Career Management and Current and Future

Career Management and Current and Future
Defense Civilian Intelligence Personnel System System Basics, Career Management and Current and Future Initiatives Our DOD-wide, Excepted Service Civilian Human Resource Management System, now known as the Defense Civilian Intelligence Personnel System (DCIPS), started out in 1990 as the tri-service, Civilian Intelligence Personnel Management System (CIPMS). It was a system for Army, Navy and the Air Force. New legislation was passed by Congress in 1996 as part of title 10 that added DIA, NSA and NIMA and required development of new policy for a DCIPS. This presentation can be viewed as either a “training course” and/or a reference tool. It will cover not only the basic aspects of today’s policies, programs and procedures but will also discuss what will be changing in the next few years. This training course/reference tool is provided on the web as a PowerPoint presentation. To view the Note Pages that go with each chart, download this presentation to your hard drive first and then re-open it as a PowerPoint presentation. You will have to click on the “View” button on the tool bar and click on “Notes Page.” Note: It is too big to download to a disk. See the Note Page on the next chart for more guidance on using this presentation. The Intelligence Personnel Management Office (IPMO) welcomes feedback on this presentation. Please send your comments and recommendations to: (Copy and paste this address in the “To” box of your application.) To see “Note Pages” for more detailed information – download this PowerPoint presentation to your hard drive, then click the “View” button in the PowerPoint tool bar and select “Note Page” DAMI-CP (IPMO)/Jan 2002 NEXT

Table of Contents See “Note Page” for Instructions on Using PowerPoint’s“Find Feature”
SECTION /MODULE CHART DCIPS System Basics DCIPS Demographics Overview Diagrams and Partnerships 7 Coverage Policy Position Classification Staffing, Career Referral & Diversity 22 Basic Pay & Recruitment Incentives 33 Coding and Storing Personnel Actions 34 Separation and Downsizing 35 Management–Employee Relations (MER) 40 Training & Development/Career Mgmt 46 ACTEDS Plan for Career Program ICO Designation Programs & DLAMP One Page Summary of DCIPS Differences 63 Servicing Relationships & “Centralization” 64 Further Changes to DCIPS Intelligence Personnel Reform 69 Revitalize/Reshape the Workforce Thrust 71 Pending AR Revision 73 Information Resources on the Web ODCSINT Websites DCIPS PERMISS Articles DCIPS/IPMO Updates Test Your DCIPS Knowledge!! 80 What Do You Want to Know?? Intended Audience. This presentation is for a general audience – Careerists, their Supervisors (Military as well as civilian) and the Human Resource (HR) Specialists that service them. An Overview of DCIPS. This presentation can be studied comprehensively, either section-by-section or one section/module at a time. This approach will give you a basic grounding in either DCIPS as a whole or the specific section you are reviewing. Two Levels of Study. This presentation can also be studied on two levels. You can just review the charts with only occasional reference to the accompanying Note Pages for clarification and/or consistently review the Note Pages that go with them in depth. The Intelligence Personnel Management Office (IPMO) recommends the Note Pages be consistently reviewed, especially if you want a good grade on the Test that begins on chart 80!! A Resource Tool for Information on Specific Subjects. This presentation can also be used to quickly obtain information on specific subjects. a Use Table of Contents. If you are interested in broad subjects, use this table of contents to focus your search on the appropriate section of the presentation and then scroll through that section’s charts until you find your specific subject. b Use PowerPoint “Find” Feature. If you are looking for a specific subject, or if you are in a hurry, you may use PowerPoint’s “Find” feature. Go to the PowerPoint tool bar and click on “Edit”, then on “Find”, and enter your desired subject. A Test is provided at the end of the presentation. We recommend you take it now and/or when you complete the presentation to see what sections/modules of the presentation or specific subjects you need to particularly study/re-study. Reference Sources for DCIPS. Note that policy information and guidance on DCIPS will generally be found at the IPMO websites given on chart 76 and in the DCIPS section of PERMISS (Personnel Management Information Support System) in CPOL at The table of contents for DCIPS PERMISS articles can be found on charts 77 and 78 of this presentation. PowerPoint will not allow insertion of a “link” into a Note Page. Instead, copy and paste the web address given above and elsewhere in this presentation into your web browser to open this/these sites. DAMI-CP (IPMO)/Jan 2002

Demographics (As of Oct 01)
Approximately 3,725 employees in DCIPS in Army Approximately 8,500 Within All Services Several Times Services’ Total Number When Adding DOD Intelligence Agencies (DIA, NSA & NIMA) Army Has Over One-Third of its Positions in the Greater Wash DC Area (See Chart 4) Most MACOMs Have DCIPS Employees (See Chart 5) Most Job Series Are Found in DCIPS (See Chart 6) Most Career Programs Are Found in DCIPS (See Chart 49) Geographic Distribution By the Old Human Resource (HR) Servicing Regions Can Be Found on Chart 65 DCIPS’ predecessor, the Civilian Intelligence Personnel Management System (CIPMS) was a tri-service system for the Intelligence Community. DCIPS is now encompassing not only the Services but also the DOD Intelligence Agencies. The next several charts, and the ones later in the presentation, referenced above, help describe the types of jobs, organizations and locations that are represented by DCIPS within Army. DAMI-CP (IPMO)/Jan 2002

DCIPS Distribution by State
State/Country Number DCIPS Employees Are Found in Most States and Many Countries Populations in the Most Populous 20 States or Countries are Listed at the Right (Numbers are rounded - not exact) Intentionally left blank DAMI-CP (IPMO)/Jan 2002

DCIPS Distribution by MACOM
MACOM NUMBER DCIPS Employees are Found in Most Commands Commands with 20 or More DCIPS Employees are Listed at the Right (Numbers are rounded - not exact) Intentionally left blank DAMI-CP (IPMO)/Jan 2002

DCIPS Distribution by Series
Series Title Number 120+ Different Job Series Represented (GG and WG) 3,200 in 20 Series (85%) With 20 or More Careerists See Chart at Right 525 in 100 Series (15%) With Less Than 20 Careerists (Numbers are rounded - not exact) Intentionally left blank DAMI-CP (IPMO)/Jan 2002

Separate (Title 10) System
Program Evaluation and Development (Further Change to DCIPS) DCIPS Structure (Position Mgt & Class) Acquisition (Staffing) Separation (Downsizing) CIPMS, and later DCIPS, were established by legislation as separate, title 10 Excepted Service, Civilian Human Resource (HR) systems. DCIPS will follow policies in AR in Army until DOD publishes DCIPS policy. See Charts for a summary of the changes that are now being prepared for inclusion in a revised AR DCIPS is a “MERIT-based system that is “Equivalent” to the title 5, Competitive Service. Because DCIPS is equivalent to the Competitive Service, Army and the Services are able to have an Interchange Agreement with the Office of Personnel Management (OPM). You can use the PowerPoint “Find” feature under the Edit icon to locate further discussions of the Interchange Agreement. DCIPS is a complete “Lifecycle” system. It provides HR programs and support to employees from initial recruitment to the time an individual retires or leaves the system. All parts of the system are integrated and actions taken in any part can impact in others. CIPMS/DCIPS Goals: Greater comparability within the Intelligence Community (IC); A more simplified administrative system; Greater management role and accountability (Maximum delegation to line managers); Broad scope compensation management (greater flexibility); and Continued protection of employee rights. Sustainment (Performance Mgt & Mgmt–Employee Relations) Prof Development (Training & Career Management) DAMI-CP (IPMO)/Jan 2002

Special (DCIPS/Title 10) Features
Structure (Position Mgt & Class) Separate Classification System Grade Bands/Career Paths Dual Track Separate Appeal Procedure Intel Sr Programs Program Evaluation and Development Separation (Downsizing) VERA / VSIP Simplified RIF Aggressive Outplacement Adjustment in Force Acquisition (Staffing) Direct Hire Simplified Vet Preference Tailored Qualification Stds Recruit Incentives Promo Flexibilities Personnel Interchange This chart summarizes the major features of DCIPS and the differences between DCIPS and the title 5, Competitive Service. Each area will be discussed later in this presentation. Compare your understanding of DCIPS now with your understanding after you have reached another summary at chart 63. STRUCTURE (POSITION MANAGEMENT & CLASSIFICATION) 1. Positions and growth opportunities are organized into simplified Grade Bands and Career Paths which recognize Dual Track development up through Senior Leader Programs (i.e., above GG-15). 2. DCIPS has a number of position classification standards that are geared to Intelligence functions. 3. All white collar DCIPS employees are graded by “CIPMS” classification standards (either Army Occupational Guides [AOGs] or a Primary Grading Standard [PGS]). 4. The term “CIPMS” will apply to the AOGs and PGS until they are revised. ACQUISITION (STAFFING) 1. Direct-to-public recruitment for flexibility and effectiveness (Does not use OPM’s procedures/registers). 2. DCIPS has a simplified application of veterans preference at time of “selection” not at “application.” 3. DCIPS has two qualification standards tailored for Intelligence and Security positions (GG-132s & 080s) 4. DCIPS has a variety of recruitment incentives and simplified noncompetitive, Grade Band promotions. 5. No arbitrary “Time-in-Grade”restrictions but requires a minimum of 12 months directly related “experience”at the next lower level/grade for promotion (but not necessarily the last 12 months). 6. Army and the Services have Personnel Interchange with the Competitive Service for noncompetitive movement between DCIPS and the title 5, Competitive Service. TRAINING/CAREER MGT (PROFESSIONAL DEVELOPMENT) 1. Centered on Career Program (CP)-35 for Intel, but also recognizes and supports other Army CPs. 2. Intel Community Officer (ICO) Designation programs are available that include the Intel Community Assignment Program (ICAP) and the Intel Community Officer Training (ICOT) program. 3. DCIPS employees can also participate in the Defense Leadership & Management Program (DLAMP). SUSTAINMENT (PERFORMANCE MANAGEMENT) 1. DCIPS has a unique tool for performance recognition (e.g., Exemplary Performance Award [EPA]); and promotes consideration of a broad-scope of factors when determining compensation. 2. Uses Army’s Total Army Personnel Evaluation System (TAPES), grants full grievance rights, has modified appeal rights, and has Special Termination Authority when national security involved. SEPARATION (DOWNSIZING) 1. Simplified RIF - stresses placement rather than displacement. 2. Adjustment-in-Force (AIF) to be added when new DCIPS policy approved by OSD. Sustainment (Performance Mgt & MER) Compensation/Retention Tools Modified Appeal Rights Special Termination (for National Security) * Benefits (Retirement, Health & Life Insurance, etc) are Same as for Comp. Service Prof Development (Training & Career Management) Most Career Programs Represented (Intel=CP35) ICO/ICAP and DLAMP Joint Intelligence Virtual Univ. 8 HOME PREV NEXT END

DCIPS Partnerships Partners in:
Policy Development Planning Implementation System Management Evaluation ASA(M&RA) Partnership between the Intelligence and Human Resource (HR) Communities was key in CIPMS and will continue to be key in DCIPS. a A partnership exists within OSD between the intelligence proponent, the Assistant Secretary of Defense (ASD) for Command, Control, Communications and Intelligence (C3I) and the human resource proponent, the ASD for Force Management and Personnel (FMP) b Army partnerships begin at the top with the Office of the Assistant Secretary of the Army (Manpower and Reserve Affairs) ASA(M&RA) and the Office of the DCSINT (ODCSINT) as co-proponents for DCIPS system development, planning, implementation, management, and evaluation. Similar Intelligence/Personnel partnerships should exist at all levels to ensure DCIPS works as it was intended. a At local and command organization levels, periodic program evaluation/assessment efforts will be more effective where strong partnerships exist. DCSINT DAMI-CP (IPMO)/Jan 2002

DCIPS Coverage - Three Types
Occupational Designated Series/Occupations Regardless of Location Organizational* All Positions Within Designated Intel Organizations Discretionary* Intel-Related Positions in Intel Units in Non-Intel Organizations/Commands * Individually Approved at HQDA 132s / 134s 080s / 086s (if 51% spent on Intel Sec) INSCOM/USAIC&FH/CCF/650TH MI DCIPS COVERAGE CRITERIA Occupational: Includes all positions in specific series engaged in Intelligence and Intel-related work in both intelligence and non-intelligence commands and activities. a. All 132/134 (regardless of percent of time performing intelligence) b. Intel-related 080/086 (if 51% or more of their time in Intel-related Security*) c /1712/1702 requiring Intel knowledge, skills and abilities (KSAs), and in organizations with an Intel mission. d. Positions in a 400/800/1300/1500 series performing Intel functions in an organization with an Intel mission. * Includes Personnel, Information, Industrial, Technology, Communications, Electronic, Foreign Disclosure, Operations and Automation Security. Excluded were those primarily performing physical security or law enforcement for 51% or more of their time. Organizational: All positions within commands and activities that have a primary Intel mission. Includes: Intel & Security Cmd Central Clearance Facility (CCF) Intel Ctr, Ft Huachuca th MI Group Discretionary: At the discretion of the Secretary of the Army, positions/units in direct support of Intel functions in Non-Intel commands in addition to those series required by Occupational Coverage. Includes: HQDA ODCSINT USAREUR DCSINT COE Huntsville Div EUCOM J2 (incl JAC) AMC: TSMO and ISD HQDA ODCSPRO-FDI USASOC ODCSINT th Airborne Security Dir, Ft Bragg USFK J ATEC, Thrt Supp Acty SOUTHCOM J2 (incl JIC & JIATF-East) DA DCSINT / USAREUR DCSINT/ EUCOM J2 (incl JAC)/ AMC: TSMO & ISD / USFK J2 / SOUTHCOM J2 (incl JIC)/JIATF / COE Huntsville Div / etc. DAMI-CP (IPMO)/Jan 2002

DCIPS Classification System
Uses “GG” Pay System Designation Equivalent to General Schedule (GS) Uses 15 Grades/10 Steps Like the GS Has Additional Senior Programs SIES Transitioning to DISES SIP Transitioning to DISL Federal Wage System (FWS) Positions are Included in DCIPS DCIPS Organizes Jobs Into: Career Paths Grade Bands The DCIPS/CIPMS Classification System applies to all white collar positions. DCIPS is exempt from the title 5, Classification Act of 1949 and OPM oversight. DCIPS Classification System uses the same 15 grade and 10 step pay system as the title 5, Competitive Service. Federal Wage System (FWS) positions in DCIPS follow the OPM job grading standards and Position Description format like Title 5 positions (WG, WL, WS). The Senior Intelligence Executive Service [SIES] is the SES equivalent, at the top of the Managerial Track, and uses the IE pay plan designator. The Senior Intelligence Professional [SIP]) is the Senior Level (SL) equivalent, is at the top of the Technical Track, and uses the IP pay plan designator. In the near future the titles of these programs will change to Defense Intelligence Senior Executive Service (DISES) and Defense Intelligence Senior Level (DISL), respectively as DOD DCIPS policy is approved. Although DCIPS is a different classification system from title 5 – many key principles remain the same: Equal pay for substantially equal work; and, Differences in pay should be proportional to differences in level of responsibilities, duties, complexity and qualifications required. DCIPS classification complaints and appeals are adjudicated within the Army, not by OPM. See AR at for the detailed complaint and appeal process. See also the PERMISS article at: DAMI-CP (IPMO)/Jan 2002

DCIPS Career Paths / Grade Bands
Clerical Entry Full Perf Technician Entry Full Perf Expert Professional / Administrative Pre - Prof Entry / Develop Full Perf Expert GG GG GG GG Career Paths/Grade Bands establish generic “groupings” of occupations (Paths) and levels of work (Bands) that are used for Human Resource (HR) management processes. They do not establish the target grade levels for all positions in a series – the actual work assignable to a specific position determines the grade. DCIPS has the three distinct Career Paths shown above. The distribution of Series between these Career Paths can be found in Attachment A, “Typical Series in CIPMS”, of Appendix G: “Guide for Grade Band Classification within CIPMS Career Paths” of the “CIPMS Guide for Classifying GS Positions”, dated June This Guide is discussed on Chart 14. Grade Bands are recognized “grade” groupings which provide for greater flexibility for upward and lateral movements. One use of Grade Bands are Grade Band Promotions. “Grade Band Promotions” are non-competitive and provide for upward movement within a Career Path and Grade Band. See charts 31 and 32 for more information on Grade Band promotions. A major impact of Grade Bands is the establishment of a “floor” and a “ceiling” for grades in each Career Path and Band. In the Professional/Administrative Grade Band, the minimum grade for a Full Performance/Journeyman Grade Band careerist is GG-10 and the maximum is GG-13. Careerists in the Professional/Admin. Career Path, in the Entry/Development Grade Band, graded GG-9 are not considered to be “Journeymen”. The “Expert” level for the “Technician Career Path” is to accommodate highly technical positions such as Electronics Technicians. It is not anticipated that positions such, as Intelligence and Security Technicians would reach this level. If Technician Career Path positions are found that go beyond grade 9 they should be carefully reviewed to determine if the work would not be more appropriately classified as a Specialist position in the Professional/Administrative Career Path. The same “Grade Bands” are also used for Career Management but are referred to as “Career Levels”. An effective “Dual Track” progression pattern is supported in DCIPS through classification standards that frequently permit higher grades for non-supervisory work than OPM standards. See next chart. DCIPS Pos Mgt & Class D I S E L ABOVE 15 DAMI-CP (IPMO)/Jan 2002 12 HOME PREV NEXT END

Dual Track Career Progression
Technical Expert Track Manager Track Full Performance DISL Expert Entry Supervisor DISES Manager The Dual Track allows greater focus on strengthening the system by allowing and encouraging careerists to develop the skills most appropriate to their interests and abilities. Team Leaders can be found in both the Supervisory and Manager Career Levels of the Supervisory/Managerial Career Track. It is possible to rise to the top on either Track, or cross over as appropriate, but to get to the “top” of either Track, notice the extra “line”. These Senior Leadership Positions are centrally controlled: Allocations are made by OSD; The Secretary of the Army or Designee must approve position establishment, recruitment and selection; DISES and DISL positions generally require global recruitment; and, Selectees must sign mobility agreements. In the Intelligence Personnel Management Office (IPMO), Lee Ann Eudaily, is the action officer responsible for administering these programs. See the Note Page for chart 76 for telephone and addresses for the entire IPMO Staff. DAMI-CP (IPMO)/Jan 2002

CIPMS (DCIPS) Classification Standards
Guides for Determining Grade, Series & Title APPENDIX A: Primary Grading Standard (PGS), Parts 2 & 3 APPENDIX B: Lead Positions (One Grade Interval Work) APPENDIX C: Army Occupational Guide (AOG) for GS-080, Security Administration APPENDIX D: AOG for GS-132, Intelligence Specialties APPENDIX E: AOG for GS-1701/1712, Intel Educ & Trng APPENDIX F: AOG for Multi-Series Guide for S&T Positions APPENDIX G: Expansion Guide – Determines Grades for Series Not Otherwise Covered by AOGs CIPMS Guide for Classifying GS Positions June 1990 (General Guidance) The “CIPMS Guide” displayed on the easel above provides the overall guidance on how to classify DCIPS GG positions. Please note that it applies to GG positions now, not GS. Primary Grading Standard (PGS): (These are broad, generic standards) Part 1 provides the overall instructions on how to apply the guides to classify DCIPS GG positions (white collar positions). Part 2 provides guidance to classify non-supervisory positions when a specific AOG for the series/work has not been established. c Part 3 is used to classify supervisory positions regardless of the series or AOG. Army Occupational Guides (AOGs) were developed to supplement the PGS by interpreting the generic factors within the PGS for the specific Intelligence and Security occupations listed in the chart above. Determining Series and Title. Series and titles are first determined by AOGs. If there are no AOGS for that type of work, then OPM standards will be used. Intel Specialties in Appendix D of the 132 AOG include: Section A: Intel Operations Section B: Intel Production Section C: Intel & Threat Support Section D: Intel Combat Developments Appendix G covers all GG positions that do not otherwise have a published AOG. a You will be using Part 2 of Appendix A, Primary Grading Standard (PGS) for Non- Supervisory Positions to grade all GG DCIPS positions where an AOG is not applicable. b All GG positions should be graded by either an AOG or a PGS. All GG job descriptions should be prepared in CIPMS/DCIPS Format by reference to the above guidance!! The DCIPS Format is discussed next. As a reminder - All of these documents can be found on the IPMO websites! On the NIPRnet go to: management/ See also the PERMISS article “Applicability of OPM Classification Standards To DCIPS Positions” at: DAMI-CP (IPMO)/Jan 2002

DCIPS Position Description (PD) Format
DCIPS Statement Identify PD as a DCIPS Position Major Duties (with % of Time Spent Per Duty) Short and Concise “Performs Other Duties As Assigned“ Statement Descriptions of the Five Factors Knowledges, Skills, Abilities (KSAs) Statement For Supervisory Positions Only Conditions of Employment Security Clearance, Drug Testing, Mobility, Financial Disclosure, etc. Other Career Program Codes, Emergency Essential Designation, etc. An Introductory Statement should be included on all DCIPS positions descriptions – i.e., “This position description (PD) is to be only used for title 10, excepted service, Defense Civilian Intelligence Personnel System (DCIPS) positions.” Major Duties should be short, concise statements and normally reflect about 25% or more of an incumbent’s time, or reflect a function requiring a higher level skill or knowledge. The last statement in the Major Duty Section on all position descriptions should be “Performs Other Duties as Assigned.” This provides for management flexibility to assign additional work. DCIPS classification system uses a 5 factor format to evaluate work that is added after the Major Duties section of the PD. Both Supervisory and Non-Supervisory positions descriptions have 5 factors, however, they are not all the same factors – See next chart. DCIPS PDs are normally short and concise. However, there should be sufficient information in the description to allow the position to be evaluated. If adequate information is stated in the duties portion, the information in the factor descriptions may be short and generic and vice versa. DCIPS does not require that information be re-stated in both the Major Duties and Factor Description sections. Care should be taken with Non-Supervisory positions to ensure Factor A, Essential Knowledges, reflects the actual requirements for the position. Take the time – It is important for recruitment. KSAs: FOR SUPERVISORY POSITIONS ONLY. List KSAs after the last factor. (KSAs are needed to develop recruitment and crediting plans and to determine competitive areas for RIF, etc.) Pen & Ink Notations on existing PDs are acceptable as long as the major substance of the description is not changed. Amendments of existing PDs are also acceptable. 10. Statements of Differences are acceptable for Career Ladder Positions where an employee begins at a lower grade and works up to a target position without further competition because the initial competition specified the full promotion potential. However, full descriptions are encouraged for grade levels serving as the entry to a Grade Band as well as for the target level. 11. Conditions of Employment: drug testing, travel, security clearance, financial disclosure, mobility, drivers license, etc. All should be added to the position description where required by the position. Employees are required to sign a Statement of Understanding whenever new conditions of employment are imposed. See PERMISS article “Preparing A Position Description For A DCIPS Position” at: DAMI-CP (IPMO)/Jan 2002

Primary Grading Standard Factors
PGS Part 2 PGS Part 3 GG-Nonsupervisory A - Essential Knowledges (25%) B - Guidelines (20%) C - Scope of Authority and Effect of Decisions (20%) D - Work Relationships (15%) E - Supervision Received (20%) GG-Supervisory/Managerial A - Guidelines (20%) B - Scope & Variety of Operations (25%) C - Work Relationships (20%) D - Supervision Exercised (25%) E - Complexity of Work Supervised (10%) The 5 Factors on the left are described in the Primary Grading Standard (PGS) for Non-Supervisory Positions (PGS Part 2) and in AOGS and the Factors on the right are described in the PGS for Supervisory/Managerial positions (PGS Part 3). Note the differences. a Percentages indicate the proportion of the weight given to that Factor. These factors are similar to OPM’s Factor Evaluation System’s (FES’) nine factors in that there are multi-factors and a range of degrees/levels for each factor. DCIPS’ five factors are easier to work with and still result in defensible and equitable classifications. DCIPS/CIPMS Factors are weighted differently from FES and as a result there can be a difference in grade levels assigned. For example, DCIPS/CIPMS weighs the Factor “Essential Knowledges” for Non-Supervisory positions about half as much as OPM’s FES and spreads that additional weight to the other four factors. DCIPS also: Has point ranges for the grades that are much smaller than for the FES in the Competitive Service; and, Uses point-to-grade conversion charts that do not have point gaps between grades. DAMI-CP (IPMO)/Jan 2002

Subfactors Supervisory Positions
Factor A - Guidelines: --Nature & availability of guidelines used to perform the work; and --Degree of interpretation, including judgment and originality required to use the guidelines. Factor B - Scope & variety of Operations: --Nature of supervisory/managerial workload and authority; and --Variety of functions of the organization supervised. Factor C - Work Relationships: --Difficulty of attaining work goals and objectives through personal contacts; and, --Nature, frequency, and purpose of person-to- person work relationships. Factor D - Supervision Exercised: --Responsibility for technical and administrative supervision of the work; and, --Involvement in supervisory personnel functions. Factor E - Complexity of Work Supervised: --Grade level of highest non-supervisory work both technically and administratively supervised. Non-Supervisory Positions Factor A - Essential Knowledges: (should be job specific) --Kind/nature of knowledge, experience, or education needed; & --Nature/extent of skills required to apply these knowledges to accomplish the work. Factor B - Guidelines: --Nature & availability of guidelines used to perform the work; & --Degree of interpretation; judgment and originality required to use the guidelines or develop new guides. Factor C - Scope of Authority & Effect of Decisions: --Nature of the work (purpose/breadth/depth of assignments); & --Effect of work products/services within & outside the organization. Factor D - Work Relationships: --People, conditions and/or reasons for personal contacts; & --Skill needed to accomplish work through work relationships. Factor E - Supervision Received: --Nature & extent of direct/indirect controls exercised by the supervisor; --Employee’s independence & responsibility for completing the work; and --Methodology for reviewing completed work. Most DCIPS Factors have Subfactors. Each Subfactor should be evaluated during interpolation. When writing position descriptions - approach each Factor as if each Subfactor is a question to be answered. These Factors and Subfactors may also be found in the overall CIPMS Guide for Classifying GS Positions and in Appendix G, Guide for Classifying Positions Not Otherwise Covered by an AOG, or in an attachment to a PERMISS article found at: DAMI-CP (IPMO)/Jan 2002

CIPMS Grade Determination
Evaluate Each Set Of Duties Separately Award Full Factor Degree Points When Equivalent To The Overall Intent Of The Factor, Including All Subfactors Interpolation Allowed: Split Point Values For Subfactors Use Judgement When Duties Fall Between Factor Degrees Conversion To Grade Level Borderline Determinations How to determine the grade -- Evaluate each “Set of Duties” separately. For example, a mix of Supervisory and Non-Supervisory duties. Generally the “grade controlling duties” will determine the title, series, and grade. a A grade controlling duty (generally a Major Duty) is considered to be at least 25% of an employee’s time or reflect a function requiring a higher skill and/or knowledge level. The system allows adjustments to be made to the point values allocated to a particular Subfactor. This is called Interpolation. a Interpolation is another reason why DCIPS positions are sometimes graded different from title 5 positions. b Instruction on Interpolation is provided on the next chart. There are point-to-grade conversion tables within PGS Parts 2 and 3 and within each AOG. Point Borderline Rule. If the total point value is within 5 points of the maximum or minimum for a grade, each Factor and Subfactor should be carefully reconsidered, either by the same classifier, a higher manager, or by the Civilian Personnel Operations Center (CPOC) to verify the grade. Supervisors are required to recertify on the Total Army Personnel Evaluation System (TAPES) forms the accuracy of PDs every time they complete an annual appraisal of an employee. It is up to the supervisor to ensure a new PD is submitted. DAMI-CP (IPMO)/Jan 2002

DCIPS Tools – Subfactors and Interpolation
(1) SPLITTING SUB FACTORS EXAMPLE: FACTOR C - SCOPE AND EFFECT 1st Sub factor : IF SCOPE OF WORK = C3 (50/2) = 25 pts 2nd Sub factor : IF EFFECT OF WORK = C4 (70/2) = 35 pts _ _ 60 pts Note: Must Round to the nearest 5 point increment Interpolation is used when it is determined that one Factor level is met (i.e, C-3), and some parts of the next higher Factor level are met (i.e., C-4). Under DCIPS classification, you may split the Factor into Subfactors, evaluate each Subfactor separately and give partial credit at each level. a. The above shows that Factor C-3 = 50 pts. Divide this by two (number of Sub- factors) and you determine that at level C-3 each Subfactor is worth 25 pts. b. Factor C-4 = 70 points. Again, since this Factor has two Subfactors, divide by two and determine that each Subfactor is worth 35 pts. Once this is accomplished you can break up the information in the Factor by Sub- factor, i.e, first “scope,” and then “effect” and determine which Factor level is appropriate for each. The points assigned to each of these Subfactors are added together to determine the total points to be assigned to the Factor. In the above example, 25 pts have been credited for “scope” while 35 points was been given for “effect.” Therefore, the total points assigned to this Factor would be 60. a. Points must be rounded to the nearest 5 point increment. (Not required in this case.) If Interpolation is used, an Evaluation Statement should be prepared to explain the rationale for each interpolated Factor/Subfactor. There is a PERMISS article on this subject at: Interpolation Must Be Documented In An Evaluation Statement DAMI-CP (IPMO)/Jan 2002

Classification Philosophy
Current Classification Philosophy Delegate Classification Authority to Lowest Level DCIPS Classification Training Required for those Exercising Delegated Classification Authority Recommended for all Supervisors Streamline & Simplify Use Existing PDs from PD Library or FASCLASS Where Possible Cut and Paste Factor Degree Definitions Where Possible Human Resource Specialists Serve As Advisors DCIPS Policy Supports ASA(M&RA) Civilian Personnel Policy Delegated Classification Authority (DCA) is classification authority without budget authority. a DCA replaces Managing Civilians to Budget (MCB) where both budget and classification authority were delegated. b Budget and high grade limitation concerns will continue to have an impact. DCIPS is not exempt. c MCB may still be exercised depending on local/command policy. DCA requirements: a Delegate through the management chain to the lowest possible level. The Commander decides who will receive delegated authority. b Delegate to persons by name, not position (terminates if supervisor changes jobs). c Delegate in writing (kept at Civilian Personnel Advisory Centers) d DCA applies only to positions under supervisory/managerial control and not to a Supervisor’s own position. Before delegation is given, DCIPS supervisors should have training developed by the Intelligence Personnel Management Office. This training is additional to Title 5 training. a Supervisors without DCA authority will also benefit from the DCIPS Classification Training presentation inasmuch as they are responsible for organizing work, supervising positions and submitting requests for classification actions. Army and DCIPS’ classification philosophy is to streamline and simplify the classification process using automated and streamlined tools wherever possible. a Position Description Library (PDL): The IPMO supports PDL as a management/ classification tool. The descriptions in the DCIPS portion of the PDL have been and will continue to be validated as soundly classified positions. b FASCLASS is another Army tool. It is an automated repository of all PDs that have been used. Those trying to “borrow” these PDs for their own use need to be aware because there has been little quality control. They may not be good models. PD Library and FASCLAS are found on the web at: Once there, look under “Tools.” c There are generic DCIPS descriptions for interns at grades 5, 7, and 9, to be used regardless of career area or series. Descriptions can be found in PDL and FASCLASS. DCIPS does not use “COREDOC” – an automated system for creating job descriptions and performance objectives. The DCIPS 5 Factor System is not compatible. DAMI-CP (IPMO)/Jan 2002

DCIPS Tools - Streamlined Classification Process
What It Is: A Process for “Cutting“ Factor Degree Levels Directly From the PGS/AOGs and “Pasting” Them Into the Position Descriptions Being Developed. When to Use: If Position Under Review Is Straight Forward and With Few Complications. If You Have Delegated Classification Authority or Are Providing Input. If a Relevant DCIPS Position Description Cannot Be Located in PD Library or FASCLASS. Cautions: Knowledges Must Be Specific to the Work/Position Being Classified. Duties Must Support the Assigned Factor Degrees. Positions Involving Mixed Series, Mixed Grades, or Interpolation of Factor Degrees Require Additional Steps/Actions. The Streamlined DCIPS Classification Process is a set of step-by-step instructions on how to extract Factor Degree information from a PGS or AOG and cut/paste the information into a new document to quickly create a DCIPS position description. a It is very important that you review the applicable PGS and AOGs in order to effectively use this tool and accurately classify positions. This process should be used if it is determined that an adequate position description does not already exist in either PD Library or FASCLASS. a Note: Some information/Factor Degrees pasted into a PD from these sources might have to be modified for the PD to make sense. Although those without DCA are not precluded from using this process, they are advised that they may face challenges in getting such standardized descriptions approved. a. The Duties and Factors must complement and support one another (Make sense). Essential Knowledges for Non-Supervisory positions and Knowledge, Skills and Abilities (KSAs) for Supervisory Positions must be job specific. a. This information is used to develop recruitment and/or crediting plans, assign competitive levels and register positions in the Priority Placement Program (PPP). Supervisors are encouraged to contact the Civilian Personnel Advisory Center (CPAC) or Civilian Personnel Operations Center (CPOC) for advice and assistance if positions involve mixed series/grades (Budget Analyst/Supply Clerk - Supv and Non-Supv) or Interpolation of Factor Degree(s). A copy of the “Streamlined DCIPS Classification Process” can be found at: DAMI-CP (IPMO)/Jan 2002

DCIPS Staffing Basics EEO/Diversity “Direct Hire” (No OPM)
Supports Army and Intel Community Objectives “Direct Hire” (No OPM) Tailored Qualification Standards For GG-0132 (Intel) & GG-0080 (Security) OPM Standards Serve as Guides for All Other Series One-Year Trial Period if You Have Not Completed a Federal Probationary Period No Additional Supervisory/Managerial Trial Period OCONUS Tours Similar to Comp. Service Personnel Interchange Permitted With title 5, Competitive Service DCIPS fully supports both Army’s and the Intelligence Community’s EEO and Diversity objectives. Direct Hire is the DCIPS method of external recruitment from sources other than OPM lists. It means that DCIPS allows direct advertisement to, and consideration of, the applicant public, but always under merit conditions. DCIPS gives Veterans Preference to those outside the Federal government, at the time of “selection” instead of at the time of “application” for positions as done by the Competitive Service. a The initial focus is on finding qualified candidates and then on applying “preference.” Title 5 Rules and Preferences are not applicable to DCIPS positions with regard to: Interagency Career Transition Assistance Program (ICTAP) Spouse Preference Family Member Preference Veteran’s Employment Opportunity Act (VEOA) Veterans Readjustment Authority (VRA) (DCIPS employees can receive Spouse and Family Member preference when/if they seek a Competitive Service position.) Normally, approval authority for waivers from the restriction for hiring retired military within 180 days of their retirement for DCIPS positions has been delegate to MACOM HQs. See our websites for a checklist to help! On the NIPRnet go to: a But waivers are not required during the recent National Emergency! DCIPS has a one-year Trial Period while the Competitive Service calls it a Probationary Period. a DCIPS does not have an additional Trial/Probationary Period for Supervisors/Managers. Limited duration Overseas Tours may be required of employees accepting overseas DOD positions. DCIPS employees can be granted Administrative Return Rights when accepting an Overseas Tour similarly to the Statutory Rights granted to Competitive Service employees. b Overseas Tours may be required of DCIPS employees after they have already become an OCONUS incumbent after being provided with advance written notice. (Priority Placement Program registration at the end of the Tour, not Return Rights are applicable in this case) Personnel Interchange is designed to foster movement in both directions between CIPMS/DCIPS and the Competitive Service. Interchange gives full recognition to experience and grades achieved under both systems and allows employees to move as “internal”candidates (i.e. equal to a Transfer in the Competitive Service). More information is provided on Chart 30. DAMI-CP (IPMO)/Jan 2002

Direct Hire External Recruitment
Direct-To-Public Hiring Always Merit – Based One Announcement for Internal and External Candidates Doesn’t Use OPM’s “Rule of Three” No DEU Needed Use Same Job Skill Requirements For All Recruitment Sources Priority Placement Program Used Direct Hire External Recruitment DCIPS Direct Hire means “direct advertisement” to the applicant public. Because DCIPS is an Excepted Service, we do not work through the Office of Personnel Management (OPM), do not make use of OPM’s Delegated Examining Unit Authorities and do not use their Veterans Preference related provision when hiring from external sources. HR Specialists should be ensuring consideration of DCIPS Interchange eligibles and reinstatement eligibles for Army’s title 5 jobs. They should be considered as internal candidates. For DCIPS, external candidates are applicants who are not currently working for the Federal government. DCIPS uses one referral list for both internal and external candidates. When competitive procedures are used, a Career Program Referral List from a non-CP-35 Career Program is mandatory at Army wide referral levels as specified in AR See also Chart 28. A DCIPS specific Recruitment Plan is required. It should be clearly based on merit, free of restrictive language, provide for maximum management involvement and flexibility. Reference memo #5, Civilian Intelligence Personnel Management System (CIPMS) Model External Recruitment and Merit Promotion Plan, and the model external placement plan at: cp/guidance/memos/5/enclosure.asp Selecting Supervisors and Human Resource (HR) personnel should work together to plan recruitment sources and methods. a. They may limit or target recruitment areas. Management identifies required job skills to HR personnel. a. Same job skill requirements (Knowledge, Skills and Abilities [KSAs]) are used for all recruitment sources (internal and external). Supervisor can select from any source. DCIPS vacancies must be registered in the DOD Priority Placement Program (PPP). Direct Hire selections may be Non-Competitive if justified, such as: Demonstrated hard-to-fill position. (Attempts to fill the position have not been successful and/or there is a document history of high turnover in the position.); Unusual security issues (Position cannot be advertised due to the nature of work); or National Emergencies. Employment & Placement (Staffing) DAMI-CP (IPMO)/Jan 2002

Employment & Placement
Simplified Veterans Preference Preference Eligibles Positive factor in external selections Accorded preference over non-preference eligibles when substantially equal quals If preference eligible is not selected: Reasons must be documented on selection roster Separate, higher level verification must be obtained and documented Veterans Preference is a positive factors in external recruitments in DCIPS. “External” refers to someone who is not currently a federal employee. Preference is afforded at the time of selection, not at application. DCIPS and the Competitive Service use the same definitions for who is a veteran. For HR Specialists -- Coding in DCPDS of Vet Pref is no different than for title 5. These Title 5 Rules and Preferences are not applicable to DCIPS: a Rule of Three Points Added Referral by Category Veteran’s Employment Opportunity Act Veterans Readjustment Act Referral List One list for all candidates. But candidates are separated on the list between internal and external. Preference Eligibles are identified for those on the external section of the list but not no differentiate is made between categories of veterans – Your are either a Vet or Not. Selection (if selecting from external sources) Select the veteran if making a selection from the external section of the referral list if the veteran is superior or equal to the most superior non-veteran. If the veteran is not selected and an external candidate is, the reasons must be documented by the selecting supervisor. This documentation must be reviewed and validated by a higher level based on the job’s requirements. This information must be retained in the case file maintained by the CPOC. If an internal candidate is selected over an external preference eligible, documentation of the non-selected veteran is not required. Employment & Placement (Staffing) DAMI-CP (IPMO)/Jan 2002

Employment & Placement
Retired Military **Requiring a waiver for appointment within 6 months of retirement….. Retired Military Comply with DoD Directive AR , Chapter 300, App C AR , Chapter 4 Most approvals delegated to MACOMS (Jan 01 Memo) MACOM approvals require Career Program Manager (CPM)/HR coordination HQDA approvals go to ODCSINT (IPMO) Retired Military require a waiver for appointment within 6 months of retirement. a. Most waiver approvals were delegated to MACOMS via DCSINT Memo dated 31 Jan A copy can be found at: b. Waiver requests requiring HQDA approval should be forwarded through Command channels directly to IPMO. They do not go through ASA(M&RA). c. Must document: Priority Placement Program (PPP) clearance; Adequate publicity and solicitation of candidates (Includes career referral systems where applicable and should include use of OPM’s USA Jobs Website); Fair and equitable consideration of current qualified DoD civilians; and Comparison of job-related KSAs to show how the retired military selectee is superior to other top candidates. Current National Emergency: Requirements for Waiver of the 180 Day Prohibition has been suspended for Competitive and DCIPS positions. a. See ASD(FMP) memo, dated 24 Sep 01, subject Appointment of Retired Members of the Armed Forces to Positions in the Department of Defense applies. b. See also ASD Memo, dated 27 Sept 01, subject: Personnel Issues Related to Attacks on the World Trade Center and Pentagon - Appointment Authority and Policy Waivers, that specifies that policies also apply to DCIPS at: c. Merit principles and Prohibited Personnel Practices still apply in the recruitment, selection, and appointment of retired military personnel. Employment & Placement (Staffing) DAMI-CP (IPMO)/Jan 2002

DCIPS Recruitment Announcements: Additional DCIPS Impacts:
Vacancy Announcements: Simplified Format Open Continuous Announcements Specific to Intelligence & Security KSAs Essential Knowledges, Skills, and Abilities Conditions of Employment Stated Market to Global Candidate Pool Additional DCIPS Impacts: College and Diversity Recruiting Joint Efforts / Resume Sharing DCIPS Job Announcements will be as simple as possible but will be specific to Intelligence and Security. DCIPS’ job announcement formats have differences from title 5’s such as who is considered an external applicant and the non-applicability of Spouse and Family Member preference. They should also be clearly labeled as DCIPS. Army will be using more and more job announcements that will be open for extended periods and cover a number of positions (“Open Continuous Announcements”). Individual referral lists will be drawn from these announcements quicker because of having an existing data base of candidates. The automated system for sorting and selecting those to be put on the referral list is called RESUMIX. HR Specialists will be improving the RESUMIX grammar base of key skills used to review resumes and develop referral lists. Selecting Supervisors need to give careful attention to determining the required Knowledge, Skills and Abilities (KSAs) before they recruit and Supervisors should be working with HR Specialists to determine the appropriate area of consideration and recruitment sources for each vacancy when Open Continuous Announcements are not used. Management should be searching as widely as possible especially at the higher grades (GG-14 and above) DCIPS Statement of Understanding: DCIPS Appointment / Conditions of Employment/ Assignment. See sample statement at: Upon initial employment, all DCIPS employees must sign a statement acknowledging the title 10 DCIPS appointment (PART A). Anytime conditions are added to a position, or an employee accepts a position that has conditions, a statement of acknowledgement must also be signed (PART B). Forecasts for the labor market are that it will get harder to recruit as this decade continues. Reliance alone on vacancy announcements on the web may not always be enough to get the number of quality applicants desired. Additional initiatives that may be used could include: Solo or joint college recruitment efforts; Targeted recruitment towards organizations that could supply candidates with greater diversity; and Sharing of applications from/with other Intelligence Agencies and Services. DAMI-CP (IPMO)/Jan 2002

Career Program Referral & Selection When Competitive Procedures Used:
DCIPS/CIPMS Exceptions Apply When Competitive Procedures Used: Career Program List Mandatory at DA-Wide Levels Concurrent All-Source Consideration Required Consistent Review and Selection Criteria Must Incorporate Required ACCES Factors Must Consider ACTEDS Requirements for CP-35 Positions - Professionalism of Candidates EEO, Diversity Principles Apply Management Option - Select From Any Source - Includes Current Army Career Program Employees It is important to note that DCIPS has employees and positions in the majority of Army Career Programs. See chart 49. DCIPS exceptions to competitive requirements also apply to Career Program recruit actions. When competition is appropriate: An ACCES list (The product of the ACCES referral system used by many Career Programs) will be requested for positions specified by Career Programs to be at Army-wide referral levels; Concurrent recruitment (publication of a vacancy announcement) is authorized; and, Selection criteria must be consistent for all recruitment methods and ACCES factors will be incorporated. DCIPS selections may be from any source. This includes current Army careerists who apply through published vacancy announcements even if they are otherwise registered or eligible to register in Army career programs. Key positions may require Career Program (CP)/Functional Chief Representative coordination. Is not required for CP-35, Intelligence. Beginning in FY2002, competency attainment (professional development/breadth but not formal certification) will be a required factor for consideration by selecting officials in competitive CP-35 selections and promotions to the next higher grade; and a desirable factor for consideration for non-competitive selections and promotions. See also chart 52. a. Training/Professional Development. When initiating requests for competitive selections/ promotions, Selecting Officials will incorporate training and professional development criteria, in addition to minimum qualifying requirements, that include relevant ACTEDS skills/competencies and specialized training and/or education requirements for the position (including those required for the applicable Career Track, Career Level, Career Area and Specialty) b. Resume Kits. Resume Kits/Instructions will include information for the applicant regarding the importance of documenting attainment of relevant training, education and professional development/breadth of competency in resumes or other application packages. c. Selections. Selecting Officials will weigh attainment of relevant training, education and professional development/breadth of competency as a positive factor in the selection process, and document its contribution as part of the selection rationale. See PERMISS article (Career Referral for Non-CP35 Career Program Positions in DCIPS) at: EEO / AA DAMI-CP (IPMO)/Jan 2002

Intake & Diversity Management Requirements For CP-35
Dependence on Websites for Recruitment IC Website Coming New Intake Source Diverse Intake Required Centrally Funded ACTEDS Interns Provide New Talent PCS Should be Offered When Recruiting with Army-Wide or Wider Competitive Areas for Positions, Grade 13 & Above “All Source” Day Recruitment Required for Competitive Fills of Grade 14 & 15 Positions EEO/Diversity Commitment Continued Special Army Requirements for “Targeted Outreach” for Competitive Fill of Positions at Grades 14s & 15s 1. Intake Strategy. A high proportion of jobs will be filled this decade using the web and automated technologies like RESUMIX. Hard copy job applications will become unusual. Career Program 35, Intelligence, plans to become more and more visible on the web: the Army’s; the IC’s; and, the Federal Government’s websites. 2. Intake Level. CP-35 has always relied upon intake at all four Career Levels of: Entry/ Developmental; Full Performance; Expert; and Senior Expert. a Expectations are for more hiring at the Entry/Developmental level as well as more at the Full Performance and even Expert levels. The Career Program must seek a proper balance in intake to its workforce at all four Career Levels to ensure an optimally effective and diverse workforce. 3. Policies Established in CP-35 to obtain the “Best Qualified.” PCS. Management should offer to pay for PCS for GG-13s+ if recruiting for a permanent CP-35 position at Army-wide or wider areas of consideration. b Duration of Open Announcement/Area of Consideration. Should leave announcements open for calendar days for GG-14 and above positions being filled competitively and should have Area of Consideration open to “All Sources” to reach the entire Intelligence Community and outside the Federal government as well as inside DOD. c EEO/Affirmative Action. Senior Leaders are required to personally ensure adequate recruitment efforts to obtain race, gender and ethnic diversity when competitively filling positions at grade 14 and above. d “Mandatory”. The above policies are expected to be followed except in situations where there are legitimate competing business reasons or other controlling policies. 4. Business Case for Diversity. The Intelligence Community and the Career Program require diversity in its workforce to meet the challenges of the 21st Century. There is no longer a monolithic threat, but rather multiple threats to prepare for. The MI Community needs employees with expertise from all the geographic and ethnic areas to help collect against and assess those threats. The Intelligence Community is striving to meet a “Stretch Goal”of at least one-third of all hires being from groups that will expand its diversity (race, ethnic background, etc.). DAMI-CP (IPMO)/Jan 2002

DCIPS Staffing Flexibilities
No “Time-In-Grade” for Promotion But Must Meet Amount and Quality of Experience, Education & Training Required by Applicable DCIPS or OPM Qualification Standards Generally 12 Months of Experience is Required Temporary Promotions / Details 180-Day Increments Within DCIPS Noncompetitive if “Grade Band Promotion” Conditions Met 120-Day Increments if to Competitive Service (title 5) Temporary Promotions Between DCIPS & title 5 are Not Appropriate No arbitrary time-in-grade (TIG) restriction in DCIPS for promotion but rather there is a minimum 12 month specialized experience requirement at the next lower grade level from any source (federal, military, private industry, etc.). This experience does not necessarily have to have been obtained within the last 12 months. This minimum 12 month of experience requirement generally cannot be waved. Temporary Promotions or Details to higher graded positions can be made in 180-day increments within DCIPS Temporary Promotions can be Non-Competitive beyond 180 days if Grade Band Promotion provisions apply. The provisions are: Within Grade Band, Career Track and Career Path; and Within Same Line-of-Work (Recognized Specialty). Personnel Actions between DCIPS & Competitive Service should be done with caution Details between DCIPS and the Competitive Service must be taken in 120-day increments and in accordance with title 5 timeline rules. Details between HR Systems are possible because the position of record remains in the “Parent” system Temporary Promotions or Temporary Lateral moves (other than Details) between DCIPS and the Competitive Service are not appropriate due to impact on position status. The Position of Record moves to the new system. There would then have to be a new appointment. Temporary placements can mean loss of Tenure and no Return Rights to Parent system. Movement through the Interchange Agreement is only authorized from a permanent position in one system to a permanent position in the other system. See the DCIPS PERMISS article at DAMI-CP (IPMO)/Jan 2002

Personnel Interchange Agreement
Criteria DCIPS Appointment Must Be Without Time Limit At Least One Year of Current Continuous CIPMS/DCIPS Service No Break in Service Unless Involuntarily Separated From DCIPS Position Without Cause Within Preceding Year Must Meet Qualification Standards and Requirements of the Other System Benefits Interchange Eligibles Have Status Equivalent to Competitive Service Employees Full Credit for DCIPS Service and Grade Levels Achieved DCIPS Service Counts Toward Career Tenure in the Competitive Service Information on the original Interchange Agreement that was signed on 7 March 1990 can be found in CIPMS Memo 4, dtd 10 Jun 91, at: The current extension of the Interchange Agreement can be found at: DAMI-CP (IPMO)/Jan 2002

Considering A Grade Band Promotion? DCIPS Career Paths / Grade Bands
L Professional / Administrative Pre - Prof Entry / Develop Full Perf Expert Clerical Entry Technician CAREER PATHS Grade Bands 1 - 4 ABOVE 15 5 - 9 Technical Expert Manager Full Performance DISL Expert Entry Supervisor DISES Dual Track Progression Career Paths / Grade Bands establish “groupings” within which movement is simplified. Grade Band Promotions can be made in DCIPS. They are noncompetitive upward movement within a Career Path, Career Track and Grade Band (either a position “upgrade” or to a vacancy). Under Grade Band Promotion provisions, competition within a Career Track, Path and Grade Band is generally required only when a personnel action would result in “crossing a line” Changing from one Career Path to another or from one Career Track to another or from one Grade Band to another would require competition. Recruitment implications: Recruit/hire within a Grade Band does not require specifying the “target” grade for promotion within that Band. The ability to make noncompetitive promotions within each Band allows for later progression without competition. If the target grade is in a higher Band - it must be specified in the vacancy announcement that there is promotional opportunity to the higher Band such as to the Full Performance Grade Band if the Entry Position is a GG-7 in the Professional/Administrative Career Path and the Target Position is a GG-11. DAMI-CP (IPMO)/Jan 2002

DCIPS Grade Band Promotions
Noncompetitive Action Position Upgrade or to Vacancy NOT FOR: Change in Career Path Non-Supervisory to Supervisory W I T H N Current Band Current Line of Work Scope = Same Svcg Org Grade Band promotions provide a useful tool for management if conditions support its use. Employee must be in the same line-of-work/meet qualifications for the position. There must be sufficient work at the higher grade level to warrant establishment of a position at that grade level. If promotion is to a vacant position (temporary or permanent), the Priority Placement Program (PPP) must be cleared. A selecting supervisor may chose to compete the position even if a Grade Band promotion was possible to ensure all interested applicants feel they were given equal consideration or, of course, if “outside” applicants were desired. DAMI-CP (IPMO)/Jan 2002

Basic Pay & Recruitment Incentives
Uses Same GS Pay Tables Uses Same Locality Pay Tables Uses Same Overseas Pay Provisions Recruitment and Retention Incentives When Justified by Market Competition (Case-By-Case Basis) May Use GS/FEPCA Recruitment, Retention & Relocation Allowances May Grant an Advanced Step When Hiring May Use DCIPS Step Increases Upon Reassignment/Lateral Movement May Change Progression Pattern to 5,6,7,8,9,11 and Offer 6 Month Promotions For Entry/Dev Level Positions in Prof/Admin Career Track Recruitment Incentives Should Usually Be Established Before Hiring Utilizes Same Health, Life Insurance and Retirement Programs as title 5, Competitive Service DCIPS pay tables are equivalent to the Competitive Service’s. DCIPS uses the same pay setting rules as the Competitive Service and supports liberal use of the higher previous rate rule to ensure employees receive the benefit of previously attained Federal salaries wherever possible. Purpose of Recruitment Incentives in DCIPS is to enhance hiring and/retention for: a. unusually high or unique qualifications; b. scarce skills; c. shortage category positions; d. remote / undesirable work sites; and, e. college recruitment. When to Use: a. Need must be clearly documented; and b. There must be a positive cost benefit (Pay only what is required). Approval authority is delegated to the MACOM Commander who may authorize re-delegation to line managers at the activity level. Delegation memos must be on file in the servicing HR organization. Foreign Language Proficiency Pay (FLPP) is not currently authorized in Army. Examples of Recruitment Incentives follow that may be used in combinations. Step Increase on Reassignment/Lateral Move (1 or 2 steps). If DCIPS to DCIPS, the move must be from outside the geographical area. Lump Sum Recruitment Bonus (recommend always use “lump sum” payment) Advanced Hiring Salary (above the first step in the pay table for the grade) “6 month” promotions through intervening grades (6,8,10) (recruitment and retention incentive for Interns only) See PERMISS article on DCIPS Recruitment and Retention Incentives at: DAMI-CP (IPMO)/Jan 2002

Coding and Storing Personnel Actions
Authority for Personnel Actions Differs from title 5, Competitive Service Number of DCIPS Unique Codes Used Some Personnel Actions Require Different Coding Practices There is an Additional Presentation Available on IPMO’s Website on Coding of DCIPS Personnel Actions Should Be of Interest to Civilian HR Specialists DCIPS Uses Orange Merged Records Personnel Files, SF66C The additional presentation can be found on the NIPRnet at: Coding is of primary interest to supporting Human Resource (HR) Specialists. Each DCIPS employee has an “official personnel file” maintained by their servicing Civilian Personnel Operations Center. DCIPS employees have their personnel documents stored in an orange Merged Records Personnel File (MRPF), SF 66C. An MOU between the Office of Personnel Management, the National Archives and Records Administration and DOD provides for: the ownership, maintenance and retention of personnel and medical records; the granting of access to, disclosure from, and amendment of these records; the exchange of personnel documents and data between several Privacy Act systems of records; procedures to be followed by the National Personnel Records Center when responding to requests for access to, providing information from or disposition of the records of separated employees; and consultation and cooperation in the establishment and revision of personnel processing and record keeping procedures which affect the MRPF. DAMI-CP (IPMO)/Jan 2002

DCIPS Separation/Downsizing
Work Force Projections VERA/VSIP Simplified RIF Aggressive Outplacement Local Vacancies DoD / Priority Placement Program Register Affected People & Vacancies Use Intel Option Codes Modified Process When Clearance Required Adjustment In Force (AIF) DoD Policy in Coordination Process Greater Mgt Control Targeted Impact Lower Overall Cost Less Disruptive to Mission Fewer People Affected D C I P S Voluntary Early Retirement Authority (VERA) and Voluntary Separation Incentive Pay (VSIP) are available/not available equally to DCIPS and Competitive Service employees. DCIPS stresses placement rather than displacement. DCIPS and Competitive Service employees do not compete against each other during a RIF. A Competitive Service employee cannot bump or retreat into a position encumbered by a DCIPS employee and vice versa. b There is only one round of competition in a DCIPS Reduction-in-Force (RIF) because of how Assignment Rights are determined. c DCIPS employees do not have “Assignment Rights” that result in chain reactions where one displaced employee displaces another who displaces another, etc. Instead, if a position is abolished, no more than two people will be impacted – the person on the position to be abolished and the person on the applicable Retention Register with the lowest retention, if different from the first person. The lowest person on the Retention Register is the one who will be displaced. See Chart 37 for retention groupings. DCIPS’ RIF method does have benefits - as listed above. Also: This system allows affected employees to be identified earlier so that more effort can be concentrated on placement assistance. Priority Placement Program (PPP)/CARE Program is a DCIPS entitlement if an employee has met the requirements of the Interchange Agreement (at least one year in a permanent position) or has personnel Competitive Status. This right includes referral of DCIPS employees to both DCIPS and Competitive Service vacancies because of either the Interchange Agreement or personal Competitive Status earned in a previous Competitive Service position. a More information on PPP is at chart 39. Adjustment in Force (AIF) policy is still under development, and is not expected to be used in Army in the foreseeable future. Information will be posted to IPMO’s websites as it becomes available. We will explain more about it toward the end of the presentation on chart 70. DCIPS Downsizing DAMI-CP (IPMO)/Jan 2002

SAME: DIFFERENT: RIF - DCIPS vs. Comp Svc Effort to Avoid Goals
Definition Retention Factors/Order Grouping by Comp Levels SAME: DIFFERENT: Some features are the same in DCIPS and the Competitive Service but there are two significant differences: Tenure Group Definitions and Assignment Rights. Tenure Group definitions will be discussed on the next Chart. Assignment Rights was covered in the Note Page for chart 35. Tenure Groups Assignment Rights DAMI-CP (IPMO)/Jan 2002

Competitive Area RIF Competition “BUMP/RETREAT” NO Competitive Level
Group 1 Permanent Trial Complete Group 2 In Trial Pd Group 3 Indefinite Temp > 1 yr Competitive Level Retention Register TENURE GROUP 1 Subgroup AD Subgroup A Subgroup B TENURE GROUP 2 TENURE GROUP 3 1. Tenure Group Definitions DCIPS Competitive Service Group 1 - Excepted Permanent - Group 1 - Career (Three years and over) - Permanent appt/Trial Period Permanent appt/Conditional complete completed Group 2 - Excepted Permanent - Group 2 - Career Conditional - Permanent appt/in Trial Period Permanent appt/Serving 1st 3 yr period Group 3 - Excepted Nonpermanent- Group 3 – Nonpermanent - NTE period greater than 1 year Terms (continuous) ** DCIPS does not have an “Excepted Conditional” appointment. 2. Subgroups - same definitions apply to both DCIPS and Competitive Service AD = Compensable Veterans (30%) A = Other vets B = Non-vets 3. Assignment Rights: One round of competition only. (See Note Page on Chart 35) “BUMP/RETREAT” NO DAMI-CP (IPMO)/Jan 2002 37 HOME PREV NEXT END

RIF Regulations & Information
5 CFR, Parts 351, 430 AR AR DAMI-CP Memo 92-2 dtd 4 Sep 92 “CIPMS” RIF Policies, Issues, Info DCIPS (CIPMS) REFERENCES CIPMS Memo #92-2 provides most-asked questions and answers. On the NIPRnet go to: DAMI-CP (IPMO)/Jan 2002

DoD Priority Placement Program
Largest Placement Assistance Program Change 91-1 Incorporated DCIPS Register Affected Employees for both Competitive and Excepted Services Register DCIPS Vacancies Changes 92-1, -2 Address DCIPS Issues Specific Option Codes for Intel & Security How to Handle Clearance Requirements Registering of DCIPS employees is an entitlement. Registering a DCIPS vacancy is a requirement. Option codes are available in the Priority Placement Program (PPP Manual - App D) to better describe employees and vacancies to help make better matches. If a clearance is required that is not possessed by the employee, the employee should be counseled about the applicable criteria and the average time required for adjudication. Of Interest to HR Specialists - When registering DCIPS positions/ personnel in ASARS: use the “CIPMS” option codes in Chapter 10 of the PPP Operations Manual for DCIPS 0080 or 0132 positions/ employees; and for all other DCIPS positions, use codes associated with those series. DAMI-CP (IPMO)/Jan 2002

DCIPS Management-Employee Relations (MER)
EEO / AA Labor Relations What Do You Want to Know?? Performance Management Recognition & Awards These are the main topics to be discussed in this section. No Labor Relations in DCIPS. All DCIPS employees are excluded from bargaining units by Law, Executive Order or by negotiations with unions. DCIPS utilizes and conforms to Army’s Total Army Performance Evaluation System (TAPES) policies and procedures but adds several important requirements for those in Career Program 35, Intelligence. DCIPS utilizes all of Army’s civilian awards, both monetary and honorary, plus a number unique to Intelligence. DCIPS maintains the right and opportunity of employees to present grievances for prompt and equitable consideration. DCIPS MER / Perf Mgt Grievances and Appeals DAMI-CP (IPMO)/Jan 2002

Labor Relations DCIPS Exempted From Federal Labor Relations Statutes Intelligence and Security Functions By Legislation Intelligence Commands By Executive Order Army Policy Excludes Employees in Recognized Bargaining Units from DCIPS Unions Cannot Officially Represent Army’s DCIPS Employees DCIPS positions are excluded from coverage in the Federal Government's Labor Relations program, based on the following: (a) Section 7112(b)(6), title 5, United States Code, which specifies that a bargaining unit will not be determined to be appropriate if it includes any employee engaged in intelligence, counterintelligence, investigative, or security work which directly affects national security. (b) Executive Order 12171, which specifically excludes the U.S. Army Intelligence and Security Command; the U.S. Army Intelligence Agency; headquarters, Department of the Army (HQDA), Office of the Deputy Chief of Staff for Intelligence (DCSINT); the Intelligence Center and School (ICS); and the Foreign Intelligence Division, Intelligence and Security Directorate, U.S. Army Missile Command. Successor organizations are also covered under the EO Exclusion in 1(b) above. Positions with unresolved bargaining unit status will not be converted to DCIPS in accordance with AR Union officials may represent DCIPS employees but not in their official capacity as a union official. DAMI-CP (IPMO)/Jan 2002

Performance Management
Total Army Performance Evaluation System (TAPES) Applies But Career Program 35 Employees Required To Have a Professional Development Objective in Their Support Forms Supervisors are Required to Have a Second Objective for Developing their Employees To Have Professional Development Be Considered at Mid-Point & in Annual Evaluations Army’s Performance Recognition Policy and Guidance Applies But DCIPS Adds: Exemplary Performance Award (EPA) Goal for Number Recognized (20-30%) Goal for Amount Spent (At least 1 and ½ to 2% of Salary Base) D C I P S With increased emphasis on continuing training and professional development it is important to note that TAPES provides an effective vehicle for documenting training objectives and accomplishments as part of the annual performance review and evaluation process. All CP-35 Careerists are required to have an objective to ensure continuous learning/growth and development to meet the challenges facing the Intelligence Community. This objective must be considered in the final rating. At least 75% of all objectives must be rated exceeded to receive an overall rating of Successful, Level One and 50% or more to receive Successful, Level Two. A rating on these objectives could impact the overall rating!! TAPES should be used to document training and professional development objectives and accomplishments for all/any DCIPS employee not just those in CP-35 There should be a direct correlation between TAPES performance objectives and the employee’s current job description. Remember that there is a block in each annual appraisal where the rating supervisory has to document that the employee’s job description is accurate. a If not, the supervisor should rewrite the Job Description and resubmit. Other DCIPS differences appear in the related area of Performance Recognition, discussed next. DAMI-CP (IPMO)/Jan 2002

Types of Performance Recognition
Non-Monetary Awards Lump Sum Base Salary Honorary Awards Army - DoD - Fed – Intel* Performance Award Special Act/Service Award On the Spot Award Time Off Award Quality Step Increase Exemplary Performance Award* Recommend aggressive use of Honorary Awards such as the: a Achievement Medal for Civilian Service; b Commander’s Award for Civilian Service; c Superior Civilian Service Award; or d Meritorious Civilian Service medal. Remember that Monetary Awards affecting base salary impact out-year budgets. Requests for monetary awards in excess of $10,000 for DCIPS employees requires HQDA approval and should be forwarded through IPMO. Exemplary Performance Award (EPA) is a two-step Quality Step Increase (QSI).. Must have three successive years where the annual rating is documented at Successful, Level 1. Must be in the same grade level but details and temporary promotions during the three years will not interfere. (Must start and finish at the grade level for which the EPA is being given). Can result in a constructed 11th or 12 step. Can also be an important Retention Incentive as well as a device to reward and recognize sustained highly superior performance. Some honorary Intel Community Awards are: a The National Intelligence Distinguished Service Medal (NIDSM); b The National Intelligence Medal of Achievement (NIMOA); c The National Intelligence Certificate of Distinction (NICD); d The National Intelligence Meritorious Unit Citation (NIMUC); and e The Intelligence Community Seal Medallion (ICSM). “Broad Scope Consideration” of Discretionary Compensation. Besides the most recent performance evaluation, supervisors may consider the following when determining what, if any, awards are appropriate: prior rating and/or recognition history; position in the career ladder; promotion history and eligibility; present compensation; type of position; level of responsibility; and/or organizational accomplishments. * DCIPS Specific DAMI-CP (IPMO)/Jan 2002

DCIPS Policy for . . . Grievances Appeals
Right and Opportunity to Present Grievances for Prompt and Equitable Consideration Free From Constraint, Coercion, Discrimination, or Reprisal DoD Administrative Grievance System (DoD AGS) Grievances Appeals 1. Grievances. Historically, a number of matters/issues have been excluded from Army’s Grievance system regardless of whether one is a Competitive Service or DCIPS employee. The most common exclusion are matters where another procedure has precedence, for instance: Personnel actions “appealable” to the Merit System Protection Board (MSPB); Revocation of a security clearance because they are appealable to HQDA, ODCSINT; Removals processed using DCIPS’ termination authority for National Security because they are appealable to the Secretary of Defense; and, Title, series and grade of a position because there is a separate DA appeals procedure. b DCIPS matters excluded from coverage by the DOD Grievance Admin. System are: Contents of DoD or DA-approved occupational guides and qualification standards; Standardized Factor Degree Descriptions; Performance standards; Denial or non-receipt of a DCIPS incentive; and Army’s DCIPS coverage policy 2. Appeals - Refers to appeals of serious personnel actions (e.g., suspensions over 14 days, removals) Excepted Service status often limits access to MSPB to those with Veterans Preference. Except for DCIPS preference eligibles with one year same/similar position, DCIPS employees are not covered by PL (MSPB). This 1990 act granted MSPB rights to many in an Excepted Service, but specifically excluded Intel/CIPMS-now DCIPS. Employees use the DoD Administrative Grievance System if excluded from MSPB. Classification Appeals stay within Army – Chief, IPMO is final appellant authority. Special Termination Authority – Used (rarely) when national security involved. These removals are appealable within DOD to the Secretary of Defense. DoD AGS Used Preference Eligibles May Appeal to MSPB: If One Year Continuous Service in Same/Similar Position Separate Classification & Special Termination Appeal Procedures in AR DAMI-CP (IPMO)/Jan 2002

Jurisdiction TYPE OF ACTION VETERAN NON-VETERAN Denial of
Within Grade Increase AGS AGS Termination During Trial Period None None Suspensions Over 14 Days, Demotion, Removal AGS refers to the DOD Administrative Grievance System. MSPB refers to the Merit System Protection Board. The key difference between DCIPS (and any Excepted Service personnel system) and the Competitive Service is between the rights of a Veteran and a Non-Veteran to “appeal” outside their Agency or Service when contesting severe adverse actions (suspensions over 14 days, etc) taken by management generally for conduct or performance infractions. Both the AGS and MSPB provide to employees a “re-look”/review of the personnel action that is in dispute but the AGS review stays within DOD. Both systems strive to be equally responsive/timely and equitable. MSPB AGS RIF MSPB MSPB DAMI-CP (IPMO)/Jan 2002

Training & Development (T&D)/Career Management
Key Tool in Support of Both Readiness and Army Transformation Assumes Requirement for Continuous Learning Should be Considered During Performance Management Process Include in Performance Objectives Required for Those in Career Program 35, Intelligence Goal of Investing An Amount Equal to 2-3% of Civilian Payroll in Civilian Training & Development Organization T & D Program/Plan Required Goal of Obtaining 2 Training Events Per Appraisal Cycle Per Employee To Include Correspondence Courses and Computer Based Training as well as Residence Based Training Labor market forecasts are for greater competition starting later this decade Fewer applicants will have previous military experience and fewer will have all the desired competencies. There is also expectation for more frequent changes in the competencies desired in our existing workforce that will require significant retraining. Many of our present “baby boomers” will be retiring leaving a significant gap that will become harder to fill. Prudent training and development now can prepare our younger workforce to replace our future losses. Career Program 35 now requires supervisors to consider what a careerist has done to improve their competencies during the performance appraisal process and during competitive appointments and promotions. It should be considered for all other DCIPS positions too. This positive reinforcement should help change the “culture” within organizations towards one embracing continual learning. b Training and development may be only one of the objectives in a careerist’s support form but under TAPES they must exceed at least 75% of objectives to be rated Successful – Level 1 and exceed at least 50% to be rated Successful – Level 2. Not exceeding this objective could hurt!! The DCSINT feels strongly that commands must find the resources to invest in civilian training and development. It may take, however, a number of years to build up to the required level of support. The goal for two training events per appraisal cycle per person has been established by the DCSINT specifically for Career Program 35 but should also be followed for all other DCIPS employees. Experience is often the best way to develop competencies. Special assignments or details should therefore also be considered and planned. DAMI-CP (IPMO)/Jan 2002

Training Opportunities
CPOC/CPAC Opportunities Universal Skills Annual Training Requirements (Security Awareness) Computer Based and Correspondence Courses Army Opportunities Core Leadership Training Sustaining Base Leadership and Management (SBLM) Program Career Programs (ACTEDS Plans) Intelligence Community Opportunities Intelligence Community Officer (ICO) Programs DOD Opportunities Defense Leadership and Management Program (DLAMP) The supporting Civilian Personnel Operations Center (CPOC) and/or Civilian Personnel Advisory Center (CPAC) will provide DCIPS organizations with information about training opportunities relating to universal skills such as briefing and writing techniques and automation skills. Training will be advertised on CPOC and/or CPAC websites. They, or each DCIPS organization, will schedule training that is annually required such as Security Awareness training. Army has a large section about Training and Development on their Civilian Personnel On-Line INTERNET/NIPRnet website at: Those in the Supervisory/Managerial Career Track are especially encouraged to complete the Core Curriculum of Army’s Leadership Training Program discussed on the next chart. SBLM is a key course for those in the Professional/Administrative Career Path. CPOCs/CPACs will also advertise these courses. Each Career Program in Army has its own Army Civilian Training, Education and Development System (ACTEDS) Plan that provides guidance on professional development and often identifies key courses. More information on ACTEDS plans is provided on charts 50 and 52. The ICO Programs and DLAMP are covered in greater detail in the next section. DAMI-CP (IPMO)/Jan 2002

Civilian Leadership Training Core Curriculum
(AR , Chapter 410/413) Policy & Program Development-OASA(M&RA) CCMODEL 06220 Mandatory EXECUTIVE MANAGER SUPERVISOR INTERN ILDC (Intern Leadership Development Course ) (on site) AODC (Action Officer Course) (Correspondence) SDC (Supervisory Development Course) LEAD (Leadership Education and Course) (on site) MDC (Manager OLE (Organizational Leadership for Executives) (Resident) PME I/II (Personnel Management for Executives) SES Training Conference (Resident) GO/SES Force Integration (Resident) CCL (Center for Creative Leadership) (Resident) EO/EEO Orientation APEX SES Orientation (Resident) GO/SES Communication Workshop (PAO) SUSTAINING BASE LEADERSHIP & MANAGEMENT (SBLM) at ARMY MANAGEMENT STAFF COLLEGE DEFENSE LEADERSHIP AND MANAGEMENT PROGRAM (DLAMP) SENIOR SERVICE COLLEGE “Core Curriculum” leadership training is designed to provide or improve Army “corporate” competencies, which include leadership and management skills, in the Professional/Administrative Career Path population. These requirements apply to all Army Career Programs and are required for ICO Designation and for graduation from DLAMP if the careerist is a Supervisor, Manager or Executive. a Some courses, such as ILDC and AODC are for interns, not just supervisors. Most of the “Core Curriculum” opportunities are either centrally funded or no cost. Army’s annual ACTEDS Training Catalog, with information on these opportunities, as well as many other opportunities for the Professional/ Administrative Career Path population, can be accessed on the INTERNET/ NIPRnet at: DAMI-CP (IPMO)/Jan 2002 48 HOME PREV NEXT END

Career Program (CP) Demographics
10, Civilian Per Admin (24) 11, Comptroller (121) 12, Safety Mgmt (3) 13, Supply Mgmt (53) 14, Contracting & Acquisition (28) 16, Eng & Scientist (Non-Construct) (25) 17, Material Maintenance Mgmt (34) 18, Eng & Sci (Construction) (9) 19, Physical Security & Law Enf (109) 22, PA & Communications Media (3) 24, Transportation Mgmt (1) 26, Manpower & Force Mgmt (34) 27, Housing Mgmt (2) 28, EEO (3) 31, Education Svc (1) 32, Trng (32) 33, Ammunition Mgmt (1) 34, Info Mission Area (IMA) (330) CP-35, Approximately 2,200 18 Other CPs Clearly CP-35 is the largest CP represented in DCIPS; however, it is important to note that DCIPS has employees and positions in the majority of Army CPs. Numbers are approximations. For HR Specialists and Supervisors: Extra effort is needed to ensure the GG-080, Security Specialist population is coded correctly since they can be in either CP-35 or CP-19! a. There are a few DCIPS employees in the 080 series that spend a predominate amount of their time in physical security or law enforcement that should be coded to CP-19. Effective Career Management in all CPs represented is needed to sustain and improve professionalism in Army’s Intelligence Community a. Each CP has a Army Civilian Training, Education and Development System (ACTEDS) Plan to assist in career planning. b. Some CPs, like the Intelligence CP and the Acquisition CP, have: established “required” competencies; and/or required training; and offer or require “professional certification.” DAMI-CP (IPMO)/Jan 2002

Purpose Of ACTEDS Plan Provide Army Managers and Careerists with Policy and Supporting Guidance for: Systematic Career Planning; and Development to Meet Present and Future Needs Blends On-the-Job Training with Formal Education, Classroom Training, Collaborative Distance Learning, Developmental Assignments, Self Development, etc. Results in Competent Careerist Does Not Guarantee Promotion ACTEDS: Is a road map for training and career progression; Covers Entry to GG-15 or “Senior” Career Levels; and, Supports resourcing of training and development from either the central funds controlled by ASA(M&R), the Functional Chief Representative’s (FCR’s) funds for competitive development, or from local funds. Continuous Learning. A major theme is continuous education and development. a The ACTEDS Plan respects all types of learning. Formal education or classroom training are only two methods of development. On-the-job training, developmental assignments and distance learning (computer based training or VTC based training) are just as important, if not more, important. Balance in learning methods recommended. A good balance between classroom training/education and experience is recommended. Expectation Management. Reasonable expectation after completion of ACTEDS requirements is greater competence/professionalism. a There is no guarantee of promotion but inability to keep up with peers in career development will become a handicap in competing for promotion. DAMI-CP (IPMO)/Jan 2002

Funding Sources FCR CDP Funding for CP-13:
Intel & Security Training Required by ACTEDS Where Commands Not Able to Fund ICAP/ICO Training Long Term (University) Training (LTT) Also Part-time University Training Professional Development Assignments OPM Ldrshp/Mgt Development Seminars Central HQDA Funding for All CPs: Intern Development Required DA Core Leadership Training DLAMP DA Local Trng Budget= 2 – 3% of salary base Three levels of funding, depicted above roughly in proportion to the total amount available, are: the Functional Chief Representative (FCR) Competitive Development Program (CDP); Central DA ACTEDS; and, Command or Local. Civilian training and development is a mission activity in the Intelligence Functional Area and a critical investment that is growing in priority. Each FCR has been given funding from ASA(M&RA) and each chooses how to spend it. The HQDA FCR Competitive Development Program (CDP) for CP-35 funds such competitive development opportunities as those listed above. These funds can be requested if local funding is not available. More information on the CP-35 FCR CDP can be found in Chapter 3 of the annual ACTEDS Training Catalog at: The FCR can fund a portion of the cost too, such as TDY, if that is all that is required. Check IPMO websites for competitive professional developmental opportunities and ICAP information / announcements. The monthly DCIPS/IPMO Update is also a good source of information. (See chart 79) Some Intelligence Community Officer Training (ICOT) can be funded by the FCR through competition – but there is not enough funding so that all may be centrally funded. Commands should be paying for a majority of this training too. NOTE: Costs for Intelligence Community Assignment Program (ICAP) relocations and two ICO training courses for all eligible Army careerists (regardless of career program) are programmed and budgeted by the CP-35 FCR. (DLAMP is accommodated separately by DOD and ASA[M&RA].) The two courses are the IC Orientation Course, which is usually taken when an employee is on an ICAP assignment, and the new, two-week Intelligence Community Officer Course (ICOC) when the careerist is nearly finished of all ICO Designation requirements. Commands Fund Bulk of Training Technical and Supervisory/Managerial DAMI-CP (IPMO)/Jan 2002

ACTEDS Plan for CP-35 Trng/Career Mgt CP-35 = ACTEDS Plans Promote:
(Those not in CP-35 may go to the ICO section that starts at Chart 83) CP-35 = Professional/Admin Positions in Primary Intel or Intel-Related Occupations/Series 132 080 1701/1712 Engineer & Science **Third Edition dated May 2001* Incorporates IC initiatives & Begins Culture Change Process Most Career Programs Represented ACTEDS Plans Promote: CAREER PROGRAM 35 (INTELLIGENCE) THIRD EDITION - May 2001 ARMY CIVILIAN TRAINING, EDUCATION AND DEVELOPMENT SYSTEM (ACTEDS) PLAN FOR Professionalism and Competency Attainment Structured Career Development Supports EO/Diversity Corporate Requirements. The ACTEDS Plan for CP-35 identifies "corporate" DA and “IC” training and development requirements needed to sustain and improve professionalism within the Army MI Community and the IC. Note what series are covered. CP-35 does not include either 086s, Security Clerks and Assistants or 134s, Intelligence Clerks and Assistants. Career Program Managers (CPMs) at MACOM HQs and Activity Career Program Managers (ACPMs) at installations are key players for counseling on career management and encouraging development. Recommend CP-35 population and their supervisors further study the ACTEDS plan and initiate career development activities. To view the ACTEDS Plan go to the ODCSINT Websites. On the NIPRnet go to: CP-35 ACTEDS Plan - Third edition (dated May 01) contains career development information resulting from a full assessment of career program coverage, career paths, competencies, and courses. It includes: Policy and supporting guidance for systematic competency-based career planning and development (with a greater emphasis on breadth of competency) Revised Career Areas and Specialties and updated Competency requirements. Incorporation of DoD and IC initiatives (DLAMP and ICO requirements) Linkage with personnel actions and organization planning/budgeting. Uses TAPES to document short-term training objectives and accomplishments. Factors competency obtainment/experience breadth and depth into competitive recruitment and placement actions. (See chart 27) e Common formats for documenting/certifying competencies. DCIPS Trng/Career Mgt DAMI-CP (IPMO)/Jan 2002

Intelligence Community Career Management Policies
Key General Policies Emphasis on Responsibility of Careerist for Career Progression Training, Education & Development Should Balance Experience Competency Vs Training Course Emphasis New Model for Career Development A Detailed Presentation on the ACTEDS Plan Can Be Found at: The sign post model for career development acknowledges that: there are neither single progression paths nor single development options within the Intelligence Community, but rather there are multiple paths and options; and that more and more careers will be in multiple agencies and services rather than just one. Careerist Responsibility. The careerist has primary responsibility for their own career progression. It is management’s job to assist in their planning for career development and ensure at least the competencies required of the present job are attained and maintained. Balance Experience with Education and Training. Experience is the primary way most employees have obtained and maintained competencies. Experience alone, however, generally cannot ensure full perspective and detailed competency has been obtained. Competency Focus. The objective is to obtain and maintain competencies, not just attend courses. Courses are just one means to an end - competency. Recency of training and education should be considered in the review of competencies. Many competencies will require regular update. Civilians Differ From Military. a Civilians are relied upon for their “specialized” expertise. This expertise is often significantly deeper in comparison to military. b Officers have MOS producing courses and key career level courses. Civilians have a few “mandatory” short courses but mostly they have a large array of course choices with varying relevancy to their current positions and careers. Most funding for military training comes from a central fund and much of military training is performed between assignments so it does not distract from an organization's mission. Civilian training and development differs because it is always done on the organization’s time and generally with the organization’s dollar. DAMI-CP (IPMO)/Jan 2002

ICO Designation will Impact Intelligence Executive Positions
Beginning in FY2002 Specified Community Training Curriculum Community Experience and Perspective The IC leadership is committed to fostering change that supports a broadened, externally focused community workforce. Intelligence Community Officer (ICO) Designation should be a key goal for those who aspire to the highest ranks. It should also be important for all careerists desiring to become successful when operating/interacting at the Intel Community level. Achievement of ICO designation requires completion of three categories of requirements: Component career/professional development requirements. Army-specific requirements are delineated in ACTEDS Plans. ICAP or equivalent (ICAP-E) rotation experience. Affects DCIPS employees at or above the GG-13 level, however, high potential GG-12s can be considered for ICAP assignments on an exception basis, but not for ICAP-E. Career planning should incorporate this competitive professional development opportunity unless the careerist has at least two years of experience (at/above GG13 or equivalent) in another Intelligence component. If they have that experience they can apply for ICAP-Equivalent (ICAP-E) experience and, if approved, will not have to complete a separate ICAP assignment. ICO prescribed training curriculum. The “final” Intel Community Curriculum Guide is on our INTELINK-TS and SIPRnet websites. (See also chart 56) Component Career/Professional Development (Army - ACTEDS) 54 DAMI-CP (IPMO)/Jan 2002 HOME PREV NEXT END

ICO Directives (DCI and DoD)
Key Points: Must Incorporate ICO Programs Into Senior Level Development Policies and Programs Parent Agencies Certify ICO Designation, and Validate ICAP-Equivalent Assignments Phased Implementation: FY02: ICO Designation = Required Review Factor for Executive Recruitment FY03: “Lessons Learned” Review and Adjustment FY05: ICO Designation Mandatory for Executive Positions Unless Written Waiver Granted by Agency Head (Secretary of the Army) FY02 begins the requirement to consider ICO ( but not require) designation when filling Defense Intelligence Senior Executive Service (DISES) positions. The Intelligence Community has established FY02 as the first of two milestones for requiring Intelligence Community Officer (ICO) Designation to be considered during competitive recruitment actions when filling DISES positions. Senior Leaders, as well as interested careerists, need to begin planning immediately to meet the new realities. If commands have not ensured that their careerists have had an opportunity to achieve ICO Designation and if the careerists have not invested their time to acquire ICO Designation, then Army’s DISES positions will begin to be filled more and more by other IC component’s careerists. FY05 is now planned to be the year when ICO Designation will be a requirement for consideration for SIES/DISES positions. DAMI-CP (IPMO)/Jan 2002

Intel Community Officer Training (ICOT)
PURPOSE: Develop a Community Perspective and Strategic Outlook; And Diverse Skills Grounded in Multiple Disciplines Across the Intel Community Equivalencies Allowed Concurrent ACTEDS And ICOT Credit As Appropriate Final Guide: 10 Weeks / 6 Categories + ICOC Natl Security & Intel Issues (1 Wk) Leadership & Management (3 Wks) CI, Security, IA and D&D (1 Wk) Production & Analysis of Intel (1 Wk) Collection, Sources & Processing/Intel (1 Wk) Impact of Technology across IC (1 Wk) Intel Community Officer Course (ICOC) (2 Wks) (On-line Procedures to Obtain Credit on JWICS & SIPRnet) The final Curriculum Guide was developed from an IC-wide “needs assessment” that included interviews with Community Senior Leaders and top management. competencies/characteristics/attributes were identified as critical: Integrity/Honesty Team Building Intel Expertise Decisiveness Creativity/Innovation Vision Calculated Risk Taking Partnering Strategic Thinking Problem Solving Accountability Influence/Negotiate External Awareness Customer Service Communications Interpersonal Skills Technologic Competency Cultural Awareness Ten weeks is the minimum requirement for the designated training or education. Equivalencies may be considered for previous training and education courses. Completion of ICOT can be documented on line. See NIPRnet site at: DAMI-CP (IPMO)/Jan 2002 56 HOME PREV NEXT END

Contributes to ICO designation
Services NSA DIA NIMA OSD CMS CIA NRO DPMO DOE NSSA FBI Others GG-12* and above Contributes to ICO designation Functional endorsements, competitive selections All series / Career Programs possible 2 year “out-of-Army” Detail assignments (Documented by SF50) Host funds: Assignment-specific costs Parent funds: Salary / Perf Incentives HQDA funds: TCS / IC training Army policy has recently changed to permit consideration of high potential GG-12s on an exception basis. Knowledges, Skills and Abilities (KSAs) for ICAP vacancies are important and all applicants should be sure to adequately address them in their applications. (Competition for positions crosses all IC Agencies and Services.) Up to five candidates can be referred from each component for each announced ICAP position. Each careerist can submit up to three applications per cycle. Selectees are detailed into the Host agency and remain on Parent agency roles for the period of assignment. a Details will be documented and that documentation placed in the official personnel folder, SF66C. Temporary Change of Station (TCS) is used for Army relocations required by ICAP. ICAP assignments will not be required for individuals who can demonstrate they have previous equivalent experience (gained while on rotational assignments to other agencies - or - thru permanent qualifying assignments at two different agencies.) These individuals can request ICAP Equivalency (ICAP-E) be granted. Army employees can now submit their ICAP applications on-line from all three ODCSINT/IPMO websites (NIPRnet, SIPRnet and JWICS). Guaranteed return to Army - generally to the same location / position Program expansion planned *GG-12s if High Potential DAMI-CP (IPMO)/Jan 2002 57 HOME PREV NEXT END

Management Considerations
Must Balance Mission Requirements With Career Development Goals and Objectives Obligation to Professionally Develop People At Some Point, “No” Is Not an Option Backfill Costs and Challenges No Additional High Grades / Work Years Use Hire Lag Dollars / Work Years Post-ICAP Reintegration Plan Required Long Term ICAP Planning Strategies Best Option = IC ICAP in First, Then Army Employee Out; Plan Ahead 2-3 Years Cautions Timing / Relevancy Important to Endorsements Can Non-Concur, but Must Forward to HQDA Mission requirements should always be considered. In addition: Is this the right time for this assignment. Planned Action Required – Take action to get an “ICAPer” into your organization before an employee asks to be released to go out on one. Submit ICAP position nomination once you know someone in your organization is interested in applying for ICAP so you can have overlap You get Free Help for those coming into your organization on an ICAP - No billet is required - No salary costs to your organization!! Don’t just submit position nominations – Market, Market, Market! Get out there and help market your organization and positions!! Also participate in ICAP Job Fairs (IPMO will notify CPMs when these are planned). The ADCSINT at HQDA makes final decisions on endorsement/non-endorsement. Even non-endorsed applications should be forwarded to the Intelligence Personnel Management Office. 58 DAMI-CP (IPMO)/Jan 2002 HOME PREV NEXT END

Employee Considerations and Cautions . . .
Is ICAP for You? You Are a DCIPS Employee, GG12 or Above You Have Career Goals at or Above GG14/15 in the IC or You Want to Broaden Your Expertise You Have Achieved Army ACTEDS Objectives for Your Career Program or Career Specialty You and Your Organization Would Benefit From a Broadening Assignment External to Army You Value Career Planning and Professional Growth Are You Willing to Commit to a 2-3 Year DETAIL?? Are You Actively Seeking Near-term Promotion or is Retirement in the Near-term? Are You Geographically Mobile? Can You Accept Required Conditions of Assignments (E.G., Polygraph for Some Positions) ICAP requires a commitment from you: For continued service. An ICAP assignment is probably not appropriate if you will soon retire after the assignment. b For completion of the assignment. An ICAP assignment is probably not appropriate if you will be actively seeking or receiving a promotion during the ICAP assignment that would require you to terminate the ICAP assignment early. Consider what this assignment will require of you and/or your family. Try to think of “issues” before you apply; not after you have been selected and you have accepted. DAMI-CP (IPMO)/Jan 2002 59 HOME PREV NEXT END

“Out of Sight Out of Mind”
NOT  ICAP Requires Admin MOA for Each Assignment Detailee Performance Appraisal Completed by Army Rules (Parent & Host Organizations Cooperate) Selectee Eligible for Performance Management Incentives (Parent Organization Budgets and Approves) Guaranteed Return to Army Generally to Same Locale and Same or Equivalent Position ICAP Recognized As a “Positive” by IC, Army, Career Program Memoranda of Agreement (MOA) are negotiated between IPMO and the Host Agency or Service. An MOA is critical so that each agency and the participants are aware of their individual responsibilities. Don’t leave home without a MOA!! 60 DAMI-CP (IPMO)/Jan 2002 HOME PREV NEXT END

ICO and DLAMP Structural Comparability
DISES DLAMP Positions Open Process Employees self-nominate for ICO components  Apply for ICO designation when all requirements met ICO Training ICAP or Equivalent Assignment Service/Agency Requirements Rotational Assignment Leadership/ Management Closed Program Employees initiate application to DLAMP and then complete program components Prof Military Ed (PME) As stated earlier during our discussion of ACTEDS, CP-35 incorporates both ICO Designation programs and DLAMP. a DCIPS careerists may participate in one or the other - or both – depending upon their ultimate career objectives (IC vs. DoD or title 5); and, therefore, should carefully consider their options. Both the ICO Designation process and DLAMP are designed to develop broader perspective and expertise. Both are intended to better prepare careerists to assume leadership positions in their respective communities - but they take different approaches and have different objectives. As this chart shows, attainment of ICO designation is an “open” process, driven by careerist self-nomination in all categories. DLAMP, on the other hand, is a “closed” program. Careerists apply just once to enter - and are then guided by an individual development plan that includes meeting requirements in each of the program’s categories. Program completion can take six or more years. As planned, ICO Designation may be mandatory for DISES positions beginning in 2005. a Although not required for other positions, logic says this Designation will be a positive factor for candidates who achieve it. DLAMP graduates will receive some type of priority consideration for designated Non-Intelligence “DLAMP Required” positions in DoD (grade 14 and above) that become vacant. Successful completion of this program should result in “enhanced responsibility” for the participant in the same or different position but not necessarily a promotion. OSD has exempted DCIPS “GG” positions from the requirement to give priority placement consideration to DLAMP participants. OSD has just significantly restructured DLAMP. Expect changes to this comparison when additional information is received from OSD. Service/Agency Requirements ICO designation required for DISES promotion eligibility in IC (DoD and non-DoD) DLAMP participants given first consideration for Specified Non-IC “DLAMP” Required positions that are “GS”-14 and above DAMI-CP (IPMO)/Jan 2002 61 HOME PREV NEXT END

Potential Portability
ICO Designation DLAMP Management ICO Training & Service/ Agency Requirements Are Generally Portable But ICO Training and DLAMP Mgmt Training are Not Except for a Few Leadership & Mgmt Training Courses ICO Training Service/Agency Requirements Prof Mil Ed (PME) Service/Agency Specifics General Portability in Both Directions but Less with PME and DLAMP Mgmt Management As this chart shows - there is variable portability between these two sets of programs. (The degree of portability will likely change under DOD’s new restructuring of DLAMP) ICAP’s two-year rotational assignment is portable to DLAMP because it meets the intent of a broadening rotational assignment and is more than the required length. The DLAMP rotational assignments are not necessarily portable into the ICO process because they may not meet the type of broadening intent. If the type of assignment is acceptable, it will be only partially portable because of its one-year It is possible that a DLAMP rotation combined with other acceptable experience (ICAP or equivalent) could be credited under ICO designation requirements as equivalent assignments (ICAP-E) Army’s specific “requirements” should be fully portable between the two since they are both the same – The requirements in the appropriate ACTEDS plan. A Careerist in the Supervisory/Managerial Track must complete Army’s Core Leadership Training curriculum for ICO Designation and DLAMP. PME and specified ICO training are generally not portable back and forth because of the differences in the objectives for which they are designed to train/ educate. Service/Agency Requirements ICAP is Fully Portable to DLAMP But DLAMP Assignments DO NOT Meet Full ICAP Requirements ICAP or Equivalent Assignment Rotational Assignment 62 DAMI-CP (IPMO)/Jan 2002 HOME PREV NEXT END

Differences Between DCIPS & the title 5 Competitive Service
Title 10, Excepted System Managed by OSD, Not Office of Personnel Mgmt (OPM) By Legislation - Converting to a DOD-Wide Intel Personnel Management System MACOMs Given Option for Central DCIPS Servicing from One Service Team Due to Extent of Excepted Service System Differences Compensation Programs - Additional Tools like Exemplary Performance Awards (Equivalent to a Two-Step QSI) Training and Development - Participates in Defense Leadership and Management Program (DLAMP) But Not Required to Give Priority Consideration for Placement - Supports the Intel Community Officer Designation (ICO) Programs to include the Intel Community Assignment Program (ICAP) and the Intel Community Officer Training (ICOT) Program Grievances and Appeals (Mgmt-Employee Rel) - Full Access to DOD Admin Grievance Procedure (AGS) - Limited Appeal Rights to Orgs Outside of Army - Special Termination Authority for National Security & Separate Classification Appeal Procedures Automation/Coding/Reports/File Storage - Separate Authorities, Codes and Processes Used for Processing Personnel Actions - Orange MRPF, SF66C Position Classification and Management - Career Paths & Grade Banded System - Separate Classification System and Standards/Can Result in Different Grades Staffing - Direct Hire Authority and Separate Approach to Veteran’s Preference - Separate Qualifications Standards for 080s &132s - Trial Periods Instead of Probationary Periods - Noncompetitive Grade Band Promotions - More Effective RIF Procedures - Portability Provided Through Interchange Agreement with OPM and Competitive Service Senior Programs - Separate DOD-Controlled Senior Intelligence Executive Service (SIES) and Senior Intelligence Professional (SIP) Programs This chart can be used to review how much you have learned. If you do not understand a subject, return to that section and review. If you have downloaded this presentation to your hard drive as a PowerPoint presentation, you can also use PowerPoint’s “Find” feature under the Edit button to search for all the discussions that concern a specific subject. You can learn more about “Centralization” of HR servicing starting at chart 64. DAMI-CP (IPMO)/Jan 2002

HR Servicing Relationships (What to Know and Where to Go)
CPAC / CPOC Advise, Assist, Complete Process Manager / Supervisor Provides Substance, Initiates Actions RESUMIX ?? Job Description Skills Eval Perf Job Information (What Is the Work?) Skill Types and Levels (What Is Needed to Do the Work?) Candidate Types/Sources (Staffing) Perf Management/ Awards/Recognition Ensure Requests Complete Communicate Issues, Impacts & Expectations Verify Plan, Scope & Timelines Complete Process and Document Relationships between the functional and HR communities are important. a It is important for supervisors to understand how the system works and the important role they play to make it work effectively for their organizations. b Employees also need to understand how the system works - and who services them whether or not their servicing is “regionalized” or “centralized.” We will now discuss the changes in current servicing relationships in the next few charts. DAMI-CP (IPMO)/Jan 2002

National Capital Region
DCIPS Strength By Region as of MAY 2001 (Army DCIPS = 3,722) (Army Civilians = 197,949) (6,971) (23,019) (33,247) (10,607) (28,595) (20,107) (17,802) National Capital Region (30,473) As you can see from the chart from last May, DCIPS positions/employees are scattered around the world. Some locations have high concentrations but most do not. Army DCIPS obtains its personnel servicing from Army’s existing personnel centers. Army provides personnel servicing by region. Each region has a large Civilian Personnel Operations Center (CPOC), shown above, and generally each geographic location/installation has a Civilian Personnel Advisory Center (CPAC). The CPOC processes actions for the CPAC and the CPAC provides advice and assistance to managers and employees. The ODCSINT believes that centralizing DCIPS servicing will improve servicing as it would permit the servicing personnel organizations to develop an expertise with both DCIPS and Intel. The National Capital and the Southeast Regions have closed or are closing. The remaining “regions” are being realigned in accordance with another Army-wide initiative to establish five regions that will provide many different kinds of common services, not just HR servicing. (1,854) (25,274) 70+ Pacific Fort Richardson, AK Europe Seckenheim, Germany Korea Taegu, Korea 50+ North Central Rock Island, Arsenal, IL Southwest Fort Riley, KS West Ft Huachuca, AZ 175+ Northeast Aberdeen Proving Ground, MD Southeast Fort Benning, GA South Central Redstone Arsenal, AL Natl Cap Region Ft Belvoir, VA 425+ 375+ 125+ 225+ 60+ 325+ 1850+ 65 HOME PREV NEXT END

Two Types of DCIPS Servicing
Regionalized Local CPAC & Their Region’s CPOC Often Local Access to CPAC Minimum DCIPS & Intel Expertise DCIPS Orgs in CONUS Not Volunteering for Centralized Servicing 1,900 Going to 1,400 Centralized One CPAC & CPOC Wherever in CONUS Access to CPAC by , VTC, Fax, Phone DCIPS & Intel Expertise CONUS Volunteers Only 1,800 Going to 2,300 West CPOC and Ft Huachuca CPAC There were approximately 1,800 DCIPS positions/employees serviced centrally out of Washington DC for the last few years. CONUS organizations have to volunteer for “centralized servicing.” The Army is not yet ready to centralize OCONUS operations but may be able to do so in the future. Some organizations did not volunteer because they wanted their CPAC to be co-located or they wanted their CPAC and CPOC to be the same as their parent organization’s. The significant drop in the number of personnelists in the CPAC that precludes a lot of face-to-face contact and the significant increase in automation and communications tools for HR management is making co-location of CPACs less important. The West CPOC at Ft Huachuca and the Ft Huachuca CPAC have been chosen to provide “centralized” service to volunteering DCIPS organizations. They have taken over servicing for those that were centrally serviced by the National Capital Region and will take over those centrally serviced by the Southeast in February 2002. a By the Spring of 2002, approximately 60% of all DCIPS positions will be serviced centrally from Ft Huachuca. DAMI-CP (IPMO)/Jan 2002

Ft Huachuca Servicing Inventory Based Recruiting
“Open Continuous” Job Announcements, Instead of Announcements for Each Position, Streamlines Process One Resume for Consideration of Any Positions Filled by the Open Continuous Announcement through RESUMIX Software GG-14 and Above Positions in CP-35 Continue to Use Individual Vacancy Announcements Three Page Resume Required and 32 Supplemental Questions in Application Kit Can Track Using ROAR (RESUMIX Online Applicant Response) The West Region Civilian Personnel Operations Center (CPOC) uses an Inventory Based Recruitment Method that requires submission of only one resume to receive consideration for positions covered by an Open Continuous Announcement. Their goal is to establish a robust inventory of candidates for the types of positions they fill so that referral lists can be developed and issued faster in response to management requests. For a time, there will be a combination of individual announcements and open continuous announcements to accommodate immediate needs as the West CPOC builds its applicant inventory. However, within approximately 60 days, most individual announcements will be eliminated except for GG-14 and above positions that required individualized treatment to meet outreach and affirmative action objectives. Application and announcement information, to include status tracking through ROAR, is available at the West Region website at or through CPOL at The use of Open Continuous Announcements will take some readjustment. If a careerist does not already have a resume in the system by the time the personnel action is being submitted for fill, they will probably be too late. To help streamline the application and referral process, they West Region is asking those interested in civilian employment, or reassignment, or promotion to submit a three page resume and answers to 32 supplemental questions in accordance with guidance provided at their website. Every careerist should submit a resume to at least ensure consideration for competitive promotions. DAMI-CP (IPMO)/Jan 2002

Ft Huachuca Serving CPAC
Martha Bertolette–MER (Incentive Awards) (520) DSN Pat Morris – (Ft. Meade) (301) DSN Ms. Maureen Finn – NGIC (Charlottesville) 804) DSN – Ms. Mary Sebero – HQINSCOM – (Ft. Belvoir) (703) DSN: Albert K. Buhl – Director, CPAC (520) DSN Gene Fitzpatrick – Staffing (520) DSN Jessie Nacis – Staffing (520) DSN Vicki Brown – MER (520) DSN The West CPOC’s website contains important information in addition to information on position vacancies. It can be accessed either at: or DCIPS employees and their supervisors normally deal with the CPAC. See above for contact information. If the CPOC must be contacted, the principal POC for the CPOC is Ms Cathie Callaway, Chief of the Customer Focused Division. She may be contacted at (520) , DSN or at DAMI-CP (IPMO)/Jan 2002

Intelligence Personnel Reform
CMS DIA CIA OSD STATE NIMA MARINE CORPS ARMY AIR FORCE NAVY DepSecDef NSA FBI DCI NRO DoD / IC Intelligence Personnel Reform Intelligence Personnel Reform Why ? DepSecDef and DCI Want IC Reform to -- Maximize Community Responsiveness to Missions and Customers Create a Community Work Force That Is • Flexible • Enriched • Externally focused What ? DoD Intel legislation IC-Wide Policy Reform Initiatives –– ICO Designation Programs (ICAP, ICOT & ACTEDS) DoD Thrust Initiatives (New-1999) Joint Intelligence Virtual University CIPMS was our system for the past ten years, and many/most people became accustomed to it, so why did Army and DOD have to change? In 1996, the Deputy Secretary of Defense and the Director of Central Intelligence (DCI) jointly agreed that Intelligence Personnel Reform was needed for the reasons listed above. They convened the Defense Intelligence Executive Board (DIEB) (see membership above), which approved pursuit of legislation for DoD, and policy reform initiatives that would apply across the entire community a. Army’s representative to the DIEB was the Secretary of the Army SIDE NOTE: Some may remember the Broadbanding initiative Army and the other Services were pursuing as part of CIPMS Redesign. (It was to be implemented beginning in Oct 97.) This effort was tabled as the result of the broader community personnel reform. Broadbanding may be a part of our future – but only after Community Reform is in place. We’re monitoring progress of a pilot program being implemented by NIMA. Stay tuned … DAMI-CP (IPMO)/Jan 2002 69 HOME PREV NEXT END

Legislation/Policies (Moving from CIPMS to DCIPS)
PL : Signed Repealed Former Governing Statutes (CIPMS, NSA, DIA) - added NIMA Authorized Defense-Wide Intel Personnel Policy CIPMS (MilDepts-10 USC 1590) Key regulations DoD M AR ** (Update in Progress) Key Features ** Functional/Personnel Partnerships Increased Flexibilities Simplified Processes Dynamic Not Static ** Will Continue Under DCIPS DCIPS (DoD-10 USC 1601) Key Regulations/guidance -- DoD Directive - 19 Mar 99 -- DoD Impl Memo - 20 Jul 99 -- DoD DCIPS Policy/Regs in Progress (DoD M / Stay Tuned . . .) New Features Mirrors CIPMS Policies and Adds: -- Adjustment In Force (Like RIF / Emphasis on Performance) -- Time Limited Appts (NTE 2 Years / Specific for Crisis or Surge) -- Senior Programs for Execs and Tech Experts Renamed (DISES / DISL) Legislation is specific to DoD, and does not extend to other Federal IC agencies. PL repealed our statute and those governing DIA and NSA; adds NIMA (National Imagery and Mapping Agency) and puts all DOD Intelligence under a single piece of legislation for determining personnel policy. Created the Defense Civilian Intelligence Personnel System (DCIPS) which is applicable across the DoD Intel Community. Codified in 10 USC “CIPMS”and DCIPS will co-exist for a time until directives and regulations are developed and implemented for DCIPS. AR continues to apply. Army MI will continue to belong to Army, but our rules will be more similar to the other components. The new DCIPS will model CIPMS, but will also add a few new features such as Adjustment-in-Force (AIF). a AIF is a realignment or downsizing tool similar to Reduction-in-Force (RIF), but places greater emphasis on performance. b Rules are not yet finalized - Stay tuned for more info. DAMI-CP (IPMO)/Jan 2002 70 HOME PREV NEXT END

Revitalize/Reshape The Workforce Thrust
Ten Tenets 1. Policy and Legislation 2. Recruitment and Retention 3. Diversity 4. Skills Data Base/Future Force Projections 5. Develop Flexible Federated Organizational Structure 6. Training, Education and Development 7. IC Career Management Programs 8. Leadership Accountability 9. Integrate the Reserves 10. Team With Academia Revitalize/Reshape the Workforce Thrust Initiatives were established by direction of the Director, DIA. A Senior Steering Group (SSG) chartered for the Thrust develops strategies to meet future challenges. b The Army’s DCSINT was appointed Chair of the SSG. Basic assumption is the DOD Intel Community can accomplish more together than each agency and service working separately. Ten Tenets or Areas for Action are listed above. Some highlights are: Diversity is an underlying theme behind reform. Good business practices require an improved diversity posture. Joint Recruitment. There is a standing DoD/IC Working Group serving as a community strategy/process forum that can leverage resources for improvements (such as an internet site/recruit database that will give better access to candidates) Training/Education/Development (recognized need for additional $$) Increase use of Joint Military Intelligence College (JMIC) Bachelors of Science in Intelligence (BSI) and Master of Science in Strategic Intelligence(/MSSI) degrees; Establish a DoD IC career management home page; and, Emphasize the Joint Intelligence Virtual University (JIVU) as the core DoD IC on-line training delivery system. More on JIVU is on the next Chart. Policy. The Defense Civilian Intelligence Board (DCIB), with executive-level members from across the DoD IC components, will serve as the primary forum for ensuring appropriate leadership and direction for development and implementation of cross-cutting initiatives and programs. They will blend efforts when possible with those stemming from the DCI’s Strategic Intent. The ADCSINT is Army’s representative on the DCIB. Reserve Support. Facilitate peace/crisis remote or virtual Intel support to gaining commands and ensure flexible surge response capability. Future Force. Project composition/skills using commercial off the shelf software; develop strategic vision of future DoD IC missions/function. DoD: - Personnel Reform - Thrust Initiatives DCI: - Strategic Intent DAMI-CP (IPMO)/Jan 2002

Key Initiatives Revitalize/ Reshape The Workforce Thrust
IC Recruitment Website (INTERNET) Collaborative IC Recruitment Initiatives Diversity Focus Joint Intelligence Virtual University (JIVU) ICO Designation IC Career Management Website The IC Website will be an additional source to market Army MI and civilian occupations and vacancies. The Intel Community had two collaborative recruitment efforts in FY01 and expects four in FY02. Diversity concerns are integrated in most Tenets. JIVU has 130+ Intel courses already, plus hundreds of universal skill, management and automation courses. JIVU is now operational on both DIA INTELINK-TS/JWICS and INTELIK-S/ SIPRnet. The SIPRnet address is: ICO Designation programs are incorporated within the Thrust. The IC Career Management Website will be on JWICS/INTELINK-TS and possibly SIPRnet and offer a single portal to obtain career management guidance. DAMI-CP (IPMO)/Jan 2002

Pending AR690-13 Revision – New Policies
Replacement of the SIES & SIP by DISES & DISL Required by New DCIPS; Replacement of Tri-Service CIPMS Policy on Employment With DoD-Wide DCIPS Policy New Adjustment-in-Force (AIF) for Force Shaping Integration of New ACTEDS Plan for CP-35 Requirement to Consider Professionalization During the Performance Management Process And When Making Competitive Selections/Promotions; Anticipate finalizing and publishing the AR revision in FY02. Project the first DOD Chapters on DCIPS will be on Senior Programs, Employment, and Adjustment-in-Force. DAMI-CP (IPMO)/Jan 2002

Pending AR690-13 Revision – Updates
CIPMS to DCIPS & GS to GG Organizational and Discretionary Coverage Guidance GG Positions Grades Based Only on the CIPMS Primary Grading Standard (PGS) or Army Occupational Guides (AOG) Incorporates Interchange Agreement Second Level Approval Required When Granting Veterans Preference in Hiring Actions 180 Day Waivers Approval Delegation to MACOMs DCIPS Grade Band Promotions Criteria Allow for the Army’s Regionalization/Centralization of HR Servicing Manager Given Authority to Select From Either an ACCES or Resumix Referral List. Goal of 20-40% recognized with Performance Awards instead of 20-30%. These next charts also serve as another review of much of what has been presented to you in this presentation. Day waivers not required during the current National Emergency. Will clarify Grade Band Promotion criteria so that employees can be promoted from anywhere within Army. DAMI-CP (IPMO)/Jan 2002

Pending AR690-13 Revision – Clarifications
Overseas Tours Can Be Required Administrative Return Rights Should Be Granted Spouse Preference and the Family Member Program Does Not Apply to DCIPS Re-Titling of the Step Increase on Reassignment Incentive to the Step Increase on Lateral Placement Clarification of What Can Be Appealed and What Can Be Grieved Through DOD Grievance System Addition of Management Control Checklists Will clarify that Overseas Tours can be required in a similar manner to those required in the Competitive Service. Will clarify that Administrative Return Rights should be granted to Army’s DCIPS employees that accept an OCONUS DOD position with a tour restriction. DAMI-CP (IPMO)/Jan 2002

ODCSINT WEBSITES I see you going to these Websites for
CIPMS/DCIPS Information... Internet / ODCSINT (DAMI-CP) Intelink-S / ODCSINT (DAMI-CP) Intelink-TS / ODCSINT (DAMI-CP) Staff Listing Chief/Revitalize & Reshape the Workforce Richard Intel Personnel Reform/Policy/Centralization/Staffing Joyce Grignon – Info Mgmt/Legacy & Modern DCPDS/Special Projects/Staffing Yolanda Watson – Senior Programs/Classification/Performance Mgmt/Staffing Lee Ann Eudaily – Career Mgmt/Training/Force Projections Tim Burcroff – ICAP/ICO/CP-35 ICO Programs/Interns/FCR Competitive Training Rita Noll – DAMI-CP (IPMO)/Jan 2002

DCIPS PERMISS Articles –http://cpol.army.mil/permiss/index.html
Responsibilities of ACPMs Responsibilities of MACOM Career Program Managers (CPMs) Intelligence Community Office (ICO) Designation DCIPS and the Defense Leadership and Management Program (DLAMP) Classification Applicability of OPM Classification Standards to DCIPS Positions DCIPS Classification Structure DCIPS Career Paths DCIPS Grade Bands DCIPS Dual Track Career Progression Interpolation of Factor Degree Description Points Examples of Interpolation of Points Assigned to Factor Degree Description Employee Relations Performance Management Performance Recognition and Incentive Awards Exemplary Performance Award (EPA) Grievance and Appeal Rights DCIPS Termination Authority Documenting and Approving Awards Intelligence Community Awards DCIPS Exclusion From Labor Bargaining Units DCIPS Excluded from Labor Relations DCIPS Training & Career Management Responsibilities of Careerists for Career Management in CP 35 Responsibilities of Supervisors ASA(M&RA) maintains a website at with a wide variety of information on civilian human resource management information. One of its key reference tools is its Personnel Management Information Support System (PERMISS). PERSMISS has a large number of short articles on a wide variety of HR topics. DCIPS has its own section!! The current subsections and titles of articles are given above and on the next page. Go to: The DCIPS Section of PERMISS should become a key information resource for you. Mark its location as a “Bookmark” or as a “Favorite.” DAMI-CP (IPMO)/Jan 2002

PERMISS Articles (Con’t)
DCIPS Recruitment & Retention Retired Military Waiver for DCIPS Positions (Obsolete) Details and Temporary Promotions In DCIPS Conditions of Employment - DCIPS Career Referral for Non CP-35 Positions in DCIPS DCIPS Recruitment and Retention Incentives DCIPS Advanced Hiring Salary DCIPS Step Increase On Reassignment DCIPS Existing Personnel Flexibilities & Authorities DCIPS DCIPS Employee Benefits Employee Benefits Under DCIPS DCIPS - Hot Topics Sub-Factors for Non-Supervisory Positions Sub-Factors for Supervisory/ Managerial Positions When and How to Prepare a DCIPS Evaluation Statement Streamlined Approach to the DCIPS Classification Process for GG Positions DCIPS Formal Position Classification Complaint Procedures DCIPS Informal Position Classification Complaint Procedures DCIPS Position Classification Appeals Preparing A Position Description For A DCIPS Position DCIPS Positions In The Position Description (PD) Library Intentionally Left Blank DAMI-CP (IPMO)/Jan 2002

DCIPS/IPMO UPDATE No July 2001 TABLE OF CONTENTS Page No. I. SUPPORT TO ARMY’S CIVILIAN HUMAN RESOURCE STRATEGIC PLAN. A. Centralized DCIPS Servicing to Move to Ft Huachuca. 2 B. Key Changes Planned for the Revision of AR690-13, DCIPS. 3 C. National Security Education Program (NSEP) – An Additional Source Of Candidates With Language and Area Study Competencies. 4 D. Use of Intelligence Option Codes in the DOD Priority Placement Program/CARE. 5 II. CAREER PROGRAM 35 (INTELLIGENCE). A. Briefings on Revised ACTEDS Plan to Begin Throughout Army. 6 B. Recruitment for FY02 Interns Begin. 8 C. Referral Requirements for GG-13/14/15 Positions in Career Program – 35 9 D. On-line Catalog of Intelligence Training Opportunities Being Developed. 9 E. Still Time to Determine FY02 Requirements for OPM Management Training. 9 F. Grading of CP-35 (Intelligence) Entry/Developmental Positions. 10 III. TRAINING AND DEVELOPMENT (ALL DCIPS PERSONNEL). A. “High Potential” GG-12s Will Be Eligible for ICAP Assignments Starting With the October Cycle of Vacancy Announcements. 11 B. Certain GG-13s Will Be Eligible to Take the New Intelligence Community Officer Course (ICOC) That Will Start This Winter. 11 C. July Cycle of Vacancy Announcements are Nearing a Close. 12 D. Requests for Intelligence Community Officer Training (ICOT) Credit Can Now Be Completed On-Line on INTELINK-TS/JWICS 12 E. FY02 ACTEDS Training Catalog Now Available On-Line 12 F. Defense Leadership and Management Program (DLAMP)Announcement in New FY02 ACTEDS Training Catalog 13 G. Participation in ICO or DLAMP and Attendance at National War College. 13 IV. RESHAPING AND REVITALIZING THE INTELLIGENCE COMMUNITY’S WORKFORCE. A. Summary of Recent Senior Steering Group Meeting 14 B. Website of Information Available on Revitalizing and Reshaping The Workforce 16 V. GENERAL SUBJECTS. A. New Web Address for Army’s “Civilian Personnel On-Line” 16 B. DCIPS Promotions in May 16 C. Previous Issues of DCIPS/IPMO Updates Available on the Web. 17 VI. IPMO WEBSITES AND STAFF LISTING. A. Websites B. Staff Listing 17 APPENDIX A - National Security Education Program (NSEP) Monthly Publication For: CPMs/ACPMs CPOCs & CPACs Senior Leaders Managers & Supervisors DCIPS Employees Contents Cover: System Basics ACTEDS Plan for CP-35 Trng & Dev Opportunities ICO and ICAP Revision to AR690-13 Centralized Servicing DCIPS Policy Initiatives Revitalize/Reshape the Workforce Thrust Websites and POCs Another key information resource is the DCIPS/IPMO Update which is published electronically once a month. An example is depicted above. You can read it on the web at: Mark it as a Favorite/Bookmark on your web browser. An Index of Articles is also available on that website to assist your search for specific articles and subjects. Richard Christensen to get added to the distribution list – This publication is not just for HR specialists or Career Program Managers. It is also for supervisors of civilians, military as well civilian supervisors, and for employees. 79 DAMI-CP (IPMO)/Jan 2002 HOME PREV NEXT END

Test Your DCIPS Knowledge!! (Answers are Provided in the Note Pages)
True False DCIPS Coverage Only CP-35 members are in DCIPS. All Security Specialists, GG-080s in Army are covered by DCIPS. Classification A GG-9 Security Specialist can be a “Full Performance” Journeyman. The grade of a DCIPS GG position should be determined by an OPM classification standard. “Knowledges” are not required to be documented on a DCIPS Supervisory Position Description. A major duty should represent about 25% or more of a position’s time. Additional points can be given for a Factor if a position meets the Factor Level for only one Subfactor at the higher Factor level while the other Subfactors only meet the next lower level. DCA can be exercised by a manager without them taking the DCIPS training course in classification. Answers: (Also review the Note Pages for the referenced charts below.) 1. False. DCIPS has employees in almost all of Army’s Career Programs. See Charts 3 and 49. 2. False. There are hundreds in Army performing physical security and law enforcement related duties that are not covered by DCIPS. See Chart 10. 3. False. GG-10s through 13s are Full Performance/Journeymen. A GG-080-9 position is still considered “Developmental.” See Chart 12. 4. False. Grades of GG positions may only be determined by either a PGS or an AOG. See Chart 14. 5. False. Knowledges are required to be documented on PDs of Supervisory Positions to assist in the recruitment process and in Reductions-in-Force. They are added after the Factor Degree statements. See Chart 15. 6. True. However, there are times when a duty will be documented on the PD when it represents less than 25% if it determines the grade of the position or reflects a different critical qualification/knowledge requirement. See Chart 18. 7. True. This practice is called Interpolation. See Chart 19. 8. False. They should have the DCIPS training first. See Chart 20. DAMI-CP (IPMO)/Jan 2002

Test Your Knowledge (Con’t)
Staffing DCIPS gives Spouse and Family Member preference. DCIPS has a Probationary Period. Supervisors of DCIPS positions are required to aggressively pursue diversity. Internal and external candidates cannot be referred on the same referral list. Veterans Preference is given at time of application. PCS is not required to be offered on GG-13+ Vacancy Announcements for a CP-35 position. Details and Temporary Promotions within DCIPS can be made in 180 day increments. A non-competitive Grade Band Promotion can be given to a GG Intelligence Specialist. Basic Pay, Incentives and Benefits The DCIPS GG pay schedule is identical to the GS. DCIPS has the same health and life insurance programs and the same retirement systems as the Competitive Service. True False Answers: False. DCIPS employees, however, that seek new positions in the Competitive Service can receive those preferences. See Chart 22. 10. False. DCIPS has a Trial Period. See Chart 22. 11. True. See Charts 22 and 28. 12. False. See Chart 23. 13. False. Veterans Preference is given at time of selection. See Chart 24. 14. False. A local manager could override this requirement if there are overriding competing management considerations. See Chart 28. 15. True. Details to Competitive Service positions, however, have to be in 120 day increments. See Chart 29. 16. False. You cannot use a Grade Band promotion if it will take an employee out of the Grade Band. See Charts 31 and 32. 17. True. See Chart 33. 18. True. See Chart 33. DAMI-CP (IPMO)/Jan 2002

True False Reduction-in-Force A Competitive Service employee can bump or retreat into a position held by a DCIPS employee. There are codes in the DOD PPP to further identify DCIPS 080 and 132 positions and employees to ensure better matches. Management-Employee Relations TAPES is also used in DCIPS. 22. Performance Objectives should contain an objective for professional development. There are eligibility requirements for an EPA other than having 3 successive ratings of Successful Level 1. 24. There are honorary Intelligence Community awards. 25. All DCIPS employees (If they have one year of continuous service in the same/similar position) have the right to appeal to MSPB if they are displaced in a RIF. Answers: False. A DCIPS employee also cannot bump or retreat into a Competitive Service position. See Chart 35. 20. True. See Chart 39. True. See Chart 42. 22. True. Supervisors should have an additional objective regarding their development of their subordinates. See Chart 42. 23. True. You also have to be in the same grade for the last three years (but details and temporary promotions do not count against this provision). See Chart 43. True. See Chart 43. True. See Charts 44 and 45. DAMI-CP (IPMO)/Jan 2002

Training and Development 26. The training and development goal for each careerist should be two training events per annual rating period. Army’s annual ACTEDS Training Catalog only contains opportunities for those in Career Program 35. 28. Army’s Core Curriculum for Leadership Training is only for Supervisors. ICO Programs ICAP is only open to GG-13s and above. ICAP assignments are only important for those wanting to be an SIES/DISES. 31. ICAP Equivalency cannot be granted for previous intelligence or intelligence-related experience if it was not equal to or greater than the GG-13 level. 32. ICOT requires 20 weeks of IC training. True False Answers: 26. True. These events can be computer-based training or special assignments as well as classroom training. See Chart 46. 27. False. It contains opportunities for all Professional/Administrative Career Path employees. See Chart 48. 28. False. There are courses for interns too. See Chart 48. 29. False. High potential GG-12s in Army can also participate. See Chart 54. 30. False. ICAP assignments are important for anyone interested in becoming competent at the IC-level. See Chart 54. 31. True. See Chart 54. False. ICOT requires 10 weeks. See Chart 56. DAMI-CP (IPMO)/Jan 2002

Centralized Servicing % of all DCIPS positions will be centrally serviced by the spring of 2002. “Centralized” servicing is provided from Ft Huachuca. Further Changes to DCIPS DCIPS authorities stem from title 10. The DCSINT of the Army is the Chair of the DOD Revitalize/ Reshape the Workforce Thrust Senior Steering Group. The Joint Virtual Intelligence University is a Revitalize/Reshape the Workforce initiative. AR690-13, CIPMS, has been superceded. DCIPS Information Resources DCIPS has its own section of PERMISS. Only Career Program Managers (CPMs) can receive the monthly DCIPS/IPMO Update. True False Answers: False. About 60% will be serviced centrally by then. See Chart 66. True. See Chart 66. True. Title 10 USC See Chart 70. True. See Chart 71. False. It will remain in effect until revised later in FY02. See Chart 73. True. See Charts 77 and 78. False. Any Army DCIPS employee or their supervisor can get it. Servicing HR Specialists too. See Chart 79. DAMI-CP (IPMO)/Jan 2002

Your “Grade” is: “A” if your score was 37 to 40 correct answers. You’re Great!! “B” if your score was 32 to 36. Getting There!! “C” if your score was 28 to 31. Need Some More Review! Read the Note Pages! “D” if your score was 24 to 27. You Need to Invest More Time on the Presentation!! “F” if your score was 20 to 23. You Must Not Have Read the Presentation!!! 1. The Intelligence Personnel Management Office welcomes feedback on this presentation. Please send your comments and recommendations to DAMI-CP (IPMO)/Jan 2002 85 HOME PREV

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