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Design Feature DCIPS NSPS Contributing factors used to adjust the ratings of job objectives. Rating Decisions Rating decisions determined by the rating official and approved by reviewing official prior to the pay pool process. Ratings determined by the Pay Pool Panel and approved by the Pay Pool Manager during pay pool deliberations. 101 Rating Levels 5—Outstanding 4—Excellent 3—Successful 2—Minimally Successful 1—Unacceptable 5—Role Model 102 4—Exceeds Expectations 3—Valued Performer 2—Fair 1—Unacceptable Reconsideration of Ratings Recognition for Organizational and/or Team Achievement Employees can request reconsideration of the rating by submitting a written request to the PM PRA within 10 days. Although DCIPS does not preclude recognition for team/organizational performance, there is currently no formal process in place to recognize and reward team or organizational achievement. Within ten days of receiving a rating, an employee could request reconsideration of the rating by submitting a written request for reconsideration to the Pay Pool Manager. 103 A bargaining unit employee could challenge a rating of record through a negotiated grievance procedure. 104 Pay Pool Manager had authority to approve specific recognition for Organizational and/or Team Achievement (OAR). 105 Pay Pool Process Structure of Pools Separate pools for salary increases and bonuses. Combined salary increase and bonus pools. Funding of Pools Salary increase budgets will not be less than that which would have been available for step increases Funding of pools through three different sources of existing funds: 106 (1) funds spent on step increases, 100 Ibid, p. 8. 101 Ibid, p. 3. 102 Ibid, p. 16. 103 Ibid, p. 21. 104 Ibid, p. 23. 105 Ibid, p. 8. 54
Design Feature DCIPS NSPS quality step increases and within-band promotions had DoD not converted to DCIPS. Eligibility for Payout Checks and Balances to Ensure Fairness Review of Performance Management and Payout Decisions Process for Reviewing Ratings and Payouts to Assess Impact on Protected Groups Ongoing System Evaluation Bonus budgets generally will not be less than the funds that would have been available for cash awards and/or component bonuses had DoD not converted to DCIPS. Employees rated at Level 3 and above guaranteed the DCIPS “floor,” i.e., full GPI. Employees rated at Level 2 are initially guaranteed 60 percent of the DCIPS “floor.” Separate oversight and review of performance management and payout decisions. For performance management, the reviewing official and Performance Management Performance Review Authority have oversight roles. For payout decisions, the Pay Pool Performance Review Authority reviews and approves final pay pool decisions. Included as integral component of draft DCIPS Evaluation Policy. A formal evaluation policy is under development, but not yet published. quality step increases, and promotions between GS grades that no longer exist under NSPS, (2) funds that remain available from the government-wide general pay increase (GPI) after the Secretary makes decisions to fund Rate Range Adjustments and/or Local Market Supplements, and (3) funds historically spent for performance based cash awards. Additional funds could be added to the pools at the discretion of the component organization. Employees rated Level 2 and above guaranteed 60 percent of the GPI. 107 No separation of oversight and review authority for performance management and pay pool processes. 108 The Performance Review Authority, Pool Managers, and Pay Pool Panels provide review and oversight of both the performance management and pay pool processes. 109 Post-decisional analysis of rating results to identify barriers to equitable treatment and corrective actions. A formal Evaluation Plan was published on June 30, 2007. 106 DoD 1400.25-M, sC1930, Subchapter 1930: Compensation Architecture Pay Policy, SC1930.9.2, p. 6. 107 NSPS Frequently Asked Questions at www.cpms.osd.mil/nsps. 108 DoD 1400.25-M, SC 940, Subchapter 1940: Performance Management, p. 3. 109 Ibid, pp. 3-4. 55
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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.........
Page 7 and 8:
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
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 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: Table 3-7. Comparison of DCIPS and
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
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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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Report - Government Executive

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