CONTRIBUTION!
WELCOME TO ACQDEMO
Gen. Ellen M. Pawlikowski, commander of Air Force Materiel Command (AFMC), addresses the audience at an AcqDemo town hall meeting in May at Wright-Patterson Air Force Base, Ohio, in preparation for the transition of approximately 13,000 AFMC employees to AcqDemo in June. The Air Force represents the single largest segment of AcqDemo’s more than 33,600 participants—47 percent—followed by the Army, at 25 percent; the Navy, at 14 percent; and the Marine Corps, at 5 percent, according to OUSD(AT&L) Human Capital Initiatives. (U.S. Air Force photo by Stacey Geiger)
role, but who might not consider taking on a managerial role with all the extra responsibilities but no extra pay.” Tis cash differential is not permanent and will be reviewed annually as part of the pay pool panel review process.
Special act awards of $25,000—Te acquisition executives for each of the services have the option under this provision to give
“special act” awards to employees of participating AcqDemo organizations of not more than $25,000, an increase over the current $10,000 limit. “If you’re in acquisition and you jump a big hurdle or solve a major enterprise problem, it gives the acquisition executive of the service the ability to say, ‘Tis per- son really just saved the day or saved millions of dollars,’ ” and reward them commensurately, Edsall said.
“Very high score”—Tis new provision provides scores in the NH, NJ and NK career paths above the current maximum of 100, 83 and 61, respectively, to a very high score of 115, 95 and 70, so that managers have more flexibility in rewarding contri- butions. It provides increments for NH of 105, 110 and 115; for NJ of 87, 91 and 95; and for NK of 64, 67 and 70. (See Figure 3.)
Performance assessment—Although performance has always been a part of AcqDemo,
its design has been contribution-
focused. Incorporating a separate performance assessment adds another dimension to employee appraisals for a fuller picture. Te same criteria used for evaluating contribution will be used to measure performance.
EMPLOYEE DEVELOPMENT Sabbaticals—Tis provision expands the existing sabbatical provision, which is open to all eligible employees with seven years of federal civilian service, to require a post-sabbatical ser- vice requirement that is three times the length of the sabbatical.
116 Army AL&T Magazine July-September 2017
For example, if an employee takes a six-month sabbatical, the individual has a service obligation of 18 months.
Student intern relocation incentive—Tis incentive gives local commanders or their designees the option to approve relo- cation incentives for new student interns and to student interns whose work site is in a different location than their college or university or their permanent residence. “Let’s say, for example, there is a student in college in California pursuing an engineer- ing degree, and it’s a very competitive area for technical talent. If you want to attract them to take a student internship on the East Coast, this relocation incentive will help many decide ‘yes.’ Tis will not only help with attracting top talent for student intern- ships, but also increase our chances with a follow-up top talent hire after graduation,” Wortman said. Edsall added, “Students typically don’t have much money. So if you tell a student you want them to intern with you but then tell them they have to pay their own way, it’s not likely that they’re going to take the job.”
CONCLUSION Significant improvements to the Civilian Acquisition Work- force Personnel Demonstration Project are projected to be implemented in 2018. Te design improvements are the result of extensive collaboration among OUSD(AT&L) Human Capi- tal Initiatives, the AcqDemo Program Office and organizations participating in AcqDemo across DOD.
Te last step in finalizing the improvements is the upcoming Federal Register notice process, which will give the public an opportunity to provide input on the changes.
Improvements include streamlining of contribution factors
from six to three, providing new direct-hire authorities, add- ing supervisory and team leader cash differentials, simplifying
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