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The 2010 NDAA, signed into law in October 2009, terminated NSPS. It did not order an end to DCIPS but did suspend certain DCIPS performance-based compensation authorities until December 31, 2010, 39 including a prohibition against setting pay using the pay pool process, which was to have begun in January 2010. It allowed DoD to implement the performance management provisions of DCIP and exempted NGA, the only DoD intelligence component to have fully implemented DCIPS at the time of the suspension. DCIPS Interim This “strategic pause” in DCIPS implementation and suspension of its pay authority required OUSD(I) to develop an interim system—DCIPS Interim—to calculate employee pay and implement the performance management elements of DCIPS not affected by the NDAA. The result has been workforce confusion over whether the problems perceived arise from DCIPS itself or from the interim system. Developing an interim system to accommodate NDAA requirements added additional complexity to an already complicated process. A substantial array of policies and procedures had to be developed and implemented quickly to provide a performance and compensation system that could bridge the interim period for tens of thousands of DoD employees. These new policies added to existing challenges and led many employees to conclude that DCIPS is less transparent, more confusing, and less fair than what it replaced. The Academy’s open forums and online dialogue indicate that employees routinely confuse the interim policies and practices with DCIPS policies and practices. Knowing exactly where DCIPS ends and DCIPS Interim begins is almost strictly the province of DoD intelligence component HR professionals. 39 The 2010 NDAA suspended fixing “rates of basic pay” under DCIPS “for employees and positions within any element of the Intelligence Community,” except for NGA. It also required “rates of basic pay” to be fixed in accordance with provisions of law that would otherwise apply during the period beginning on the date of enactment and ending on Dec. 31, 2010. Pub. L. 11-84, Sec. 1114, 2009. 20
CHAPTER 3 ASSESSING DCIPS’ DESIGN INTRODUCTION The Panel has concluded that DCIPS’ design is fundamentally sound and adheres to accepted design principles for performance-based compensation systems. Most importantly, DCIPS fully retains the Merit Systems Principles and other basic protections afforded employees in the federal civil service and include a set of checks and balances to ensure fairness and equity in performance management and pay pool decisions. It also incorporates design features derived from lessons learned from best practices and challenges faced by the recently-terminated NSPS. Looking beyond these fundamental attributes, the Panel believes that DCIPS’ design includes several other strengths: the simplicity and clarity of its occupational structure, a single pay banding system, its rigorous performance management system, separate performance management and pay pool processes, and its planned process for ongoing system evaluation. Although the Panel has identified a number of areas in this chapter where improvements can be made, the Panel does not consider these to be fatal design flaws, but, rather, opportunities to further tailor, strengthen, and refine a system that is already fundamentally sound. In that context, the Panel believes that full acceptance of DCIPS will require examination of its performance-based compensation policies and further tailoring the system to the mission of the DoD Intelligence Enterprise so that DCIPS becomes a part of its culture, rather than just another HR experiment. Based upon the findings discussed below, the Panel offers several recommendations, listed at the end of this chapter, to strengthen DCIPS’ design. Table 3-1 summarizes the Panel’s findings regarding DCIPS’ alignment with the design principles that form the assessment framework. Table 3-1. Summary of DCIPS Design Assessment Design Principle 1. The system is transparent and easy for managers and employees to understand. 2. The performance-based pay system is designed to support the organization’s mission and environment. 3. The system uses a simplified classification process with a streamlined pay bands. 4. A rigorous performance management system is the foundation for the performance-based DCIPS’s Alignment with Design Principles Fully Partially Not Aligned Aligned Aligned 21
Page 1 and 2: A Report by a Panel of the NATIONAL
Page 3 and 4: FOREWORD The terrorist attacks of S
Page 5 and 6: TABLE OF CONTENTS FOREWORD.........
Page 7 and 8: Governance ........................
Page 9 and 10: ACRONYMS Academy CWB DCIPS DIA DIHR
Page 11 and 12: EXECUTIVE SUMMARY The terrorist att
Page 13 and 14: • It is too soon to draw conclusi
Page 15 and 16: CHAPTER 1 BACKGROUND, METHODOLOGY A
Page 17 and 18: • The adequacy of the training, p
Page 19 and 20: • Chapter 6: The Way Forward for
Page 21 and 22: CHAPTER 2 THE HISTORICAL CONTEXT FO
Page 23 and 24: National intelligence is still orga
Page 25 and 26: ewarded longevity over performance
Page 27 and 28: OTHERS FACTORS THAT IMPACTED DCIPS
Page 29 and 30: • Partisan politics could play an
Page 31 and 32: Administration (TSA), which operate
Page 33: NATIONAL DEFENSE AUTHORIZATION ACT
Page 37 and 38: FRAMEWORK FOR ASSESSING DCIPS’ DE
Page 39 and 40: Figure 3-1. Objectives of the NICCP
Page 41 and 42: PRINCIPLE The system is transparent
Page 43 and 44: The Defense Intelligence Enterprise
Page 45 and 46: discourage teamwork…to the organi
Page 47 and 48: Figure 3-2. DCIPS 2010 Pay Band Str
Page 49 and 50: enable managers and supervisors to
Page 51 and 52: they achieve their goals. Given the
Page 53 and 54: 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
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Finding 4-6 The lack of a communica
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No training needs assessments have
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pay pool exercises to be helpful an
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• The Commerce Department used fo
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3. Implementing DCIPS; 4. Evaluatin
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created a separate document for som
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lack of an overall change strategy
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changed and by whom. 149 This appea
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How pay pools are constructed and w
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DCIPS survey results indicate that
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CONCLUSIONS The Panel finds that a
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CHAPTER 5 ASSESSING DCIPS’ IMPACT
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• Disincentives to become a super
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employees received performance rati
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Figure 5-1. DCIPS Interim Array of
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Table 5-1. NGA Indices and Comparat
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of implementation. Nonetheless, OUS
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CHAPTER 6 THE WAY FORWARD FOR DCIPS
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OUSD(I) has advised the Panel that
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CHAPTER 7 PANEL RECOMMENDATIONS Bas
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• Clarify and strengthen its guid
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Recommendation 23. OUSD(I) should d
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APPENDIX B APPENDIX A PANEL AND STA
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APPENDIX B Committee on U.S. Nation
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APPENDIX B PARTICIPATING INDIVIDUAL
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Michael Jackson*—President and Fo
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Defense Intelligence Agency Kendrea
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APPENDIX C APPENDIX C BIBLIOGRAPHY
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APPENDIX C Langbein, L. “The impa
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APPENDIX D APPENDIX D MERIT SYSTEMS
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APPENDIX D (10) Discriminating agai
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APPENDIX E APPENDIX E DCIPS PERFORM
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APPENDIX E EMPLOYEE NAME: _________
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APPENDIX E EMPLOYEE NAME: _________
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APPENDIX F APPENDIX F OPEN FORUM LO
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APPENDIX G APPENDIX G MITRE’S PER
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