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APPENDIX B Transportation Services and Vice President, External Affairs. Former Vice President/Chief of Staff, Mid-Atlantic Region, Citicorp Mortgage, Inc.; Special Assistant to the President/Deputy Assistant to the President, Office of Intergovernmental Affairs, Executive Office of the President; Deputy Assistant Secretary/Executive Director of Governmental Affairs, U.S. Department of Transportation. Leo Hazlewood—Corporate Vice President and Director for Intelligence Programs in the Space, Intelligence and Information Sector, Science Applications International Corporation (SAIC); Senior Vice President and General Manager of the Mission Integration Business Unit in SAIC's Intelligence, Security and Technology Group; Director of Shared Services in SAIC's new Shared Services Center in Oak Ridge, TN; Former positions with the CIA: Deputy Director of the National Geospatial-Intelligence Agency; Comptroller; Director, National Photographic Interpretation Center (NPIC) Executive Director; and Deputy Director for Administration. Janice Lachance*—Chief Executive Officer, Special Libraries Association. Former Management Consultant, Analytica; Director, Deputy Director, Chief of Staff, Director of Communications and Policy, U.S. Office of Personnel Management; Director of Communications, Congressional and Political Affairs, American Federation of Government Employees, AFL-CIO. Michael G. Massiah*—Director, Management and Budget Department and Director, Office of Organizational Effectiveness and Change Management, The Port Authority of New York and New Jersey. Former positions with The Port Authority of New York and New Jersey: Director and Deputy Director, Human Resources Department; Director, Office of Business and Job Opportunity. PROJECT STAFF Lena E. Trudeau, Vice President—Ms. Trudeau leads the National Academy’s service delivery organization, supervises the conception and execution of strategic initiatives, opens new lines of business and drives organizational change. Ms. Trudeau is a founder of the Collaboration Project, an independent forum of leaders committed to leveraging web 2.0 and the benefits of collaborative technology to solve government's complex problems. Ms. Trudeau’s previous roles include: Program Area Director, National Academy of Public Administration, Vice President, The Ambit Group; Marketing Manager, Nokia Enterprise Solutions; Principal Consultant, Touchstone Consulting Group; Consultant, Adventis Inc.; and Associate, Mitchell Madison Group. Rick Cinquegrana, Program Area Director, Project Director—National Academy of Public Administration. Former Legal Counsel and Special Counsel to the Inspector General, Office of Inspector General, Central Intelligence Agency; Deputy Staff Director/Chief Investigative Counsel, Joint Senate Select Committee on Intelligence-House Permanent Select Committee on Intelligence Inquiry Into September 11, United States Congress; Special Counsel for Policy, Intelligence Community Management Staff; Chief Counsel, National Commission to Review the Performance of the National Reconnaissance Office; Chief Investigative Counsel, House Select B-2
APPENDIX B Committee on U.S. National Security and Military/Commercial Concerns with the People's Republic of China, United States House of Representatives; Deputy Inspector General for Investigations, Office of Inspector General, Central Intelligence Agency; Deputy Counsel for Intelligence Policy, Office of Intelligence Policy, U.S. Department of Justice; Assistant General Counsel, CIA Office of General Counsel; Associate Attorney, Private Practice; Intelligence Analyst/Career Trainee, Central Intelligence Agency. Darlene F. Haywood, Deputy Project Director—Former Human Resources Consultant, Department of Homeland Security; Former positions with the Department of Commerce: Chief, Strategic Workforce Management Group, International Trade Administration; Commerce Demonstration Project Manager; Commerce Classification Program Manager. Ms. Haywood has more than 34 years as a Federal human resources management professional. Leslie E. Overmyer-Day, Senior Advisor—Former positions include Director, the Ambit Group; Senior Research Analyst at AmerInd, Inc.; Senior Research Scientist, American Society for Training and Development. Principal researcher on numerous organizational and human capital analyses. Ph.D. and M.A. in Industrial/Organizational Psychology, George Mason University, Bachelor of Science, Pennsylvania State University. Joseph Thompson, Senior Advisor—President, Aequus, Inc., a management consulting firm. Former Under Secretary for Benefits, U.S. Department of Veterans Affairs. Director, VA Regional Office, NY. Chairman, Federal Executive Board, NY. Maria Rapuano, Senior Advisor—Former Project Director, Alliance for Healthy Homes. Former positions include: Overseas Development Council and State Services Organization. Board Member, Trust for Lead Poisoning Prevention. B.A. in Government, College of William and Mary and M.A. in International Affairs, The American University. Mike Mears, Senior Advisor—Currently a leadership consultant to government and private sector organizations. Former positions include CIA, leading the CIA's Leadership Academy and retired as the Agency's Chief of Human Capital in 2006; Senior Vice President at GE investments; and an active entrepreneur. Author of the book Leadership Elements. M.B.A., Harvard Business School. William McCarty, Senior Advisor—Thirty three years of experience in the Federal Government with 20 years of service supporting the US Intelligence Community with Senior Executive and management positions, including National Geospatial-Intelligence Agency (NGA) Deputy Director of Acquisition and Contracts and Central Intelligence Agency: Chief, Acquisition Policy and Legislative Issues Team and Chief of Staff, Office of Finance and Logistics, and Chief of Staff, Facilities Management Group. Tara Newman, Research Associate—Project staff member for Academy studies: Defense Civilian Intelligence Personnel System (DCIPS) Review; Immediate Past Research Associate for Academy FBI Transformation Budget Process Review Project; Intern at New York University's Medical Center Office of Development; Masters of Public Administration, American University; B.A. in English, B.S. in Marketing, University of Tampa. B-3
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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
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cooperation with ODNI. The review w
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Source: OUSD(I) Human Capital Manag
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eplaces the current government-wide
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esults, but the final DCIPS evaluat
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The Panel believes that adequate fu
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HOW DCIPS COMPARES TO THE GS/GG SYS
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Table 3-7. Comparison of DCIPS and
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Design Feature DCIPS NSPS quality s
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Recommendation 4. To ensure equitab
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CHAPTER 4 ASSESSING DCIPS’ IMPLEM
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Table 4-1. Overview of the OPM Obje
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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 and 106: CONCLUSIONS The Panel finds that a
Page 107 and 108: CHAPTER 5 ASSESSING DCIPS’ IMPACT
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: APPENDIX B APPENDIX A PANEL AND STA
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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