1. DCIPS Overview- Executive Briefing
HQDA DCS, G-2
Army Intelligence Personnel Management Office (IPMO)

2. Agenda DCIPS Overview DCIPS and the Army Intelligence Community
DCIPS Components and Structure
Leadership’s Roles and Responsibilities
Contact Information
(The Objectives Slide is now just talking points. Please convey the objectives of this presentation during this slide)
OBJECTIVES:
1)Provide broad overview of DCIPS
2)Identify and eliminate myths about DCIPS
3)Explain how you are effected by DCIPS and the benefits presented to you
4)Communicate the next steps for DCIPS implementation
5)Provide you with an opportunity to ask questions and voice your concerns
Make a point to mention to the audience that this is their implementation as well and their participation is critical. If they feel that their needs are not being met they must communicate with their liaison and request more information, training, communications etc.
The general DCIPS discussion will cover such specifics as performance management, occupational structure and pay bands, training, and what the system is going to look like as we move away from the general schedule to pay bands.

3. Overview of DCIPS DCIPS:
Aligns work with mission and/or organizational goals
Communicates the link between employee contributions and mission/organization goals
Distinguishes levels of performance and recognition so that contributions are rewarded appropriately
Provides new tools to recruit, retain and reward our high performing workforce
Provides modern initiatives for the DoD Intelligence Community to be a more competitive employer of choice
Part of collaborative effort with ODNI’s National Intelligence Civilian Compensation Program (NICCP) to support flexibility and consistency across the federal Intelligence Community

4. Army DCIPS Philosophy
Managers and employees held accountable for setting objectives and performance goals and for maintaining dialog year long
No forced ratings distribution- - however there is a high degree of performance expectation given the seniority and experience of the workforce
Contributions are rewarded appropriately by distinguishing between levels of performance and recognition
Transparency into the rating/pay for performance process and mechanisms for dispute resolution will be in place to assure fairness

5. Most Significant Changes
Today’s DCIPS
Performance Drives Pay Decisions
Consistent across the IC
Enterprise-wide, occupational-based
Pay Bands
Tomorrow’s DCIPS
Varies from highly linked to non-existent
Performance
Management
Inconsistent across the DoD IC
Occupational
Structure
Limited movement
Career
Management
Rigid
time-based
GG system
Pay
Systems 5

6. DCIPS: Authorities and Background
Title 10, United States Code ( )
Authority to hire, develop, and retain a diverse, versatile, and highly qualified workforce to perform both the Defense and National Intelligence missions
Legislation passed in October 1996
SECDEF authorized to establish a personnel system to meet the needs of the Defense Intelligence Community
DCIPS is being developed in coordination with:
Office of Director of National Intelligence (ODNI)
Under Secretary of Defense Intelligence (USDI)
DoD’s National Security Personnel System PEO
DCIPS delivers a common competitive, pay-for-performance personnel system for all DoD Intelligence Components 6

7. The Defense Intelligence Community
Department
Of Defense
Intelligence
Community 7

8. DCIPS Structure
DCIPS touches on all Intelligence Human Capital Management Program areas:
Awards & Recognition
Compensation and Pay Banding
Employee Relations
Employment and Placement
Occupational Structure
Performance Management
Program Evaluation
Training & Professional Development
Workforce Reshaping
DISES/DISL
Tell audience to reference the Foglifter. The foglifter document will be given to them as a hand out and please discuss the overall benefits to each area. Explain how they will be effected in each area.
State that the Foglifter can also be found on the website or you can ask your DCIPS liaison for it.

9. Annual Army DCIPS Timeline
Army Intelligence is scheduled to convert on 19 July to both performance management and pay bands. The final employee rating will occur in September 2010 and the final payout will be in January 2011

10. Army DCIPS Implementation Timeline
Army Beta Group (HQDA DCS, G-2; Army G2X)
31 March TAPES rating cycle ends - allows time to conduct close out and complete required training
1 April Apply DCIPS Performance Management Process
1 April 2009 through 18 July Transition/Performance Management Beta Test Period (approx 3.5 months)
19 July Conversion to Pay Bands
19 July September Convert to new rating cycle (approx 14 months)
Army Non-Beta Group (Remaining Army DCIPS GG employees)
30 April TAPES rating cycle ends - allows time to conduct close out and complete required training
31 May GG-8 TAPES close-out - affords 120 days under performance plan
1 May - 18 July Transition Period (approx 2.5 months)
19 July Conversion to New Performance Management and Pay Bands
19 July September New rating cycle (approx 14 months)
Both Groups
1 June Moratorium for processing personnel actions (with exceptions)
19 July January Performance Period for Mock Pay Pool
January Receive full Government-wide Pay Increase (GPI) which includes Local Market Supplement
March/April Conduct Mock Pay Pool
May 2010 through August Pay Pool Performance Review Authorities review results of mock evaluations and pay pool analysis and modify accordingly; implement internal guidance that aligns with Army and USDI implementing policy
November First formal pay pool panel meets
January First performance based pay out

11. What will change under DCIPS?
Changes Associated with DCIPS
What will change under DCIPS?
Army Intelligence approach
to performance
management, schedule and
processes
Pay structure
Salary pay scales
Locality pay
Special rates
General pay increases
Within-grade increases
Quality step increases
Grade eligibility for
allowances
Promotions
Career management
Increased focus on IDPs
Statutory limits on basic
pay
Pay setting for new hires
Position Descriptions
Aligned to ODNI
Competencies 11

12. What will not change under DCIPS?
Changes Associated with DCIPS
What will not change under DCIPS?
Benefits (life insurance, health
insurance, TSP, retirement, and
so on)
Leave and work schedules
Premium Pay (overtime, night,
holiday, Sunday, hazard)
Compensatory time
Danger pay and imminent danger
pay
Foreign language proficiency pay (Army Intelligence not currently compensating for this)
Deployment incentives
Recruitment and relocation
incentives
Merit System Principles
Whistle-blower protections
Rules against prohibited
personnel practice
Veterans Preference Principles
Anti-discrimination laws
Allowances and travel/subsistence
expenses 12

13. DCIPS Occupational and Compensation Alignment
Expert
Pay Band 5
Supervision/Management Level 4
GG-15/01 to 15/12 -
Professional Level 4
Senior
Pay Band 4
Supervision/Management Level 3
GG-13/01 to GG-14/12
(Professional: GG-13 Steps 3-12)
Professional Level 3
Supervision/Management Level 2
Full Performance
Pay Band 3
Full Performance
GG -11/01 to GG-13/12
(Professional: GG-13 Steps 1&2)
Professional Level 2
Technician/Support Level 3
Senior
Pay Band 2
Professional Level 1
Entry
Prof: GG-07/01to GG-10/12
Tech: GG-08/01 to GG-10/12
Full Performance
Technician/Support Level 2
Work Categories - Hired in as either a Tech, Professional, or Supervisor/Managers
Work Levels – Entry, Full Performance, Senior, Expert
Senior/Expert is usually considered the “go-to” person within your organization
GGs convert into Bands (1-5)
Overlaps in bands allow for employees to
Movement to bands usually requires some competition
GG13 split – Originally placed into Pay Band 4. Mr. Clapper made the ruling that couldn’t have anymore than 55% w/in each band
Decision was reversed and decided to split GG13 Steps 1 & 2 go to Band 3 and Steps 3+ go to Band 4 at the time of conversion
When we convert we’ll have to break the bind in our minds to the GG level
There is overlap between the GG structure
and the DCIPS Pay Bands
Assumption:
GG-07 Tech Sup. convert to Pay Band 1
GG-07 Professional convert to Pay Band 2
GG-13 Tech Sup. convert to Pay Band 3
GG-13 Professional convert to Pay Band 3 & 4
Pay Band 1
Technician/Support Level 1
Entry
GG-01/01 to GG-07/12

14. General Schedule (GG/GS)
General Schedule (GG/GS) vs. DCIPS
General Schedule (GG/GS)
DCIPS
15 Grades, 10 (or 12) Steps Each
5 Pay Bands - min and max initially linked to GG grades
Time based step increases, frequency slows at higher steps
Pay band midpoint is reference point for pay increases and bonuses – part of DCIPS algorithms
Locality Pay
Local Market Supplements (LMS), initially equal to GS locality pay rates
Many Special Salary Rates (SSR) – vary by occupation and location
Targeted Local Market Supplements (TLMS), may vary by location, occupation, work category
Basic Pay Cap = Executive Level IV ($153,200 for 2009)
Basic Pay Cap = 5% over Executive Level IV ($160,860 for 2009)
Automatic Step Increases
Pay for Performance
DCIPS framework permits flexibility to change over time. May eventually break direct link to GS grades and locality rates. 14

15. Lessons Learned from other Pay for Performance Systems
Engage leadership at all levels
Involve first-line supervisor
Actively listen to the workforce
Address workforce concerns
Anticipate workforce apprehension
Build in continuous feedback
Provide honest and forthright messages
Build a transparent personnel system
Use clear, consistent messages
Plan varied venues to discuss DCIPS:
Newsletters
Staff meetings
Workshops/Brown Bags
Town Halls s
Website 15

16. Leadership is the Foundation of DCIPS
Recognition of
performance
Feedback
Pay-for-
performance
Performance
elements
Individual
development
plans
Performance
objectives
Organizational
goals
Leadership 16 16

17. What do we need from you?
Become knowledgeable and stay current on the DCIPS implementation process
Actively pursue information by visiting the DCIPS website and attending executive road shows and town halls
Remain in close contact with your HR staff and the IPMO Transition Team
Encourage open communication regarding DCIPS
Take time to answer employee questions
Ensure you are providing reliable and consistent information to all employees
Utilize communications tools from the IPMO Transition Team
Formulate an internal implementation team comprised of functional, HR, EEO, PAO, and resourcing professionals 17

18. What do we need from you? Be a DCIPS Champion by:
Modeling your commitment as a leader and advocate of DCIPS
Model behaviors consistent with performance excellence
Assisting managers and supervisors with developing their skills in communication and performance management 18

19. Contact Us
Yolanda Watson Chief, Intelligence Personnel Management Office (IPMO) Vieanna Huertas Army DCIPS Implementation Lead Mark Johnson Alternate Army DCIPS Implementation Lead DCIPS Inbox NIPRnet: JWICS: SIPRnet:

20. Back-up Slides

21. DCIPS – The Way Ahead
Increase communications
Recognition for accomplishments rather than longevity
Fair and motivational rewards for contributions to mission
Align work with organizational mission and goals
“This will help the IC’s high-performing organizations perform at an even higher level.”
- John M. McConnell
Former Director, National Intelligence (2007 – 2009) 21 21

22. DCIPS and NSPS: A Comparison
Authorities
Title 10, Chapter 83, “Civilian Defense Intelligence Employees;” DoD Directive , Defense Civilian Intelligence Personnel System (DCIPS); DoD Directive , Under Secretary of Defense for Intelligence (USD(I))
Title 5, Part III, Sub-part I, Chapter 99, “Department of Defense National Security Personnel System”
Performance Management
Rating Cycle
Fiscal Year (first year the cycle begins July 2009 to October 2010, thereafter October through September)
Same
Rating Elements
Performance Objectives (WHAT)
Six Performance Elements (HOW)
Contributing Factors (HOW)
Rating Scale
Assigns 1-5 for each performance objective and each performance element
Assigns 1-5 for each objective, but +/- for contributing factors
Employee Rating
Established by Rater and approved by Reviewer(s)
Rating cannot be changed by PRA/Pay Pool
Established by Pay Pool
Rating can be changed at Pay Pool level
Occupational Structure
Structure
Component-specific job titles (with cross-walk to OPM job titles/categories) aligned to common work categories/levels
DoD wide job titles aligned to four occupationally-based career groups
Pay Administration
Pay Pool Process
Annual consideration for base pay and bonuses
Payout
Employee payout in early January (first year 2011)
Pay Structure
One common pay band structure consisting of 5 pay bands for all occupations aligned to common work categories/levels
Four occupationally-based career groups with 15 unique pay band structures

23. Establishing Performance Objectives
Performance objectives cascade from the highest levels allowing employees to align objectives with the mission