Workforce Overview Training Presented by AcqDemo Program Office

Workforce Overview Training Presented by AcqDemo Program Office
Conversion to DoD Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo) Workforce Overview Training Presented by AcqDemo Program Office FY 2018 Welcome to the Workforce Overview for AcqDemo. This half day training session is designed to introduce the Civilian Acquisition Workforce Personnel Demonstration Project [AcqDemo] personnel and pay programs to Employees and Supervisors. The Demonstration Project was established to provide a flexible and responsive personnel system for DoD Acquisition business environments, one that will continue to enhance the Department’s ability to attract, retain, and motivate a high-quality workforce.

Classification & Staffing Contribution, Performance & Compensation
COURSE OUTLINE Introduction AcqDemo Overview Classification & Staffing Contribution, Performance & Compensation Transition & Support We have carefully chosen the topics listed here as what the workforce is most interested in understanding about AcqDemo. Certainly an overview of conversion activities to come in the next few months is one of them….how your position will be classified and how positions can be filled is another, options for career growth and development provided under AcqDemo, and lastly, and I imagine most important to all of you is the appraisal and reward system which under AcqDemo is known as a contribution-based appraisal system. Then we’ll wrap up with a summary of things to come and where you can get help on any questions you may have later.

Administration Housekeeping Ground Rules Parking Lot Course Objectives
I. INTRODUCTION Administration Housekeeping Ground Rules Parking Lot Course Objectives In this module, we’ll state our objectives today, provide you with a short summary of legislation behind AcqDemo and provide the purpose and benefits of it.

Introduction Administration, Expectations and Parking Lot
Sign in Briefing Timing Introductions Expectations Parking Lot Ground Rules & Logistics Rest Rooms Breaks Cell Phones / Other Electronic Devices Questions and Parking Lot Review

Introduction Course Objectives To gain an understanding of:
AcqDemo Background GS –> AcqDemo Conversion AcqDemo Broadbands and Classification Process AcqDemo Contribution-Based Compensation and Appraisal System (CCAS) Transition & Support The objectives of this course are to provide participants with the knowledge and tools to understand and process actions under AcqDemo. During this course, we will review (1) AcqDemo Background, (2) Conversion activities, (3) AcqDemo Broadbands along with Classification and Staffing, (4) Career Growth and Development Opportunities, and (5) an in-depth look at the Contribution-based Compensation and Appraisal System (CCAS). Finally, this course will discuss the way forward.

II. AcqDemo OVERVIEW Legislative History
AcqDemo Workforce Demographics Purpose of AcqDemo Key Highlights What Stays the Same What’s Changing In this module, we’ll state our objectives today, provide you with a short summary of legislation behind AcqDemo and provide the purpose and benefits of it.

NSPS implemented Department-wide
AcqDemo OVERVIEW NDAA for FY 1996 SECDEF encouraged to pursue Demonstration Project for Acquisition Workforce 8 January 1999 Federal Register notice published implementing DoD Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo) 95,000 participants authorized 51% of positions must be DAWIA << 2007 – 2010 >> NSPS implemented Department-wide ~2,500 remain in AcqDemo NDAA for FY 2004 120,000 participants authorized Lowered DAWIA position threshold to 33% (1/3) — NDAA for FY 2018 — 130,000 participants authorized Project duration extended through FY 2023 — 9 November 2017 — Federal Register notice re-published Participant-driven modifications and new initiatives implemented Let’s quickly run through an AcqDemo Overview starting with how we got here. AcqDemo is not new. It began with encouragement and authorization for the SECDEF to conduct a personnel demonstration project for the civilian acquisition workforce. Since its inception a number of amendments were published revising the program to either comply with regulatory changes or make modifications based on program execution. Currently, AcqDemo is authorized until FY 2023 with a ceiling of 130K. Current participating organizations bring the total to approximately 38,000. Most recently, the most extensive changes to AcqDemo since its implementation were made official with the formal publication of a completely re-written Federal Register Notice on November 9, 2017.

AcqDemo Workforce Demographics
AcqDemo OVERVIEW AcqDemo Workforce Demographics As of: March 2018

AcqDemo OVERVIEW Purpose of AcqDemo
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. It strives 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. Section I.A. of the Federal Register dated November 9, 2017

AcqDemo OVERVIEW Key Highlights New classification structure
New appraisal system New terminology No loss of pay from conversion to AcqDemo Here are the key takeaways today and we’ll talk to the details in the next several modules…

All remain the same! AcqDemo OVERVIEW What Stays the Same
Benefits, retirement, health, life, and other benefits Leave Work Schedules Allowances & travel/ subsistence expenses Veterans’ preference Prohibited personnel practices All remain the same! Many of the fundamental benefits of DoD employment remain unchanged… Merit system principles Fundamental due process Whistleblower protection Anti-discrimination laws

AcqDemo OVERVIEW Terms and Definitions Broadbands vs. Grades/Steps
What’s Changing Terms and Definitions Broadbands vs Grades/Steps Classification and Staffing Rating and Rewarding Support Tools But there are some unique differences in converting from GS that you will need to understand, which is our purpose today.

III. CLASSIFICATION & STAFFING
Terminology Crosswalk GS to AcqDemo Transition Conversion Pay Setting Broadband Structure Position Requirements Document Classification Process Deputies, Supervisors and Team Leaders Classification Appeals Competitive and Non-Competitive Actions Appointment Authorities External Placements Internal Placements Pay Setting Our next module discusses the position classification structure and staffing process.

Terminology Crosswalk
Classification & Staffing Terminology Crosswalk General Schedule ACQDEMO Occupational Series Occupational Groups Career Path & Pay Schedules Business Management and Technical Management Professional Technical Management Support Administrative Support Pay Plan Code GS Pay Plan Designator NH, NJ, NK Grades 1-15/Steps 1-10 Broadband I, II, III, IV Position Description (PD) Position Requirements Document (PRD) Here we have the key terminology differences between the classification structure of GS and AcqDemo. In GS, similar series were grouped together in a career group, e.g. Accounting & Budget Group (0500), Business & Industry Group (1100), etc., and then pay set under the GS or other pay schedules for different possibilities. Under AcqDemo, occupational series are grouped more by the role they play…business professional, technical management support and administrative support. Our pay schedules have a one to one relationship with each of these career paths, NH to management, NJ to technical support and NK to admin support. AcqDemo pay schedules do not provide for a different supervisory pay schedule, though the program does have a supervisor/team lead cash differential feature. AcqDemo career paths contain 3-4 broadband levels. Finally, your job description in AcqDemo is called a Position Requirements Document. This chart shows a crosswalk of classification terminology from GS to AcqDemo. The architecture of AcqDemo is simplified and designed specific to the acquisition workforce.

GS to AcqDemo Classification Conversion
Classification & Staffing GS to AcqDemo Classification Conversion Broadband Level NH – Business and Technical Management Professional NJ – Technical Management Support NK – Administrative Support I GS 1 – 4 II GS 5 – 11 GS 5 – 8 GS 5 – 7 III GS 12 – 13 GS 9 – 11 GS 8 – 10 IV GS 14 – 15 GS

Classification & Staffing
Broadbands BUSINESS AND TECHNICAL MANAGEMENT PROFESSIONAL (NH) I $18,785 – $33,629 (GS 1- 4) II $28,945 – $68,983 (GS 5 – 11) III $63,600 – $98,317 (GS 12 – 13) IV $89,370 -$136,659 (GS 14 – 15) TECHNICAL MANAGEMENT SUPPORT (NJ) $28,945 – $51,623 (GS 5 – 8) $43,857 - $68,983 (GS 9 – 11) ADMINISTRATIVE SUPPORT (NK) $28,945 - $46,609 (GS 5 – 7) $39,707 - $62,787 (GS 8 – 10) This chart provides a visual of the AcqDemo career paths, broadband levels and their associated basic pay ranges, along with the GS equivalents for reference. These broadbands have been especially designed for the acquisition community – noting that the journeyman level 12/13 for the Business and Technical Management Professional career path has been separated into its own broadband level, Level III. The AcqDemo broadband basic pay ranges match directly with the GS pay scale. 2018 ACQDEMO BROADBAND BASE PAY TABLE (w/o Locality Pay)

Conversion Pay Setting
Classification & Staffing Conversion Pay Setting GS Employees Converting to AcqDemo WGI buy-in is a prorated calculation based on number of completed weeks toward next Step increase. A tool is available on the AcqDemo website to determine your individual buy-in amount, if applicable. Career Ladder Promotion Buy-In Prorated calculation based on the number of completed weeks towards the next higher grade If both step increase and career ladder buy-ins apply, calculate step increase buy-in first, then calculate career ladder buy-in Special Rate and Retained Rate policies also detailed in AcqDemo Operating Guide if applicable WGI Buy-In Calculation: Basic Pay = (Time in Step/Time Between Steps) x Step Increase + Current Basic Pay WGI buy-in option is only available if hiring from a graded position in a pay system that offers WGIs or equivalent. Operating Procedures Reference: Buy-ins WGIs inherent in the GS system are discontinued under this demonstration project. In order to compensate employees equitably at the time of their organization’s initial conversion into AcqDemo, adjustments to the employees’ basic pay for a step increase and/or non-competitive career ladder promotion will be made. This process is known as a “buy-in.” Calculation Specifically, “buy-in” adjustments to an employee’s basic pay for a step increase and/or a non-competitive career ladder promotion will be computed based on the organization’s implementation date, according to a prorated share computed upon the number of weeks an employee has completed towards the next higher step or grade. A week is considered to be in effect at 0001 hours on each Sunday Eligibility Employees will not be eligible for the WGI buy-in if their current rating of record is unacceptable at the time of conversion, are at step 10, or are receiving retained pay at the time of conversion will not be eligible for a WGI buy-in. An employee on retained pay whose basic pay exceeds the maximum basic pay of the broadband level (as determined by the employee’s grade) is not eligible for a buy-in adjustment. As such, an employee’s rate of basic pay remains the same under AcqDemo as it was previously. Employees on retained grade at the time of conversion into AcqDemo will receive a "buy-in" for their within-grade increase provided they would have received a WGI prior to expiration of their retained grade. Their basic pay will then be set at that rate in the career path and broadband level for their position of record. Employees on grade retention at the time of conversion transition into AcqDemo who would not receive a WGI prior to expiration of their grade retention will not receive a buy-in for their WGI. Their basic pay will be set at the rate in the broadband for their position of record. Employees whose pay exceeds the top rate of the broadband level will have their pay retained. Career Ladder Promotions Similar computation applies for career ladder promotion buy-in. If both the step increase and the career ladder buy-in apply, calculate the step increase buy-in first, and then calculate the career ladder buy-in. For employees whose special rate exceeds their locality rate, the pay conversion will be processed first to derive a new rate of basic pay under the demonstration. Next, the WGI/career ladder promotion buy-in adjustment is added to the new rate. (This processing sequence is significant because it yields a higher rate of basic pay under the demonstration than the reverse sequence would.) Career Ladder promotion buy-in may cause an employee’s rate of basic pay under the demonstration project to exceed the top of the broadband level corresponding to the employee’s pre-demonstration project permanent grade. If the employee’s rate of basic pay exceeds the maximum rate of basic pay for the broadband level containing the employee’s GS grade, the employee will remain at that broadband level and will receive a retained rate For employees on career ladder positions, no within-grade increase (WGI) equity adjustment will be made if the employee’s basic pay is adjusted for a promotion that would be effective before the next scheduled WGI.

Career Path and Broadband Placement
Classification & Staffing Career Path and Broadband Placement Based on assigned duties, identify title & series using OPM classification standards Locate occupational series and title in Appendix C of Federal Register Notice to determine applicable Career Path Apply appropriate broadband level descriptors to the duties and responsibilities to determine broadband level classification Once the conversion is completed, for all future classification scenarios we think about the process in three steps: Using the OPM Classification Standards to identify title and series first. Then… Using Table 3 of the Federal Register Notice to determine the applicable Career Path. Then… Applying the broadband level descriptors (also found in the Federal Register Notice) to the duties and responsibilities of the position & to the qualifications necessary to perform those duties and responsibilities in order to identify the appropriate broadband level.

Maximum Broadband Level Each AcqDemo position will now identify both current and full performance broadband levels in its career path Candidates selected competitively or through merit promotion for the lower broadband level May be advanced to maximum broadband level without further competition Maximum broadband level based on full performance level of position Pay is capped at the maximum rate for the employee’s current broadband level Federal Register notice, Section II.A.7 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. 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.

Factors Job Achievement and/or Innovation - qualifications, critical thinking, calculated risks, problem solving, leadership, supervision, and personal accountability Communication and/or Teamwork - communication, both verbal and written; interactions with customers, coworkers, and groups; and assignments crossing functional boundaries Mission Support - understanding and execution of organizational goals and priorities; working with customers to develop a mutual understanding of their requirements; monitoring and influencing cost parameters or work, tasks, and projects; and establishing priorities that reflect mission and organizational goals Classification factors are the only broadband level controlling information on the position requirements document (PRD). These eliminate the need for the use of any other grading criteria. These factors will determine the appropriate broadband level. These same three factors will be used later to set expectations and used to assess levels of contribution at the end of the cycle.

Descriptors And Discriminators
Classification & Staffing Descriptors And Discriminators Factor: Mission Support NH – Business Management & Technical Management Professional LEVEL DESCRIPTORS DISCRIMINATORS LEVEL III Anticipates problems, develops sound solutions and action plans to ensure program/mission accomplishment. Establishes customer alliances, anticipates and fulfills customer needs, and translates customer needs to programs/projects. Identifies and optimizes resources to accomplish multiple projects’/programs’ goals. Effectively accomplishes multiple projects’/programs’ goals within established guidelines. Independence Customer Needs Planning/Budgeting Execution/Efficiency LEVEL IV Defines, integrates, and implements strategic direction for vital programs with long-term impact on large numbers of people. Initiates actions to resolve major organizational issues. Promulgates innovative solutions and methodologies. Assess and promulgate, fiscal, and other factors affecting customer and program/project needs. Works with customer at management levels to resolve problems affecting programs/projects (e.g., problems that involve determining priorities and resolving conflicts among customers’ requirements). Formulates organizational strategies, tactics, and budget/action plan to acquire and allocate resources. Optimizes, controls, and manages all resources across projects/programs. Develops and integrates innovative approaches to attain goals and minimize expenditures. Each Factor has Descriptors and Discriminators for classifying duties and responsibilities. Career Path, Factors, Descriptors, and Discriminators constitute grading criteria for determining appropriate broadband level. Here’s an example of the Mission Support factor. Note the differences in responsibility level between NH-II and NH-III. All of these factors taken together guide the classification authority in making a determination.

Position Requirements Document (PRD) AcqDemo continues to utilize a Position Requirements Document (PRD) in place of the traditional position description PRD now contains additional elements that need to be provided such as maximum broadband level, % of time of supervisory duties, etc. Previous eleven PRD fillable templates have been updated, redesigned, and reduced to three—one for each career path. Fillable PRD templates for each career path broadband level are on the AcqDemo website at acqdemo.hci.mil/PRD.html The use of the Program Office template is optional, however alternative Component Cover Sheet need to contain all required data elements. Federal Register notice, Section II.A.5. 5. Position Requirements Document Under the demonstration project’s classification system, a position requirements document (PRD) combines the position information; staffing requirements; factors, descriptors, and discriminators; expected contribution criteria for the assigned broadband level; and position evaluation statement into a single document. The AcqDemo Program Office has developed fillable templates for each career path broadband level to aid supervisors in producing a PRD. An instruction sheet has been included with each template to aid in the preparation of a PRD. New fields include acquisition specific information such as identification of critical acquisition positions, career fields, and certification levels; positions involving 51% or more of time in direct support to AWF positions; a maximum broadband level for each position; and percentage of time involved in supervisory/managerial duties. In addition, drop down menus have been utilized where practicable. Participating Organizations may use an alternative automated system to support AcqDemo classification as needed. 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. ~ Additional Component / Agency policy may apply ~

Deputies, Supervisors and Team Leaders
Classification & Staffing Deputies, Supervisors and Team Leaders OPM Classification Standards used: Deputies - may be classified in the same broadband level as the position to which they report Supervisors – classified per GS Supervisory Guide Combination of technical & administrative direction of others Major duty occupying at least 25% of position’s time Meet at least the lowest level of Factor 3 (Managerial Authority) Team Leaders - classified per GS Leader Guide Regular and recurring duties occupying at least 25% of position’s time leading a team of Civilian employees Don’t fully meet the lowest level of Factor 3 (Managerial Authority)

Supervisory and Team Leader Cash Differentials Intended to incentivize and compensate supervisors and team leaders A cash differential is NOT included as part of basic pay Can be effectively applied when: Inequities exist between supervisory and non-supervisory subordinate pay Positions are extremely difficult to fill Organizational level and scope, difficulty, and value of position warrants additional compensation Supervisory differential may be between 0% and 10% of basic pay Team leader differential may be between 0% and 5% of basic pay Reviewed annually with CCAS Assessment to validate continuing need May be terminated or reduced In many organizations, going from a non-supervisory role to a supervisory role occurred in GS as a change from a GS-12 to a GS-13. As both of those positions in the NH Career Path are NH-III positions, there was no opportunity to monetarily incentivize an employee with a basic pay increase at the time of position change, only at the time of CCAS payout each January. This new feature now allows for an increase in pay via a cash incentive at the time of position change. A cash differential is not paid from pay pool funds and 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. 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. 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. Our organizational decision on this is XXXXX Federal Register notice, Section II.C.12., “Supervisory and Team Leader Cash Differentials” 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. 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. 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. ~ Additional Component / Agency policy may apply ~

Classification Appeals Final appellate level for AcqDemo employee appeals now DoD rather than OPM Only occupational series, title, or broadband level can be appealed (no change) DoD final AcqDemo appellate decisions are binding on all administrative, certifying, payroll, disbursing, and accounting offices within DoD => Changes final appellate level to DoD instead of OPM. 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 apply. SUPERVISOR ORGANIZATION HEAD COMPONENT / AGENCY HEAD DoD / DCPAS

Competitive Action Promotions Internal (within AcqDemo): 0 – 20%, at least minimum but NTE maximum External (GS or other Graded systems to AcqDemo): 0 – 20%, at least minimum but NTE maximum Temporary Promotions exceeding 1 year within a 24-month period Non-Competitive Actions Re-Promotions Change in position having no greater potential than current Accretion of Duties RIF placement Target Career Level Promotions Temporary Promotions NTE 1 year within a 24-month period Modified Term Candidates w/ priority consideration Review quickly. Very little new information from current practices.

Appointments and Periods Permanent appointments Career Career-conditional Temporary Limited – NTE 1 year, 2 1-year extensions Modified Term – NTE 5 years, +1 year extension Excepted Service – e.g. Pathways Programs Target Career Level Positions Eligibility determined by organization or component Recent graduates (within 2 years of completing academic course requirements, or up to 6 years if due to military service obligations) Student Interns (formerly SCEP) can be included STEP positions are excluded from AcqDemo

Accelerated Compensation for Developmental Positions (ACDP) ACDP employees: Are in acquisition positions OR non-acquisition positions that support DAWIA-covered positions at least 51% of the time Classified to NH I, II, and III broadband levels Participate in formal training programs, internships, or other developmental capacities Demonstrate successful or better growth and development in job-related competencies Exceed contribution expectations associated with their EOCS Often the term Career Ladder Position is used for these types of appointments. Employees are eligible for increases at the time certain milestones are met (often an anniversary date). 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. Our organizational policy is XXXXXX 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. A general O&M budget allocation or equivalent for civilian salaries, as appropriate, would be used to cover ACDP basic pay increases. If approved, Defense Acquisition Workforce Development Funds (DAWDF) may be an additional source of funds for ACDPs. Federal Register notice, Section II.c.11., Accelerated Compensation for Developmental Positions 11. ACDP AcqDemo will implement ACDP to provide recognition for employees in acquisition positions and 51% support positions 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. 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. 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. 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. Defense Acquisition Workforce Development Funds (DAWDF) may be an additional source of funds for ACDPs. ~ Additional Component / Agency policy may apply ~

Accelerated Compensation for Developmental Positions (ACDP) Provides opportunity to increase pay twice per CCAS appraisal cycle Cannot be less than 6 months between increases Basic pay increase may not exceed 10% Increase in pay will trigger an increase in employee’s EOCS ACDPs will not be funded by pay pool allocations Often the term Career Ladder Position is used for these types of appointments. Employees are guaranteed increases at the time certain milestones are met (often an anniversary date). Previously they had to be excluded from AcqDemo as CCAS only pays out one time a year in January. 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. Our organizational policy is XXXXXX 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. A general O&M budget allocation or equivalent for civilian salaries, as appropriate, would be used to cover ACDP basic pay increases. If approved, Defense Acquisition Workforce Development Funds (DAWDF) may be an additional source of funds for ACDPs. Federal Register notice, Section II.c.11., Accelerated Compensation for Developmental Positions 11. ACDP AcqDemo will implement ACDP to provide recognition for employees in acquisition and 51% support positions 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. 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. 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. 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. Defense Acquisition Workforce Development Funds (DAWDF) may be an additional source of funds for ACDPs. ~ Additional Component / Agency policy may apply ~

ACDP Career Ladder Example Promotion to Max Broadband Level Beginning Year #4 10% Increase in Basic Pay = $64,662 New EOCS = 63 ACDP Adjustment Beginning Mid-Year #3 New EOCS = 58 10% Increase in Basic Pay = $58,784 CCAS Adjustment Beginning Year #3 10% Increase in Basic Pay = $53,440 New EOCS = 53 ACDP Adjustment Beginning Mid-Year #2 10% Increase in Basic Pay = $48,82 New EOCS = 49 CCAS Adjustment Beginning Year #2 10% Increase in Basic Pay = $44,165 New EOCS = 44 Example of progression from an ACDP NH-II position “targeted” to an NH-III Maximum Broadband Level over a three-year timeframe with maximum 10% interim ACDP salary increases. Please note these calculations do not include the annual General Pay Increase. Actual amounts may be slightly higher. ACDP Adjustment Beginning Mid-Year #1 10% Increase in Basic Pay = $40,150 New EOCS = 39 New ACDP Placement Beginning Year #1 Starting Position = NH II / Max Broadband Level Position = NH III Basic Pay = $36,500 and EOCS = 34

Internal Placement Promotion Movement to higher broadband level within the same career path Movement to a different career path and level with a higher maximum pay rate Reassignment Change in assignment within career path/broadband level Change to a position in another career path and level with same maximum pay rate Movement to a Lower Broadband Voluntary/Involuntary/RIF/Return from a Disability NH I $18, ,629 (GS 1 – 4) II $28, ,983 (GS 5 – 11) III $63, ,317 (GS 12 – 13) IV $89, ,659 (GS 14 – 15) NJ $28,945 – 51,623 (GS 5 – 8) $43, ,983 (GS 9 – 11) NK $28, ,609 (GS 5 – 7) $39, ,787 (GS 8 – 10) Lower Move Promotion Reassignment So what about internal actions… No Reassignment Pay increase available under AcqDemo Promotion Reassignment

IV. CONTRIBUTION & COMPENSATION
Design Overview The CCAS Design Oversight Key Terms and Definitions Planning Monitoring & Feedback Appraisal Process Reward Process Addressing Inadequate Contribution Grievance Process This module takes a pretty good look at the appraisal and reward system of AcqDemo. As mentioned before, it is called the Contribution-based Compensation and Appraisal System or CCAS. We will examine each of these topics.

Contribution & Compensation
Design Overview Another approach to performance management…two key differences: Designed to focus employees on creating impact Acquisition is a knowledge-based business; we depend on people to use their knowledge to advance mission performance Discussing expectations and individual contributions vs. performance objectives will be a different “contribution planning” conversation Shapes professional acquisition workforce by using three standard factors to score employee contributions Designed to align compensation with level of contribution Basic pay level translates to expected contribution level Assessed contribution level compared with expected contribution level to determine compensation eligibility Process software ensures equitable distribution of pay pool funds

Key Terms and Definitions
Contribution & Compensation Key Terms and Definitions AcqDemo Contribution-based system Personnel Policy Board (PPB) Expected Overall Contribution Score (EOCS) Expected Contribution Range (ECR) Overall Contribution Score (OCS) Contribution Rating Increase (CRI) Contribution Award (CA) General Pay Increase (GPI) Quality of Performance Locality Pay CAS2Net Ok, perhaps our most important terminology differences in this module…we’ll look at the AcqDemo features closely in a minute. First and foremost what is this difference between performance based designs and contribution based designs? Performance Focus is on how well you performed objectives Ideal for well-defined more stable production environments Without proper controls, compensation is granted each year and inappropriate salary creep can result…we saw that happen with NSPS and it probably help lead to its repeal. Contribution Focus is on impact or benefit of results Better suited for environments where roles are less defined more fluid knowledge work-oriented environments Numeric and graphic depiction of employee placement within broadband helps to better guide compensation decisions Instead of 5 rating levels, AcqDemo uses a range of scoring which permits better distinction of level of contribution. The funding elements are similar in what they represent but are applied differently in how they are paid out.

Personnel Policy Board
Contribution & Compensation Personnel Policy Board Each Participating Organization will create a Personnel Policy Board, or modify the charter of an existing group, that will: Oversee the civilian pay budget Address issues associated with separate pay systems Determine the composition of the pay pools Review pay pool operations Provide guidance to pay pool managers Administer pay pool funding levels Review new hire and promotion pay Monitor award pool distributions Assess the need to modify local demonstration project procedures and policies Establish and monitor quality of performance process and results Publish local business rules Oversee the transition into AcqDemo The Personnel Policy Board is the guiding oversight body for AcqDemo operations within an organization.

The CCAS Cycle 3. Employee Self-Assessment 4. Supervisor’s Assessment New Cycle Begins Previous Cycle Discussion New Cycle Contribution Planning 5. Pay Pool Panel End-of-Cycle Discussion & Payout 2. Mid-Point Review Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep FEEDBACK

Contribution Planning
Contribution & Compensation Contribution Planning Understand role in achieving organization mission/goals Determine work assignments in support of mission Define expectations of results, benefits, and/or impacts Understand relationship between expectations and factor descriptors Understand relationship between current basic pay and expected contribution range Apply component specific guidance for documentation Like any other performance management system, planning the rating cycle work assignments and expectations of them is the key first step…

Factors Job Achievement and/or Innovation Communication and/or Teamwork Mission Support For contribution scoring purposes, the 3 factor scores are averaged to determine employee’s OCS Job Achievement and/or Innovation - qualifications, critical thinking, calculated risks, problem solving, leadership, supervision, and personal accountability Communication and/or Teamwork - communication, both verbal and written; interactions with customers, coworkers, and groups; and assignments crossing functional boundaries Mission Support - understanding and execution of organizational goals and priorities; working with customers to develop a mutual understanding of their requirements; monitoring and influencing cost parameters or work, tasks, and projects; and establishing priorities that reflect mission and organizational goals The factors, descriptors, and discriminators may not be modified. See FRN Appendix E for a full list of Factor definitions, descriptors and discriminators. Federal Register notice, Section II.D.1., “Overview” 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, to include quality of performance, the Integrated Pay Schedule as a mechanism to relate contribution to pay, and the compensation adjustment results.

Descriptors And Discriminators
Contribution & Compensation Descriptors And Discriminators Factor: Mission Support NH – Business Management & Technical Management Professional LEVEL DESCRIPTORS DISCRIMINATORS LEVEL III Anticipates problems, develops sound solutions and action plans to ensure program/mission accomplishment. Establishes customer alliances, anticipates and fulfills customer needs, and translates customer needs to programs/projects. Identifies and optimizes resources to accomplish multiple projects’/programs’ goals. Effectively accomplishes multiple projects’/programs’ goals within established guidelines. Independence Customer Needs Planning/Budgeting Execution/Efficiency LEVEL IV Defines, integrates, and implements strategic direction for vital programs with long-term impact on large numbers of people. Initiates actions to resolve major organizational issues. Promulgates innovative solutions and methodologies. Assess and promulgate, fiscal, and other factors affecting customer and program/project needs. Works with customer at management levels to resolve problems affecting programs/projects (e.g., problems that involve determining priorities and resolving conflicts among customers’ requirements). Formulates organizational strategies, tactics, and budget/action plan to acquire and allocate resources. Optimizes, controls, and manages all resources across projects/programs. Develops and integrates innovative approaches to attain goals and minimize expenditures. Each Factor has Descriptors and Discriminators for classifying duties and responsibilities. Career Path, Factors, Descriptors, and Discriminators constitute grading criteria for determining appropriate broadband level. Here’s an example of the Mission Support factor. Note the differences in responsibility level between NH-II and NH-III. All of these factors taken together guide the classification authority in making a determination.

Self and Supervisory Assessments
Contribution & Compensation Self and Supervisory Assessments FACTOR 1: Job Achievement and/or Innovation “I implemented a new study for my organization” SO WHAT ? Modify thinking to include impact and results… Employee Self-Assessment: “Designed and implemented a study by end 2d Qtr, FY16 to demonstrate the impact of the mission ready technician training on operational performance. Use of the data saved over $500K in a single course. Savings were used to support stand-up of an additional course, which would not have been funded in training budget projections.” At the end of the appraisal cycle, employees and supervisors will complete self and supervisory assessments. The annual assessments are written to address contributions made throughout the year for each contribution factor. This is an example of addressing the contribution factor, Job Achievement and/or Innovation. When writing contribution self assessments, emphasis is placed not on the “what” (activity) and “how” (level of performance) but the “why” (mission) and the “who” (customers)… impact and results. This is a change in emphasis for self-assessments as some participants may be accustomed to writing about “whos” and “whats” of performance. Under AcqDemo, an employee’s performance is assessed in addition to assessing contribution. We will discuss AcqDemo’s “Quality of Performance” later in this chapter. Self assessments are not mandatory under AcqDemo policy, however Participating Organizations may choose to require them for their organizations. Regardless of whether or not an employee completes a self assessment, supervisory assessments should be thorough enough to stand on their own during Pay Pool deliberations. (More on that in the CCAS-specific training.) See a couple of examples here…. AcqDemo organizations may initially use a fillable word document for their contribution plans before copying/pasting into CAS2Net. This enables character/word counting and spell-checking prior to entering the assessments into CAS2Net. Supervisory Assessment: “Conducted a study which resulted in a savings of almost a third of the original training program cost. Along with the significant cost savings, early implementation of this study provided the justification leadership needed, during times of severe budget cuts, to support the need to use these funds for an additional training occurrence; thus ensuring this critical training requirement is met for warfighter readiness.”

Sample Employee Joe Contributor NH-0801-III, General Engineer Base Salary - $81,735 Ok, let’s take you through an example of how someone is reviewed under CCAS….

The “Rails” $130,000 $0 $20,000 $40,000 $60,000 $80,000 $100,000 Base Pay $81,735 Normal Pay Range or Expected Contribution Range (ECR) (8% +/- of SPL) (approx. +/- 4 OCS scores) Standard Pay Line So this is the famous “rails” graph of AcqDemo. This is what distributes that GS-1 to GS-15 basic pay range across the total range of scores available. That creates what we call the Standard Pay Line (red line). Since this is never an exact science, the design provides for a tolerance of plus/minus 8% basic pay from the SPL. This creates what we call the Normal Pay Region (NPR) or Expected Contribution Range (ECR). So if Joe makes $80K, he will run over to the SPL and plot an expected score of 75 for that basic pay level. Overall Contribution Score (OCS) 100 75 Expected OCS Basic Pay of $80,735 equates to Expected OCS of 75; Expected Contribution Range includes approx. +/- 4 OCS scores

Expected Contribution Range Calculator
Contribution & Compensation Expected Contribution Range Calculator Calculate your Expected Contribution Range (ECR) for the year using a calculator found at the AcqDemo website: Basic Pay Only $98,317 2018 70 73 77 Basic Pay Only To help employees and managers, there is a tool on the website which calculates that for you…you just enter the basic pay, and it calculates your expected contribution range.

Broadband Level Categorical Rating & Score Ranges
Contribution & Compensation Broadband Level Categorical Rating & Score Ranges Levels Categorical NH Point Range NJ Point Range NK Point Range Very High High 115 95 70 IV Med 110 91 67 Low 105 87 64 96 – 100 79 – 83 -- 84 – 95 67 – 78 61 – 66 III 62 – 66 57 – 61 52 – 61 47 – 56 43 – 51 38 – 46 II 47 – 51 42 – 46 Med High 51 – 61 41 – 46 41 – 50 36 – 40 30 – 41 Med Low 30 – 40 30 – 35 22 –29 22 – 29 I 24 – 29 06 – 23 00 – 05 This is where “Joe” plots on the score range chart. Ask each employee to plot themselves on this chart after class to help better understand the level and category to which they should write their Contribution Plans. Categorical and Numerical scores are shown. Be sure to point out both. Notice how the higher levels in the broadband have higher score expectations – this is because higher levels have higher basic pay potential due to more complex, difficult work with a broader scope. The very high is 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 4. Note additional categories for Broadband 2 employees.

Determining Categorical Scores
Contribution & Compensation Determining Categorical Scores NH Contribution Matrix Factors Job Achievement and/or Innovation Communication Teamwork Mission Support Very High High Med Low Level IV Level III High (79 – 83) 3H Med (67 – 78) 3M Low (61 – 66) Level II M/H M/L So Joe has a good year and it’s rating time…Joe has submitted his self assessment describing his accomplishments under each factor. His supervisor first determines to what degree he has met or exceeded a descriptor and assigns a categorical rating for each factor.

Determining Numeric Scores
Contribution & Compensation Determining Numeric Scores NH Contribution Matrix Factors Job Achievement and/or Innovation Communication Teamwork Mission Support Very High High Med Low Level IV Level III High (79 – 83) 3H (79) Med (67 – 78) 3M (76) 3M (78) Low (61 – 66) Level II M/H M/L The pay pool then follows that with a second level of distinction in assigning a score value within the high/medium/low category selected, based on factor discriminators.

Recommended Overall Contribution Score Numerical Score of Each Factor: Job Achievement and/or Innovation – 79 Communication and/or Teamwork – 76 Mission Support – 78 233 These factor scores will ultimately be approved by the pay pool manager and averaged to create the Overall Contribution Score (OCS). So Joe’s factor scores become an overall score of 78….remember, his expected score is 75. 233 / 3 = ~78 Overall Contribution Score

CCAS Reward Payout Criteria Three forms of compensation available depending on the category into which employee falls (see chart below) General Pay Increase (GPI) may be reduced or denied Locality Pay is not at risk Overcompensated (Above the rails) BASIC PAY Appropriately Compensated (Within the rails) Undercompensated (Below the rails) OVERALL CONTRIBUTION SCORE Payout Eligibility Compensation Category General Pay Increase Contribution Rating Increase Contribution Award Locality Pay Overcompensated Can be given in full, reduced or denied No Yes Appropriately Compensated Yes – up to 6% Undercompensated Yes – up to 20%

Pay Pool Funding Contribution Rating Increase (CRI) Intended to be consistent with funds historically spent in GS on within-grade increases, quality-step increases and promotions between grades that are now banded Minimum of 2% of activity’s total basic pay budget of onboard as of 30 Sept. Contribution Awards (CA) Intended to be consistent with funds historically spent in GS on performance awards Minimum of 1% of activity’s total adjusted basic pay budget Will not exceed 90% of organization total awards budget General Pay Increase (GPI) Accounts for the cost of labor and percentage increase for the GS pay table Next, the pay pool funding…there are three funding elements of AcqDemo…. Note: Adjusted basic pay includes locality

Payout Calculations Determine who is in the Pay Pool as of the end of the rating period on September 30. The people on board 30 Sep determine the salaries to be applied to pay pool funds. Let’s say, for example, this is Joe’s pay pool…so basic pay salaries add up to $446,450 used for CRI calculations and adjusted basic pay (with locality) adds up to $510,515 used for CA calculations. Let’s see what happens next. Total the Basic Pay column for use in CRI calculations. Total the Adjusted Basic Pay column for use in CA calculations. Note: Adjusted Pay example above reflects current RUS locality rate; adjusted pay will vary by locality

Calculate pay pool dollars allocated for basic pay increases (CRI) using percentages of Total Basic Pay and awards (CA) using percentages of Total Adjusted Basic Pay. The minimum funding level for CRI is 2.0% and CA is 1.0%. CRI = $10,739 Total Basic Pay * CRI Funding Level = CRI Pool $446,450 X 2.4% = $10,739 This pay pool has decided to fund their levels at 2.0% for CRI and 1.0% for CA. Using those percentages against the pay pool funds, that creates a pot of $10,739 for CRI and $5,986 for CA. CA = $5,986 Total Adjusted Basic Pay * CA Funding Level = CA Pool $511,659 X 90% of 1.3% = $5,986

Final Overall Contribution Score $130,000 $0 $20,000 $40,000 $60,000 $80,000 $100,000 Basic Pay Target Pay $87,098 Delta Pay $81,735 75 Expected OCS Delta OCS Standard Pay Line So the pay pool has approved Joe’s score of 78. What is the effect of that? If we reverse the earlier process and start with the 78 score along the scoring axis, follow it up to the SPL and back over to the salary axis, we see that Joe has earned a target basic pay of $87,098, which creates a delta in his OCS of +3 points and a $5,363 delta basic pay. Now, it would be great if everyone could get all of what they earn from a rating but as you know, there is limited funding in the pay pools. In addition, the more delta OCS increases to be compensated, the lower the percentage of payout there will be for each of the pay pool employees. This slide uses the Standard Pay Line as the CRI pay decision or perspective. Be aware that this is a component decision. Overall Contribution Score (OCS) 100 78 Rated OCS Basic Pay for Rated OCS of 78 = $87,098 vs. Expected OCS of 75 = $81,735 (creates a Delta OCS of +3 and Delta Pay of $5,363)

Payout Calculations Enter approved OCS and Target Salaries. Determine the Delta OCS and Delta Salaries. X Expected OCS Approved Delta Basic Pay Target Contributor, Joe 75 78 3 $81,735 $87,098 $5,363 Sayers, Rose 74 68 -6 $80,121 $71,421 Collins, James Blaine, Rick 76 2 $83,709 $3,588 67 69 $70,010 $72,853 $2,843 Munroe, Cora 64 4 $65,453 -$8,700 $5,968 Wayne, Bruce 66 -1 $68,842 -$1,168 1X Total Positive Delta Salary = $17,762 Calculate total positive Delta Pay.

Payout Calculations Calculate percent of Delta Pay to be given. Available Dollars for CRI ÷ Total Positive Delta Pay = Percent for CRI Payout CRI Pool $10,739 Total Positive Delta Pay of $17,762 $10,739 ÷ $17,762 = % of Positive Delta Pay for CRI Available Dollars for CA ÷ Total Positive Delta Pay = Percent for CA Payout CA Pool $5,986 Total Positive Delta Pay of $17,762 $5,986 ÷ $17,762 = % of Positive Delta Pay for CA

Calculate approved CRI and CA Expected OCS Approved Delta Basic Pay Target Contributor, Joe 75 78 3 $81,735 $87,098 $5,363 Delta Pay * Percent of Delta Pay for CRI = Contribution Rating Increase $5, X % = $3,242 Delta Pay * Percent of Delta Pay for CA = Contribution Award $5, X % = $1,807

Quality of Performance CCAS now includes assessment of the quality of performance an employee demonstrates in achieving his/her expected contribution results during an appraisal cycle Complies with title 10, U.S.C 1597(f), Reduction in Force (RIF) rules for DoD Quality of Performance rating assigned to each factor in addition to contribution factor scores Average of three performance factor ratings translates to the annual rating of record for employee development, selection, and RIF 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. The performance level score assigned to each contribution factor should reflect an employee’s level of performance characteristically demonstrated throughout the appraisal cycle when 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 measurable 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. Our organizational policy regarding this is XXX Federal Register notice, Section II.D.2.f.(2), “Quality of Performance” 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 each contribution factor should reflect an employee’s characteristic 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 measurable 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. (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, customers’ 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. 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.

Quality of Performance — Level Definitions As the rating official considers such items as the employee’s self-assessment, customers’ feedback, and personal observations in preparation for assigning preliminary CCAS 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. ~ Additional Component / Agency policy may apply ~

Quality of Performance – Level Values Quality of performance appraisal levels are averaged and the average translates to the annual rating of record using the Rating Criteria, below: 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 Defense Civilian Personnel Data System. The annual rating of record will be recorded as a Level 5 - Outstanding, Level 3 - Fully Successful, or Level 1 - Unacceptable.

Identifying info Signatures Appraisal Details Form has not been updated for 3 Factors and performance score

CCAS Results – Part I Form Con’t.
Compensation Detail Remarks

Inadequate Contribution
Contribution & Compensation Inadequate Contribution Goal of System: Appropriate compensation for contribution to mission effectiveness Inadequate contribution could result in: Reassignment Reduction in Pay Removal from Federal Service Reduction in Broadband Level Employees whose contributions to mission accomplishment are inadequate and/or performance unacceptable will be placed on Contribution Improvement Plans (CIPs) The demonstration project aims to go beyond a performance-based rating system, to link rewards to the levels of contribution. Therefore, the system also accounts for those whose contributions are judged to be less than adequate. This section applies to reassignment, reduction in pay, reduction in broadband level, or removal of demonstration project employees based on inadequate contribution. As we’ve seen, contribution is measured against three critical factors, each with levels of increasing contribution corresponding to the three career paths. Inadequate contribution in any one factor at any time during the appraisal period is considered grounds for reassigning employees, reducing their pay and/or broadband level, or removing them from Federal Service. Inadequate contribution can also result when the OCS falls in the over-compensated region. This authority is similar to that for identifying poor performers under current Civil Service Rules. Supervisors should consult with the HR specialist when considering any action described in this section.

Inadequate Contribution is defined as:
Contribution & Compensation Inadequate Contribution is defined as: When the overall contribution score places the employee in the overcompensated region, above the upper rail An unacceptable performance appraisal level on at least one of the three contribution appraisal factors Contributions in one or more of the Quality of Performance levels falls into the Unacceptable range In situation 2, the employee’s OCS has placed them above the upper rail of the Expected Contribution Range in the category A. In these cases, the supervisor can make a judgment call on whether or not a CIP is necessary. A supervisor can decide to document the decision not to do a CIP and inform the employee and higher management or the supervisor can determine that CIP action is necessary.

OCS less than ECR AND PAQL Level 1 - Unacceptable Performance Appraisal Quality Level (PAQL) Rating of Record Level 1 - Unacceptable OCS Less than Expected Contribution Range (ECR) (Plots in Overcompensated Region) Inadequate Contribution at Conclusion of Annual CCAS Process OR Any Time During CCAS Rating Period — Any One or More Factors — Here is a graphic representation of what was described on the previous slide - what constitutes inadequate contribution. When an employee’s contribution score causes the employee’s base pay to plot in the overcompensated region (above the upper rail of the Normal Pay Region) AND/OR the quality of performance is considered at an Unacceptable, Level 1, rating of record in any one factor, the employee is considered to be contributing inadequately.

Establishing a Contribution Improvement Plan: Rating Official prepares Contribution Improvement Plan Supervisors are advised to contact their HR Specialist for assistance Supervisor notifies employee in writing CIP must contain: Specific areas in which the employee is inadequately contributing and/or performing Standards for adequate contribution and performance Actions required of the employee Time in which contribution/performance improvement must be accomplished Assistance from the service or agency Consequences of failure to improve Employee must sustain adequate contribution and fully successful performance for two years after successful completion of CIP There are many component unique requirements of preparing improvement actions, so we advise all supervisors to work with their HR specialist for assistance on these matters but a CIP must contain these items….

CCAS Grievance Process
Contribution & Compensation CCAS Grievance Process Employees May Grieve: OCS Rating Quality of Performance Rating Supervisor Assessment Process: Through a Collective Bargaining Agreement; or Administrative Grievance Procedure (5 CFR 771) as supplemented by local procedures Employee submits grievance to Supervisor Supervisor provides recommendation to Pay Pool Panel Pay Pool Panel may accept recommendation or reach independent decision Pay pool decision is final unless employee requires reconsideration by next higher official to Pay Pool Manager Next higher official renders final decision Lastly, employees may grieve their OCS rating either through the provisions of their local bargaining agreement or the administrative grievance process as supplemented by any local procedures to provide for these steps…

V. Transition and Support
Transition Summary Transition Support So what’s next….

Transition & Support Transition Summary
AcqDemo has been running continuously since 1999 Provides a rapid ability to design and implement personnel management initiatives and processes for the Acquisition Community Pay-setting flexibilities competitively attract highly-skilled professionals Pay-banded classification provides flexibility in assigning and moving personnel CCAS provides ability to advance basic pay based on contribution versus longevity Appraisal system allows organizations to reward high contributors, while encouraging inadequate contributors to improve their contributions

Transition & Support Transition Support Program Office Support
PO working with your local conversion team Operating Procedures AcqDemo Website Reference Material Conversion Tool Calculator Training Senior Leader Brief HR Training Workforce Overview Training CCAS for Supervisors Training eLearning Questions? Contact your local conversion team Visit DoD AcqDemo Website for latest conversion information updates Lastly, just some items of information for you…here are some support tools sponsored by the program office. If you have questions, please look to your transition team for answers first and for trickier ones, please allow them the opportunity to research an answer with the program office and get back to you. Otherwise, we can take your question at this helpdesk and here is the AcqDemo website address…

Questions? Conversion to DoD Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo) Your notes:

Please complete the Class Evaluation Thank you for attending!
Conversion to DoD Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo) Please complete the Class Evaluation Thank you for attending! Your notes:

Workforce Overview Training Presented by AcqDemo Program Office

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