Science and Technology Reinvention Laboratory Personnel Management Demonstration Project, Department of the Army, Army Research, Development and Engineering Command, Tank Automotive Research, Development and Engineering Center (TARDEC), 55110-55157 [2010-22203]

Agencies

• Office of the Secretary
• DEPARTMENT OF DEFENSE

[Federal Register Volume 75, Number 174 (Thursday, September 9, 2010)]
[Notices]
[Pages 55110-55157]
From the Federal Register Online via the Government Printing Office [www.gpo.gov]
[FR Doc No: 2010-22203]



[[Page 55109]]

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Part IV





Department of Defense





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Science and Technology Reinvention Laboratory Personnel Management 
Demonstration Project, Department of the Army, Army Research, 
Development and Engineering Command, Tank Automotive Research, 
Development and Engineering Center (TARDEC); Notice

Federal Register / Vol. 75, No. 174 / Thursday, September 9, 2010 / 
Notices

[[Page 55110]]


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DEPARTMENT OF DEFENSE

Office of the Secretary


Science and Technology Reinvention Laboratory Personnel 
Management Demonstration Project, Department of the Army, Army 
Research, Development and Engineering Command, Tank Automotive 
Research, Development and Engineering Center (TARDEC)

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

ACTION: Notice of proposal to design and implement a personnel 
management demonstration project.

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SUMMARY: Section 342(b) of the National Defense Authorization Act 
(NDAA) for Fiscal Year (FY) 1995, Public Law 103-337, (10 U.S.C. 2358 
note), as amended by section 1109 of NDAA for FY 2000, Public Law 106-
65, and section 1114 of NDAA for FY 2001, Public Law 106-398, 
authorizes the Secretary of Defense to conduct personnel demonstration 
projects at DoD laboratories designated as Science and Technology 
Reinvention Laboratories (STRLs). The above-cited legislation 
authorizes DoD to conduct demonstration projects to determine whether a 
specified change in personnel management policies or procedures would 
result in improved Federal personnel management. Section 1105 of the 
NDAA for FY 2010, Public Law 111-84, 123 Stat. 2486, October 28, 2009, 
designates additional DoD laboratories as STRLs for the purpose of 
designing and implementing personnel management demonstration projects 
for conversion of employees from the personnel system which applied on 
October 28, 2009. The TARDEC is listed in subsection 1105(a) of NDAA 
for FY 2010 as one of the newly designated STRLs.

DATES: TARDEC's demonstration project proposal may not be implemented 
until a 30-day comment period is provided, comments addressed, and a 
final Federal Register notice published. To be considered, written 
comments must be submitted on or before October 12, 2010. 
Implementation of this demonstration project will begin no earlier than 
February 1, 2011.

ADDRESSES: Send comments on or before the comment due date by mail to 
Ms. Betty A. Duffield, CPMS-PSSC, Suite B-200, 1400 Key Boulevard, 
Arlington, VA 22209-5144; by fax to (703) 696-5462; or by e-mail to 
Betty.Duffield@cpms.osd.mil.

FOR FURTHER INFORMATION CONTACT: TARDEC: U.S. Army Tank Automotive 
Research, Development and Engineering Center (TARDEC), 6501 East 11 
Mile Road, Warren, MI 48397-5000, ATTN: RDTA-COS/MS 204 Mr. Gregory L 
Berry, Warren, MI 48397-5000.
    DoD: Ms. Betty Duffield, CPMS-PSSC, Suite B-200, 1400 Key 
Boulevard, Arlington, VA 22209-5144.

SUPPLEMENTARY INFORMATION:

1. Background

    Since 1966, many studies of DoD laboratories have been conducted on 
laboratory quality and personnel. Almost all of these studies have 
recommended improvements in civilian personnel policy, organization, 
and management. Pursuant to the authority provided in section 342(b) of 
Public Law 103-337, as amended, a number of DoD STRL personnel 
demonstration projects were approved. These projects are ``generally 
similar in nature'' to the Department of Navy's ``China Lake'' 
Personnel Demonstration Project. The terminology, ``generally similar 
in nature,'' does not imply an emulation of various features, but 
rather implies a similar opportunity and authority to develop personnel 
flexibilities that significantly increase the decision authority of 
laboratory commanders and/or directors.
    This demonstration project involves: (1) Two appointment 
authorities (permanent and modified term); (2) extended probationary 
period for newly hired engineering and science employees; (3) pay 
banding; (4) streamlined delegated examining; (5) modified reduction-
in-force (RIF) procedures; (6) simplified job classification; (7) the 
Contribution-based Compensation and Appraisal System (CCAS); (8) 
academic degree and certificate training; (9) sabbaticals; (10) a 
Voluntary Emeritus Corps; (11) direct hire authority for candidates 
with advanced degrees for scientific and engineering positions; and 
(12) Distinguished Scholastic Achievement Appointment Authority.

2. Overview

    The NDAA for FY 2010 not only designated new STRLs but also 
repealed the National Security Personnel System (NSPS) mandating 
conversion of NSPS covered employees to their former personnel system 
or one that would have applied absent the NSPS. A number of TARDEC 
employees are covered by the NSPS and must be converted to another 
personnel system. Section 1105 of NDAA for FY 2010 stipulates the STRLs 
designated in subsection (a) of section 1105 may not implement any 
personnel system, other than a personnel system under an appropriate 
demonstration project as defined in section 342(b) of Public Law 103-
337, as amended, without prior congressional authorization. In 
addition, any conversion under the provisions of section 1105 shall not 
adversely affect any employee with respect to pay or any other term or 
condition of employment; shall be consistent with section 4703(f) of 
title 5 United States Code (U.S.C.); and shall be completed within 18 
months after enactment of NDAA for FY 2010. Therefore, since TARDEC is 
both designated an STRL by section 1105 of NDAA for FY 2010 and has 
NSPS covered employees, it must convert, at a minimum, its NSPS covered 
employees to a personnel management demonstration project before the 
end of April 2011.

3. Access to Flexibilities of Other STRLs

    Flexibilities published in this Federal Register notice shall be 
available for use by the STRLs previously enumerated in section 
9902(c)(2) of title 5, United States Code, which are now redesignated 
in section 1105 of the NDAA for FY 2010, Public Law 111-84, 123 Stat. 
2486, October 28, 2009, if they wish to adopt them in accordance with 
DoD Instruction 1400.37; pages 73248 to 73252 of volume 73, Federal 
Register; and after the fulfilling of any collective bargaining 
obligations.

    Dated: September 1, 2010.
Mitchell S. Bryman,
Alternate OSD Federal Register Liaison Officer, Department of Defense.

Table of Contents

I. Executive Summary
II. Introduction
    A. Purpose
    B. Problems With the Present System
    C. Changes Required/Expected Benefits
    D. Participating Organizations
    E. Participating Employees and Union Representation
    F. Project Design
    G. Personnel Management Board
III. Personnel System Changes
    A. Pay Banding
    B. Classification
    C. Contribution-Based Compensation and Appraisal System (CCAS)
    D. Hiring Authority
    E. Internal Placement
    F. Pay Administration
    G. Employee Development
    H. Reduction-in-Force (RIF) Procedures
IV. Implementation Training
V. Conversion Into the Demonstration Project
    A. Conversion From NSPS to the Demonstration Project
    B. Conversion From Non-NSPS System to the Demonstration Project
    C. Movement Out of the Demonstration Project

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    D. Personnel Administration
    E. Automation
    F. Experimentation and Revision
VI. Project Duration
VII. Evaluation Plan
    A. Overview
    B. Evaluation Model
    C. Evaluation
    D. Method of Data Collection
VIII. Demonstration Project Costs
    A. Cost Discipline
    B. Developmental Costs
IX. Required Waivers to Law and Regulation
Appendix A: TARDEC Employees by Duty Location
Appendix B: Occupational Series by Occupational Family
Appendix C: Contribution-Based Compensation and Appraisal System 
(CCAS) Factors
Appendix D: Intervention Model

I. Executive Summary

    TARDEC is a subordinate organization of the U.S. Army Research, 
Development and Engineering Command (RDECOM). TARDEC is the U.S. Army's 
Ground Vehicle Center of Excellence and the ground systems integration 
domain owner for RDECOM. TARDEC provides engineering and scientific 
expertise for DoD manned and unmanned ground systems and ground support 
systems. It is the Nation's laboratory for advanced military automotive 
technology and the Army's lead for advanced science and technology 
research, demonstration, development, and full Life Cycle engineering 
for ground vehicle electronics and architecture, power and mobility, 
intelligent ground systems, maneuver support and sustainment, and 
survivability.
    At TARDEC, the top priority is to deliver the most advanced 
technology solutions to improve the Nation's ground vehicle fleet. To 
do this effectively requires more than just hard work and dedication. 
It takes leadership, vision, and the determination to execute that 
vision. To be truly successful, the workforce needs to be able to lead, 
innovate, integrate, and deliver.
    To achieve this goal, TARDEC must be able to hire, retain, and 
continually motivate enthusiastic, innovative, and highly-educated 
scientists and engineers, supported by accomplished business management 
and administrative professionals as well as a skilled administrative 
and technical support staff.
    The goal of the project is to enhance the quality and 
professionalism of the TARDEC workforce through improvements in the 
efficiency and effectiveness of the human resource system. The project 
interventions will strive to achieve the best workforce for the TARDEC 
mission, adjust the workforce for change, and improve workforce 
satisfaction. The TARDEC proposed demonstration project is similar to 
the Department of Defense Civilian Acquisition Workforce Personnel 
Demonstration Project, commonly known as the ``Acq Demo.'' TARDEC has 
been using the Acq Demo's Contribution-Based Compensation and Appraisal 
System (CCAS) and its pay banding structure for a number of years. The 
TARDEC Project also uses concepts from the U.S. Army Communications-
Electronics Research, Development and Engineering Center (CERDEC) 
demonstration project and the Naval Research Laboratory demonstration 
project. The results of the project will be evaluated within five years 
of implementation.

II. Introduction

A. Purpose

    The purpose of the project is to demonstrate that the effectiveness 
of DoD STRLs can be enhanced by expanding opportunities available to 
employees and by allowing greater managerial control over personnel 
functions through a more responsive and flexible personnel system. 
Federal laboratories need more efficient, cost-effective, and timely 
processes and methods to acquire and retain a highly creative, 
productive, educated, and trained workforce. This project, in its 
entirety, attempts to improve employees' opportunities and provide 
managers, at the lowest practical level, the authority, control, and 
flexibility needed to achieve the highest quality organization and hold 
them accountable for the proper exercise of this authority within the 
framework of an improved personnel management system.
    Many aspects of a demonstration project are experimental. 
Modifications may be made from time to time as experience is gained, 
results are analyzed, and conclusions are reached on how the system is 
working. The provisions of this project plan will not be modified, or 
extended to individuals or groups of employees not included in the 
project plan, without the approval of the ODUSD (CPP). The provisions 
of DoDI 1400.37 are to be followed for any modifications, adoptions, or 
changes to this demonstration project plan.

B. Problems With the Present System

    TARDEC has participated in a number of personnel systems and 
personnel demonstrations over the past 25 years. These include the 
current Civil Service General Schedule (GS) system, the Acq Demo 
Project, and the NSPS. In October 2009, as part of the NDAA for FY 
2010, TARDEC was designated as a STRL for the purpose of designing and 
implementing a personnel management demonstration project for 
conversion of employees from the personnel system(s) which applied to 
them on October 28, 2009. TARDEC's experience with each of these prior 
personnel systems was that, although each had positive features, each 
also had negative aspects. As a result of TARDEC's experience, it was 
determined that certain features from the earlier systems were 
worthwhile to carry forward and any shortcomings/limitations corrected 
or alleviated.
    The current GS system has existed in essentially the same form 
since 1949. Work is classified into one of fifteen overlapping pay 
ranges that correspond with the fifteen grades. Base pay is set at one 
of those fifteen grades and the ten interim steps within each grade. 
The Classification Act of 1949 rigidly defines types of work by 
occupational series and grade, with very precise qualifications for 
each job. This system does not quickly or easily respond to new ways of 
designing work and changes in the work itself.
    The performance management model that has existed since the passage 
of the Civil Service Reform Act in 1980 has come under extreme 
criticism. Employees frequently report there is inadequate 
communication of performance expectations and feedback on performance. 
There are perceived inaccuracies in performance ratings with general 
agreement that the ratings are inflated and often unevenly distributed 
by grade, occupation, and geographic location.
    The need to change the current hiring system is essential as TARDEC 
must be able to recruit and retain scientific, engineering, acquisition 
support and other professionals, and skilled technicians. TARDEC must 
be able to compete with the private sector for the best talent and be 
able to make job offers in a timely manner with the attendant bonuses 
and incentives to attract high quality employees and be in compliance 
with public law.
    Finally, current limitations on training, retraining and otherwise 
developing employees make it difficult to correct skill imbalances and 
to prepare current employees for new lines of work to meet changing 
missions and emerging technologies.
    TARDEC's proposed personnel management demonstration project, by 
building on previous strengths and addressing shortcomings, is intended 
to provide the highest potential for movement to a single system that 
will

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meet the needs of TARDEC and all its employees.

C. Changes Required/Expected Benefits

    The primary benefit expected from this demonstration project is 
greater organizational effectiveness through increased employee 
satisfaction. The long-standing Department of the Navy's ``China Lake'' 
and the National Institute of Standards and Technology (NIST) 
demonstration projects have produced impressive statistics on increased 
job satisfaction and quality of work versus that for the Federal 
workforce in general. This project will demonstrate that a human 
resource system tailored to the mission and needs of the TARDEC 
workforce will facilitate increased:
    1. Quality in the workforce and resultant products;
    2. Timeliness of key personnel processes;
    3. Retention of ``excellent performers'';
    4. Success in recruitment of personnel with critical skills;
    5. Management authority and accountability;
    6. Satisfaction of customers; and
    7. Workforce satisfaction with the personnel management system.
    An evaluation model was developed for the Director, Defense, 
Research and Engineering (DDR&E) in conjunction with STRL service 
representatives and the Office of Personnel Management (OPM). The model 
will measure the effectiveness of this demonstration project and will 
be used to measure the results of specific personnel system changes.

D. Participating Organizations

    TARDEC is comprised of employees located at the main site in 
Warren, MI, with others geographically dispersed at the locations shown 
in Appendix A. TARDEC has employees matrixed to Program Executive 
Office Combat Support and Combat Service Support; Program Executive 
Office Ground Combat Systems; Program Executive Office Integration; and 
Tank Automotive Command (TACOM) Life Cycle Management Command (LCMC) 
Joint Project Office. Successor organizations will continue coverage in 
the demonstration project.

E. Participating Employees and Union Representation

    This demonstration project will cover approximately 1,427 TARDEC 
civilian employees under title 5, U.S.C. in the occupations listed in 
Appendix B. The project plan does not cover members of the Senior 
Executive Service (SES), Scientific and Professional (ST) employees, 
Federal Wage System (FWS) employees, employees covered by the Defense 
Civilian Intelligence Personnel System (DCIPS), Department of Army (DA) 
and Army Command centrally funded interns, or students employed under 
the Summer Hire Program.
    Department of Army and Army Material Command centrally funded 
interns will not be converted to the demonstration project until they 
reach their full performance level. They will continue to be covered 
under the Total Army Performance Evaluation System (TAPES). The 
American Federation of Government Employees (AFGE) Local 1658 
represents approximately 90% of TARDEC's professional and non-
professional workforce.
    To foster union acceptance of TARDEC's proposed personnel 
demonstration project, initial discussions with the Union officials 
began in December 2009. Negotiations will begin in earnest after 
publication of this Federal Register notice (FRN). TARDEC will continue 
to fulfill its obligation to consult and/or negotiate with all labor 
organizations in accordance with 5 U.S.C. 4703(f) and 7117, as 
applicable.

F. Project Design

    In October 2009, section 1105 of NDAA for FY 2010 directed TARDEC 
to transition to a laboratory demonstration project. TARDEC senior 
leadership decided to move toward adopting many aspects of both the Acq 
Demo and the CERDEC laboratory personnel demonstration project as 
modified by this FRN. The Acq Demo project was approved in 1999 and the 
CERDEC project was approved in 2001. TARDEC hopes to benefit from using 
the best practices from these demonstration projects.

G. Personnel Management Board

    1. TARDEC is creating a Personnel Management Board to oversee and 
monitor the fair, equitable, and consistent implementation of the 
provisions of the demonstration project to include establishment of 
internal controls and accountability. Members of the board will be 
senior leaders appointed by the TARDEC Director. As needed, ad hoc 
members (such as labor counsel, human resource representatives, etc.) 
will serve as advisory members to the board.
    2. The board will execute the following:
    a. Determine the composition of the CCAS pay pools in accordance 
with the guidelines of this proposal and internal procedures;
    b. Review operation of pay pools and provide guidance to pay pool 
managers;
    c. Oversee disputes in pay pool issues;
    d. Formulate and execute the civilian pay budget;
    e. Manage the awards pools;
    f. Determine hiring and promotion-based pay as well as exceptions 
to CCAS base pay increases;
    g. Conduct classification review and oversight, monitor and adjust 
classification practices, and decide board classification issues;
    h. Approve major changes in position structure;
    i. Address issues associated with multiple pay systems during the 
demonstration project;
    j. Establish contribution goals and other evaluation descriptors;
    k. Assess the need for changes to demonstration project procedures 
and policies;
    l. Review requests for Supervisory/Team Leader Base Pay Adjustments 
and provide recommendations to the appropriate Center Director;
    m. Ensure in-house budget discipline;
    n. Manage the number of employees by occupational family and pay 
band;
    o. Develop policies and procedures for administering Developmental 
Opportunity Programs;
    p. Ensure that all employees are treated in a fair and equitable 
manner in accordance with the policies, regulations and guidelines 
covering this demonstration project; and,
    q. Monitor the evaluation of the project.

III. Personnel System Changes

A. Pay Banding

    The design of the TARDEC pay banding system takes advantage of the 
many reviews performed by OPM, DoD, and DA. The design has the benefit 
of being preceded by exhaustive studies of pay banding systems 
currently practiced in the Federal sector, to include those practiced 
by the Navy's ``China Lake'' experiment and NIST. The pay band system 
is designed to facilitate conversion, when and if appropriate, of GS, 
Acq Demo, and NSPS employees into the TARDEC demo.
1. Occupational Families, Career Paths, and Pay Band Levels
    Occupations with similar characteristics will be grouped together 
into one of three occupational families with career paths and pay band 
levels designed to facilitate pay progression. These occupational 
families are Engineering and Science (E&S), Business and Technical 
(B&T), and General Support (GEN). Each occupational family's career 
path will

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be composed of pay bands corresponding to recognized advancement and 
career progression expected within the occupations. These career paths 
and their pay bands will not be the same for each occupational family. 
Each career path will be divided into three to five pay bands. 
Employees track into an occupational family based on their current OPM 
classification series as provided in Appendix B. The current 
occupations have been examined, and their characteristics and 
distribution have served as guidelines in the development of the 
following three occupational families:
    Engineering and Science (E&S) (Pay Plan DB): This occupational 
family includes technical professional positions such as engineers, 
physicists, chemists, mathematicians, operations research analysts, and 
computer scientists. Specific course work or educational degrees are 
required for these occupations. Five pay bands have been established 
for the E&S occupational family:
    a. Band I is a student trainee track covering GS-1, step 1, through 
GS-4, step 10.
    b. Band II is a developmental track covering GS-5, step 1, through 
GS-11, step 10.
    c. Band III is a full-performance technical track covering GS-12, 
step 1, through GS-13, step 10. Some first-level supervisory positions 
may also be included in this band.
    d. Band IV includes both senior technical positions along with 
supervisors-managers covering GS-14, step 1, through GS-15, step 10.
    e. Band V provides the ability to accommodate science and 
engineering positions having duties and responsibilities that exceed 
the GS-15 classification criteria. The DoD is developing 
classification, compensation, and performance management policy, 
guidance, and implementation processes for this pay band level that 
will be published in a separate FRN. TARDEC will supplement this 
information through internal operating guidance.
    Business & Technical (B&T) (Pay Plan DE): This occupational family 
includes such positions as program acquisition specialists, equipment 
specialists, engineering and electronics technicians, finance, 
accounting, administrative, and management analysts. Employees in these 
positions may or may not require specific course work or educational 
degrees. Four pay bands have been established for the B&T occupational 
family:
    a. Band I is a student trainee track covering GS-1, step 1, through 
GS-4, step 10.
    b. Band II is a developmental/full performance track covering GS-5, 
step 1, through GS-11, step 10.
    c. Band III is a full performance track covering GS-12, step 1, 
through GS-13, step 10.
    d. Band IV is a senior technical/manager track covering GS-14, step 
1, through GS-15, step 10.
    General Support (GEN) (Pay Plan DK): This occupational family is 
composed of positions for which specific course work or educational 
degrees are not required. Clerical work usually involves the processing 
and maintenance of records. Assistant work requires knowledge of 
methods and procedures within a specific administrative area. This 
family includes such positions as secretaries, office automation 
clerks, and budget/program/computer assistants. Three pay bands have 
been established for the GEN occupational family:
    a. Band I includes entry-level positions covering GS-1, step 1, 
through GS-4, step 10.
    b. Band II includes full-performance positions covering GS-5, step 
1, through GS-7, step 10.
    c. Band III includes senior technicians/assistants/secretaries 
covering GS-8, step 1, through GS-10, step 10.
2. Pay Band Design
    The pay bands for the TARDEC Lab Demo occupational families and how 
they relate to the current GS framework are shown in Table 1.

                                              Table 1--TARDEC Lab Demo Pay Bands With Equivalent GS Grades
--------------------------------------------------------------------------------------------------------------------------------------------------------
 
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        Occupational Family                                             Lab Demo Pay Bands with Equivalent GS Grades
--------------------------------------------------------------------------------------------------------------------------------------------------------
DB................................  I                       II                      III                     IV                     V
Engineering & Science.............  GS 1-4                  GS 5-11                 GS 12-13                GS 14-15               > GS-15
DE................................  I                       II                      III                     IV                     .....................
Business & Technical..............  GS 1-4                  GS 5-11                 GS-12-13                GS-14-15
DK................................  I                       II                      III                     .....................  .....................
General Support...................  GS 1-4                  GS 5-7                  GS 8-10
--------------------------------------------------------------------------------------------------------------------------------------------------------

    The pay bands for the TARDEC Lab Demo occupational families and how 
they relate to the current Department of Defense Civilian Acquisition 
Workforce Personnel Demonstration Project framework are shown in Table 
2.

                                          Table 2--TARDEC Lab Demo Pay Bands With Equivalent Acq Demo Pay Bands
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                                                                    Lab Demo Pay Bands with Equivalent Acq Demo Pay Bands
        Occupational Family        ---------------------------------------------------------------------------------------------------------------------
                                               I                      II                      III                     IV                     V
--------------------------------------------------------------------------------------------------------------------------------------------------------
DB................................  NH-I                    NH-II                   NH-III                  NH-IV                  .....................
Engineering & Science.............
DE................................  NH-I                    NH-II                   NH-III                  NH-IV                  .....................
Business & Technical..............  NJ-I                    NJ-II                   NJ-IV
                                                            NJ-III
DK................................  NK-I                    NK-II                   NK-III                  .....................  .....................
General Support...................
--------------------------------------------------------------------------------------------------------------------------------------------------------

    The pay bands for the TARDEC Lab Demo occupational families and how 
they relate to the NSPS conversion framework are shown in Table 3.

[[Page 55114]]



                                            Table 3--TARDEC Lab Demo Pay Bands With Equivalent NSPS Pay Bands
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                                                                      Lab Demo Pay Bands with Equivalent NSPS Pay Bands
        Occupational Family        ---------------------------------------------------------------------------------------------------------------------
                                               I                      II                      III                     IV                     V
--------------------------------------------------------------------------------------------------------------------------------------------------------
DB................................  YP-1                    YD-1, YP-1              YD-2, YF-2              YD-3, YF-2, YF-3       .....................
E&S...............................
DE................................  YP-1, YB-1, YE-1        YA-1, YA-2, YB-1, YB-   YA-2, YB-3, YC-2, YE-   YA-3, YC-2, YC-3       .....................
Business & Technical..............                           2, YB-3, YE-1, YE-2,    3, YE-4
                                                             YE-3, YP-1
DK................................  YB-1,                   YB-1, YB-2, YE-1, YE-   YB-2, YE-2, YP-1                               .....................
General Support...................  YE-1,                    2, YP-1
                                    YP-1
--------------------------------------------------------------------------------------------------------------------------------------------------------
* NSPS Pay Bands overlap Lab Demo bands and Occupational Families.

3. Science and Engineering Positions Classified Above GS-15 (Pay Band 
V)
    The career path pay banding plan for the E&S occupational family 
includes a pay band V to provide the ability to accommodate positions 
having duties and responsibilities that exceed the GS-15 classification 
criteria. This pay band is based on the Above GS-15 Position concept 
found in other STRL personnel management demonstration projects that 
was created to solve a critical classification problem. The STRLs have 
positions warranting classification above GS-15 because of their 
technical expertise requirements including inherent supervisory and 
managerial responsibilities. However, these positions are not 
considered to be appropriately classified as Scientific and 
Professional Positions (STs) because of the degree of supervision and 
level of managerial responsibilities. Neither are these positions 
appropriately classified as Senior Executive Service (SES) positions 
because of their requirement for advanced specialized scientific or 
engineering expertise and because the positions are not at the level of 
general managerial authority and impact required for an SES position.
    The original Above GS-15 Position concept was to be tested for a 
five-year period. The number of trial positions was set at 40 with 
periodic reviews to determine appropriate position requirements. The 
Above GS-15 Position concept is currently being evaluated by DoD 
management for its effectiveness; continued applicability to the 
current STRL scientific, engineering, and technology workforce needs; 
and appropriate allocation of billets based on mission requirements. 
The degree to which the laboratory plans to participate in this concept 
and develop classification, compensation, and performance management 
policy, guidance, and implementation processes will be based on the 
final outcome of the DoD evaluation (see Section III.A.1.e).

B. Classification

1. Occupational Series
    The GS classification system has over 400 occupational series, 
which are divided into 23 occupational groupings. TARDEC currently has 
positions in approximately 65 occupational series that fall into 
approximately three occupational groupings. All positions listed in 
Appendix B will be in the classification structure. Provisions will be 
made for including other occupations in response to changing missions.
2. Classification Standards and Position Descriptions
    TARDEC will use an automated classification system. The present 
system of OPM classification standards will be used for the 
identification of proper series and occupational titles of positions 
within the demonstration project. Current OPM position classification 
standards will not be used to grade positions in this project. However, 
the grading criteria in those standards will be used as a framework to 
develop new and simplified pay band factor level descriptors for each 
pay band determination. The objective is to record the essential 
criteria for each pay band within each occupational family career path 
by stating the characteristics of the work, the responsibilities of the 
position, the competencies required, and the expected contributions. 
The pay band factor level descriptors will serve as both classification 
criteria and assessment criteria and may be found in Appendix C. New 
position descriptions will replace the current position/job 
descriptions. The pay band factor level descriptors for each pay band 
will serve as an important component in the new position description, 
which will also include position-specific information, and provide data 
element information pertinent to the job. The computer-assisted process 
will produce information necessary for position descriptions. The new 
descriptions will be easier to prepare, minimize the amount of writing 
time, and make the position description a more useful and accurate tool 
for other personnel management functions.
    Specialty work codes (narrative descriptions) may be used to 
further differentiate types of work and the competencies required for 
particular positions within an occupational family and pay band. Each 
code represents a specialization or type of work within the occupation.
3. Fair Labor Standards Act
    Fair Labor Standards Act (FLSA) exemption and non-exemption 
determinations will be consistent with criteria found in 5 CFR part 
551. All demonstration project positions are covered by the FLSA unless 
they meet the criteria for exemption. Classification Specialists will 
evaluate positions on a case-by-case basis comparing the duties and 
responsibilities assigned, the pay band factor level descriptors for 
each pay band level, and the FLSA criteria in accordance with 5 CFR 
part 551. Additionally, the advice and assistance of the servicing 
Civilian Personnel Advisory Center will be obtained in making 
determinations. The benchmark position descriptions will not be the 
sole basis for the determination. Basis for exemption will be 
documented and attached to each position description. Exemption 
criteria will be narrowly construed and applied only to those employees 
who clearly meet the spirit of the exemption. Changes will be 
documented and provided to the Civilian Personnel Advisory Center.

[[Page 55115]]

4. Classification Authority
    The TARDEC Director will have delegated classification authority 
and may, in turn, re-delegate this authority to appropriate levels. 
Position descriptions will be developed to assist managers in 
exercising delegated position classification authority. Managers will 
identify the occupational family, job series, functional code, 
specialty work code, pay band level, and the appropriate acquisition 
codes. Personnel specialists will provide ongoing consultation and 
guidance to managers and supervisors throughout the classification 
process. These decisions will be documented on the position 
description.
5. Classification Appeals
    Classification appeals under this demonstration project will be 
processed using the following procedures: An employee may appeal the 
determination of occupational family, occupational series, position 
title, and pay band level of his/her position at any time. An employee 
must formally raise the area of concern to supervisors in the immediate 
chain of command, either verbally or in writing. If an employee is not 
satisfied with the DoD response, he or she may then appeal to OPM only 
after DoD has rendered a decision on all the provisions of the 
demonstration project. Appellate decisions from OPM are final and 
binding on all administrative, certifying, payroll, dispersing, and 
accounting officials of the Government. Time periods for cases 
processed under 5 CFR part 511 apply.
    An employee may not appeal the accuracy of the position 
description, the demonstration project classification criteria, or the 
pay-setting criteria; the assignment of occupational series to the 
occupational family; the propriety of a pay schedule; or matters 
grievable under an administrative or negotiated grievance procedure.
    The evaluations of classification appeals under this demonstration 
project are based upon the demonstration project classification 
criteria. Case files will be forwarded for adjudication through the 
CPAC/CHRA providing personnel service and will include copies of 
appropriate demonstration project criteria.

C. Contribution-Based Compensation and Appraisal System (CCAS)

1. Overview
    The purpose of CCAS is to provide an effective, efficient, and 
flexible method for assessing, compensating, and managing the TARDEC 
workforce. CCAS is essential for the development and continued growth 
of the high quality, extremely productive, and innovative workforce 
needed to achieve a quality, agile and innovative organization and meet 
mission requirements. The CCAS allows for more employee involvement in 
the assessment process, fosters increased communication between 
supervisor and employee, promotes a clear accountability of 
performance, facilitates employee career progression, and provides an 
understandable and rational basis for pay changes by linking pay, 
performance, and contribution. The CCAS process described herein 
applies to all career paths and pay band levels I through IV. The 
assessment process for E&S Pay Band V positions will be based on the 
final outcome of the DoD evaluation and documented in TARDEC Internal 
Operating Instructions (see Section III.A.1.e. for additional 
information).
    CCAS is an assessment system that measures the employee's level of 
contribution to the organization's mission and how well the employee 
performed a job. Contribution is simply defined as the measure of the 
demonstrated value of what an employee did in terms of accomplishing or 
advancing the organizational objectives and mission impact. CCAS 
promotes base pay adjustment decisions made on the basis of an 
individual's overall annual contribution and current base pay, in 
relation to the other contributions and their level of base pay in the 
pay pool. The measurement of overall contribution is through a rating 
process which determines the Overall Contribution Score (OCS).
    An employee's performance is a component of contribution that 
influences the ultimate OCS. Contribution is measured by using a set of 
factors, discriminators, and descriptors, each of which is relevant to 
the success of the TARDEC mission. Taken together, these factors, 
discriminators, and descriptors capture the critical content of jobs in 
each career path. These factors, discriminators, and descriptors may be 
modified or supplemented if experience or changing mission requirements 
indicates a need to do so. These factors, discriminators, and 
descriptors are the same as those to classify a position at the 
appropriate pay band level.
    The six (6) factors are:
    1. Problem Solving,
    2. Teamwork/Cooperation,
    3. Customer Relations,
    4. Leadership/Supervision,
    5. Communication, and
    6. Resource Management.
    Each factor has multiple levels of increasing contribution 
corresponding to the pay band levels. Each factor contains descriptors 
for each respective level within the relevant career path. See Appendix 
C for CCAS Factor Descriptions, Level Descriptors, and Discriminators.
    The appropriate occupational family career path pay band level 
performance factor descriptors are used by the rating official to 
determine the employee's actual contribution score. Employees can score 
within, above, or below their pay band level. For example, a pay band 
level II employee could score in the pay band level I, II, III, or IV 
range. Therefore, for the CCAS process, descriptors for all pay band 
levels of the occupational family performance factors are presented to 
better assist the supervisor with the employee assessment.
    Normally, the rating period will be one year. The minimum rating 
period will be 90 days. CCAS payouts can be in the form of increases to 
base pay and/or in the form of bonuses that are not added to base pay 
but rather are given as a lump sum payment. Other awards such as 
special acts, time-off awards, etc., will be retained separately from 
the CCAS payouts.
    The system will have the flexibility to be modified, if necessary, 
as more experience is gained under the project.
3. Pay Pools
    TARDEC employees will be placed into pay pools that are defined for 
the purpose of determining performance payouts under the CCAS system. 
The guidelines in the next paragraph are provided for determining pay 
pools. These guidelines will normally be followed; however, the TARDEC 
Director may deviate from the guidelines if there is a compelling need 
to do so and so documents the rationale in writing.
    The TARDEC Director will establish pay pools. Typically, pay pools 
will have between 35 and 300 employees. A pay pool should be large 
enough to encompass a reasonable distribution of ratings but not so 
large as to compromise rating consistency. Supervisory personnel 
typically will be placed in a pay pool separate from subordinate non-
supervisory personnel. Neither the pay pool manager nor supervisors 
within a pay pool will recommend or set their own individual pay. 
Decisions regarding the amount of the performance payout are based on 
the established formal payout calculations.
    Funds within a pay pool available for performance payouts are 
divided into two components, base pay and bonus.

[[Page 55116]]

These funds will be defined based on historical data. Base pay increase 
fund will be set at no less than two percent of total base pay. The 
bonus amount will be set at no less than one percent of total base pay. 
The TARDEC Personnel Management Board will annually review the pay pool 
funding and recommend adjustments to the TARDEC Director to ensure cost 
discipline over the life of the demonstration project.
4. Annual Appraisal Cycle and Rating Process
    Typically, the annual appraisal cycle begins on October 1 and ends 
on September 30 of the following year. At the beginning of the annual 
appraisal period, the pay band level descriptors for each factor will 
be provided to employees so that they know the basis on which their 
performance will be assessed. At the discretion of the pay pool 
manager, weights will be applied to the factors. A weight of zero may 
not be applied to any factor and the sum of all weights must equal 100. 
Employees will be informed of the weights at the beginning of the 
rating cycle.
    Supervisor and employee discussion of specific work assignments and 
established contribution goals for the rating period for each of the 
six factors should be conducted on an ongoing basis. These goals can be 
modified during the rating period and form the foundation of the 
contributions expected to be achieved.
    Typically, the rating official is the first-level supervisor. If 
the current first-level supervisor has been in place for less than 90 
days during the rating cycle, the second-level supervisor serves as the 
initial rating official. If the second-level supervisor is in place for 
less than 90 days during the rating cycle, the next higher level 
supervisor in the employee's rating chain conducts the assessment.
    Employees and supervisors alike are expected to actively 
participate in on-going formal and informal performance discussions 
regarding expectations. The timing of these discussions will vary based 
on the nature of work performed, but will occur at least at the mid-
point and end of the rating period. At least one review, normally the 
mid-point review, will be documented as a progress review. More 
frequent, task specific, discussions may be appropriate in some 
organizations.
    The employee will provide a list of his/her accomplishments to the 
supervisor at both the mid-point and end of the rating period using the 
six Contribution Factors described in Section III.C.1. An employee may 
elect to provide self-ratings on the contribution/performance factors 
and/or solicit input from team members, customers, peers, supervisors 
in other units, subordinates, and other sources which will assist the 
supervisor in fully evaluating contributions. At the end of the annual 
appraisal period, the immediate supervisor (rating official), from 
employees' inputs and his/her own knowledge, identifies for each 
employee the appropriate contribution level and recommends the OCS.
    To determine the OCS, numerical values are assigned based on the 
contribution levels of individuals, using the ranges shown in Table 4. 
Generally, the OCS is calculated by averaging the numerical values (as 
weighted) assigned for each of the six performance/contribution 
factors. (All OCS's will be rounded up to the nearest whole number). 
The rating official in conjunction with the second-level supervisor 
reviews the OCS for all employees, correcting any inconsistencies 
identified and making the appropriate adjustments in the factor 
ratings.
[GRAPHIC] [TIFF OMITTED] TN09SE10.133

    The pay pool panel conducts a final review of the OCS for each 
employee in the pay pool. The pay pool panel has the authority to make 
OCS adjustments, after discussion with the initial rating officials, to 
ensure equity and consistency. Final approval of OCS rests with the pay 
pool manager, the individual within the organization responsible for 
managing the CCAS process. The OCS, as approved by the pay pool 
manager, becomes the rating of record. Rating officials will 
communicate the factor scores and OCS

[[Page 55117]]

to each employee and discuss the results.
    If on October 1, the employee has served under CCAS for less than 
ninety (90) consecutive calendar days, the rating official shall wait 
for the subsequent annual cycle to assess the employee.
    Employees who have served under CCAS for less than 90 consecutive 
calendar days shall not receive contribution rating increases or 
contribution awards for that cycle.
5. Linking OCS to Base Pay Adjustment

a. The Normal Pay Range (NPR)

    The CCAS integrated pay schedule provides a direct link between 
contribution, performance, and base pay. This is shown by the graph in 
Table 5. The horizontal axis spans from 0 to the maximum OCS of 115 for 
positions in pay band levels I through V. Employees who are performing 
above the defined criteria of the top pay band level may not exceed the 
OCS score of 115. The vertical axis spans from zero dollars to the 
dollar equivalent of the highest positions authorized under this lab 
demonstration. This encompasses the full base pay range (excluding 
locality pay and staffing supplements) under this demonstration for the 
given calendar year (Note: Table 5 currently depicts Calendar Year 
2010). Each year the rails for the NPR are adjusted based on the GS 
general pay increase under 5 U.S.C. 5303. The area between the upper 
and lower rails is considered the normal pay range; when an annual 
overall contribution score (OCS) plotted against a base pay rate falls 
on or within the NPR rails, the base pay rate is considered to be 
appropriate. While there may be rates of base pay that fall above or 
below the NPR that could be considered not appropriate, there may be 
circumstances to account for these rates of base pay outside the NPR. 
Such circumstances as saved pay or minimal contributions/performance 
could account for base pay rates above the NPR. For base pay rates 
below the NPR, such situations as exceptional contributions or growth 
in position responsibilities may warrant higher base pay. Employees 
whose annual OCS plotted against their base pay falls on or within the 
rails are considered appropriately compensated. Employees whose current 
base pay falls above or below the NPR for their assessed contribution 
score are considered inappropriately compensated.
    b. The NPR was established using the following parameters:
    (1) The lowest possible score is an OCS of 0, which equates to the 
lowest base pay under this demonstration project, GS-1, step 1, and
    (2) The OCS of 115 equates to the maximum base pay of Pay Band V.
    The upper and lower rails are determined by the formulae below, 
encompass an area of +/- 8.0 percent in terms of base pay which 
correlates to approximately +/- 4.0 OCS points.
[GRAPHIC] [TIFF OMITTED] TN09SE10.134

    c. Formulae:
    Given these constraints, the formulae for the upper and lower rails 
found in Table 5 are:

Base pay upper rail = (GS-1, Step 1) * (1.0800) * (1.020043) 
OCS
Base pay lower rail = (GS-1, Step 1) * (0.9200) * (1.020043) 
OCS

    d. The NPR is the same for all the occupational families. What 
varies among the occupational families are the beginnings and endings 
of the pay band levels. The minimum and maximum numerical OCS values 
and associated base pay for each pay band level by occupational family 
are provided in Table 5. These minimum and maximum breakpoints 
represent the lowest and highest base pay for the bands; and the 
minimum and maximum base pay possible for each pay band level. Locality 
pay or staffing supplements are not included in the NPR but are added 
to base pay as appropriate.

[[Page 55118]]

[GRAPHIC] [TIFF OMITTED] TN09SE10.135

e. OCS Base Pay Adjustment Guidelines

    After the pay pool manager approves the OCS for all employees in 
the pay pool, the current base pay versus OCS is plotted for all 
employees on a chart similar to Table 7. This plot relates contribution 
to base pay, and identifies the placement of each employee into one of 
three regions: Inappropriately Compensated (A Region--above the NPR), 
Appropriately Compensated (C Region--within the NPR), or 
Inappropriately Compensated (B Region--below the NPR).
    In Table 7, employee C is in the Appropriately Compensated Region 
(falls on or within the NPR). Employee B is in the Inappropriately 
Compensated Region (falls below the lower NPR) for his/her contribution 
to the organization. Employee A is in the Inappropriately Compensated 
Region above the NPR (i.e., receives high base pay due to such 
circumstances such as saved pay or contributions do not justify the 
base pay).
[GRAPHIC] [TIFF OMITTED] TN09SE10.136

    f. Table 8 illustrates the additional pay categories available for 
the three groupings of employees.
    The employees whose base pay falls within the NPR must receive the 
full General Pay Increase (GPI), may receive a contribution rating 
increase of up to 6 percent, and may receive a contribution award. The 
contribution rating increase is included as a permanent increase in 
base pay, but the contribution award is a lump-sum payment that does 
not affect base pay.
    The employees whose base pay falls above the NPR could be denied 
part or all of the GPI and may receive no contribution rating increase 
or contribution bonus. The intent of the demonstration project is to 
allow managers to retain the ability to determine how much, if any, of 
the general pay increase would be authorized on a case-by-case basis.

[[Page 55119]]

    The employees whose base pay falls below the NPR must receive the 
full general pay increase, may receive up to a 20 percent permanent 
increase in pay, and also may receive a contribution award.
    Employees on retained rate in the demonstration plan will receive 
base pay adjustments in accordance with 5 U.S.C. 5363 and 5 CFR part 
536. An employee receiving a retained rate is not eligible for a 
contribution rating increase, but may receive a contribution award.
    In general, those employees whose base pay falls below the NPR 
should expect to receive greater percentage base pay increases than 
those whose base pay is above the NPR. Over time, people will migrate 
closer to the normal pay range and receive base pay appropriate for 
their level of contribution.
    Employees whose OCS would result in awarding a contribution rating 
increase such that the base pay exceeds the maximum base pay for their 
current pay band level may receive a contribution award equaling the 
difference.
[GRAPHIC] [TIFF OMITTED] TN09SE10.137

6. Accelerated Compensation for Developmental Positions (ACDP)
    (a) Accelerated Compensation for Developmental Positions (ACDP) is 
a pay-setting provision that may be used to recognize the development 
and attainment of job-related competencies for TARDEC employees 
participating in training programs, internships, or other developmental 
capacities as determined by the TARDEC Director. The ACDP includes 
TARDEC employees serving under the Student Career Experience Program 
(SCEP) and Student Temporary Employment Program (STEP). ACDP is an 
increase to base salary. It provides management the opportunity to 
increase the base pay of employees in developmental positions at rates 
which match or exceed career ladder promotion rates under the GS system 
or other labor market forces.
    (b) An ACDP increase to base salary may be awarded at anytime 
throughout the rating year. In order to receive an ACDP, the employee 
must be in a pay and duty status, have been on an approved CCAS 
standard for 90 consecutive days and have successfully met the 
Contribution Goal Objectives of the CCAS standard as determined by a 
management official.
    (c) ACDP is payment in addition to the annual contribution rating 
increase and contribution award. It generally will not exceed 20 
percent of the employee's base pay; however, a higher increase may be 
provided on a case-by-case basis if approved by an official who is at a 
higher level than the official who made the initial decision.
    (d) ACDP base pay increase is separate funding from the pay pool 
process.
7. Inadequate CCAS Contribution
    Inadequate performance at any time during the appraisal period is 
considered grounds for initiation of a reduction-in-pay or removal 
action. The following procedures replace those established in 5 U.S.C. 
4303 pertaining to reductions in grade or removal for unacceptable 
performance except with respect to appeals of such actions. 5 U.S.C. 
4303(e) provides the statutory authority for appeals of contribution-
based actions. As is currently the situation for performance-based 
actions taken under 5 U.S.C. 4303, 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 
contribution-based actions under chapter 75 of title 5, U.S.C., as 
modified in the waiver section of this notice (section IX), remains 
unchanged by these procedures.
    When an employee's OCS plots above the upper rail of the NPR and 
the employee is considered to be contributing inadequately the 
supervisor has two options. The first is to take no action but to 
document this decision in a memorandum for the record. A copy of this 
memorandum will be provided to the employee and to higher levels of 
management. The second option is to inform the employee, in writing, 
that unless the contribution increases to, and is sustained at, a 
higher level, the employee may be reduced in pay, reduced in pay band 
level, or removed.

[[Page 55120]]

    The second option will include a Contribution Improvement Plan 
(CIP). The CIP will state how the employee's contribution is 
inadequate, what improvements/results are required, recommendations on 
how to achieve adequate contribution, assistance that the laboratory 
may offer to the employee to assist in improving contribution, and 
consequences of failure to improve. Additionally, the CIP must include 
standards for adequate contribution, actions required of the employee, 
and time in which they must be accomplished to increase and sustain the 
employee's contribution at an adequate level. When an employee is 
placed on a CIP, the rating official will afford the employee a 
reasonable opportunity (a minimum of 60 days) to demonstrate acceptable 
contribution. These provisions also apply to an employee whose 
contribution deteriorates during the year.
    Employees who are on a CIP at the time pay determinations are made 
do not receive performance payouts or the annual GPI. An employee who 
receives an unacceptable OCS rating of record will not receive any 
portion of the GPI or RIF service credit until such time as his/her 
performance improves to the acceptable level and remains acceptable for 
at least 90 days. When the employee has performed acceptably for at 
least 90 days, the GPI will not be retroactive but will be granted at 
the beginning of the next pay period after the supervisor authorizes 
its payment.
    Once an employee has been afforded a reasonable opportunity to 
demonstrate adequate contribution but fails to do so, a reduction-in-
pay (which may include a change to a lower pay band level and/or 
reassignment), or removal action may be proposed. If the employee's 
contribution increases to an acceptable 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 reduction in pay 
or removal with no additional opportunity to improve. If an employee 
has contributed acceptably for two years from the beginning of an 
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 reduction in pay or removal.
    An employee whose reduction in pay or removal is proposed 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 reduce pay or remove 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.
    All relevant documentation concerning a reduction in pay or removal 
that is based on inadequate contribution will be preserved and made 
available for review by the affected employee or a designated 
representative. At a minimum, the records will consist of a copy of the 
notice of proposed action; the written answer of the employee or a 
summary 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.
8. Base Pay Increases and Bonuses
    The payouts made to employees from the pay pool may be a mix of 
base pay increases and/or one-time bonuses, such that all of the 
allocated funds are disbursed as intended. To continue to provide 
performance incentives while also ensuring cost discipline, base pay 
increases may be limited. Certain employees will not be able to receive 
the projected base pay increase due to base pay caps. Base pay is 
capped when an employee reaches the maximum rate of base pay in an 
assigned pay band. Also, for employees receiving retained rates above 
the applicable pay band maximum, the entire performance payout will be 
in the form of a bonus payment.
    In addition, a pay pool manager may request approval from the 
TARDEC Director for use of an Extraordinary Achievement Recognition. 
Such recognition grants a base pay increase and/or bonus to an 
employee. The funds available for an Extraordinary Achievement 
Recognition are separately funded within the constraints of the budget.
9. Awards
    To provide additional flexibility in motivating and rewarding 
individuals and groups, some portion of the 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, 
suggestions, on-the-spot, and time-off. The funds available to be used 
for traditional 5 U.S.C. awards are separately funded within the 
constraints of the laboratory's budget.
    While not directly linked to the CCAS system, this additional 
flexibility is important to encourage outstanding accomplishments and 
innovation in accomplishing the diverse mission of TARDEC. 
Additionally, to foster and encourage teamwork among its employees, 
organizations may give group awards. The TARDEC Director will have the 
authority to grant special act awards to covered employees of up to 
$25,000 IAW the criteria of AR 672-20, Incentive Awards.
10. Reverse Feedback
    Employee feedback to supervisors is considered essential for the 
success of the TARDEC CCAS system. A feedback instrument for 
subordinates to anonymously evaluate the effectiveness of their 
supervisors is being developed and shall be implemented as part of the 
demonstration project. Supervisors and their managers will be provided 
the results of that feedback in a format that does not identify 
individual raters or ratings. The data will be aggregated into a 
summary and used to establish both personal and organizational 
performance development goals. The use of this type of instrument will 
help focus attention on desired leadership behaviors, structure the 
feedback in a constructive manner, and offset the power imbalance that 
often prevents supervisors from getting useful feedback from their 
employees.
11. Adverse Actions
    Except where specifically waived or modified in this plan, adverse 
action procedures under 5 CFR part 752 remain unchanged.
12. Grievance of Overall Contribution Score
    An employee may grieve the OCS received under the CCAS system. Non-
bargaining unit employees, and bargaining unit employees covered by a 
negotiated grievance procedure that does not permit grievances over 
performance ratings, must file under administrative grievance 
procedures. Bargaining unit employees whose negotiated grievance 
procedures cover

[[Page 55121]]

performance rating grievances must file under those negotiated 
procedures. Contribution payout amounts resulting from OCS cannot be 
grieved.

D. Hiring Authority

1. Qualifications
    The qualifications required for placement into a position in a pay 
band within an occupational family career path will be determined using 
the OPM Operating Manual for Qualification Standards for GS Positions. 
Since the pay bands are anchored to the GS grade levels, the minimum 
qualification requirements for a position will be those corresponding 
to the lowest GS grade incorporated into that pay band. For example, 
for a position in the E&S occupational family Pay Band II, individuals 
must meet the basic requirements for a GS-5 as specified in the OPM 
Qualification Standard for Professional and Scientific Positions.
    Selective factors may be established for a positio