CCSD is looking for two, Full-Time Acquisition Program Management Specialist (GG-1101-13) to work for the Air Force Materiel Command (AFMC) in the Air Force Life Cycle Management Center (AFLCMC) at JBSA Lackland.

This position can close at any time. Apply Now! This job is open to the public.

Position is in the Excepted Service covered by the Defense Civilian Intelligence Personnel System (DCIPS).

Security Clearance: TS/SCI

Drug Test: Yes

Salary Range: $108,001 to $140,403

Work Level: Position is Expert

Work Schedule: Full-Time

Appointment: Permanent

Recruitment, Retention, and Relocation incentives may be available if eligible.

Description

Join Our Team at the Joint Cyber Command and Control (JCC2) Branch!

The Air Force Life Cycle Management Center (AFLCMC) is hiring two full-time Acquisition Program Management Specialists to join our dynamic Cryptologic and Cyber Systems Division (HNCJ) at JBSA-Lackland.

As an Acquisition Program Management Specialist, you will play a critical role in developing, implementing, and managing the contractual, financial, and technical aspects of cutting-edge cyber system programs for the U.S. Air Force. You will provide acquisition oversight and guidance on vital development and sustainment activities across multiple high-impact programs.

- U.S. Citizenship

- Must be able to obtain and maintain Top Secret security clearance with Sensitive Compartmented Information (SCI) access.

- This position has been designated by the Air Force as a Testing Designated Position (TDP) under the Air Force Civilian Testing Program. Employees must pass initial and periodic short-notice drug testing. Illegal drug use by employees in sensitive positions presents a clear threat to the mission of the Air Force, national security, and public safety.

- DAWIA Certification -Program Management Practitioner level position.

- An OGE Form 450, Confidential Financial Disclosure Report, is required upon appointment.

Key Responsibilities:
• Comprehensive knowledge of DoD/Air Force acquisition laws, systems management, and integrated life cycle practices to effectively govern, interface with, and influence subsystem and equipment development.
• In-depth knowledge of the laws, principles, and policies for systems acquisition and program management, including security practices to handle classified information.
• Knowledge of business management, contracting procedures, and technical concepts to effectively evaluate contractor proposals and oversee their activities.
• Familiarity with the structure and roles of the Department of Defense and the Air Force, coupled with the ability to plan, organize, and manage critical phases of acquisition, including research, development, and production.
• The ability to communicate clearly and effectively, both in writing and orally, and the skill to build and maintain good working relationships with individuals and groups inside and outside the immediate office.

You will be evaluated for this job based on how well you meet the qualifications above.

Your application, resume, C.V., and/or other supporting documentation will be verified. Please follow all instructions carefully. Errors or omissions may affect consideration for employment.

NOTE: A formal pay-setting process will be used to determine your salary. The salary may be at any point in the range listed for this vacancy.

Experience refers to paid and unpaid experience, including volunteer work done through National Service programs (e.g., Peace Corps, AmeriCorps) and other organizations (e.g., professional; philanthropic; religions; spiritual; community; student; social). Volunteer work helps build critical competencies, knowledge, and skills and can provide valuable training and experience that translates directly to paid employment. You will receive credit for all qualifying experience, including volunteer experience.

CCSD performs pre-employment reference checks as an assessment method used in the hiring process to verify information provided by a candidate (e.g., on resume or during interview or hiring process); gain additional knowledge regarding a candidate's abilities; and assist a hiring manager with making a final selection for a position.

Pay-for-Performance (P4P) under DCIPS Banded Structure:

The Defense Civilian Intelligence Personnel System (DCIPS) banded structure emphasizes performance and contribution as the primary drivers of compensation. Here's a simplified overview of the P4P process:
• Performance Planning: The process begins with a performance plan established at the beginning of the appraisal cycle. This plan outlines the employee's objectives, goals, and expectations for the performance period. These objectives are typically aligned with organizational goals and strategic priorities.
• Ongoing Feedback and Communication: Regular communication between the employee and supervisor is critical. This includes providing ongoing feedback on performance, addressing any challenges, and making adjustments to the performance plan as needed.
• Performance Appraisal: At the end of the appraisal cycle, the supervisor conducts a formal performance appraisal. This involves assessing the employee's performance against the established objectives and performance standards. The appraisal typically includes a written narrative and a rating.
• Performance Rating: DCIPS uses a rating scale (usually 5-level) to evaluate performance. The specific rating scale and terminology may vary slightly across different DCIPS elements, but generally, the ratings reflect a range from "Unacceptable" to "Outstanding." Common levels include:

o Outstanding: Consistently exceeds expectations and makes exceptional contributions.

o Exceeds Expectations: Regularly surpasses expectations and demonstrates a high level of performance.

o Fully Successful: Meets expectations and consistently demonstrates the required skills and knowledge.

o Needs Improvement: Performance occasionally falls below expectations and requires improvement in certain areas.

o Unacceptable: Performance consistently falls below expectations and requires significant improvement.
• Pay Pool Distribution: The organization establishes a pay pool based on available funding. This pay pool is then distributed among employees based on their performance ratings and contributions. Higher ratings generally result in larger pay increases.
• Pay Adjustments: Pay adjustments can include:

o Base Pay Increase: A percentage increase to the employee's base salary.

o Bonus: A one-time lump sum payment.

o Other Incentives: Recognition awards, time-off awards, or other non-monetary incentives.
• Link to Career Development: Performance appraisals also inform career development opportunities. High-performing employees may be considered for promotions, special assignments, or training programs.

Key Characteristics of DCIPS Banded P4P:
• Focus on Contribution: Emphasizes the employee's overall contribution to the organization's mission.
• Differentiation of Performance: Aims to differentiate pay based on performance levels, rewarding high performers and addressing underperformance.
• Transparency (Ideally): Strives to be transparent in the process, ensuring that employees understand how their performance is evaluated and how pay decisions are made. (In practice, transparency can vary.)
• Flexibility: Offers flexibility in how pay is distributed, allowing organizations to tailor their compensation strategies to meet their specific needs.

2. Career Advancement under DCIPS Graded Structure:

While the DCIPS banded system is more common, some organizations still use a graded structure similar to the General Schedule (GS) system. In this case, career advancement typically follows these lines:
• Position Classification: Each position is classified to a specific grade level based on the duties, responsibilities, and required qualifications.
• Promotion Potential: Some positions have promotion potential, meaning that an employee can advance to a higher grade level without changing jobs.
• Competitive Promotions: Many promotions are competitive. Vacancies at higher grade levels are announced, and employees can apply.
• Qualifications: To be eligible for a promotion, an employee must meet the minimum qualifications for the higher grade level, including education, experience, and any required certifications.
• Performance: While not the only factor, performance plays a significant role in promotion decisions. Consistent high performance increases an employee's chances of being selected for a promotion.
• Selection Process: The selection process for competitive promotions typically involves a review of applications, interviews, and sometimes assessments.
• Time-in-Grade Restrictions: Generally, in a graded system, there are time-in-grade restrictions. This means an employee must serve a certain amount of time (usually one year) at their current grade level before being eligible for a promotion to the next higher grade.
• Training and Development: Employees are often encouraged to pursue training and development opportunities to enhance their skills and knowledge and prepare them for future promotions.
• Lateral Transfers: Employees can also advance their careers through lateral transfers to positions at the same grade level that offer different responsibilities or opportunities for growth.

Click the apply button to complete an application and upload resume (PDF or Word Doc) and/or additional documents (Transcripts, certifications, Vet Docs (DD214), SF-50).

U.S. citizenship required.