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1456Federal Register / Vol. 64, No. 5 / Friday, January 8, 1999 / Notices

descriptors for each broadband level, and the 5 CFR Part 551 FLSA criteria.

6.  Classification Appeals

An employee may appeal the occupational series, title, or broadband level of his or her own position at any time.  An employee must formally raise the areas of concern to supervisors in the immediate chain of command, either verbally or in writing.  If an employee is not satisfied with the supervisory response, he or she may then appeal to the DoD appellate level.  If an employee is not satisfied with the DoD response, he or she may appeal to the Office of Personnel Management only after DoD has rendered a decision under the provisions of the demonstration project.  Appellate decisions from OPM are final and binding on all administrative, certifying, payroll, disbursing, and accounting officials of the Government.  Time periods for case processing under 5 CFR 511.605 apply.

An employee may not appeal the accuracy of the position requirements document, the demonstration project classification criteria, or 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.

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.

D.  Contribution-Based Compensation and Appraisal System

1.  Overview

The purpose of the Contribution-based Compensation and Appraisal System (CCAS) is to provide an equitable and flexible method for appraising and compensating the DoD acquisition workforce.  It is central to the objectives of the Defense Acquisition Workforce Improvement Act (DAWIA) and the National Performance Review, and will correlate individual compensation to organizational mission contribution.  CCAS allows for more employee involvement in the performance appraisal process, increases communication between supervisors and employees, promotes a clear accountability of contribution by each employee, facilitates employee progression tied to organizational contribution, and provides an understandable basis for salary changes.  Most of the funds previously allocated for performance-based awards will be reserved for distribution under the CCAS system, based on employee contribution.

CCAS is a contribution-based appraisal system that goes beyond a performance-based rating system.  That is, it measures the employee’s contribution to the mission and goals of the organization, rather than how well the employee performed a job as defined by a performance plan.  Past experience with the existing civilian performance appraisal system indicates that performance plans are often tailored to the individual’s level of previous performance.  Hence, an employee may have been rewarded by salary step increases for accomplishing a satisfactory level of performance against a diminishing set of responsibilities.  CCAS promotes salary adjustment decisions made on the basis of an individual’s overall annual contribution when compared to all other employees and level of compensation.  Therefore, larger than average salary increases are possible for employees who are determined to be “inappropriately compensated - below the rails (B)” and smaller than average increases are permitted for employees who are deemed to be “inappropriately compensated - above the rails (A)” in relation to their organizational contributions.

An employee’s performance is a component of contribution that influences the ultimate overall contribution score (OCS).  Contribution is measured by using a set of factors, discriminators, and descriptors, each of which is relevant to the success of a DoD acquisition organization.  Taken together, these factors, discriminators, and descriptors capture the critical content of jobs in each career path.  The factors, discriminators, and descriptors may not be modified or supplemented.  These factors, discriminators, and descriptors are the same as those used to classify a position at the appropriate  broadband level.

The six (6) factors are: (1) Problem Solving, (2) Teamwork/Cooperation, (3) Customer Relations, (4) Leadership/Supervision, (5) Communication, and (6) Resource Management.  These factors were

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