce
                                        provide extended         length of details and    data.
                                        developmental            temporary promotions    <bullet> Personnel
                                        assignments.             by developmental         office data.
                                                                 assignment.
                                                                <bullet> Demographics    <bullet> Personnel
                                                                 of recipients.           office data.
                                                                <bullet> Realized        <bullet> Personnel
                                                                 career growth.           office data.
b. Voluntary Emeritus Program........  Encourages retirees to   <bullet> Frequency of    <bullet> Personnel
                                        mentor junior            use, length of           office data.
                                        professionals or serve   assignment, type and
                                        as consultants.          level of position,
                                                                 hours/days worked,
                                                                 typical salary for
                                                                 position.

[[Page 52171]]

 
                                                                <bullet> Cost savings    <bullet> Personnel
                                                                 by virtue of volunteer   office data.
                                                                 service.
                                                                <bullet> Volunteer and   <bullet> Attitude
                                                                 management               survey, focus group,
                                                                 satisfaction.            interviews.
                                                                <bullet> Participation
                                                                 by non-AcqDemo
                                                                 participants.
----------------------------------------------------------------------------------------------------------------
                                      7. EXPANDED DEVELOPMENT OPPORTUNITIES
----------------------------------------------------------------------------------------------------------------
a. Sabbaticals.......................  Expanded range of        <bullet> Number and      <bullet> Workforce
                                        professional growth      type of opportunities    data.
                                        and development.         taken.
                                                                <bullet> Demographics    <bullet> Personnel
                                                                 of participants.         office data.
                                                                <bullet> Increased       <bullet> Workforce
                                                                 employee career          data.
                                                                 progression.            <bullet> Personnel
                                                                                          office data.
                                                                <bullet> Employee and    <bullet> Attitude
                                                                 management               survey.
                                                                 satisfaction.
                                       Application of enhanced  Employee and supervisor  Focus groups,
                                        knowledge and skills     perceptions.             interviews, attitude
                                        to work product,                                  survey.
                                        contribution
                                        expectations.
----------------------------------------------------------------------------------------------------------------
                                       8. COMBINATION OF ALL INTERVENTIONS
----------------------------------------------------------------------------------------------------------------
a. All...............................  Improved organizational  Combination of           All data sources.
                                        effectiveness.           personnel measures.
                                       Improved management of   Employee/Management job  Attitude survey.
                                        workforce.               satisfaction
                                                                 (intrinsic/extrinsic).
                                       Improved planning......  <bullet> Planning        <bullet> Strategic
                                                                 procedures.              planning documents.
                                                                <bullet> Perceived       <bullet> Attitude
                                                                 effectiveness of         survey.
                                                                 planning procedures.
                                       Improved cross           Actual/perceived         Organizational charts.
                                        functional               coordination.
                                        coordination.
                                       Increased product        Customer satisfaction..  Customer satisfaction
                                        success.                                          surveys.
                                       Cost of demonstration    Project training/        <bullet> Demo Program
                                        project innovation.      developmental costs      Office records.
                                                                 (staff salaries,        <bullet> Contract
                                                                 contract cost,           documents.
                                                                 training hours per
                                                                 employee).
----------------------------------------------------------------------------------------------------------------


[[Page 52172]]

[GRAPHIC] [TIFF OMITTED] TN09NO17.014

[FR Doc. 2017-24226 Filed 11-8-17; 8:45 am]
BILLING CODE 5001-06-P