United States
Department of
Agriculture
Office of the Chief Information
Officer
DR 3300-020
TELECOMMUNICATIONS
MISSION AREA CONTROL OFFICER (TMACO) -
ROLES
AND RESPONSIBILITIES
DR
3300-020
TELECOMMUNICATIONS
MISSION AREA CONTROL OFFICER (TMACO) -
ROLES
AND RESPONSIBILITIES
TABLE OF CONTENTS
Section Page
5..... APPLICABILITY AND SCOPE
8..... ROLES AND RESPONSIBILITIES
Appendix
A Sample TMACO Position Descriptions A-1
U.S. DEPARTMENT OF AGRICULTURE
WASHINGTON, D.C. 20250
DEPARTMENTAL REGULATION |
Number: 3300-020 |
|
SUBJECT: Telecommunications Mission Area
Control Officer (TMACO) - Roles and Responsibilities |
DATE: August 30, 2010 |
|
OPI: Office
of the Chief Information Officer (OCIO) |
||
The
purpose of this Departmental Regulation (DR) is to define the roles and
responsibilities of the Telecommunications Mission Area Control Officer
(TMACO). It is intended to increase the visibility
of the TMACO within USDA and to encourage the active support of each TMACO in
major information technology investments throughout the Department
This
DR replaces the following Departmental Notice (DN) document, DN3300-019, Telecommunications
Mission Area Control Officer (TMACO) -Roles and Responsibilities, issued on January
24, 2006. Appendix A provides sample
Position Descriptions and Evaluation Factors for agencies interested in hiring
TMACOs at the General Schedule 13 or 14 grade levels as classified by the USDA
Office of Human Resources Management (OHRM).
Each
USDA agency/staff office shall establish and appoint candidates to fill the
TMACO role. The USDA Chief Information
Officer (CIO) or designated Telecommunications Manager within the Office of the
Chief Information Officer (OCIO) shall ensure that the candidates are qualified
prior to assuming the TMACO role. Senior
TMACO roles may be established to oversee agency/staff office TMACOs where
telecommunications services are provided for multiple agencies. TMACOs will have oversight authority of
Designated Agency Representatives (DARs).
Any exceptions to this policy need to be approved by the USDA CIO or
designated OCIO Telecommunications Manager.
Agency
TMACOs will have a broad understanding of the policies, principles,
technologies, practices, services, Capital Planning and Investment Control
(CPIC), and financial management processes for telecommunications as defined by
USDA. The TMACO will be able to
effectively communicate and disseminate information to their agency/staff
office as it pertains to telecommunications.
In
October 1995 a telecommunications task force was established by USDA to assess
and determine what actions were necessary to address recommendations by the Government
Accountability Office (GAO), formerly the General Accounting Office, as a
result of the audit report titled, “USDA Telecommunications, Better Management
and Network Planning Could Save Millions, GAO/AIMD-95-203.” The task force concluded in its February 1996
report to GAO that:
“The
processes of planning, acquiring, ordering, billing, invoicing, inventory
control, payments, and management of telecommunications services and equipment
[are] chaotic at best and totally out of control at the very least. These processes are disparately performed
across agencies and even within agencies.
The capability to plan, review, and capitalize on USDA
telecommunications investments is far beyond the reach of any USDA manager to
make rational decisions based on hard inventory and billing facts. Agency/staff office managers who are
responsible for telecommunications services have neither the information they
need to manage these resources nor the billing/invoice information to ensure
that USDA is receiving the services it ordered and for which it is being
billed. The systems/processes are
outdated and broken.”
In
June 1998 the role of TMACO was established by the USDA OCIO in response to
another audit report by GAO titled, “USDA Telecommunications, Strong Leadership
Needed to Resolve Management Weaknesses, Achieve Savings, GAO/AIMD-98-131.” The audit report reinforced the need for a
central point of contact within each agency/staff office. The Department’s
response to the GAO audit report stated that the TMACO role “represent(s) the
single point of ordering for telecommunications services within their
respective Mission Area” and they “are responsible for executing the
established policies” within their respective Mission Area. Furthermore, OCIO reconfirmed that agencies
would be compliant with Departmental telecommunications policies and identified
the need to provide a level of accountability at the agency/staff office level.
After
the TMACO role was established, the TMACOs focused primarily on transitioning
the Department from one General Services Administration (GSA) legacy contract program
to another contract program.
Subsequently in FY2003, the TMACOs launched a cost management initiative
saving over $2.5 million initially, with additional savings in subsequent
years, by continually reviewing and reconciling telecommunications
accounts. In addition, the TMACOs worked
together to redefine the Budget Object Classification Codes (BOCC) specifically
related to telecommunications. The
redefinition of the BOCCs enabled the Department to better track
telecommunications spending.
Although
the TMACO role has been recognized for helping to improve the management of
telecommunications throughout the Department, in practice prior to 2005 they had
essentially operated as an ad hoc group.
There was a need to formalize the TMACO role and bring consistency to
the way these individuals play a part in the management of telecommunications
and information technology in each agency/staff office in order to meet common
goals and objectives, promote information exchange, share ideas, eliminate
redundancy, and streamline processes across the Department. DN3300-019 initially established specific
roles and responsibilities for the TMACOs and reinforced the original intent of
the GAO audit report recommendations to improve telecommunications management all levels of the Department.
In March 2010, OCIO in
coordination with agency TMACOs determined that a Departmental Directive should
be issued regarding the Roles and Responsibilities of the TMACOs to facilitate the
Department’s transition to new GSA enterprise-wide contracts for
telecommunications technologies and services.
This DR replaces DN3300-019, and updates
and revises the roles and responsibilities for TMACOs.
This DR applies to all agencies
and staff offices.
For the purpose of this DR, “agency/staff
office” refers to the TMACO’s area of responsibility, whether it comprises a mission
area, service organization, agency, or staff office.
National Federal
Oversight Guidelines
Congress, February 10, 1996, National Defense Authorization Act for
FY 1996 (P.L. 104 106): Division E: Clinger-Cohen Act
of 1996 (formerly
called Information Technology Management Reform Act (ITMRA)), US
Congress, Washington, DC;
Retrieved
from: http://www.cio.gov/documents/it_management_reform_act_feb_1996.html on 05-06-2010.
Government
Accountability Office, April
24, 1995,
GAO/AIMD-95-97: USDA Telecommunications: Missed Opportunities
To Save Million;
Retrieved from: http://www.gao.gov/archive/1995/ai95097.pdf on 05-06-2010.
Government
Accountability Office,
September 5, 1995, GAO/AIMD-95-219R:
USDA Telecommunications; Retrieved from: http://archive.gao.gov/paprpdf1/155134.pdf on 05-06-2010.
Government Accountability Office,
September 22, 1995, GAO/AIMD-95-203: USDA
Telecommunications: Better Management and Network Planning Could Save Million; Retrieved from: http://www.gao.gov/archive/1995/ai95203.pdf on 05-06-2010.
Government Accountability Office,
April 16, 1996, GAO/AIMD-96-59: USDA
Telecommunications: More
Effort Needed To Address Telephone Abuse and Fraud;
Retrieved from: http://www.gao.gov/archive/1996/ai96059.pdf on 05-06-2010.
Government Accountability Office,
March 5, 1997, GAO/T-AIMD-97-56: USDA
Information Management: Action Needed To Address Long-standing Deficiencies;
Retrieved
from: http://www.gao.gov/archive/1997/ai97056t.pdf on 05-06-2010.
Government
Accountability Office, May
14, 1997,
GAO/T-AIMD-97-90: USDA
Information: Management:
Extensive Improvements Needed in Managing Information Technology Investment;
Retrieved from: http://www.gao.gov/archive/1997/ai97090t.pdf on 05-06-2010.
Government
Accountability Office, June
30, 1998,
GAO/AIMD-98-131: USDA
Telecommunications: Strong Leadership Needed to Resolve Management Weaknesses,
Achieve Savings;
Retrieved from: http://www.gao.gov/archive/1 998/ai98131.pdf on 05-06-2010.
Federal Agency Guidelines
Office of Management and
Budget (OMB), OMB, Circular No. A-11, Preparation, Submission and Execution
of Budget; Last Revised July 21,
2010; Retrieved from: http://www.whitehouse.gov/omb/Circulars_a11_current_year_a11_toc/ on 05-13-2010.
USDA Guidelines
Memorandum, USDA OCIO to Agency
Chief Information Officers, Transition
from FTS2001 to Networx Telecommunications Contracts, March 5, 2010.
U.S.
Department of Agriculture, March
23, 1999,
Departmental Regulation 3300-001: Telecommunications
and Internet Services and Use:
Appendix A and C. U.S. Department of Agriculture, Office of the Chief
Information Officer, Telecommunications Services and Operations,
Telecommunications Policy and Planning. Washington, DC; Retrieved from: http://www.ocio.usda.gov/directives/doc/DR3300-001.pdf on 05-06-2010.
USDA,
Information Technology Capital Planning
and Investment Control Guide for the Fiscal Year 2011 Budget; Retrieved
from:
http://www.ocio.usda.gov/cpic/doc/CPIC_Guide_for_FY2011_Budget_Year_Main.pdf on 05-13-2010.
USDA, Information Technology Capital Planning and Investment
Control Guide for the Fiscal Year 2011 Budget, Appendix C, OMB Exhibit 300
Assessment; Retrieved from: http://www.ocio.usda.gov/cpic/doc/Appendix_C_OMB_EXHIBIT_300_ASSESSMENT.pdf on
05-13-2010.
US Department of Agriculture
(USDA), Office of the Chief Financial Officer (OCFO), Quick Guide: Proper
Use of Budget Object Codes for Personal Property: Effective FY2006;
December 2005; Retrieved from: http://www.usda.gov/ocfo/acctpol/pdf/propbocg.pdf on 05-13-2010.
a. Capital Planning and Investment Control
(CPIC). CPIC is a systematic
approach to selecting, managing, and evaluating Information Technology (IT) investments.
CPIC is mandated by the Clinger Cohen Act of 1996 which requires Federal
agencies to focus more on the results achieved through IT investments while
streamlining the Federal IT procurement process.
b. Designated Agency Representative (DAR). DARs are designated by the Chief Information
Officer (CIO) or the lead Information Technology Officer within each agency/staff
office in coordination with the agency/staff office Telecommunications Mission
Area Control Officer (TMACO). DARs are
delegated authority under USDA’s Departmental Regulation 3300-001 to place
orders for telecommunications products and services on behalf of the agency/staff
office they represent. The Office of the
Chief Information Officer (OCIO) establishes ordering limitations and guidance
for USDA DARs within the context of authorized, pre-existing contracts that
clearly state delegations of authority and terms. In order to be authorized to
place orders, DARs must complete vendor training associated with each General
Services Administration (GSA) contract approved by the USDA CIO. The TMACO is also certified as a DAR.
c. Enterprise Architecture (EA). The Electronic Government Act of 2002 defines
an Enterprise Architecture as: "a strategic information asset base which
defines the mission; the information necessary to perform the mission; the
technologies necessary to perform the mission; and the transitional processes
for implementing new technologies in response to changing mission needs and
includes: a baseline architecture; a target architecture; and a sequencing
plan."
d. Spectrum Management Liaison Officer. The Spectrum Management Liaison Officer
serves as the agency/staff office point of contact for all matters relating to National
Telecommunications and Information Administration (NTIA) assigned radio frequency
management.
e. Telecommunications. Includes the transmission, emission, or
reception of signals, writing, images, sounds, or intelligence of any nature,
by wire, cable, satellite, fiber optics, laser, radio, or any other electronic,
electric, electromagnetic, or acoustically coupled means. The term includes the
telecommunications facilities and equipment necessary to provide
telecommunications services.
Telecommunications is a component of Information Technology (IT).
f. Telecommunications
Mission Area Control Officers (TMACO).
The TMACO serves as the agency/staff office telecommunications liaison
to individuals and organizations internal and external to USDA; advises and
counsels individuals or organizations within the agency/staff office regarding
the telecommunications functions; and manages the agency/staff office
telecommunications programs in a manner consistent with Departmental direction
and agency/staff office delivery requirements.
TMACOs are required to be certified by the Office of the Chief
Information Officer (OCIO).
g. Telecommunications Services and
Operations (TSO). TSO implements,
manages, and maintains USDA Telecommunications Programs through its Department-wide
telecommunications and network security services and operations.
a. The USDA
CIO will:
(1) Formally establish the TMACO role
within each agency/staff office, and a Senior TMACO role where service
organizations support multiple agencies;
(2) Work with TMACOs to address
agency-specific requirements and to facilitate planning activities to
transition to new GSA contracts approved by OCIO for telecommunications technologies
and services;
(3) Ensure that agencies comply with
the provisions of this directive;
(4) Implement Department-level
technical training and workshops for the TMACOs;
(5) Ensure that agency/staff office
TMACOs complete a TMACO certification course; and
(6) Produce an annual USDA
Telecommunications Plan in accordance with Departmental Regulation 3300-001.
b. A USDA CIO-designated
Telecommunications Manager will:
(1)Provide leadership, guidance, and
oversight to the TMACOs;
(2)Coordinate and facilitate Department-level
certification, training, and workshops for the TMACOs; and
(3)Coordinate with agency/staff
office CIOs to provide an annual telecommunications plan in accordance with
Departmental Regulation 3300-001, as defined in Section 8c(4) a-d.
c. Agency/staff
office CIOs or designated Technology Officials will:
(1)Select and appoint agency/staff
office TMACOs and establish a direct reporting relationship between the TMACO
and the CIO or designated Technology Official;
(2)Assign the TMACO to serve as the
primary telecommunications contact for telecommunications within their
respective agency/staff office;
(3)Work with their respective TMACOs
to ensure they have addressed areas such as Agency Hierarchy Codes (AHC),
Accounting Codes, and identification of DAR responsibilities;
(4)Engage the TMACO in developing an
annual telecommunications plan for submission to a USDA CIO designated
Telecommunications Manager. The plan will be prepared according to a standard
format defined by the USDA OCIO, and shall include the following information:
(a) A network topology diagram
describing existing services;
(b) Annual telecommunications
expenditures for the prior year, highlighting any telecommunications cost
savings;
(c) A summary description of agency/staff
office telecommunications investment plans for the next 24 months including:
1
Total
anticipated telecommunications expenditures including anticipated
telecommunications cost savings;
2
Associated
business drivers;
3
Types
of equipment and services; and
4
A
list of Office of Management and Budget (OMB), Circular A-11, Exhibit 300 major
information technology investment business case submissions by unique
identification number, identifying any telecommunications equipment or services
incorporated into each overall request.
(d) Agency/staff office
telecommunications policies and procedures.
NOTE: Well-documented plans that demonstrate
telecommunications expenditures are well-aligned with the agency/staff office plan
may allow agencies to earn autonomy from the telecommunications Acquisition
Approval Request (AAR) process.
(5)Establish a telecommunications AAR
process that designates the TMACO as the final approval authority and
transmittal agent for the submission of all telecommunications AARs to the
Department on behalf of the agency; and
(6)Distribute telecommunications
information received by the TMACO from Department personnel to appropriate agency/staff
office personnel.
(1)Serve as the agency/staff office
telecommunications liaison to individuals or organizations such as:
(a) USDA OCIO, which includes; designated
telecommunications managers responsible for enterprise-level telecommunications
leadership and telecommunications Subject Matter Experts (SMEs);
(b) The agency/staff office CIO or designated
technology official regarding new IT projects or business requirements that may
impact agency/staff office or USDA enterprise network capabilities;
(c) The agency/staff office budget
and accounting officers and other key financial advisors regarding
telecommunications budgets and costs;
(d) Agency/staff office project manager(s)
to assist with telecommunications elements of information technology projects
and to review all business and project plans for telecommunications requirements;
(e) Agency/staff office procurement office
representatives regarding telecommunications purchases;
(f) The agency/staff office
Compliance Office representatives to provide records as needed for telephone
abuse and fraud cases. The TMACO
maintains access to all systems that provide call detail records for their respective
agency/staff office;
(g) The agency/staff office Spectrum
Management Liaison Officer as identified in Departmental Regulation 3300-001;
(h) Other USDA agencies/staff offices
on telecommunications issues;
(i)
NFC
personnel to discuss inquiries related to telecommunications financial records;
and
(j)
Commercial
telecommunications vendors, such as Local Exchange Carriers, Wireless
Providers, or Telecommunications Equipment Manufacturers.
(2)Advise and counsel individuals or
organizations within the agency/staff office regarding the following
telecommunications functions. For
example:
(a) Work with the agency/staff office
CIO to ensure that agency/staff office personnel comply with Departmental Regulations
for telecommunications acquisition and architecture. This can be accomplished by developing
internal procedures, approval processes, and processes to monitor compliance;
and
(b) Review telecommunications service
and equipment acquisitions to ensure that: they are supported by documented
business needs; proper technical analysis has been completed; and, that
customers consider options for service aggregation
(3)Manage agency/staff office
telecommunications programs in a manner consistent with Departmental direction
and agency/staff office delivery requirements.
The TMACO will:
(a) Review and provide
recommendations to draft policy from USDA’s OCIO and develop procedures and
processes for the agency/staff office that are aligned with the final
Departmental policy;
(b) Work with the agency/staff office
CIO to prepare an annual telecommunications plan as described in Section 8c(4)
a-d;
(c) Assist project managers in
preparing major investment OMB Section 300 Business Cases according the USDA
Capital Planning and Investment Control (CPIC) Guide and the USDA Guide
for Creating a Telecommunications Plan;
(d) Help incorporate
telecommunications components into agency/staff office and Departmental
enterprise architectures and link those components to operational performance,
business processes, applications, data requirements and service delivery;
(e) Approve and submit all
telecommunications AARs to the Department on behalf of the agency/staff office. Assist USDA OCIO telecommunications AAR
review teams as requested to educate project managers about telecommunications
management controls and technical requirements, gather investment data on
telecommunications purchases, and help resolve outstanding telecommunications
issues in order to expedite AAR approvals;
(f) Generate reports to the USDA OCIO
in response to data calls or inquiries;
(g) Maintain access to all
telecommunications business support systems for the agency/staff office, to
include GSA and NFC telecommunications record-keeping systems, approve access
to these systems for designated individuals, and provide or coordinate training
for these systems;
(h) Track agency/staff office
telecommunications acquisitions, implementations, and assets; coordinating
activities with the appropriate operational and administrative personnel as
needed;
(i)
Initiate
action within the agency/staff office to report telecommunications cost savings
for the prior year as well as anticipated savings in the annual
telecommunications plan;
(j)
Analyze
and facilitate opportunities for sharing existing or planned dedicated network
access services and equipment;
(k) Identify mission critical
circuits, both voice and data, for priority restoration of services and provide
requirements to the USDA OCIO designated Telecommunications Priority Services
Manager;
(l)
Produce
records and inventory reports of telecommunications equipment and services in
coordination with the appropriate operations and administrative management
personnel as required by the USDA OCIO;
(m) Notify appropriate agency/staff
office personnel of requests from OCIO to obligate funds for telecommunications
and GSA charges at the beginning of each fiscal year;
(n) Establish a process by which agency/staff
office managers review usage and billing of telecommunication resources to
ensure compliance with Departmental and agency/staff office policies and
guidelines;
(o) Assist agency/staff office with the
transition between GSA contracts as requested by the USDA CIO; and
(p) Represent the agency/staff office
in telecommunications-related meetings, committees, forums, working groups,
review boards, etc. or delegate a SME that would best represent the agency/staff
office.
AAR Acquisition Approval Request
AHC Agency Hierarchy Code
BOCC Budget Object Classification Code
CIO Chief Information Officer
CPIC Capital Planning and Investment Control Process
DAR Designated Agency Representative
DN Departmental Notice
DR Departmental Regulation
EA Enterprise Architecture
GAO Government Accountability Office
GSA General Services Administration
IT Information Technology
ITMRA Information Technology Management Reform Act
NFC National Finance Center
NTIA National Telecommunications and Information
Administration
OCIO Office of the Chief Information Officer
OHRM Office of Human Resources Management
OMB Office of Management and Budget
SME Subject Matter Expert
TMACO Telecommunications Mission Area Control Officer
TMD Telecommunications Management Division
TSO Telecommunications Services and Operations
USDA United States Department of Agriculture
Direct
all questions concerning this notice to the Telecommunication Management
Division (TMD), Telecommunications Services and Operations (TSO), Office of the
Chief Information Officer (OCIO).
END
APPENDIX A
SAMPLE TMACO POSITION DESCRIPTIONS
Telecommunications Specialist, GS- 0391-13
Position Number:
Introductory Statement:
Prepares Technical Communications Program and Project Plans 25%
Develops long-range estimates for resources needed
to implement various telecommunications system options. Prepares master-level
analyses of business benefits derived from various levels of resources
committed to telecommunications system technologies. Serves on government working
groups or the agency committees involved in long range program planning.
Acquisition Management for Telecommunications Services 25%
Develops technical strategies for major long-term
communications acquisition projects. Either participates in government-wide
working groups, or develops strategies for capabilities to meet unique agency
requirements. Strategies require factoring rapid developments in technology,
evolving capabilities to meet new user requirements and approaches that will
support long-term contracts.
Develops Telecommunications Procedures 25%
Develops the agency strategies for incorporating
emerging technology into telecommunications operations. Designs procedures to
plan, organize, and carry out long-range studies and forecasting. Advises
top-level management on applying new technology in a telecommunications
specialty area. Ensures that lower level personnel understand the development
and implementation of installation strategies.
Analyzes and Identifies Telecommunications Requirements 25%
Designs studies to assess telecommunications
capabilities to meet new business strategies or mission requirements. Develops
a wide array of strategies to maximize many existing and developing
technologies that affect the entire customer base.
Factor 1- 8 Knowledge Required by the Position
The employee is expert in a major area of
telecommunications specialization or has demonstrated mastery of general
telecommunications policy, technology, and programs. The
employee uses comprehensive knowledge of
communications policy requirements to function as technical authority in
assignments requiring the application of new theories, concepts, and developments
to communications problems not susceptible to treatment by accepted methods,
technology, or procedures. In addition to mastery of the specialty area, the
employee uses knowledge of their own and other telecommunications specialties
to make decisions or recommendations to significantly change, interpret, or
develop policies or programs. For program planning functions, the employee uses
knowledge of scientific and technological advances in related fields of
electronics and automation.
Factor 2- 5 Supervisory Controls
The supervisor sets the overall objectives and, in
consultation with the employee, determines timeframes and possible shifts in
staff or other resources required. The employee, having developed expertise in
a particular telecommunications specialty area, is responsible for planning and
carrying out the work, resolving most of the conflicts that arise, integrating
and coordinating the work of others as necessary, and interpreting policy on
own initiative in terms of established objectives. The supervisor is kept
informed of progress, potentially controversial matters, or unusual conditions
with far-reaching implications. Completed work is reviewed from an overall
standpoint in terms of feasibility, compatibility with other work, or effectiveness
in meeting requirements or achieving expected results.
Factor 3- 4 Guidelines
Guidelines provide a general outline of the
concepts, methods, and goals of telecommunications programs. Those regularly
applied at this level are not specific in how they are to be defined, applied,
and monitored. In some cases, available guidelines have been purposely left
open to locate interpretation in order to allow for variations in local and
remote environmental conditions that affect the nature of communications
systems designed to satisfy overall policy direction. Also included are broad
guidelines issued by other agencies such as the Federal Communications
Commission. Due to lack of specificity, the guidelines are often insufficient
to accomplish particular objectives. The employee uses initiative and
resourcefulness in researching trends and patterns, to deviate from traditional
methods, and to implement new and improved communications methods and
procedures. The employee establishes criteria for identifying and analyzing
developments in telecommunications technologies, and for measuring
organizational effectiveness in achieving telecommunications objectives and
goals. Assignments include responsibility for developing guides for use by
telecommunications specialists at the same and lower levels in the
organization.
Factor 4- 5 Complexity
The employee performs assignments involving various
projects, studies, or evaluations requiring the application of many different
and unrelated processes, differing regulatory criteria and procedures, and
significant departures from established practices. The work involves
conflicting requirements; problems which are poorly defined or which require
projections based on variable information or technological development; or the
potential for some degree of change in mission requirements, related
telecommunications systems, or funding requirements. The work involves
evaluating and introducing advanced equipment and techniques for which new
criteria and guides must be developed. The employee reaches decisions and plans
actions to develop and implement new methods and techniques that satisfy policy
and operational requirements. The employee makes recommendations for changes in
basic policy issuances and for implementing instructions covering established
communications techniques, practices, and methods based on personal analysis of
very general policy directives and objectives. Decisions regarding what needs
to be done are complicated by the number and nature of existing security
controls, regulatory guidance, overlapping requirements, or organizational,
environmental, or similar considerations that have an impact on the ability to
apply established methods. Many other factors may require extensive analysis
and coordination to implement telecommunications plans and programs. Technical
difficulty is exceptional, such as in developing new communications techniques,
establishing criteria, or developing new information and approaches to solving
problems.
Factor 5- 4 Scope and Effect
The work involves investigating and analyzing a
variety of unusual telecommunications problems, questions, or conditions
associated with formulating projects or studies to substantially alter major
telecommunications systems, or establishing criteria in an assigned area of
specialization, or evaluating the effectiveness of existing voice, data, and/or
video systems. The work affects telecommunications operations, installation,
and maintenance practices in a number of different functional operations within
the organization and, to a lesser extent, in vendor operations. It contributes
to developing solutions to telecommunications problems and questions, and in
developing alternatives and options to meet requirements in a variety of
physical and environmental circumstances. Recommendations and technical
interpretations affect the level of telecommunications funding required to meet
program objectives in subject matter or administrative programs or services.
Program and project proposals frequently cut across component or geographic
lines within the agency and affect the budgets, programs, and interests of
other Federal agencies or private industrial firms.
Factor 6- 3 Personal Contacts
Contacts are with individuals or groups from outside
the employing agency in a moderately unstructured setting. Typical contacts are
with telecommunications specialists and managers from other agencies,
contractor, or technical level representatives of foreign governments, or
members of professional organizations, the news media, or public action groups.
Contacts also include the head of the employing agency or program officials
several managerial levels removed from the employee when such contacts occur on
an ad hoc or other irregular basis.
Factor 7- C Purpose of Contacts
The purpose of the contacts is to influence,
motivate, interrogate, or control persons or groups. The persons contacted may
be fearful, skeptical, uncooperative, or dangerous. Therefore, the employee
must be skillful in approaching the individual or group in order to obtain the
desired effect, such as gaining compliance with established policies and
regulations by persuasion or negotiation, or gaining information by
establishing rapport.
Factor 8- 1 Physical Demands
The work requires no special physical demands. It is
sedentary, performed in a comfortable posture. It may involve some walking,
standing, bending, or carrying of light items.
Factor 9- 1 Work Environment
Work is performed in an office or similar setting
involving everyday risks or discomforts which require normal safety
precautions. The work area is adequately lighted, heated, and ventilated.
FACTOR EVALUATION SYSTEM
POSITION EVALUATION STATEMENT
Title,
Series and Grade Telecommunications
Manager, GS-0391-13
Organization
____________________________________________
Position # ____________
Evaluation Factors |
Points Assigned |
Standard Used (Bmk#, FL#, etc) |
Comments |
1. Knowledge Required By the Position |
1550 |
1-8 |
The
incumbent must have a broad knowledge of telecommunications analysis
techniques, design techniques, characteristics of telecommunication equipment
requirements and types, management principles and agency's policies and
standards relating to telecommunications hardware, software, and
infrastructure evaluation. Knowledge
of communications systems and methods including transmissions protocols,
broadcasting, switching, control, and management in order to design, develop,
and manage systems that meet the communications needs of the organization. |
2. Supervisory Controls |
650 |
2-5 |
The
employee has responsibility for independently planning, designing, and
carrying out programs, projects, studies, or other work. Within these broad
areas of direction the employee has responsibility for planning, designing,
and carrying out major studies or projects, and for coordinating with experts
both within and outside the organization. |
3. Guidelines |
450 |
3-4 |
The
employee is required to deviate from traditional methods to solve problems
and improve operations or improve existing systems, and to investigate trends
and patterns in the applicable technology. |
4. Complexity |
325 |
4-5 |
The
work includes varied duties requiring many different and unrelated processes
and methods that are applied to a broad range of activities or substantial
depth of analysis, typically for an administrative or professional field.
Decisions regarding what needs to be done include major areas of uncertainty
in approach, methodology, or interpretation and evaluation processes that
result from such elements as continuing changes in program, technological
developments, unknown phenomena, or conflicting requirements. Assignments involve duties necessary to
establish the framework of new hardware/software systems; concern is with the
overall structure throughout a wide range of phases. |
5. Scope and Effect |
225 |
5-4 |
Work
involves isolating and defining unknown conditions, resolving critical
problems, or developing new theories. The work product or service affects the
work of other experts, the development of major aspects of administrative or
scientific programs or missions, or the well-being of substantial numbers of
people. The work involves ensuring the optimal delivery of a broad range of
telecommunications services in response to the needs of the
organization. The employee leads an
enterprise level project such as establishing connectivity for new missions,
new customers, and accommodating changes in legislation. |
6. Personal Contacts |
|
6-3 |
Agency
CIO, Project Managers, civilian managers, technical staffs of other agencies,
higher headquarters, contractors and with all levels of Agency management. |
7. Purpose of Contacts |
180 |
7-C |
The
purpose of the contacts is to represent the program directed to obtain or
commit resources, and to gain compliance with established policies,
regulations; and/or administration of contracts by persuasion or negotiation,
or through direction of the efforts of contractors; and/or to maintain
effective relations with organizations interested in the program; and/or to
advise on decisions relating to work lead. |
8. Physical Demands |
5 |
8-1 |
Work
is sedentary. |
9. Work
Environment |
5 |
9-1 |
Typical
office environment. |
SUMMARY |
Total
Points: 3390 |
|
|
|
Grade Conversion: GS-13 |
|
|
Telecommunications Specialist, GS- 0391-14
Position Number:
Introductory Statement:
Prepares Technical Communications Program and Project Plans 50%
As a technical authority, develops, directs and
administers short and long-range fiscal plans and annual budgets for all
expenses necessary for agency-wide telecommunications network support services
and maintenance. Monitors the fiscal amounts to insure that expenditures do not
exceed mitigated amounts and specifically ensures an effective and balanced
budget.
Acquisition Management for Telecommunications Services 50%
Manages, defines, and participates in the
telecommunications change management procedures and policies to ensure the
integrity of the documentation and the network management system. As the agency
technical authority, develops acquisition plans, inputs to statements of work,
technical specifications, requirements definitions, project plans, and
proposals related to telecommunications requirements and solutions. Defines
wide area network operational requirements.
Factor 1- 8 Knowledge Required by the Position
The employee is expert in a major area of
telecommunications specialization or has demonstrated mastery of general
telecommunications policy, technology, and programs. The employee uses
comprehensive knowledge of communications policy requirements to function as
technical authority in assignments requiring the application of new theories,
concepts, and developments to communications problems not susceptible to
treatment by accepted methods, technology, or procedures. In addition to
mastery of the specialty area, the employee uses knowledge of their own and
other telecommunications specialties to make decisions or recommendations to
significantly change, interpret, or develop policies or programs. For program
planning functions, the employee uses knowledge of scientific and technological
advances in related fields of electronics and automation.
Factor 2- 5 Supervisory Controls
The supervisor provides administrative and policy
direction in terms of broadly defined missions or functions of the agency. The
employee is responsible for a significant agency or equivalent level
telecommunications program or function; defines objectives; interprets policies
promulgated by authorities senior to the immediate supervisor and determines
their effect on program needs; independently plans, designs, and carries out
the work to be done; and is a technical authority. The supervisor reviews work
for potential impact on broad agency policy objectives and program goals;
normally accepts work as being technically authoritative; and normally accepts
work without significant change.
Factor 3- 5 Guidelines
The employee uses guidelines that are often
ambiguous and express conflicting or incompatible goals and objectives,
requiring extensive interpretation. The employee uses judgment and ingenuity
and exercises broad latitude to: determine the intent of applicable guidelines;
develop policy and guidelines for specific areas of work; and formulate
interpretations that take the form of policy statements and guidelines. Top
agency management officials and senior staff recognize the employee as a
technical expert.
Factor 4- 5 Complexity
The employee performs assignments involving various
projects, studies, or evaluations requiring the application of many different
and unrelated processes, differing regulatory criteria and procedures, and
significant departures from established practices. The work involves
conflicting requirements; problems which are poorly defined or which require
projections based on variable information or technological development; or the
potential for some degree of change in mission requirements, related
telecommunications systems, or funding requirements. The work involves
evaluating and introducing advanced equipment and techniques for which new
criteria and guides must be developed. The employee reaches decisions and plans
actions to develop and implement new methods and techniques that satisfy policy
and operational requirements. The employee makes recommendations for changes in
basic policy issuances and for implementing instructions covering established
communications techniques, practices, and methods based on personal analysis of
very general policy directives and objectives. Decisions regarding what needs
to be done are complicated by the number and nature of existing security
controls, regulatory guidance, overlapping requirements, or organizational,
environmental, or similar considerations that have an impact on the ability to
apply established methods. Many other factors may require extensive analysis
and coordination to implement telecommunications plans and programs. Technical
difficulty is exceptional, such as in developing new communications techniques,
establishing criteria, or developing new information and approaches to solving
problems.
Factor 5- 5 Scope and Effect
Work involves isolating and defining unprecedented
conditions, resolving critical problems, and/or developing, testing, and
implementing new technologies. The work affects the work of other technical
experts or the development of major aspects of agency-wide telecommunications
programs.
Factor 6- 3 Personal Contacts
Contacts are with individuals or groups from outside
the employing agency in a moderately unstructured setting. Typical contacts are
with telecommunications specialists and managers from other agencies,
contractor, or technical level representatives of foreign governments, or
members of professional organizations, the news media, or public action groups.
Contacts also include the head of the employing agency or program officials
several managerial levels removed from the employee when such contacts occur on
an ad hoc or other irregular basis.
Factor 7- C Purpose of Contacts
The purpose of the contacts is to influence,
motivate, interrogate, or control persons or groups. The persons contacted may
be fearful, skeptical, uncooperative, or dangerous. Therefore, the employee
must be skillful in approaching the individual or group in order to obtain the
desired effect, such as gaining compliance with established policies and
regulations by persuasion or negotiation, or gaining information by
establishing rapport.
Factor 8- 1 Physical Demands
The work requires no special physical demands. It is
sedentary, performed in a comfortable posture. It may involve some walking,
standing, bending, or carrying of light items.
Factor 9- 1 Work Environment
Work
is performed in an office or similar setting involving everyday risks or
discomforts which require normal safety precautions. The work area is
adequately lighted, heated, and ventilated.
FACTOR EVALUATION SYSTEM
POSITION EVALUATION STATEMENT
Title,
Series and Grade Telecommunications Manager, GS-0391-14
Organization
___________________________________________
Position # ____________
Evaluation Factors |
Points Assigned |
Standard Used (Bmk#, FL#, etc) |
Comments |
1. Knowledge
Required
By the Position |
1550 |
1-8 |
The
incumbent must have a broad knowledge of telecommunications analysis
techniques, design techniques, characteristics of telecommunication equipment
requirements and types, management principles and agency's policies and
standards relating to telecommunications hardware, software, and
infrastructure evaluation. Knowledge
of communications systems and methods including transmissions protocols,
broadcasting, switching, control, and management in order to design, develop,
and manage systems that meet the communications needs of the organization. |
2. Supervisory Controls |
650 |
2-5 |
The
employee has responsibility for independently planning, designing, and
carrying out programs, projects, studies, or other work. Within these broad
areas of direction the employee has responsibility for planning, designing,
and carrying out major studies or projects, and for coordinating with experts
both within and outside the organization. |
3. Guidelines |
650 |
3-5 |
Employee
is a recognized technical authority on the development and interpretation of
communications guidelines, policies and regulations covering several,
substantive communications programs and the organizations involved. Employee
uses initiative, judgment, and originality in the researching and
interpreting existing national policies and legislation. The employee, as a
recognized technical authority, develops regulations and communications
policies and interprets departmental policies and goals. |
4. Complexity |
325 |
4-5 |
The
work includes varied duties requiring many different and unrelated processes
and methods that are applied to a broad range of activities or substantial
depth of analysis, typically for an administrative or professional field.
Decisions regarding what needs to be done include major areas of uncertainty
in approach, methodology, or interpretation and evaluation processes that
result from such elements as continuing changes in program, technological
developments, unknown phenomena, or conflicting requirements. Assignments involve duties necessary to
establish the framework of new hardware/software systems; concern is with the
overall structure throughout a wide range of phases. |
5. Scope
and Effect |
325 |
5-5 |
Purpose
of the work is to analyze and evaluate major aspects of substantive, mission
related programs of a large complex multi-mission bureau. This involves the
development of: long range master plans, goals for major program milestones,
and the evaluation of the effectiveness of proposals submitted by major
program vendors. Study reports typically contain recommendations of major
significance to top agency management. |
6. Personal
Contacts |
|
6-3 |
Agency
CIO, Project Managers, civilian managers, technical staffs of other agencies,
higher headquarters, contractors and with all levels of Agency management. |
7. Purpose
of Contacts |
180 |
7-C |
The
purpose of the contacts is to represent the program directed to obtain or
commit resources, and to gain compliance with established policies,
regulations; and/or administration of contracts by persuasion or negotiation,
or through direction of the efforts of contractors; and/or to maintain
effective relations with organizations interested in the program; and/or to
advise on decisions relating to work lead. |
8. Physical
Demands |
5 |
8-1 |
Work
is sedentary. |
9. Work
Environment |
5 |
9-1 |
Typical
office environment. |
SUMMARY |
Total
Points: 3690 |
|
|
|
Grade Conversion: GS-14 |
|
|
Evaluation:
DOCUMENTATION OF
CLASSIFICATION RATIONALE
1. Organizational Location: USDA, Office
of the Chief Information Officer, Telecommunications Policy and Planning
Division.
2. References: USOPM PCS for
Telecommunications Series, GS-391, Mar 90.
3. Grade Determination: Determination
was based on the greatly expanded duties and responsibilities of the position.
Expanded duties include serving as the Agency telecommunications liaison,
advising and counseling individuals or organizations within the Agency
regarding various telecommunications functions, and managing Agency
telecommunications programs. Greater
involvement in making decisions that affect funding, enhancements, source
selection, and future requirements are required as well as more involvement
with day to day operations and decisions including Operations, Technology,
Telecommunications, business support systems, and Automated Information
Systems.
4. Final
Classification: Telecommunications Manager, GS-0391-13/14.