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

A fundamental purpose of CCAS is to compensate employees appropriately.  However, employees rated in the “A” region are not automatically reduced in pay.  Rather, the supervisor decides whether corrective action is needed.  If so, as under the current system, the supervisor informs the employee in writing, and the employee is placed on an improvement plan that provides a reasonable opportunity to demonstrate acceptable contribution for the identified factors.  Reduction in pay can occur only if the employee fails to complete the plan successfully.

Finally, CCAS terminology was changed to “inappropriately compensated” above or below the rails.

(5)  Pay Pool Process

Comments: One commentor suggested that the project plan set forth criteria for establishing pay pools.  One commentor thought the recommended upper limit for the number of employees in a pay pool (300) should be made mandatory.  Four believed panels should include union representation.  Three said that only the immediate supervisor should determine an employee’s overall contribution score (OCS).  Several commentors said pay pool results should be made available to employees.

Response:  Pay pools will be established as determined by the participating DoD Components.  The suggested size of pay pools ranges from 35 to 300 employees.  Components have flexibility in this area in order to be able to tailor the pay pool process to meet their varied organizational needs.

Activities whose employees are represented by a union are encouraged to invite that union to participate in the pay pool process.  The project plan and operating procedures have been modified to incorporate this feature.

Rather than relying on a single individual (the immediate supervisor), CCAS uses the pay pool panel process to ensure fairness and consistency in determining each employee’s OCS.

Finally, pay pool managers are encouraged to convey the outcomes of the CCAS assessment process, in the aggregate, to employees within their pay pool.  This may be done, for example, by providing to individual employees a scattergram depicting the OCS plot of the pay pool, both before and after salary adjustment, with only the individual’s name shown on the scattergram.  The software developed to support CCAS can provide this information.

(6)  Overall Contribution Scores

Comments:  Eight commentors believed CCAS would disadvantage current GS-15 employees at step 7 and above.  Such employees would have to achieve near-perfect scores in all factors in order for their OCSs to fall between the rails (i.e., in the “C” region).  These commentors believed the OCS methodology should be changed to permit such employees’ high achievement to be documented.

Response:  The PAT adopted this comment and changed the scoring.  A new score category of “very high” has been established for those at the top range of broadband level IV in the Business Management and Technical Management Professional career path.  For consistency and as an outgrowth of this comment, scoring was similarly changed for the other two career paths.

(7)  Appraisal Cycle

Comments:  One commentor suggested that pay adjustments take effect the first pay period of September.  Another thought the cutoff date for appraisals should be changed to August to allow more time for pay pool panel meetings.

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