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• The workforce is very geographically dispersed. Successfully implementing DCIPS requires a well-formulated and -executed strategy based on sound change management principles and taking into account significant differences in culture. The NDAA pause is yet another challenge to implementation. DCIPS Interim, put into place following the suspension of DCIPS pay authorities, has been a source of confusion, frustration, and discouragement for many in the workforce, including HR implementers. For example, many negative sentiments expressed by DoD intelligence component personnel appear to be strongly influenced by the effects of the NDAA pause, and have little to do with DCIPS overall. Thus, implementation has been attempted in an environment beset by internal and external challenges. This chapter focuses on how DCIPS has been implemented and addresses the provision of the NDAA requiring an assessment of the adequacy of the training, policy guidelines, and other preparations afforded in connection with transitioning to that system. The OPM Alternative Personnel Systems Objectives-Based Assessment Framework was used as the basis to assess DCIPS’ implementation. 110 Using this framework, and the elements considered essential to effective implementation of alternative pay systems, the Panel provides a series of findings, conclusions, and recommendations. EVALUATION FRAMEWORK OPM’s Alternative Personnel Systems Objectives-Based Assessment Framework has been used to guide the Panel’s assessment of DCIPS implementation. 111 The dimensions and elements that comprise the framework (see Table 4-1) are based on lessons learned from federal government demonstration projects involving alternative personnel systems, as well as best practices drawn from large human capital transformation programs. The standards used to assess DCIPS’ design in Chapter 3 focused on the presence or absence of necessary policies and provisions. By contrast, the framework is based on indicators of how well the DoD intelligence components prepared for implementation and are meeting the objectives. 110 OPM, Alternative Personnel Systems Objective-Based Assessment Framework, Oct. 2008. Hereafter “the framework.” 111 Ibid. 60
Table 4-1. Overview of the OPM Objectives-Based Assessment Framework Framework Component Preparedness Progress Dimensions Elements Leadership Commitment • Engagement • Accountability • Resources • Governance Open Communication • Information Access • Outreach • Feedback Training • Planning • Delivery Stakeholder Involvement • Inclusion Implementation Planning • Work stream Planning and Coordination • HR Business Processes and Procedures • Tools and Technology Infrastructure • Structured Approach Mission Alignment • Line of Sight • Accountability Results-Oriented Performance Culture • Differentiating Performance • Pay for Performance • Cost Management Workforce Quality • Recruitment • Flexibility • Retention • Satisfaction and Commitment Equitable Treatment • Fairness • Transparency • Trust Implementation Plan Execution • Work Stream Planning and Status • Performance Management System Execution • Employee Support for APS (i.e., DCIPS) It is not possible to evaluate DCIPS against every dimension or element in the framework at this time given DCIPS’ relative immaturity, the varying stages of implementation across the intelligence components, and the effects of the NDAA pause. 61
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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
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 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: CHAPTER 4 ASSESSING DCIPS’ IMPLEM
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
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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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