Report - Government Executive

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• Occupational Groups. Groups of positions that share common technical qualifications, competency requirements, career paths, and progression patterns. • Work Categories. Broad sets of occupational groups that are characterized by common types of work. There are three DCIPS work categories: 1. Supervision and Management. Includes work that primarily involves planning, directing, and coordinating the operation of units within components; developing and/or executing strategy; formulating and/or implementing policies; overseeing daily operations; and managing material, financial, or human resources. 2. Professional. Includes work requiring the interpretation and application of concepts, theories, and judgment. 3. Technician/Administrative Support. Includes work primarily involving support for the operations and functions of a particular type of work or organizational unit and is technical or administrative in nature. • Work Levels. Define work in terms of increasing complexity; span of authority or responsibility; level of supervision (received or exercised); scope and impact of decisions; and work relationships associated with a particular work category. The four work levels under DCIPS are: 1. entry/developmental 2. full performance 3. senior 4. expert • Pay Bands. Grades and steps are replaced and a salary range is aligned to the scope and difficulty of work. There are five DCIPS pay bands, each with a defined minimum and maximum rate of pay. Figure 3-2 shows the DCIPS pay band structure and its alignment with the work categories and work levels. 32
Figure 3-2. DCIPS 2010 Pay Band Structure Source: http:// dcips.dtic.mil/index. Finding 3-3 DCIPS effectively employs a simplified classification process within a pay banding structure. Although the DCIPS pay banding structure has greatly simplified the classification process, some managers view a single structure for nonsupervisory employees and their supervisors negatively. As the system provides no additional compensation for supervisors, it creates a type of “salary compression” that can result in subordinate employees earning the same or higher salary as a supervisor in the same band. Many employees also view it as a disincentive for taking on additional responsibilities that accompany a supervisory role. Under DCIPS, there is no mechanism to adjust supervisor salaries to account for this situation. DoD officials characterize this aspect positively, asserting that a “dual track” enables high performing technical personnel to progress in salary without having to become managers. Some stated that supervision and management are not inherently worthy of higher salary compensation, though they viewed the role of supervisor as critical to successful implementation of the DCIPS performance management system. Both MSPB and the Academy acknowledge the pivotal role of supervisors in a performancebased compensation system. For example, MSPB’s guidance indicates that, “pay for 33
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 and 34: NATIONAL DEFENSE AUTHORIZATION ACT
Page 35 and 36: CHAPTER 3 ASSESSING DCIPS’ DESIGN
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: discourage teamwork…to the organi
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
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 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: _________
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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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