Army: Aviation
Research, Development and Engineering Center
STATUS: Active
PARTICIPANTS: About 785 GS/GM employees
LOCATIONS: 5 locations
FEATURES: Broadbanding; a pay-for-performance management
system; hiring and appointment authorities; employee development; and revised
reduction-in-force procedures.
MILESTONES:
-
March 12, 1997: Proposed project plan published in
the Federal Register
-
June 27, 1997: Final project plan published in the
Federal Register
-
August/September 1997: Implementation training
-
September 28, 1997: Project implemented
-
September 28, 1997 - July 31, 1998: First full
appraisal period
-
October 1998: First payout under new system
-
March 8, 1999: Modification: technical correction to
competitive area
-
March 11, 1999: Modification: categorical hiring
& distinguished scholar appointment
ADDITIONAL INFORMATION: The Aviation Research, Development and Engineering Center
(AVRDEC) was relocated to a
new command at the Redstone Arsenal at Huntsville, Alabama, effective October 1, 1997,
with employees officially transferred October 12, 1997. Some AVRDEC employees were
relocated to the Missile Research, Development and Engineering Center (MRDEC) (see
separate fact sheet) at Redstone Arsenal and some to the new AVRDEC under the new command.
The demonstration project was developed by AVRDEC and negotiated with their union. It was
also developed in tandem with the MRDEC since these employees would be working
side-by-side. It is anticipated that eventually all AVRDEC and MRDEC employees will be
covered under one project in the new Command. Union issues involving successor
organization determination must be resolved before this can be accomplished.
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Army: Engineer
Research & Development Center
Formerly Engineer Waterways Experiment Station
(WES)
STATUS: Active
PARTICIPANTS: About 1,450 GS/GM employees
LOCATIONS: Vicksburg, Mississippi (99 percent); and 16 other
locations.
FEATURES: Broadbanding; classification; a pay for
performance system; hiring and appointment authorities; employee development;
and revised reduction-in-force procedures.
MILESTONES:
-
March 13, 1997: Proposed project plan published in the
Federal Register
-
March 3, 1998: Final project plan published in the
Federal Register
-
March 25, 1998: Federal Register correction of
demonstration plan
-
September 13, 1998: Project implemented
-
October 16, 1998: Expanded to 2400 employees at four
Army Corps labs
-
March 11, 1999: Modification: categorical hiring &
distinguished scholar appointment
ADDITIONAL INFORMATION: Headquarters, Army Corps of Engineers, made the decision to
consolidate the management structure of its four labs into one research and
development (R&D) organization. Under reengineering activities, the Corps is
integrating R&D program planning and oversight activities and consolidating
support operations under a single commander located at the Army Engineer
Research and Development Center (formerly Waterways Experiment Station).
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Army: Medical
Research and Materiel Command
STATUS: Active
PARTICIPANTS: About 1,250 employees
LOCATIONS: Ft. Detrick (46 percent); and 17 other sites.
FEATURES: Broadbanding; classification; a pay for
performance management system; hiring and appointment authorities; an expanded
developmental opportunities program; and revised reduction-in-force procedures.
MILESTONES:
-
March 12, 1997: Proposed project plan published in the
Federal Register
-
March 3, 1998: Final project plan published in the
Federal Register
-
June 7, 1998: Project implemented
-
June 7, 1999: Modification: method of paying
within-grade
increase buy-in
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Army: Missile
Research, Development and Engineering Center (MRDEC),
U.S. Army Missile Command (MICOM)
STATUS: Active
PARTICIPANTS: About 1880 GS employees
LOCATIONS: Redstone Arsenal (99 percent); and 11
additional sites.
FEATURES: Broadbanding; a pay-for-performance management
system; hiring and appointment authorities; employee development; and revised
reduction-in-force procedures.
MILESTONES:
-
March 13, 1997: Proposed project plan published in
the Federal Register
-
June 27, 1997: Final project plan published in the
Federal Register
-
August - September 1997: Implementation training
-
September 28, 1997: Project implemented
-
September 28, 1997 - July 31, 1998: First full
appraisal period
-
October 1998: First payout under new system
-
March 11, 1999: Modification: categorical hiring
& distinguished scholar appointment
ADDITIONAL INFORMATION: The Missile Research, Development and Engineering Center
(MRDEC) project was developed
as a separate project and negotiated with the MRDEC union, but was coordinated closely
with the Aviation RDEC demonstration project development because of the anticipated
Aviation relocation. Missile RDEC was reorganized under a new command located at Redstone
Arsenal effective October 1, 1997. It is anticipated that eventually all MRDEC and AVRDEC
employees will be covered under one project in the new command. Union issues involving
successor organization determination must be resolved before this can be accomplished.
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Army Research Laboratory
STATUS: Active
PARTICIPANTS: About 2,600 employees
LOCATIONS: Adelphi, MD and Aberdeen Proving Ground, MD (80
percent); and 39 other locations.
FEATURES: Broadbanding; automated classification; a pay for
performance system; enhanced hiring flexibilities; modified reduction-in-force
procedures; and expanded developmental opportunities.
MILESTONES:
-
March 12, 1997: Proposed project plan published in the
Federal Register
-
March 4, 1998: Final project plan published in the
Federal Register
-
June 7, 1998: Project implemented
-
January 21, 2000: Modification: categorical hiring &
distinguished scholar appointment
ADDITIONAL INFORMATION: This project is designed to achieve the best workforce for the lab
mission, create a flexible system responsive to change, and improve workforce
quality.
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Department of Agriculture
STATUS: (Permanent) Alternative Personnel System
SITES: The Forest Service (FS) and the Agricultural
Research Service (ARS)
PARTICIPANTS: Up to 5,000 new hires - including GS, GM,
and FWS positions
FEATURES:
Decentralized determination of shortage
category (precursor to delegated case examining);
Streamlined examining process
using quality groupings in place of numerical ratings and "rule of
three";
Recruitment incentives including bonuses and relocation expenses
(precursor to the FEPCA provisions);
Extended probationary period for research
scientists
MILESTONES:
-
March 9, 1990: Final project plan published in the
Federal Register
-
July 1990: Project implemented
-
June 1992: First-year evaluation report published
-
April 1993: Second-year evaluation report published
-
August 1994: Third annual evaluation report published
-
April 1995: Summative evaluation report published
-
May 1995: Project extended for evaluation purposes
until June 1998
-
March 1996: Control groups added as experimental
sites; evaluation plan modified
-
September 1996: Project expanded to include term
appointments
-
June 30, 1998: Project scheduled to expire
-
October 21, 1998: Made permanent in FS and ARS via
P.L. 105-277
-
November 26, 2002: Project modified
to include temporary appointments.
ADDITIONAL INFORMATION: This was the first demonstration project testing a comprehensive
simplification of the hiring system for both white collar and blue collar Federal
employees. Applicants meeting minimum qualification standards are placed in one of two
groups (quality and eligible) on the basis of their education, experience and ability. All
candidates in the quality group are available for selection, with preference given to
veterans. Over 200 ARS and FS sites have implemented the system.
EVALUATION FINDINGS: For the first 5 years, the demonstration project was evaluated
by Pennsylvania State University. Results indicate that there has been an increase in the
number of candidates per job announcement, referral of more candidates to managers for
selection, increased hiring speed, and greater satisfaction with the hiring process. There
has been no adverse impact on the number of women, minorities, or disabled hired, and
there have been more veterans hired in ARS (16.3 percent at the demonstration sites vs.
9.5 percent at the comparison sites), and slightly more veterans hired in FS (18.9 percent
at the demonstration project sites versus 16.7 percent at the comparison sites).
Dissatisfaction with veterans preference, reported during site visits, was found to be
closely related to the use of selective placement factors and qualification standards that
were considered either too low or imprecise by managers. Since the extension of the
project, an independent, internal component of USDA has assumed responsibility for the
evaluation. A summative report on the extension was published in May 1998.
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Department of Air Force:
Air Force Research Laboratory
STATUS: Active
PARTICIPANTS: About 2,800 scientific and engineering
employees
LOCATIONS: Rome Laboratory - 2 locations; Armstrong Lab -
6 locations; Phillips Lab - 6 locations; Wright Lab - 6 locations.
FEATURES: Laboratory-controlled rapid hiring;
contribution-based compensation framed in a broadbanding structure; simplified
classification; streamlined removal process; and voluntary emeritus corps.
MILESTONES:
-
May 15, 1996: Proposed project plan published in the
Federal Register
-
November 27, 1996: Final project plan published in
the Federal Register
-
March 2, 1997: Project implemented
-
August 1997: Expanded the project by adding 48
S&E positions.
-
October 1997: Completed first assessment under
Contribution-based Compensation System (CCS).
-
November 1997: Completed first pay and bonus
decisions under CCS.
-
January 1998: First payouts made under CCS.
-
November 1998: Completed second pay and bonus
decisions under CCS.
-
January 1999: Second payouts made under CCS.
-
January 21, 2000: Modification: probationary period
clarification, pay cap correction, CCS factor name change.
ADDITIONAL INFORMATION: The Air Force demonstration project is the first demonstration project finalized and
implemented since 1990. The cornerstone of the project is the Contribution-based
Compensation System, which assesses individual contribution to the accomplishment of
mission, and pay is based on the assessed contribution.
Air Force laboratories have undergone a major reorganization from four laboratories
into one Air Force Research Laboratory (AFRL) headquartered at Wright Patterson AFB. This
reorganization was coincidental with the implementation of the demo. The new AFRL was
final in October 1997. As a result of the reorganization, 48 additional positions were
added to the demo in August 1997. The first assessment and pay determinations made in
October/November 1997 were based on the pay pool structure established in the four
laboratories as they existed before October 1997. The FY98 assessments and pay decisions
will be made based on the new organizational structure of the AFRL.
The Air Force is undertaking an extensive evaluation of the demo project that involves
two approaches: a review of the AFRL project in relation to the other DoD Laboratory
Demonstration projects, and an internal evaluation aimed at tracking project progress and
results and providing data to assist in management decisions to assure a successful
project.
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Department of Commerce
STATUS: Active
SITES:
-
Office of Technology Policy, Washington, D.C.
-
Bureau of Economic Analysis, Washington, D.C.
-
National Telecommunications and Information
Administration, Boulder,CO
-
National Oceanic and Atmospheric Administration,
Boulder, CO; Miami, FL; Silver Spring, MD; San Diego, CA; Norfolk, VA;
Seattle, WA; Triangle Park, NC; Oak Ridge, TN; Las Vegas, NV; Idaho Falls,
ID; Hilo, HI; Barrow, AK; Pago Pago, American Samoa; South Pole, Antarctica;
Norman, OK.
-
National Environmental Satellite, Data, and Information
Service, Asheville, NC; Suitland, MD; Fairbanks, AK.
-
National Marine Fisheries Service, Silver Spring, MD;
Gloucester, MA; St. Petersburg, FL; Long Beach, CA; Juneau, AK.
PARTICIPANTS: 2,645 employees in above bureaus
FEATURES: Pay-for-performance in broadbanding framework;
supervisory pay differential; extended probationary period for research
scientists.
MILESTONES:
-
May 2, 1997: Proposed project plan published in the
Federal Register
-
December 24, 1997: Final project plan published in
the Federal Register
-
March 29, 1998: Project implemented
ADDITIONAL INFORMATION: This project is designed to strengthen the contribution of human resources management
in helping to achieve the missions of specific operating units of the Department of
Commerce. The project conducted by the National Institute of Standards & Technology
(NIST) successfully demonstrated that certain innovative changes could improve human
resources management in the NIST environment. This proposed project will test whether
these same innovations will produce similarly successful results in other Commerce
environments.
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Department of Defense Acquisition
Workforce
STATUS: Active
PARTICIPANTS: Between 30,000 and 50,000 employees
anticipated
LOCATIONS: Numerous locations throughout the United States and
overseas
FEATURES: First demonstration project to cover a workforce rather than
an organizational entity. Features of this project will include a
contribution-based compensation system, broad banding, and hiring and
appointment authorities
MILESTONES:
-
March 24, 1998: Proposed project plan published in the Federal
Register
-
January 8, 1999: Final project plan published in the Federal Register
-
February 8, 1999: Phased implementation began; expect completion of phased
implementation in October, 1999.
ADDITIONAL INFORMATION: The Department of Defense (DoD) Acquisition Workforce demonstration project is unique
because it is the first demonstration project that covers an occupational workforce rather
than an organizational entity. It covers DoD civilian employees directly involved in
acquisitions. This project was proposed in DoD's Fiscal Year 1996 authorizing legislation.
A process action team, which included representatives of all branches of the services, the
Office of the Secretary of Defense, and the Office of Personnel Management, worked
cooperatively to design this project and continue to collaborate in the project's
implementation.
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FAA Airway Science
Curriculum
STATUS: Terminated
SITES: Nationwide
PARTICIPANTS: Up to 5,000 employees
FEATURES: Alternative recruitment method for
five major FAA occupations
MILESTONES:
-
1983: Project implemented
-
1988: Project extended to 1992 for
evaluation
-
1991: Project terminated
-
1992: Summative Evaluation Report issued by
the Office of Personnel Management
ADDITIONAL INFORMATION: The Federal Aviation Administration (FAA) Airway Science Project was initiated
following the 1981 Air Traffic Controller strike to facilitate the rebuilding of FAA's
workforce.
In 1982, FAA encouraged colleges and universities to establish an Airway Science
Curriculum, in an effort to update the educational levels of applicants seeking careers
with FAA and to shift the costs of training individuals for civilian aviation occupations
from Government to the private sector. The Airway Science curriculum, developed by FAA
with the University Aviation Association, consisted of a core curriculum and five areas of
specialization. Because the Airway Science curriculum was a four-year program, and the FAA
demonstration project was only implemented in October 1983, hiring of Airway Science
graduates under the new announcement was slow. Therefore OPM extended the Demonstration
Project until July 1992 to allow for a statistically valid evaluation of the project. In
1990, OPM and FAA reviewed the findings of the demonstration project and concluded that
sufficient numbers of graduates would not be hired before the 1992 expiration. After seven
years, the number of Airway Science graduates hired by FAA through the demonstration
process was 41, compared to 8,152 through traditional OPM registers. It was, therefore,
agreed to end the project's coverage as a demonstration project effective March 23, 1991.
The FAA is continuing to support the FAA Airway Science curriculum.
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Federal Aviation
Administration
STATUS: Five-year term ended June 1994
SITES: Several Air Traffic Control Facilities in the
Chicago, New York, Oakland, and Los Angeles area
PARTICIPANTS: 2,200 employees in air traffic control and
other safety-related positions
FEATURES: Retention allowances of up to 20 percent* paid
quarterly to attract and retain well-qualified employees in hard-to-staff
facilities
*reduced by the amount of the 8 percent interim geographic adjustment in New York,
Oakland, and Los Angeles and by a locality adjustment of 5.34 percent in Chicago.
MILESTONES:
-
June 1989: Project implemented
-
September 1989: First payout made to employees
-
June 1994: Statutory expiration date
ADDITIONAL INFORMATION:
The Problem: The Federal Aviation Administration had been unable to attract
enough trained employees for safety-related positions in certain air traffic facilities in
Chicago, Los Angeles, Oakland, New York City and California.
The Intervention: The project tested the use of financial incentives --
retention allowances -- to resolve staffing and pay problems for safety-related positions
at difficult-to-staff facilities. The quarterly retention bonuses of up to 20 percent of
base pay were paid only when an employee actually occupied the position for a full fiscal
quarter.
Operation: FAA made the first quarterly payout of allowances to 2,150 employees
on September 19, 1989. Quarterly payouts averaged $2,565 per employee as reported in
later evaluations. The project ended June 1994. Employees who were in the project in June
1994 continued on a statutory "save pay" status.
Reports: A report on the project's implementation and first year of operation
was issued October 1991. OPM issued an interim report, incorporating data through March
1993. Summative report issued in December 1995.
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Federal Bureau of
Investigation
STATUS: Five-year term ended in October 1993
SITE: FBI New York City Office
PARTICIPANTS: Approximately 2,100 employees --
Special Agents and Support Staff
FEATURES: (1) Retention allowances of up to 25
percent of base pay, which were reduced by the amount of the 8 percent interim
geographic adjustment or the 16 percent law enforcement officer (LEO) geographic
adjustment (GEO), whichever applied. (2) Relocation bonuses of $20,000 upon
directed reassignment to the New York Office with a 3-year service
agreement.
MILESTONES:
-
September 1988: Project was authorized by Congress and
signed into law by President Reagan
-
October 1988: Project implemented with
Special Agents and 35 percent support staff
-
November 1989: Congress expanded
coverage of retention allowance to all New York Office personnel
-
January 1991:
Retention allowances reduced to offset 8 percent IGA
-
January 1992: Retention
allowances for agents reduced to offset 16 percent LEO GEO
-
October 1993: Project
expired Retention allowances continued for employees hired prior to expiration
of demonstration project.
ADDITIONAL INFORMATION: This was not a chapter 47 demonstration project but was authorized by legislation in
response to severe staffing difficulties in the New York Office (NYO). The purpose was to
attract sufficient numbers of critical personnel to move to and stay with the NYO. It was
originally limited to employees subject to directed reassignment but a year later was
expanded to include all employees in the FBI NYO.
FBI conducted the evaluation. OPM and FBI jointly submitted annual reports to Congress.
The final report was released in September 1994. Primary objectives were achieved,
including:
-
Special agents were at or above recruiting target levels when the project ended.
-
Special agent resignations decreased by 90 percent during the project.
-
Special agent resignations while under transfer to New York decreased dramatically.
-
Support staff were at or above target levels, and tenure had decreased due to many new
hires.
-
Staffing in the Newark office, originally adversely affected by the New York project,
stabilized after two years.
-
Project Costs: Total project costs for FY 89 - FY 93 were about $76,900,000.
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National Institute of
Standards & Technology
STATUS: (Permanent) Alternative Personnel System
SITES: Gaithersburg, MD and Boulder, CO
PARTICIPANTS: 3,150 GS/GM employees: scientists,
engineers, technicians, clerks, admininstrative staff, etc.
FEATURES:
-
Consolidation of GS grades into broader pay bands
-
Pay-for-performance system covering all white
collar employees
-
Total compensation comparability (dropped in 1992)
-
Supervisory pay differentials
-
Recruitment and retention bonuses
-
Flexible probationary periods
MILESTONES:
-
January 1988: Project implemented (Congressionally
mandated)
-
August 1989-1993: Four evaluation reports issued to
Congress
-
September 1990: New pay-for-performance system
approved
-
October 1991: Project extended until September 1995
to fully evaluate the new pay-for-performance system
-
December 1992: Project originally scheduled to expire
-
May 1995: Project extended for evaluation purposes
until September 30, 1998
-
March 1996: Project extended indefinitely (H.R. 2196)
-
October 1997: Notice of consolidation as a permanent
system published in the Federal Register
ADDITIONAL INFORMATION: The National Institute of Standards and Technology
(NIST) demonstration project was
started in January 1988 to address difficulties in hiring, classification, and
compensation. The project introduced a simplified and automated classification system,
with classification authority delegated to line managers. Supervisors continue to find the
system easy to use; they feel that they devote less time to position classification and
that they have more authority to influence classification decisions.
In the area of hiring, NIST received expanded hiring authority and flexibility in
setting starting salaries. NIST is making extensive use of its expanded hiring authorities
for professional and support occupations, and agency-based hiring for the administrative
and technical occupations since implementation of the project. Starting salary flexibility
is seen as a very useful recruiting tool. Recruitment allowances and retention allowances
are used sparingly at NIST.
The original five-level rating system was changed in 1990 to a two-level system that
was linked to ranking for pay purposes using a 100-point scale. A score below 40
constitutes unsatisfactory performance, and employees above 40 are eligible for pay
increases. Rating distributions have remained consistent across time. In contrast, ratings
for the comparison group have shown a steady rise. Average salaries have increased under
banding and after five years were four percent higher than for the comparison group.
Satisfaction with the new performance management system has increased, and according to
the 1993 attitude survey, 67 percent of employees were in favor of the project.
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Naval Research Laboratory
STATUS: Implementation planned for September 26, 1999
SITES: Washington, DC, and six other locations
PARTICIPANTS: 3000 GS/GM employees: scientists and
engineers, technicians, administrative, technical specialists, and clerical
staff
FEATURES: Streamlined hiring processes, simplified
position classification system which consolidates GS grades into broader pay
bands, a Contribution-Based Compensation System (CCS), extended probationary
period for new employees, and modified reduction-in-force (RIF)
procedures.
MILESTONES:
-
February 23, 1999: Proposed project plan published in
the Federal Register
-
March 25, 1999: Public hearing held
-
June 24, 1999: Final project plan published in the
Federal Register
-
September 26, 1999: Project implemented
ADDITIONAL INFORMATION: This demonstration project was designed by
the Naval Research Laboratory (NRL), with the participation of and review by the
Departments of the Navy and Defense, and the Office of Personnel Management. The purpose
of this project is to develop and implement a human resources management system that will
enable NRL to obtain, maintain, and retain the highest quality work force possible to
accomplish its mission in support of national defense. The five primary objectives are:
(1) provide increased authority to manage human resources; (2) enable NRL to hire and
retain the best qualified employees; (3) compensate employees equitably at a rate that is
more competitive with the labor market; (4) provide a direct link between levels of
individual contribution and the compensation received; and (5) provide economical and
equitable departure alternatives.
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Navy Demonstration Project ("China Lake")
STATUS: (Permanent) Alternative Personnel
System
SITES: Naval Air Warfare Center, Weapons
Division (formerly NWC), China Lake, Point Mugu, CA, White Sands, NM; sites
within the Space and Naval Systems Command in San Diego, CA, Chesapeake, VA and
Charleston, SC, (Formerly Naval Command, Control and Ocean Surveillance Center
[formerly NOSC] San Diego, California). Authorized for expansion to successor
organization.
PARTICIPANTS: Approximately 10,000 GS/GM
employees: scientists and engineers, technicians, administrative, technical
specialists, and clerical staff
FEATURES:
Simplified classification system
which consolidates GS grades into broader pay bands;
Performance-based pay system
for all white collar employees;
Increased flexibility for starting salaries
MILESTONES:
-
1980: Final project plan published in the Federal Register
-
1980: Project implemented
-
1984: Congress extends project to 1990, lifts 5000 employee
limit
-
1986: Management Report IX summarizing findings to date; OPM
proposes CSSA based on project
-
1987: Project amended to include recruitment bonuses; last
remaining group of GS employees enters project
-
1988: Congress extends project again, to 1995
-
1991: Management Report (XIV) on recruitment published by OPM
-
1992: Navy lab reorganization and assignment of new employees
to demonstration project
-
1994: Project extended indefinitely by Public Law 103-337
-
1995: Expansion to successor organization (NAVAIR) authorized
ADDITIONAL INFORMATION: This was the first personnel demonstration project under Title VI of the Civil Service
Reform Act. The labs were interested in improving recruitment and retention of high
quality workers and "letting managers manage" by increasing their control over
classification, pay, and other personnel matters. Classification was simplified and
delegated to managers. Pay increases within broad pay bands were linked closely to
performance ratings. Starting salaries were made flexible.
The project was extended indefinitely in 1994 by P.L. 103-337. In 1995 Navy was given
authority to expand the project throughout the successor organization, the Naval Air
Systems Command (NAVAIR).
OPM conducted the project evaluation and published 14 evaluation reports. The project
was successful in improving personnel management at the two demonstration labs. Simplified
delegated job classification based on generic standards has drastically reduced the time
for classification actions and reduced conflict between personnel and managers. Average
salaries have increased two to three percent under banding. Recruitment, retention and
reduced turnover of high performers and increased turnover of low performers have all
improved. Perceived supervisory authority over classification, pay and hiring increased,
as did employee satisfaction with pay and performance management; more than 70 percent of
employees are supporting the demonstration system.
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Naval Sea Systems Command
Warfare Centers
STATUS: Active
PARTICIPANTS: About 24,000 laboratory employees,
excluding Senior Executive Service and Wage Grade
LOCATIONS: 14 major sites (200
or more employees), and many smaller sites.
FEATURES: A broadbanding classification and pay system
for "white collar" employees; a performance development system; an
incentive pay system; a reduction-in-force system; and a competitive examining
and appointment system.
MILESTONES:
-
February 25, 1997: Proposed project plan
published in the Federal Register
-
March 26, 1997: Public Hearing
-
April 9, 1997: Comment Period Ended
-
December 3, 1997: Final project plan published in
the Federal Register
-
March 15, 1998: Project implemented
-
July 21, 1999: Expanded to over 24,000 employees
ADDITIONAL INFORMATION: The Naval Sea Systems Command Warfare Centers demostration project is the largest of
the DoD laboratory projects. This project is unique in that the project plan provides an
umbrella structure within which each of the seven Centers' divisions can frame its own
operating procedures within the project plan specifications. NWC was a control site for
the evaluation process for the Navy (China Lake) demonstration project for approximately
20 years. The overall goal is to implement a human resources management system that
facilitates mission execution and organization excellence, while responding to the current
environment of downsizing, restructuring, and closures.
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Pacer Share
STATUS: Five-year term ended February 17, 1993
SITES: Air Force Sacramento Air Logistics Center and
Defense Logistics Agency Sacramento Specialized Distribution Site, McClelland
Air Force Base, California
PARTICIPANTS: 1,400 Employees
FEATURES THAT REQUIRE WAIVER OF LAW OR REGULATION:
Consolidated
grades into broader pay bands;
Consolidated job series into broader
"processes";
Revised supervisory grading criteria GS/GM and FWS
supervisors combined into a single pay system;
Individual performance ratings
replaced by organization-wide quality/productivity measurement system;
Modified
on-call employment program
FEATURES THAT DO NOT REQUIRE WAIVERS: Productivity
gainsharing (PGS), Total Quality Management (TQM), Labor Management
Cooperation
MILESTONES:
-
February 1988: Project implemented
-
April 1991: Pacer Share became joint DLA/AF
project
-
February 17, 1993: Project expired
ADDITIONAL INFORMATION: Pacer Share tested a set of interventions that were designed to make the Federal
personnel system more flexible and, in turn, improve the productivity of a Federal
installation.
Pacer Share involved labor and management in a close partnership which resulted in
improved cooperation. In terms of overall organizational outcomes, Pacer Share fell short
of original expectations. Organizational performance remained stable and did not improve
significantly relative to its own baseline and the comparison sites. Employees earned
gainshares for 10 of the 21 quarters of the project, totaling $1,924 per employee. The
personnel system changes produced mixed results, and efforts continue to institutionalize
the most successful aspects of Pacer Share. Five evaluation reports have been issued on
the project.
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Direct questions or comments to hrinnovation@opm.gov
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Demonstration Projects Factsheets