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PREPAREDNESS Preparedness is the extent to which OUSD(I) laid the groundwork for DCIPS’ success by preparing employees for the change and establishing the supporting infrastructure. “Agencies that do not place sufficient emphasis on Preparedness are likely to encounter significant implementation problems, thereby reducing the ultimate effectiveness” of the system. 112 The dimensions of Preparedness are: • leadership commitment • open communication • training • stakeholder involvement • implementation planning LEADERSHIP COMMITMENT ▪ Engagement ▪ Accountability ▪ Resources ▪ Governance Leadership commitment, a key dimension of all successful change efforts, involves engagement, accountability, resources, and governance. A dimension of the Preparedness component in the framework, it is considered a best practice by those who study alternative personnel systems in the federal government. 113 Agency leaders must be visibly and actively engaged in planning the change, championing the system, and communicating to employees that the change is a mission imperative, not simply an HR program. Following implementation, they have an ongoing responsibility to reinforce their commitment and ensure the system’s continued success. Commitment provides an emotional aspect that can be elusive to measure. The framework focuses on specific behaviors that demonstrate leadership commitment, but does not address the underlying strength of leadership conviction that supports those behaviors. According to the framework, leadership commitment is measured by the extent to which leaders communicate with the workforce about the system, prioritize system implementation, provide appropriate resources, and are held accountable for system execution. Sometimes, it is difficult for leaders to be visibly involved in the implementation of a new personnel system that is considered to fall into the “support” category; its link to mission is indirect. However, such a system has far-reaching effects and it is important to communicate to the workforce why it is necessary and how it will enhance the agency’s ability to achieve its mission. In addition, leadership involvement is critical to achieving the cultural change needed for such a new system to be successful, and for holding managers accountable for adopting and applying it. 112 Ibid, p. 23. 113 See, for example, Pay for Performance (PFP) Implementation Best Practices and Lessons Learned Research Study, Booz Allen Hamilton, prepared for the ODNI Director of Intelligence Staff, June 18, 2008; Risher, Howard, Pay for Performance: A Guide for Federal Managers, IBM Center for the Business of <strong>Government</strong>, Nov. 2004; and Risher, Howard and Smallwood, Andrew, “Performance-Based Pay at NGA,” The Public Manager, Summer 2009. 62
In the DCIPS context, “leaders” refer to the USD(I) and DoD intelligence component heads. DCIPS could not have progressed as far as it has without the strong level of commitment from the USD(I), but component heads have been less supportive. Preliminary results of a recent OUSD(I) DCIPS survey of intelligence component employees show that leadership commitment across the components has been uneven; agreement that senior organizational leaders are committed to DCIPS ranges from 24 percent at the NRO to 76 percent at OUSD(I). 114 Engagement Engagement is the extent to which leaders conduct outreach to the workforce to champion the system, provide information, and gain employee acceptance. The outreach should be strategic, rather than tactical, in focus. The purpose is to demonstrate leadership support, emphasize accountability for making it happen, and foster employee acceptance of DCIPS. Among the examples of the USD(I)’s engagement in DCIPS implementation: • The USD(I) held a formal DCIPS kick-off event in December 2007. Attendees included DoD intelligence component directors and Defense Intelligence Human Resources Board (DIHRB) members; 6 • The USD(I) offered periodic messages to the workforce, and OUSD(I) provided messages for the components to adapt and use; and • The USD(I) is prominently featured on the DCIPS website and issues periodic updates to component directors. Notwithstanding these steps, OUSD(I) has not monitored the frequency, content, delivery mechanisms, or quality of messaging at the component level. In addition, there has been a lack of constancy and consistency in those messages. Further, only four USD(I) messages to the workforce have been posted on the DCIPS website since 2007; these messages focused on specific advantages of DCIPS, such as human capital flexibilities, consistency in occupational structure, and the link of individual performance to agency mission. Noticeably absent from the communications is a strategic focus—conveying a sense of urgency, offering a convincing argument for how DCIPS contributes to mission accomplishment, or describing what will constitute success. Academy focus group participants reported that some agency leaders voiced support for DCIPS frequently and through multiple channels within their organizations. Yet they acknowledged that the link between DCIPS and agency mission has not been well communicated to the workforce. Others said their leadership was less supportive and communicated this clearly through their lack of engagement. Overall, USD(I) engagement during DCIPS implementation has been insufficiently frequent and not fully effective in gaining widespread support. Communication from all senior leadership 114 2010 DCIPS Survey Preliminary Results, Question 33. 6 The DIHRB is discussed in more detail in the Governance section of this chapter. 63
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A Report by a Panel of the NATIONAL
Page 3 and 4:
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
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 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: Table 4-1. Overview of the OPM Obje
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
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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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