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

archival workforce data and personnel office data, review of logs maintained by site historians documenting contextual events, and assessments of external economic and legislative changes.  Other methods such as periodic attitude surveys, structured interviews, and focus groups will be used to assess the perceptions of employees, managers, supervisors, and personnel regarding the personnel system changes and the performance of their organizations in general.  Evaluation activities will also take into account the unique nature of this project in terms of geographic and organizational diversity.

In addition to the intervention impact model, a general context model will be used to determine the effects of potential intervening variables (e.g., downsizing, regionalization of the personnel function, and the state of the economy in general).  Potential unintended outcomes will also be monitored, and an attempt will be made by the evaluation team to link the outcomes of demonstration project interventions to organizational effectiveness.  In addition to assessing the impact of the individual demonstration project features, the evaluation will also assess the impact of the project as a whole, along with possible context effects and effects of intervening variables.  The evaluation will also monitor impact on veterans and EEO groups, adherence to the merit systems principles and avoidance of prohibited personnel practices.  In addition, the evaluation will attempt to link the demonstration project effects and outcomes to organizational outcomes such as mission accomplishment and productivity.

The initial evaluation effort will consist of three main phases -- baseline, formative, and summative evaluation covering five (5) years.  Baseline will collect workforce data to determine the “as-is” state.  The formative evaluation phase will include baseline data collection and analyses, implementation evaluation, and interim assessments.  Periodic reports and annual summaries will be prepared to document the findings.  The summative evaluation phase will focus on an overall assessment of the demonstration project outcomes, looking initially at the first four (4) years, with a follow-on report covering the first five (5) years.  The rationale for summative evaluation after the first four years is to assess whether the demonstration will continue after the fifth year.  If the analysis indicates that the interventions show a positive effect towards meeting the goals of the demonstration, then documentation will be generated to support a request that the demonstration progress further.  If the analysis indicates that the interventions do not meet the stated objectives, or if the participating organizations do not wish to continue in the demonstration, then documentation and planning for conversion back to the existing personnel system must be prepared.  The fifth-year summative evaluation, used in reporting to Congress, will provide overall assessment of all initiatives individually and as a whole.  It will also provide recommendations on broader Federal Government application.


A.  Step and Promotion Buy-Ins

Under this demonstration project, implementation of the broadbanding pay structure eliminates the step increments of the current GS pay structure.  To facilitate conversion to this system without loss of pay, employees will receive a basic pay increase for that portion of the next step corresponding to the time in-step they have completed up to the effective date of the employee conversion.  As under the current system, supervisors will be able to withhold these partial increases (step) if the employee’s performance has fallen below fully successful.

Rules governing within-grade increases (WGI) within each participating Military Service/DoD agency will remain in effect until the employee conversion date.  Adjustments to employees’ base salary for WGI equity will be computed effective the first pay period in which the employee is reassigned into the demonstration project.  WGI equity shall be acknowledged by increasing base salaries by a prorated share based upon the actual number of weeks an employee has completed towards the next higher step.  Employees at step 10, or receiving retained pay at the time of conversion will not be eligible for this equity adjustment.  For those employees in career-ladder promotion programs who are scheduled to be promoted to a higher grade and whose performance is at least fully successful, base pay will be increased by a prorated share of the current value of the next scheduled promotion increase based upon the actual number of weeks the employee has completed towards the next scheduled promotion.  No WGI equity adjustment will be made if the employee’s pay is adjusted for a promotion that would be effective before the next scheduled WGI.

For purposes of conversion into the demonstration, the January 1999 General Schedule increase to

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