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including the effects of earlier implementation efforts, the NDAA, and the Panel’s recommendations. Recommendation 11. OUSD(I) should move swiftly to finalize DCIPS governing policies, make them available to the workforce, and communicate them widely to improve transparency and ease of understanding. Recommendation 12. OUSD(I) should concertedly communicate to the workforce that forced distributions and ratings quotas are prohibited by DCIPS guidance and violate DCIPS’ design principles, and that steps are being taken to ensure that the practice does not occur. Recommendation 13. The USD(I) should be more visibly engaged, set key implementation objectives for DoD intelligence component leaders, and meet with them regularly to hold them accountable for meeting those objectives. Recommendation 14. OUSD(I) should develop a detailed communications plan and style guide as part of its overall change management efforts. This plan should address strategic communications about the overall DCIPS system and implementation, as well as an approach for tactical communications about status, updates, and other fluid aspects of implementation. Recommendation 15. As part of the overall change management effort, OUSD(I) should develop a thorough training plan and specific instructions aimed at first-line supervisors and managers to equip them with the personnel management skills needed to fully implement and maintain DCIPS. Recommendation 16. OUSD(I) should immediately streamline performance management and evaluation processes and automated tools to lessen the administrative burden on firstline supervisors and managers. Recommendation 17. OUSD(I) should establish a program management office, with the requisite staffing, resources, and authority to design and implement a comprehensive change management strategy and provide adequate oversight of DoD intelligence component implementation. Recommendation 18. OUSD(I) should make the DCIPS Readiness Tool and website more user-friendly and interactive in order to meet the information resource needs of their intended audiences through timely, accurate, and updated information. Recommendation 19. OUSD(I) should employ best practices for stakeholder involvement and develop guidance for gathering and considering continual employee feedback. 92
CHAPTER 5 ASSESSING DCIPS’ IMPACT INTRODUCTION This chapter responds to the NDAA’s provision for a review of DCIPS’ impact on career progression and its sufficiency in providing diversity protections for promotion and retention. The Panel notes that its findings, conclusions, and recommendations are limited given that DCIPS has not been fully implemented in any DoD intelligence components other than NGA. Only NGA has experienced the full range of system elements: performance management, pay banding, new personnel policies, salary pay pools, and bonus pay pools. As a result, only two sources are available to extrapolate DCIPS’ impacts: 1. Employee perceptions and experiences, which illustrate their experience to date. These perceptions must be dealt with in further implementation, however they are of limited value in judging the real impact of DCIPS; and 2. NGA’s experience with DCIPS and a performance-based compensation system, which is also of limited value as explained further below. Employee Perceptions of DCIPS Senior managers and HR professionals have shared their perspectives and experiences through the Academy focus groups and intelligence component employees have provided their feedback in the online dialogue and agencies’ open forums. These data cannot be presumed to be entirely representative of the views of the larger workforce, but consistent themes have emerged regarding DCIPS’ impact on individuals and areas where remedial action is needed. Additional perspectives are provided through the recently completed OUSD(I) DCIPS survey. NGA Experiences with Pay-for-Performance As noted previously, NGA has experienced a decade’s worth of data collection with a pre- DCIPS performance-based compensation system and one full performance management and compensation cycle under DCIPS. These data should provide a reasonable basis from which to infer, albeit indirectly, DCIPS’ impact on other DoD components. EMPLOYEE PERCEPTIONS HR Professionals In February 2010, the OUSD(I) HCMO sponsored the National DCIPS Conference, designed to provide information to intelligence component HR officials about DCIPS Interim, the system devised to deal with the NDAA-mandated strategic pause. This three-day program provided the 93
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A Report by a Panel of the NATIONAL
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FOREWORD The terrorist attacks of S
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TABLE OF CONTENTS FOREWORD.........
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Governance ........................
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ACRONYMS Academy CWB DCIPS DIA DIHR
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EXECUTIVE SUMMARY The terrorist att
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• It is too soon to draw conclusi
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CHAPTER 1 BACKGROUND, METHODOLOGY A
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• The adequacy of the training, p
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• Chapter 6: The Way Forward for
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CHAPTER 2 THE HISTORICAL CONTEXT FO
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National intelligence is still orga
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ewarded longevity over performance
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OTHERS FACTORS THAT IMPACTED DCIPS
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• Partisan politics could play an
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Administration (TSA), which operate
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NATIONAL DEFENSE AUTHORIZATION ACT
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CHAPTER 3 ASSESSING DCIPS’ DESIGN
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FRAMEWORK FOR ASSESSING DCIPS’ DE
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Figure 3-1. Objectives of the NICCP
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PRINCIPLE The system is transparent
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The Defense Intelligence Enterprise
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discourage teamwork…to the organi
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Figure 3-2. DCIPS 2010 Pay Band Str
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enable managers and supervisors to
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they achieve their goals. Given the
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Element Definition Supervisory/Mana
Page 55 and 56: cooperation with ODNI. The review w
Page 57 and 58: Source: OUSD(I) Human Capital Manag
Page 59 and 60: eplaces the current government-wide
Page 61 and 62: esults, but the final DCIPS evaluat
Page 63 and 64: The Panel believes that adequate fu
Page 65 and 66: HOW DCIPS COMPARES TO THE GS/GG SYS
Page 67 and 68: Table 3-7. Comparison of DCIPS and
Page 69 and 70: Design Feature DCIPS NSPS quality s
Page 71 and 72: Recommendation 4. To ensure equitab
Page 73 and 74: CHAPTER 4 ASSESSING DCIPS’ IMPLEM
Page 75 and 76: Table 4-1. Overview of the OPM Obje
Page 77 and 78: In the DCIPS context, “leaders”
Page 79 and 80: intelligence component would do so.
Page 81 and 82: • Credible, timely, and original
Page 83 and 84: Finding 4-5 The DCIPS website and R
Page 85 and 86: Finding 4-6 The lack of a communica
Page 87 and 88: No training needs assessments have
Page 89 and 90: pay pool exercises to be helpful an
Page 91 and 92: • The Commerce Department used fo
Page 93 and 94: 3. Implementing DCIPS; 4. Evaluatin
Page 95 and 96: created a separate document for som
Page 97 and 98: lack of an overall change strategy
Page 99 and 100: changed and by whom. 149 This appea
Page 101 and 102: How pay pools are constructed and w
Page 103 and 104: DCIPS survey results indicate that
Page 105: CONCLUSIONS The Panel finds that a
Page 109 and 110: • Disincentives to become a super
Page 111 and 112: employees received performance rati
Page 113 and 114: Figure 5-1. DCIPS Interim Array of
Page 115 and 116: Table 5-1. NGA Indices and Comparat
Page 117 and 118: of implementation. Nonetheless, OUS
Page 119 and 120: CHAPTER 6 THE WAY FORWARD FOR DCIPS
Page 121 and 122: OUSD(I) has advised the Panel that
Page 123 and 124: CHAPTER 7 PANEL RECOMMENDATIONS Bas
Page 125 and 126: • Clarify and strengthen its guid
Page 127 and 128: Recommendation 23. OUSD(I) should d
Page 129 and 130: APPENDIX B APPENDIX A PANEL AND STA
Page 131 and 132: APPENDIX B Committee on U.S. Nation
Page 133 and 134: APPENDIX B PARTICIPATING INDIVIDUAL
Page 135 and 136: Michael Jackson*—President and Fo
Page 137 and 138: Defense Intelligence Agency Kendrea
Page 139 and 140: APPENDIX C APPENDIX C BIBLIOGRAPHY
Page 141 and 142: APPENDIX C Langbein, L. “The impa
Page 143 and 144: APPENDIX D APPENDIX D MERIT SYSTEMS
Page 145 and 146: APPENDIX D (10) Discriminating agai
Page 147 and 148: APPENDIX E APPENDIX E DCIPS PERFORM
Page 149 and 150: APPENDIX E EMPLOYEE NAME: _________
Page 151 and 152: APPENDIX E EMPLOYEE NAME: _________
Page 153 and 154: APPENDIX F APPENDIX F OPEN FORUM LO
Page 155 and 156: APPENDIX G APPENDIX G MITRE’S PER
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