United States
Environmental Protection
Agency
Administration And
Resources Management
(3634)
EPA-210-B-94-003
September 1994
4>EPA Guide To Career Ladders For
Extramural Resources Management
Project Officers
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Table of Contents
I. Introduction 1
n. Coverage 1
HI. Sources 2
IV. Project Officer Functions 2
V. Types of Project Officer Positions 3
VI. Series of Project Officer Positions 6
VH. Career Ladders 6
VIH. Positions above the Full Performance Level 7
DC. Determining the Career Ladder 8
A. Factors to Consider 8
B. Table of Comparison - GS-12 through GS-15 10
Project Officers
C. Representative Project Officer Positions 23
X. Skills for Moving Up the Career Ladder 28
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GUIDE TO CAREER LADDERS FOR
EXTRAMURAL RESOURCES MANAGEMENT PROJECT OFFICERS
I. INTRODUCTION
As a result of a recommendation in the report of the Standing Committee on Contracts,
the Agency is encouraging EPA organizations to establish career tracks for employees with
significant contracts management responsibilities. This recommendation has been expanded to
include all forms of extramural resources management. This guide provides information on
establishing career ladders for Project Officers engaged in managing extramural resources,
whether through procurement (contracts) or assistance management (grants and cooperative
agreements) or interagency agreements. The report's recommendation and this guide recognize
the central importance of extramural resources management to EPA's success in meeting its
many mission-related goals and achieving a broad variety of program objectives.
This guidance is intended to promote equity between career ladders for Project Officers
in scientific/technical occupations and those for Project Officers in nonscientific/technical series,
as well as equity between career ladders for Project Officer work and those for other types of
administrative and professional work. It will also assist managers in designing Project Officer
positions and deciding which career ladder is appropriate in their organizations, given the nature
and extent of their use of extramural resources.
H. COVERAGE
This guide focuses on Project Officers. Although Delivery Order Project Officers, Work
Assignment Managers, and other employees play important roles in managing extramural
resources, their extramural resources management work is often collateral to their primary
duties. The extramural resources management work in these positions does not usually impact
their classification and career ladders. When positions are established primarily to perform the
work of Delivery Order Project Officers or Work Assignment Managers, and when such work
occupies the majority of time in these positions, however, this guide may be used as a reference
in establishing or classifying these types of positions.
Many employees in EPA perform Project Officer functions for less than half of their job
time, in some cases as little as 10 percent of job time. These positions have been established
primarily to perform some other function, from secretarial to professional engineering work.
Such positions are "mixed" positions; that is, the grade level of the various categories of work
assigned to the position may be different. They are normally classified on the basis of the non-
extramural resources management duties occupying the majority of time and which represent the
primary purpose of the position.
This guide is intended for use in identifying the appropriate career ladders for positions
that devote the majority or all of their time to Project Officer work, including any
combination of contracts, grants, cooperative agreements, and interagency agreements. It is not
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appropriate for positions that have been established primarily to perform other types of work.
When Deputy Project Officers devote the majority or all of their time to Deputy Project Officer
work, it may also be applied to those positions.
This guide does not supersede OPM classification standards and guides used in
determining the appropriate grade level for individual Project Officer positions. It should
be used as a supplement to classification standards applicable to individual positions. Most
subject-matter standards used to classify positions do not address their extramural resources
management component. This guide is intended to fill that gap.
This guidance is not applicable to Contract Specialist, Grants Management Specialist,
Contract Officer, or Grants Management Officer positions.
ra. SOURCES
This guidance is based on applicable classification standards, including the GS-1102,
Contracting Series; Research Grants Grade Evaluation Guide; Program Specialist Grade
Evaluation Guide; Administrative Analysis Grade Evaluation Guide; as well as the EPA Position
Classification Guideline for Environmental Protection Specialist Positions, GS-028. For cross
reference purposes, the classification standard for the GS-1720, Education Program Series and
the draft classification standard (May 7, 1993) for the proposed Grants Management Series were
also consulted. It is also based on extensive surveys of Project Officers and their managers
throughout the Agency engaged in a broad range of extramural resources management duties,
the findings from focus groups of managers, and review of numerous position descriptions.
IV. PROJECT OFFICER FUNCTIONS
EPA depends on such "extramural resources" as states, local governments, universities
and other research organizations, non-profit groups, other Federal agencies, and contractors in
the public and private sectors to meet some of its mission objectives. The extent of use of
extramural resources varies. Some programs contract only for support services, while others
depend on a number of extramural resources to carry out mission-related activities. Project
Officers have different levels of responsibility for managing extramural resources, from ensuring
that procedural and administrative requirements are met, to identifying program needs, and
conceiving, designing, implementing, and managing complex projects. Some Project Officers
manage one type of extramural resource; others manage multiple contracts or both contracts and
grants and/or cooperative agreements or interagency agreements.
Project Officers managing contracts serve as the Contracting Officer's representative.
In the pre-award phase, they typically define the Government's requirements, estimate costs,
secure funding, prepare the procurement request, write the statement of work (or provide
guidance to Work Assignment Managers in preparing it and approve it), and evaluate proposals
from contractors. During this phase, they may also serve as chair of a technical evaluation panel
reviewing potential awardees' proposals. During the life of the contract, they provide guidance
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to others involved in managing the contract; prepare work assignments or delivery orders;
review procurement packages prepared by Work Assignment Managers or Delivery Order
Project Officers and recommend changes or additions; monitor contract management activities
of Work Assignment Managers; track costs and expenditures; approve invoices; monitor
progress and performance; approve deliverables; and advise the Contracting Officer on all
technical matters related to determining compliance with terms and conditions to protect the
Government's interest. They may also provide services and guidance to contractors, such as by
developing procedural guidance and vulnerability controls and arranging contractor access to
sites and facilities. During contract close-out, they evaluate the contractor's performance and
approve final payments.
Project Officers engaged in assistance management (managing grants or cooperative
agreements) usually identify funding availability, evaluate and approve proposals and work plans
and advise applicants in correcting programmatic deficiencies, assess applicants' capabilities,
ensure all programmatic conditions are included in the agreement, recommend approval, and
prepare the Decision Memorandum recommending award of the grant or agreement. They track
costs and verify appropriateness of expenditures, monitor progress and compliance with
conditions, conduct on-site visits, provide technical and administrative assistance to recipients,
recommend corrective actions, work with recipients to resolve problems, and recommend
approval of modifications or extensions. They review and certify satisfactory completion of
deliverables. Throughout the process, they coordinate extensively with the Grants Management
office, which is responsible for administrative support.
Project Officers managing interagency agreements decide whether the agreement is
appropriate for a particular objective, determine funding availability, provide information to
other agencies, review work plans and budgets, conduct site visits to assess capabilities,
negotiate funding levels, prepare the Decision Memorandum, and obtain concurrences within the
Agency. They monitor activities of participants, both within and outside the Agency, and
progress against expenditures; review progress reports and deliverables to ensure compliance
with terms; provide technical assistance; participate in decisions on corrective actions needed;
and recommend modifications, extensions, or funding changes. They review and certify final
deliverables.
V. TYPES OF PROJECT OFFICER POSITIONS
Users of this guide should carefully identify the overall type of Project Officer position
to be established or evaluated to ensure the appropriate guidance is applied to the position.
Three types of Project Officer positions are generally found in EPA Regions, Laboratories, Field
Offices, and Headquarters organizations.
A description of the three types of Project Officer positions is provided in the table on
pages 4 and 5.
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Administrative Support
Project Officer
Program Management
Project Officer
Scientific/Technical
Project Officer
Note: These positions usually
perform work related to contract
administration rather than to
supporting management of
assistance agreements or
interagency agreements.
These positions are sometimes
titled "Project Officer," although
their responsibilities are limited to
applying administrative and
regulatory rules. Their focus is on
the procedural steps entailed in
establishing contracts, monitoring
and reporting progress, and closing
out or terminating contracts. They
apply a knowledge of the rules,
sequence, and procedures involved
in accomplishing administrative
support, and follow established
procedures in conducting such
tasks as ensuring the timeliness,
completeness and accuracy of
reports and invoices. The
substantive and technical
.acceptability of the deliverables or
services is the responsibility of
other participants in the process.
Responsible for both the
administrative aspects of a contract
or agreement and the technical
acceptability of the products,
services, or programs provided
through extramural resources.
They sometimes manage a program
component through extramural
resources. Must apply (not just
possess) an in-depth knowledge of
the program component for which
they have responsibility to initiate,
design, negotiate, and monitor
contracts, assistance agreements,
and/or interagency agreements.
Knowledgeable of the mission,
goals, and objectives of the
program, and are responsible for
ensuring that contracts, assistance
agreements, or interagency
agreements meet program
objectives and that resources are
expended consistent with these
objectives. Assess progress and
products for quality. Initiate
corrective action. WAMs or other
participants may be involved in
determining technical acceptability,
but Project Officer has overall
responsibility for both the
technical/substantive and
administrative success of the
contract, grant, cooperative
agreement, or interagency
agreement. Some Project Officers
in this category also apply journey-
level knowledge of engineering,
chemistry, or other professional or
technical knowledge.
Responsibility for managing a
component of the program through
extramural resources and for
ensuring the appropriateness of the
substantive as well as
administrative aspects of contracts,
grants, cooperative agreements, or
interagency agreements; however,
they must also apply a high level
of professional scientific or
technical knowledge because of the
complexity, sophistication, or
degree of innovation of the
products, services, or activities
involved. This knowledge is
essential to conceiving and
structuring projects or program
components, developing an
accurate and comprehensive scope
of work, and ensuring the
scientific or technical soundness
and feasibility of work plans and
budgets. It is also necessary to
provide technical guidance to the
contractor, assistance recipients, or
other agency, and to certify the
technical acceptability of products,
services, or activities. In carrying
out these technical responsibilities,
the Project Officer must apply a
high order of professional
knowledge and experience-based
judgement.
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Administrative Support
Project Officer
Program Management
Project Officer
Scientific/Technical
Project Officer
The career ladder for this type of
Project Officer position may lead
to GS-11 if extensive contract
administration knowledge is
required.
The career ladder can lead to GS-
12 or GS-13, depending on the
complexity, scope, and impact of
the program component and the
nature of the contracts, assistance
agreements, or interagency
agreements managed. At the GS-
12 level, the Project Officer
manages a component of a program
for which the direction, goals, and
objectives are determined by
others. At the GS-13 level, the
Project Officer participates in
determining the direction, goals,
and objectives of the program
component for which he/she is
responsible. The grade level of
individual positions, however, must
be determined by application of
classification standards appropriate
for the series of the position.
The career ladder may reach the
GS-13 level, depending on the
level of scientific/technical
knowledge required to manage the
extramural resources involved, as
well as the complexity and impact
of the extramural resources
management work. The grade
level for individual positions,
however, must be determined by
application of the appropriate
classification standard for the
series of the position (e.g.,
standards for various scientific
disciplines).
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VI. SERIES OF PROJECT OFFICER POSITIONS
The series of Project Officer positions is determined by identifying the primary
knowledge required, recruiting sources, and career patterns in the organization. Project Officer
work requires administrative skills and knowledge in managing contracts, assistance agreements,
and interagency agreements, e.g., skill in planning, budgeting, convening evaluation panels,
priority-setting, monitoring, and evaluation. In addition, Project Officers usually must possess
and apply substantive knowledge of specific programs and/or professional knowledge in
managing extramural resources.
When knowledge of administrative procedures and requirements is primary, the position
should be classified in an administrative series, such as the GS-301, Miscellaneous
Administrative and Program Series. For some positions, the primary knowledge is substantive
knowledge of a program or programs, applied in reviewing proposals; structuring specific
contracts, grants, cooperative agreements, or interagency agreements to meet program
objectives; evaluating the technical merit of proposals; and providing technical input to
contractors or recipients of assistance. The series for these positions varies, depending on the
extent of technical or substantive program knowledge required. For example, a generalist series,
the GS-343, Management or Program Analyst, or a more specialized series, the GS-028,
Environmental Protection Specialist, might be appropriate. Some Project Officer positions in
this category may be classified in a general administrative series (GS-301) to broaden recruiting
sources, and when the program knowledge required can be gained on the job. For other Project
Officer positions, the primary knowledge required is professional scientific or technical
knowledge, applied in describing the technical specifications in the scope of work and in
providing valid qualitative judgements on the scientific or technical soundness, feasibility, and
value of proposals, work plans, budgets, and deliverables. These positions are classified in a
professional or technical series.
VH. CAREER LADDERS
A career ladder is a position's grade progression to a target full performance level. The
career ladder established in an organization reflects the full performance level of the majority
of the work for which the organization is responsible. Thus, the full performance level is the
grade level to which all the employees performing a particular type of work can expect to be
promoted non-competitively. provided their performance is satisfactory.
The full performance level of Project Officer positions that devote the majority or all of
their time to extramural resources management is typically GS-11, 12 or 13. The GS-11 level
is appropriate for positions performing only contract administration; these positions have, as
their primary requirement, administrative knowledge. The GS-12 and 13 levels require, in
addition, significant program knowledge, applied in analytical and program management work,
and/or scientific or professional knowledge, applied in performing the substantive scientific and
technical aspects of managing extramural resources.
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Organizations may create Project Officer positions with full performance levels at lower
grades, for example, at the GS-9 level. The full performance level will depend on the nature
of the work assigned, the type and extent of knowledge required, and other factors.
Similarly, organizations may establish a career ladder with a full performance level of
GS-14 if the majority of the work for which the organization is responsible must be performed
at the GS-14 level, that is, if all employees engaged in this type of work could expect to be non-
competitively promoted to the GS-14 level. For most EPA organizations, however, it is
appropriate to reserve the GS-14 level for senior level positions and fill them through
competitive procedures. (See Part Vffl below.)
Many Project Officers serve in positions at grades below the full performance level while
in an entry-level or developmental status. For example, an employee may enter a Project
Officer career ladder at the GS-9 level and be assigned the full range of Project Officer tasks,
but work initially under the close guidance of a supervisor or more senior Project Officer; the
guidance decreases as experience and knowledge increase. Establishing a career ladder for
Project Officers will provide an opportunity for organizations to fill these positions at an entry
or developmental level while offering defined promotion potential.
Vin. POSITIONS ABOVE THE FULL PERFORMANCE LEVEL
In many organizations, there is work for which the organization is responsible that is
above the full performance level of the office's career ladder. Such work is normally assigned
to "senior" positions classified at a higher grade level. These positions are not considered to be
part of the career ladder as there is not enough of this level of work to require assigning it to
all employees in the organization. Thus, not all employees can anticipate noncompetitive
promotion to the senior grade level. For example, in an organization in which the career ladder
for the majority of the work is GS-12, there may also be senior positions at the GS-13 level.
Similarly, in an office in which the career ladder for most of the work is GS-13, there may be
some senior GS-14 positions. These senior positions are normally filled through the competitive
merit promotion process.
Senior positions performing extramural resources management responsibilities are
classified on a case-by-case basis, reflecting such factors, for example, as the level of knowledge
required to perform the work, level of independence at which they operate, or the extent of
program management responsibility delegated to these positions. For example, positions of GS-
14 senior specialists in Headquarters program offices who manage extramural resources are
generally classified on the basis of their significant, Agency-wide program management and
policy responsibilities and the very general supervisory controls over their work; their work is
not normally technically reviewed, and they operate within broad policy guidelines.
In some instances, senior Project Officer positions may be established at the GS-15 level.
A Project Officer at the GS-15 level must be a master of a professional field or have knowledge
of comparable breadth and depth, such as comprehensive knowledge of broad Agency programs,
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as he/she is responsible for developing new concepts or theories in his/her area of expertise.
He/she is responsible for leading other employees or representatives of other Federal or
international agencies in defining and investigating ill-defined and complex issues, such as those
arising from new legislation that changes or broadens the Agency's mission or responsibilities
in a key scientific research area or a program (such as a regulatory or enforcement program),
and deciding how to proceed hi establishing or redirecting the program. The Project Officer
then plans, develops, and manages the new program. As part of his/her program management
responsibilities, the Project Officer also plans, designs, and implements the program's
extramural resources strategy, then manages major contracts, grants, cooperative agreements,
or interagency agreements through which the program is carried out.
IX. DETERMINING THE CAREER LADDER
A. Factors to Consider
In determining the appropriate full performance level of a Project Officer career ladder,
many factors of the positions and characteristics of the assignment should be identified and
weighed. These include, for example:
• Type of contract, grant, cooperative agreement, or interagency agreement.
• The sensitivity and vulnerability of the services, activities, or program.
• The scientific, technical, or programmatic expertise required owing to the complexity of
the services or activities.
• The complexity and scope of the assignment as reflected in the number and variety of
work assignments or program activities or the number and variety of parties involved in
the contract, grant, cooperative agreement, or interagency agreement.
• The nature of the market through which contracted services will be provided,
including the degree of difficulty in obtaining competition.
• The importance to, and impact on, the program of the contract, grant, cooperative
agreement, or interagency agreement.
• The newness of the program and the extent to which its mission, scope, direction, and
goals remain to be identified.
In distinguishing grade levels of full performance level or senior level positions, several
key factors in the Factor Evaluation System are used to look at a position as a whole.
In differentiating between positions at the GS-12 and GS-13 levels, Factors 1 (Knowledge
Required), 4 (Complexity), and 5 (Scope and Effect) are usually the key.
A GS-14 position is normally distinguished from the GS-13 level by a high degree of
independence (operating under only administrative and policy guidance rather than technical
supervision) and responsibilities for formulating new policies and guidelines for the major
8
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Agency program component for which the Project Officer has responsibility. These
distinguishing characteristics are reflected in Factor 2, Supervisory Controls, and Factor 3,
Guidelines.
GS-15 positions are usually differentiated from GS-14 level positions under three factors:
Factor 1, Knowledge Required; Factor 4, Complexity; and Factor 5, Scope and Effect.
B. Table of Comparison - GS-12 through GS-15 Project Officer Positions
In the charts on the following pages, the factors to consider in designing or identifying
GS-12, GS-13, GS-14, and GS-15 Project Officer positions are explained in detail.
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Factor 1 * Knowledge Required
GS-12
Level 7
GS-13
Level 8
GS-14
LevelS
GS-15
Level 9
Professional Scientific/
Technical Knowledge
Professional/technical knowledge
applicable to a wide range of duties
in a broad functional area or in a
specialization. The knowledge is
applied to managing a variety of
difficult and complex extramural
resources management instruments,
calling for extended professional
experience or graduate study,
- Professional/scientific knowledge
to determine scientific data or
products needed, as well as the best
approaches and methods to obtain
them using extramural resources.
- Ability to adapt, modify and
deviate from precedents, methods,
and procedures to solve unusual or
unique problems using extramural
resources.
- Ability to make technical
judgements on proposals, products,
or services presented by
contractors, grantees, or other
extramural organizations on such
matters as the adequacy of data,
methods, and stated objectives of
scientific research or comparable
projects.
- Ability to relate general principles
and practices in the field to
Professional Scientific/
Technical Knowledge
In addition to knowledge at Level 7,
the following knowledge or its
equivalent:
- Mastery of a professional/scientific
body of knowledge to apply new
developments and theories to critical
and novel problems, or to extend
and modify approaches and methods
to solve a variety of problems with
unprecedented and obscure aspects
and to make recommendations or
decisions that significantly affect the
content, interpretation, or
development of major policies or
programs concerned with critical or
major scientific/professional issues.
- Ability to work with a high level
of professional independence and to
serve as technical authority in a
professional/scientific subject
matter.
- Ability to seek out research or
demonstration project needs and
determine the best approach to
fulfilling them by identifying
potential contractors, assistance
agreement applicants, or other
agencies.
Professional Scientific/
Technical Knowledge
See description for Level 8 in GS-
13 column.
Professional Scientific/
Technical Knowledge
In addition to knowledge typical of
Level 8, at this level the Project
Officer is a master of a professional
field or equivalent.
- This level of expertise is applied
in dealing with the most complex
scientific or technical issues in the
Agency and developing new
hypotheses and theories. It is also
applied in developing new scientific
or technical efforts resulting from
legislation.
- The Project Officer is faced with
unique scientific/technical,
contractual, or assistance issues
stemming from the newness or
complexity of the effort, requiring
the development of innovative
strategies for extramural resources
programs to carry out the effort.
Contracting or assistance issues
potentially affect the economic
health of a major industry or
several states or the health of large
populations.
In addition to knowledge of the regulatory, administrative, and procedural requirements for managing contracts, grants, cooperative agreements, or
interagency agreements, Project Officers at GS-12 and above have professional scientific or technical knowledge (described on pages 10 -14) and/or substantive
knowledge of programs (described on pages 15 - 18), which they apply to managing extramural resources. Not all types of knowledge listed will be present
in a single position. The various types of knowledge listed are intended to convey the overall type and extent of knowledge that is characteristic of the various
levels.
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Factor I - Kiwwtetfg* Required (e®&tfo»»*M$.
GS-12
Level 7
GS-13
Levels
GS-14
Level 8
GS-15
Level 9
Professional Scientific/Technical
Knowledge (continued)
individual contracts, assistance
agreements, or interagency
agreements for which there are no
closely-related precedents, but that
are generally within the "state-of-
the-art."
- Ability to provide a wide range of
information to contractors or advice
to assistance recipients or other
agencies, including identification of
appropriate corrective action, to
ensure the success of the product,
service, project/program
component.
- Ability to conduct on-site reviews
to assess the internal operations of
contractors, assistance recipients, or
other agencies to determine
compliance with conditions,
negotiate changes in operations or
procedures, or recommend solutions
to problems.
Professional Scientific/Technical
Knowledge (continued)
- Ability to analyze, evaluate, plan,
organize, coordinate, and approve
research, development, or highly
complex scientific work products or
services provided through use of
extramural resources.
- Ability to make technical
judgements about a variety of
intangible and complex issues in
scientific research or comparable
projects, such as assessing the
competency of a research, the effect
of conditions under which research
is being conducted, and the relative
and likely value of the research to
the program.
If managing contracts:
- Ability to manage contracts where
little or no precedent exists,
including skill in interpreting
policies (in cooperation with the
Contracting Officer) to solve
unprecedented problems, applied to
all aspects of contract management
Professional Scientific/Technical
Knowledge (continued)
See description of Level 8 in GS-13
column.
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Factor I
GS-12
Level 7
GS-13
LevelS
GS-14
LevelS
GS-15
Level 9
Professional Scientific/Technical
Knowledge (continued)
If managing contracts:
- Knowledge of policies/regulations
governing contracting, including the
FAR and the EPAAR, and
understanding of contracting
methods and types to procure
scientific/technical products or
services, including ability to plan
and carry out pre-award and/or
post-award contracts management
responsibilities, or in-depth
knowledge of an area of
specialization in contracts to
identify alternative courses of action
and to depart significantly from
previous methods.
- Ability to describe and negotiate
scientific/technical requirements
entailed in contracting for complex
and/or diversified supplies,
services, or products.
- Ability to monitor technical
progress against expenditures for a
number of contracts, such as fixed-
price with redetermination, cost
reimbursement, or contracts with
incentive provisions.
Professional Scientific/Technical
Knowledge (continued)
for major systems, extensive
technical services, or contracts of
similar scope, characterized by
numerous sub-contractual
arrangements and continuous
contractual changes.
- Ability to manage all contractual
aspects for a major scientific or
technical program area, involving
coordination of a number of
contracts.This entails long-range
planning, a thorough knowledge of
program objectives, and
interrelationships with other
programs. Also entails leading and
coordinating the work of Deputy or
other Project Officers in other
organizational echelons who are
managing a portion of the contracts.
Professional Scientific/Technical
Knowledge (continued)
See description of Level 8 in GS-13
column.
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Factor I - Knowledge Required (continued)
GS-12
Level 7
GS-13
LevelS
GS-14
LevelS
GS-15
Level 9
Professional Scientific/Technical
Knowledge (continued)
- Ability to perform scientific or
technical analysis of settlement
proposals and negotiate settlements.
- Ability to analyze complex
scientific/technical issues, identify
options, and recommend a specific
course of action for accomplishing
technical/scientific objectives
through use of contractors.
If managing assistance or
interagency agreements:
-Knowledge of statutes, regulations,
principles, processes, and methods
for grants, cooperative agreements,
or .interagency agreements and their
application to scientific/technical
aspects of programs to perform
scientific/technical review and
evaluation of proposals and
budgets, to monitor progress against
expenditures, and provide technical
assistance to recipients or other
agencies.
- Ability to analyze diverse
activities and scientific/technical
capabilities of assistance applicants
and other agencies to assess
strengths and prospects for effective
accomplishment of research or
Professional Scientific/
Technical Knowledge (continued)
- Ability to monitor large systems
contracts that extend over several
years, covering research,
development, testing, and/or
production of complex systems; this
includes monitoring a prime
contractor with numerous
subcontractors, complex changes,
and terminations/close-outs.
If managing assistance or
interagency agreements:
- Ability to manage novel, complex
agreements in a major scientific or
technical program.
- Ability to apply new develop-
ments in managing grants,
cooperative agreements, or
interagency agreements to scientific
or technical problems not
susceptible to accepted methods and
practices.
Professional Scientific/Technical
Knowledge (continued)
See description of Level 8 in GS-13
column.
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GS-12
Level 7
GS-13
Levels
GS-14
Levels
GS-15
Level 9
Professional Scientific/Technical
Knowledge (continued)
other objectives, to develop or
assess woik plans and schedules,
and to formulate recommendations
or decisions on funding proposals.
- Ability to identify appropriate
technical corrective actions.
- Ability to conduct on-site reviews
to assess operations, recommend
solutions to technical problems,
determine technical compliance with
conditions, negotiate changes in
operations or procedures or
recommend solutions to problems.
Professional Scientific/
Technical Knowledge (continued)
- Ability to extend assistance
management or interagency
agreement management methods to
new and unusual circumstances,
such as new grant programs
entailing a new Government
initiative, high-risk grantees, large
grants with sub-grants, contracts-
under-grants, or other highly
complicated arrangements, or to
new and unusual types of
agreements or legal relationships.
- Ability to conduct long-range
planning, develop budgets, negotiate
joint funding, and develop policies
for managing grants or other
agreements.
Professional Scientific/Technical
Knowedge (continued)
See description of Level 8 in GS-13
column.
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Factor I» Knowledge Required (continued)
GS-12
Level 7
GS-13
Levels
GS-14
LevelS
GS-15
Level 9
Program Knowledge
- Broad knowledge of the
program's mission, goals,
objectives, major issues, policies,
practices, and methods, applied in
managing a variety of difficult and
complex extramural resources
instruments and in adapting
program principles and methods to
significant extramural resources
projects or program efforts and
problems.
- Knowledge of the pertinent
statutes, regulations, policies and
precedents that affect the program's
operations.
- Ability to conceive, design, and
plan projects for which extramural
resources are the appropriate
vehicle, and to assist assistance
applicants or recipients or other
agencies in the preparation of
proposals and work plans that will
effectively meet program objectives.
- Ability to identify the impact of
provisions in legislation governing
the program on funding levels,
requirements, and Agency
responsibilities.
Program Knowledge
In addition to knowledge at Level 7,
the following knowledge or its
equivalent:
- Master of a significant segment of
a program, such as a broad subject
area, applied in managing the
program component through
extramural resources and in
providing authoritative guidance on
program content; this includes
thorough knowledge of the
relationship of the program
component to other parts of the
program.
- Comprehensive knowledge of the
range of statues, regulations,
policies, precedents, and major
issues affecting the program.
- Ability to identify program needs
for new projects and potential
contractors, assistance agreement
applicants, or other agencies to
fulfill these program needs.
- Skill and experienced judgement in
applying criteria or requirements to
evaluating new approaches and
concepts to achieving program
objectives through extramural
resources.
Program Knowledge
See description of Level 8 in GS-13
column.
Program Knowledge
In addition to knowledge typical of
Level 8, at this level the Project
Officer must have mastery of a
professional field or its equivalent,
such as mastery of a broad body of
subject-matter knowledge related to
major national programs.
- This extremely high level of
expertise is applied in dealing with
the most complex issues in the
Agency and generating and
developing new hypotheses and
theories. It is also applied hi
developing new programs resulting
from legislation amid an atmosphere
of high Congressional or public
interest.
- The Project Officer is faced with
unique program, contractual, or
assistance issues stemming from the
newness or complexity of the
program, requiring the development
of innovative strategies for
extramural resources management
program support. Contracting or
assistance issues and activities
involved require this high level of
expertise as they potentially affect
the economic health of a major
industry or several states or the
health of large populations.
-------
Factor I - Knowledge Required (continued)
GS-12
Level 7
GS-13
LevelS
GS-14
LevelS
GS-15
Level 9
Program Knowledge (continued)
If managing contracts:
- Knowledge of policies and
regulations governing contracting,
including the FAR and the EPAAR,
as well as of the administrative and
procedural requirements for
contracting.
- Ability to use a wide range of
contracting methods and types to
procure products or services,
including ability to plan and cany
out pre-award and/or post-award
contracts management
responsibilities, or in-depth
knowledge of an area of
specialization in contracting to
identify alternative courses of
action, including significant
departures from previous methods.
- Ability to describe and participate
in negotiation on program
requirements entailed hi contracting
for complex and/or diverse
supplies, services, or products.
- Ability to monitor progress
against expenditures for a number
of contracts, such as fixed-price
with redetermination, cost
reimbursement, or contracts with
incentive provisions.
Program Knowledge (continued)
- Ability to assess proposals from
contractors, assistance applicants, or
other agencies for innovative
alternative approaches, where the
boundaries of projects are difficult
to determine hi advance, from the
standpoint of soundness, likelihood
of success, feasibility, cost, priority,
and consistency with overall
program objectives.
If managing contracts:
- Ability to manage contracts where
little or no precedent exists,
including skill in interpreting
policies to solve unprecedented
problems, applied to all aspects of
contract management for major
system, extensive technical service,
design and construction of large
facilities, or contracts of similar
scope, characterized by numerous
sub-contractual arrangements and
continuous contractual changes.
- Ability to manage all contractual
aspects for a major program area,
involving coordination of a number
of contracts.
Program Knowledge (continued)
See description of Level 8 in GS-13
column.
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Factor I * Knowledge Required (continued)
GS-12
Level 7
GS-13
LevelS
GS-14
LevelS
GS-15
Level 9
Program Knowledge (continued)
- Ability to perform substantive
analysis of settlement proposals,
determine allowable costs, and
negotiate settlements.
- Ability to analyze complex
issues, identify options, and
recommend a specific course of
action for accomplishing program
objectives through use of
contractors.
If managing assistance or
interagency agreements:
- Knowledge of statutes,
regulations, principles, processes,
and methods for grants, cooperative
agreements, or interagency
agreements to perform the full
range of programmatic review and
evaluation of proposals and
budgets, to monitor progress against
expenditures, and to provide
technical assistance to recipients or
other agencies.
- Ability to coordinate
programmatic functions with the
administrative functions performed
by the Grants Management
organization.
Program Knowledge (continued)
This entails long-range planning and
thorough knowledge of program
objectives and inter-relationships
with other programs. Also entails
leading and coordinating work of
Assistant Project Officers managing
a portion of the contracts.
- Ability to monitor large systems
contracts that extend over several
years, covering research,
development, testing, and/or
production of complex systems; this
includes monitoring both prime
contractors and numerous
subcontractors, complex changes,
and terminations/close-outs.
If managing assistance or
interagency agreements:
- Ability to provide the full range of
programmatic assistance and
program evaluation to assistance
applicants, recipients, or other
agencies working in novel projects
and programs.
-Ability to provide substantive and
authoritative guidance to recipients
or other agencies in establishing
new programs in areas where no
precedents are available.
Program Knowledge (continued)
See description of Level 8 in GS-13
column.
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Factor | - Knowledge Required (continued)
GS-12
Level?
GS-13
Levels
GS-14
LevelS
GS-15
Level 9
oc
Program Knowledge (continued)
- Ability to analyze diverse
activities and capabilities of
assistance applicants or recipients or
other agencies to assess their
capabilities and prospects for
effective accomplishment of project
or program objectives, to develop
or assess workplans and schedules,
and to formulate recommendations
on funding proposals.
- Ability to provide a variety of
types of programmatic assistance to
applicants, recipients, or other
agencies including identification of
appropriate corrective action.
- Ability to conduct on-site program
reviews to assess the internal
operations, and capabilities of
applicants, recipients, or other
agencies to determine compliance
with conditions, negotiate changes
in operations or procedures, or
recommend solutions to
programmatic problems.
Program Knowledge (continued)
- Ability to manage novel, complex,
or high-risk agreements in a major
program area, diverse range of
recipient organizations or other
agencies-their management,
capabilities, and operations.
- Ability to apply new developments
in managing grants, cooperative
agreements, or interagency
agreements to program needs or
problems not susceptible to accepted
methods; ability to extend methods
to cover new and unusual
circumstances, for example, new
grant programs entailing a new
Government initiative, high-risk
grantees, large grants with sub-
grants, contracts-
under-grants, or other highly
complicated arrangements, or to
new and unusual types of
agreements or legal relationships.
- Ability to lead work of Assistant
Project Officers managing a portion
of an agreement.
- Ability to conduct long-range
planning, develop budget
submissions, negotiate joint funding
provisions, and develop policies for
managing grants or agreements.
Program Knowledge (continued)
See description of Level 8 in GS-13
column.
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Factor 2 -
Controls
GS-12
Level 4
GS-13
Level 4
GS-14
Level 5
GS-15
Level 5
- The Project Officer's supervisor
establishes the overall objectives
and the funding level for the
contract, grant, or agreement.
- The Project Officer and the
supervisor jointly identify overall
scope and mutually acceptable
priorities and schedules.
- The Project Officer manages the
contract, grant, cooperative
agreement, or interagency
agreement with considerable
latitude. He/she independently
plans and carries out the approach
and methods, coordinates the work
with other parties involved,
negotiates with other parties, and
resolves most disagreements that
arise.
- The Project Officer interprets
policy and applies it in managing
the individual contract, grant, or
agreement.
- He/she keeps the supervisor
informed of the status of the
contract, grant, cooperative
agreement, or interagency
agreement and of controversies and
developments that may substantially
impact the program.
- The Project Officer's work is
reviewed primarily for effectiveness
in meeting objectives and for
conformance with regulatory and
statutory requirements.
See description of Level 4 in GS-
12 column.
- The supervisor provides only
policy and administrative
guidance, presenting new
assignments in terms of broad
mission or program goals rather
than technical direction.
- The Project Officer is
responsible for managing a major
program component, analyzing
mission or program needs.
- Has independent responsibility
for planning, determining scope,
designing, and carrying out a
major program component through
extramural resources. Initiates or
recommends initiation of new
contracts, grants, or agreements.
These recommendations are
subject only to review for
availability of funds and degree to
which they are consistent with
major program objectives.
- As the Project Officer is an
authority for a major program
component or scientific/technical
subject area, his/her management
of the contract, grant, or
agreement is accepted as
technically accurate and is
normally not subject to review.
The Project Officer's performance
is reviewed only in terms of the
degree to which it fulfills mission
or program objectives.
See description of Level 5 in GS-14
column.
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Factor 3 - Guidelines
GS-12
Level 4
GS-13
Level 4
GS-14
Level 5
GS-15
Level 5
- Guidelines, in terms of policies
and precedents, statutes and
regulations covering Government
procurement and assistance are
applicable but require considerable
interpretation and application to the
individual contracts, grants,
cooperative agreements, or
interagency agreements being
managed.
- Guidelines covering many aspects
of the work are not available, or
are of limited use. Intensive search
to find the appropriate regulation,
precedent, or other guideline is
necessary.
- The Project Officer is expected to
use judgement and initiative in
departing from past practices when
necessary to ensure successful
completion of the contract, grant,
cooperative agreement, or
interagency agreement.
- Within governing statutes and
regulations, the Project Officer
develops new methods to achieve
the results desired from the
contract, grant, cooperative
agreement, or interagency
agreement.
- Devises new policies to cover
assignments when necessary, which
are recommended to management.
See description of Level 4 in GS-
12 column.
- Project Officer is a recognized
technical authority in the
interpretation of guidelines, such
as statutory and regulatory
requirements.
- Is responsible for managing a
component of a significant Agency
program, for which the guidelines
consist of broad policy statements
or legislation.
- Interprets broad policy or
legislation in developing the
program segment's direction,
policies, goals, and objectives, and
in identifying the need for new
extramural resources efforts to
carry out program mission or
goals.
- Policies developed by the Project
Officer are used by other Agency
employees in carrying out their
assigned responsibilities in the
program.
- If responsible for a scientific or
technical program component,
develops policy and guidelines to
provide an integrated Agency
approach in a research effort or
other scientific/technical program
component. Develops criteria,
standards, or guidelines to be used
by other Agency scientists,
engineers or technical specialists
working in this field.
See description of Level 5 in GS-14
column.
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Factor 4
GS-12
Level 4
GS-13
LevelS
GS-14
Level 5
GS-15
Level 6
- Work involves many different
processes and methods, including
the full range of responsibilities
from pre-award activities to post-
award monitoring.
- Decisions are complicated by a
lack of standardization from
contract to contract, grant to grant,
or agreement to agreement. Many
of the instruments managed require
the employee to vary approaches to
respond to the specific
circumstances of individual
contractors, recipients, agencies, or
projects.
- Determines the appropriate
approach for carrying out the work,
coordinates the completion of
various processes, and refines or
adjusts methods to fit the specific
requirements of the individual
extramural instrument.
- Coordinates the work of others
involved in administering contracts
or assistance agreements being
managed and resolves conflicts.
- Extramural instruments managed
are characterized by a variety of
complexities, such as sensitive
issues of political or public interest,
specialized requirements, special
conditions, multiple funding
sources, short time frames,
unfavorable market conditions (such
as lack of suppliers), and others.
- Manages a diverse range of
extramural instruments, requiring
extensive analysis of management
systems, organizations,
capabilities, and operations of
contractors, assistance recipients,
or other agencies.
- Decisions lack directly applicable
precedents and require
consideration of program
priorities, needs and requirements;
technical advances; legal and
ethical standards; degree of risk;
and others.
- Instruments managed often
demonstrate new approaches, and
are characterized by complexities
such as extensive special
provisions or subcontracting,
frequent changes or conflicts, or
unusually sensitive issues.
- Contracting efforts are often
complicated by such market
factors as lack of qualified
contractors to perform the work or
by limited competition. Efforts to
award grants or cooperative
agreements may be complicated by
a lack of potential recipients
capable of performing the type or
quality of work needed.
- Work often entails coordinating
efforts of assistant Project Officers
and other participants with
conflicting priorities and views.
See description of Level 5 in GS-
13 column.
- Performs broad functions and
processes, characterized by breadth
and intensity of effort, with support
of others within or outside the
Agency. Influences or determines the
direction of a major Agency program,
such as pollution prevention,
involving planning, developing, and
•evaluating objectives and priorities
for the program.
- Decisions entail largely undefined
issues and lack of sufficient data or
precedent. Leads or performs
extensive investigation and analysis to
determine the exact nature and scope
of the issues. Difficulty may be
encountered in determining intent of
legislation or broad policy statements
and in designing an extramural
resources strategy to implement them.
- Work involves establishment of a
broad, comprehensive extramural
resources program, including
contracts, grants, cooperative
agreements, or interagency
agreements requiring the support of a
variety of Agency personnel.
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..; Factor 5 - Scope m& &Ke*£'
GS-12
Level 4
GS-13
Level 5
GS-14
Level 5
GS-15
Level 6
to
- The scope includes planning,
advising on, and evaluating the
work of contractors or assistance
recipients working on a variety of
contracts, grants, cooperative
agreements, or interagency
agreements, as well as monitoring
progress and compliance, and
tracking and accounting for
expenditures against progress to
safeguard the interests of the
program and of the Government.
- The Project Officer's
recommendations and decisions are
normally accepted; hence, his/her
work impacts the quality and
effectiveness of a variety of
extramural resources instruments,
and the.conduct, direction, and
success of efforts important to
achievement of major Agency
program objectives.
- Recommendations concerning the
quality, feasibility, and impact of
new and renewal proposals for
grants, cooperative agreements,
interagency agreements, and
contracts have major financial
impact on activities of contractors,
states, local governments, Tribes,
other Federal agencies, and non-
governmental institutions and
organizations.
- Work includes full range of
management responsibilities for a
variety of highly complex contracts,
grants, cooperative agreements, or
interagency agreements, from
project identification through
proposal and work plan
development, through
recommendation for award, through
monitoring contracts, grants, or
agreements in effect, through taking
corrective action, and termination or
close-out.
- Assesses program needs, plans and
carries out the extramural resources
management aspects of the program
component, and selects the
appropriate instrument for achieving
program objectives.
- Recommendations or commitments
are accepted as authoritative.
- Significantly impacts the work of
other Agency employees, as well as
the work and financial condition of
contractors, grantees, other agencies
and other recipients, and the work
of the scientific or professional
community involved.quality and
effectiveness of major programs that
are dependent on extramural
resources to meet objectives and the
allocation or expenditure of
substantial amounts of Federal
funds.
See description of Level 5 in GS-13
column.
This is an exceptional level of
impact where the Project Officer's
personal contributions and decisions
affect the direction of major
programs. The work involves
planning, developing, and carrying
out key programs, which are vital
to the mission of the Agency,
recognized by top Agency
management as of high priority, or
which affect large numbers of
people on a long-term basis. The
Project Officer's work involves
very broad and extensive studies
related to establishing or redirecting
major programs. Contracts or
assistance management entails
planning, developing, and managing
extensive contracting or assistance
upon which critical Agency
programs are dependent for mission
activities. The program is a major
research, regulatory, enforcement,
or other program. In a research
program, the Project Officer
provides leadership and direction
for research of national and
international scope and impact, and
plays a major role in formulating
Agency-wide program objectives,
plans, policies, and standards.
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C. Representative Project Officer Positions
The descriptions of representative positions in this section will provide additional
information on the work situation, complexity, scope, and impact of the work, as well as the
knowledge required and level of responsibility of Project Officer positions. These examples,
being limited in number, do not encompass all varieties of Project Officer positions that may be
established in locations throughout EPA. They are intended to illustrate the general level of
responsibility, types and extent of knowledge applied to the work, and other characteristics of
Project Officer positions from GS-12 through GS-15.
GS-12
1. The Project Officer manages cost reimbursement contracts providing a major research and
development laboratory, its Headquarters Office, and other EPA and Federal organizations with
technical studies. The contracts are complex and characterized by uncertainties in performance.
The Project Officer applies in-depth knowledge of both program and technical requirements in
developing statements of work and other essential parts of procurement requests; chairing panels
to evaluate technical proposals; evaluating cost proposals; participating in negotiations;
monitoring technical performance; approving proposed sub-contracts, work assignments, and
technical directives; coordinating with other EPA components who wish to use the contracts;
reviewing and approving contractor requests to acquire property at Government expense;
evaluating a variety of change proposals, claims, adjustments, overruns, etc.; approving
vouchers for payment; monitoring compliance with multiple requirements; ensuring that
deliverables are acceptable; and evaluating the procurement to identify problems and develop
new procedures and guidelines.
2. The Project Officer manages a number of continuing program grants to several states with
differing organizational structures and capacities, or to a very large and complex state. The
program includes a diverse number of state activities, such as training, operations, and public
outreach. The grants require annual submission and review of proposals and budgets. Annual
appropriations legislation sometimes results in new mandates, requirements, and responsibilities.
The Project Officer applies an in-depth knowledge of program and technical requirements in
carrying out such responsibilities as preparing annual program guidance; providing assistance
to states in the preparation of proposals, work plans, and budgets; evaluating the soundness of
these submissions; providing technical assistance on methodology and alternative approaches;
training state personnel; monitoring state programs to ensure compliance with conditions and to
assess performance against the workplan; negotiating changes; and conducting the close-out
evaluation. The Project Officer coordinates management of the grants with the Grants
Management office, which is responsible for ensuring that administrative requirements are met.
3. The Project Officer manages all research grants for his/her assigned program component.
Most of the grants are concerned with relatively noncontroversial, clear-cut research directly
related to the program's established activities. Most of the grantees have successful track
23
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records in working with EPA, and thus pose relatively low risk of noncompliance problems.
The Project Officer applies extensive program knowledge and journey-level professional
scientific knowledge in carrying out such activities as reviewing new and renewal applications,
assessing the current body of research to ascertain the value of the proposed research; advising
applicants of the preparation of proposals, work plans, and budgets; reviewing these
submissions; recommending action on proposals; monitoring research progress and serving as
a technical resource to the grantees; suggesting alternative approaches and negotiating changes;
and reviewing research products for technical soundness and value to the program.
GS-13
1. The Project Officer, a physical scientist, manages a major research and development
laboratory's primary contract for on-site research support. The contract supports research in all
divisions in the laboratory, encompassing an extremely wide diversity of technical and scientific
disciplines. As the laboratory's expert on a specialized area, he/she represents the laboratory
concerning administrative, program, or complex scientific research issues in interactions with
scientists and researchers throughout the Agency and in state and local agencies. He/she
provides technical and scientific leadership and guidance to the administration of extramural
research programs. This entails identifying, evaluating, and recommending solutions to
extramural problems of an especially complex, difficult, or sensitive nature. The Project Officer
applies professional scientific knowledge in preparing procurement requests, writing statements
of work, estimating budgets, developing justifications arising from procurement actions, devising
evaluation criteria, delivery schedules, and other requirements. He/she performs technical
evaluation of proposals, offers, and cost proposals, and recommends selection for technical
evaluation panels, which he/she chairs. He/she monitors cost, management, and technical
performance and recommends approval or disapproval of work assignments to ensure work is
within contract scope. The Project Officer provides continuing technical direction to the
contractor, inspects and recommends acceptance or rejection of deliverables, and evaluates the
contractor's performance.
2. The Project Officer manages large research grants to universities for a major Agency
program. The research is characterized by exploration of methods, where the outcome cannot
be assured, which addresses newly-identified environmental problems or new EPA mandates.
The grants are discretionary project grants; each one differs significantly in scope, subject
matter, and recipient, requiring the Project Officer to devise and adapt grants management
policies and requirements to reflect each project's uniqueness. The Project Officer applies in-
depth knowledge of the program and professional scientific knowledge, and experienced
judgement in carrying out such responsibilities as identifying the program's needs for research
in specific areas; identifying potential grantees; evaluating their technical competence;
encouraging their interest in the research; interacting with grantees as a professional peer in
discussing scientific issues; developing criteria for new research approaches into highly complex
problems that have not yet been solved; assisting applicants in preparing proposals, work plans,
and budgets; evaluating proposals for innovative research from the standpoint of scientific
24
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soundness, likelihood of success, feasibility, cost, priority, and probable value to the program;
securing peer review; providing technical assistance to grantees in the course of the research;
evaluating research findings and products for validity, soundness, and value to the program and
the state of research.
3. The Project Officer, a program analyst with Agency-wide responsibility for managing a
segment of a major program, initiates and manages competitive cooperative agreements as an
innovative approach to accomplishing new objectives, as earlier and other attempts to secure
resources to accomplish the objective have been unsuccessful. Under the agreements, the
Project Officer assists states/other recipients in setting up new or experimental programs and
demonstration projects in areas with which the recipients and EPA have little previous
experience and whose outcome and success are uncertain. The Project Officer applies in-depth
knowledge of the program in defining project scope and objectives and negotiating the terms of
the agreements; identifying and gaining the cooperation of EPA components who will provide
extensive and substantive EPA involvement in the effort; identifying special equipment or
facilities needed; monitoring progress of the experimental program to evaluate effectiveness and
to identify potential problems and issues; negotiating changes; providing leadership in resolving
conflicts with multiple participants; recommending termination of agreements that appear
unlikely to succeed; assessing program outcomes; and recommending the adoption of significant,
new operations or methods resulting from successful demonstration projects.
4. The Project Officer, an Environmental Protection Specialist, serves as both an administrative
and technical expert for a Region's Clean Air program, and manages several large continuing
program grants to States. This entails "cradle to grave" responsibility for negotiations and final
approval of workplans, awarding of grants, oversight, and close-out. He/she is also responsible
for sanctions for lack of compliance. The Project Officer also applies mastery of the program
and statutory, regulatory, and policy requirements for assistance agreements, as well as of the
relation of the Clean Air program to other programs in serving as the program's senior grants
manager. In this capacity, he/she provides guidance to other staff engaged in grants
management and develops and implements Regional policies, procedures, and internal controls
for program management. The Project Officer independently resolves with both technical and
administrative staff a variety of controversial issues; these include termination or annulment of
grants, resolution of audit issues and disputes, and need for establishment or review of program
efforts unique to the Region's air grants program.
5. The Project Officer, an Environmental Protection Specialist in a Regional office, has
significant responsibilities for managing a portion of the Hazardous Waste Program. This
responsibility is carried out through managing contracts, grants, and cooperative agreements.
The employee applies mastery of the program and its technical requirements in carrying out such
responsibilities as adapting national policies, goals, and priorities to Regional applications and
developing Regional policies and guidelines, developing program requirements, planning
procurements, managing the ARCS contracts in a zone consisting of two regions (as well as
other contracts), conducting on-site evaluations of contractor performance, and providing final
technical program clearance for procurement actions. The Project Officer also directs and
25
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coordinates the work of Remedial Project Managers in managing their portions of contracts,
overseeing the preparation of statements of work and monitoring of contractor performance.
The nature of the contracts is such that the Project Officer must cope with constant changes,
requiring frequent development of innovative approaches to accomplishing work assignments and
identification of alternative vehicles or support venues (e.g., site-specific, lAGs, and other
means). Successful execution of work assignments under these contracts includes facilitation of
a wide range of complex technical, community relations, enforcement, and conflict of interest
issues. He/she also performs the full range of responsibilities entailed in managing grants and
cooperative agreements associated with the program. These grants and agreements are
characterized by multiple NPL sites at varying stages of cleanup. The Project Officer assists
counterparts in states and Tribes in establishing Superfund programs. As part of his/her
program management responsibility, the Project Officer makes decisions on priorities and
implementation schedules based on public health and environmental concerns affecting large
populations, taking into consideration public pressures, political sensitivity, and other factors in
addition to technical considerations.
GS-14
1. A GS-14 Inorganic Chemist serves as manager of Superfund analytical services and of a
laboratory program that uses contracts extensively to carry out analysis of inorganic compounds.
The employee's two primary functions are to serve as a national expert in chemical analysis,
providing advice to other employees Agency-wide, and as a national inorganics program
manager. The employee participates in formulating policies, plans, and programs to ensure all
EPA laboratories receive adequate support. The employee provides guidance to Project Officers
in all regions on all inorganic contract issues and is the final technical authority on all contract
technical issues. The employee monitors and evaluates contractor performance at laboratories
to determine the effectiveness and applicability of the protocols being used, and reviews
technical data to determine if contractors are performing according to contract terms. The
employee ensures the validity of results of analyses conducted by contractors performing this
work, as the results must be used by the Agency for a variety of enforcement and legal
proceedings.
2. A GS-14 Environmental Engineer hi Research and Development is delegated a high level of
independence for carrying out program management functions in an organization concerned with
research grants. The employee is responsible for planning and developing long-term research
and development efforts for a major field of advanced technology, supporting pollution
prevention and control for water, air, solid waste, and other Agency programs. The employee
provides expert advice on the advanced technology to all Agency programs, private industry,
and contractors. As the Agency's expert in this field, the employee is not subject to technical
supervision, and serves as the Agency's representative to the academic community and private
sector. He/she also develops research objectives for new research grants, translates program
offices' needs into solicitations for research proposals, and evaluates research progress of on-
going grants. He/she is also responsible for assessing EPA laboratories' progress toward
meeting objectives and program requirements.
26
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3. A GS-14 Program Analyst in the Office of Water is assigned responsibility for directing the
extramural support of a component of a major Agency water program. He/she adapts broad
policy guidelines to the program, identifying how major program objectives could be effectively
accomplished through extramural resources. After determining an extramural resources strategy,
he/she coordinates pre-award tasks with other Agency staff, including the definition of
requirements, development of the budget, preparation of the statement of work, etc. He/she is
the Contracting Officer's major point of contact during efforts to award the contract. After
award, the Project Officer is charged with central responsibility for managing the contract, with
assistance from work assignment managers. He/she develops policies and guidelines for the
program and for Agency-wide use in managing the contract, and is responsible for managing a
large portion of the program's budget through contracts management. The Project Officer, as
the expert in the Office of Water on the assigned program component, operates with broad
latitude hi managing the program and contract, receiving only general policy guidance from the
Branch Chief.
GS-15
A GS-15 Environmental Scientist in the Office of Air and Radiation is responsible for leading
a team effort to analyze new legislation and devising an innovative program and approaches for
carrying out new authorities given to EPA by the legislation through use of extramural
resources. The authorities are in an area in which EPA has limited experience, and the potential
technical, political, and other issues facing EPA in implementing its new authority are not yet
defined. The employee applies mastery of air and radiation programs and technology and
extensive experience in program management in leading the effort to develop recommendations
on the nature, scope, and direction of the new program for approval by the Agency's senior
management. The employee is assigned responsibility for designing and implementing an
extramural resources support system to meet the program's goals. He/she determines the best
mix of contracts, assistance agreements, and other instruments and, using his/her extensive
expertise in extramural resources, identifies potential contractors, grantees, and partners for
cooperative agreements, and works with the Office of Acquisition Management and Grants
Administration Division to establish appropriate contracts and assistance agreements to carry out
the new program. After contracts and grants are in place, the Project Officer manages several
of the key contracts, grants, and other instruments and serves as advisor to Project Officers
managing other extramural resources instruments related to the program. He/she is responsible
for managing a large program budget through use of extramural resources. Guidance provided
to the Project Officer consists only of broad policy direction.
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X. SKILLS FOR MOVING UP THE CAREER LADDER
Project Officers who successfully move upward to the full performance level and, in
some cases, advance to the senior levels possess certain types and levels of knowledge,
management skills, and leadership ability. Effective Project Officers must have a great deal of
knowledge and a variety of skills in addition to the ability to carry out of the full range of
Project Officer responsibilities in an adequate manner. These are the abilities that managers will
look for when filling high level Project Officer positions.
Management and Leadership Skills
Project Officers are managers of tasks, budgets, and people. Effective Project Officers
manage all three with a balanced emphasis. They have the ability to identify the tasks necessary
to accomplish goals, they conscientiously monitor tasks and progress and identify problems early
enough to ensure they are correctable, and they monitor activities and expenditures carefully to
protect EPA's interests and funds and to verify that expenditures are within regulations and
scope.
As project leaders, Project Officers coordinate and review the work of others involved
in managing the contract, grant, cooperative agreement, or interagency agreement. Effective
Project Officers foster teamwork to accomplish work through others, often a large number of
individuals and organizations with differing objectives. They take steps to successfully resolve
conflicts and reach productive conclusions.
As project managers, effective Project Officers master and apply a number of project
management techniques to plan tasks and estimate costs, monitor progress, and take corrective
action when necessary. They effectively prioritize the myriad of tasks they must perform.
Knowledge
Project Officers who advance achieve a high level of expertise in their programs and/or
in a scientific/technical field. They use this knowledge to identify the best uses of extramural
resources to carry out the program's work or scientific/technical tasks. Their knowledge is such
that they are relied upon as experts in their programs and fields. Their advice, recommendations
and decisions are almost always accepted by peers, supervisors, other EPA organizations,
academia, other agencies, states, and other organizations outside the Government.
Effective Project Officers attain thorough knowledge, based on extensive experience, of
extramural management statutes, regulations, rules, policies, and procedures. They become
extremely skilled in preparing and reviewing required documents, statements of work, and
workplans. This expertise enables them and those they advise to avoid costly and time-
consuming errors when planning and managing a contract, grant, cooperative agreement, or
interagency agreement. They serve as resources for other Project Officers in this area of
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expertise. Their ever-growing expertise enables them to take on continually more complex
extramural resources management assignments.
Successful Project Officers managing contracts are broadly knowledgeable of business
and the private sector, such as knowledge of industry-specific practices, markets, business law,
and accounting practices. With this knowledge, they can effectively assess the capabilities of
potential contractors, evaluate proposals, monitor activities and expenditures, and ensure
contractual relationships meet program needs.
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