FY96 advanced many major initiatives begun in FY95. The IPMO continued its joint participation with ODCSPER, INSCOM in developing and refining a proposal to centralize all civilian personnel servicing for Civilian Intelligence Personnel Management System (CIPMS) employees in Army within the Army National Capital Region (ANCR). The IPMO further developed, jointly with Air Force and Navy, then put on hold, a Broadbanding systems redesign. FY96 saw the obtainment of Army’s last requirements for senior level positions. The IPMO supported an INSCOM special project to apply the CIPMS Primary Grading Standard to all positions at the National Ground Intelligence Center (NGIC). The IPMO also hosted two major conferences to help determine the future of personnel management for the intelligence component in the Army. And finally, the IPMO staff actively participated in both a successful effort to obtain legislation to establish a Defense-wide civilian personnel management system for Intelligence and an Intelligence Community-wide effort to establish common systems architectures, programs and standards.

Key Personnel Changes

FY96 continued a trend of personnel turbulence. The Director, Richard Christensen, remained on detail for nearly the entire period, first continuing his service on the Team developing the CIPMS Centralization proposal and then as action officer within the IPMO. Joyce Grignon continued in her role as Acting Director until the end of the fiscal year and served as the Army’s major representative on both tri-service and Community-wide working and steering groups. Mary Tanzer spent the majority of the year on the special project for the INSCOM ODCSPER to apply the CIPMS Primary Grading Standard at the NGIC. Jim Albright entered on duty in January and took up responsibility in the training and career management area. Delores Corbett voluntarily resigned in the summer. Only Yolanda Watson and Diane Falsone continued unchanged in their assigned areas of automation and senior programs respectively.

Narrative of On-going Activities

	Centralization of Civilian Personnel Servicing
	One of the major accomplishments of the period was obtaining Deputy Assistant Secretary of the Army (Civilian Personnel Policy/Director of Civilian Personnel) and Deputy Chief of Staff (DCS, G-2) approval of CIPMS Centralization. Centralization of personnel servicing promises heightened servicing civilian personnel expertise and responsiveness for CIPMS customers. It should also facilitate MACOM and function-wide personnel management initiatives and provide a sounder basis for implementing sweeping new personnel management innovations coming in the near future. The approved plan fell short, however, of several of its original goals. The Civilian Personnel Advisory Center (CPAC) for CIPMS was not permitted by the ASA(M&RA) to be housed on Fort Belvoir, INSCOM was not permitted to own and operate an alternative CIPMS CPAC at Charlottesville, Centralization was made voluntary, not mandatory for all MACOMs and the tentative conversion schedule was delayed. In March, the INSCOM DCSPER reassigned responsibility for the Centralization effort to the INSCOM Civilian Personnel Division. Centralization did progress with MACOM representing two-thirds of all CIPMS employees under the joint support by the Pentagon & Employment Services - Washington CPAC and the Army National Capital Area Civilian Personnel Operations Center (CPOC). The end of the fiscal year saw most of the CIPMS employees in the national capital region just coming under servicing by the new structure and effort underway to convert the remainder during FY97.
	CIPMS Redesign
	More than half of the fiscal year was filled with activity to further defined and market a major redesign of CIPMS. That Redesign had at its core the Broadbanding of pay ranges in place of grades and the institution of an enhanced pay for performance system. IPMO worked closely with functional managers in Army, that served on steering and working groups, and with counterparts from Air Force and Navy in this endeavor. Unfortunately, the emerging importance and breadth of Intelligence Community-wide reform, discussed below, first overshadowed and then displaced this effort that had included a significant marketing effort throughout Army. The IPMO had both participated in an OSD-lead effort to develop informational tools for the work force and expended considerable energy in reproducing and distributing thousands of copies of a brochure to the CIPMS work force.
	Senior Level Programs
	Considerable activity also took place in both our Senior Intelligence Executive Service (SIES) and Senior Intelligence Professional (SIP) programs. Two SIP and two SIES positions were granted to Army: the Special Assistant to the J2 - Korea and the Senior Global Analyst, NGIC; and the Deputy Director, Land Information Warfare Activity (LIWA) and the Chief of Staff, INSCOM. Two SIP positions were filled: the Special Assistant to the Supreme Allied Commander Europe and the Special Assistant to the Deputy Chief of Staff for Intelligence, USAREUR. Army’s first Civilian Executive Rotational Assignment (CERA) program position was approved and filled, as a SIES, to support the Defense HUMINT Service. The Assistant DCS, G-2 for 10 years, Mr. James D. Davis, retired in January and was succeeded in May by Mr. Mark W. Ewing. Lastly, the first Presidential Ranks were awarded to SIES with Mr. Davis receiving the Distinguished and Mr. Winchester receiving the Meritorious for accomplishments culminating in 1995.
	CIPMS Classification Standards Expansion
	The IPMO published in 1995 guidance requiring all CIPMS non-supervisory positions, not yet classified by CIPMS classification standards, to be classified by the CIPMS Primary Grading Standard (PGS). This requirement fell heaviest on Commands entirely covered by CIPMS, like INSCOM, with large numbers of positions in series other than our core intelligence and security series. Within INSCOM, this requirement fell hardest on the NGIC. Mary Tanzer was detailed, by the INSCOM DCSPER, for approximately seven months to conduct a successful on-site study to implement the PGS to over one hundred positions. Her study not only successfully implemented the PGS without unaffordable numbers of promotions, but also raised the credibility of the CIPMS classification system.
	Intelligence Community Civilian Personnel Reform
	One of the most important developments potentially of the year was the emergence of a significant dual Intelligence Community-wide and DOD-wide effort to reform civilian personnel management for Intelligence. The IPMO participated, and often lead Army’s participation, on working and steering groups that would reshape intelligence personnel management. These efforts at civilian personnel reform were a key part of the Administration’s overall program to reform all of Intelligence. The Reform Program was divided into two parts. The first part was an effort to determine desired reforms requiring legislation. That effort would evolve into the Department of Defense Civilian Intelligence Personnel Policy Act of 1996. The Act terminated individual excepted personnel management authorities for Intelligence Agencies and the Services within DOD and replaced them with one common authority. The Act continued the broad exemptions from civil service statutes that most Agencies and Services had enjoyed under their separate authorities and added authorities for both hiring time limited appointees and for force realignment. The second part of the Reform Program were initiatives deemed not requiring legislation. These initiatives would not be limited, like the legislation, to just DOD components of the Intelligence Community. These initiatives included the design of common architectures for performance management and skills analysis systems. The initiatives also included an Intelligence Civilian Assignment Program (ICAP) of inter-community rotational assignments for GS-13s and above, an Intelligence Civilian Regional Specialist Program (ICRSP) that would develop foreign area experts, and an Intelligence Community Officer (ICO) designation program. The ICO was not completely defined by the end of the Fiscal Year. It would include though the requirement for an ICAP or equivalent assignment, Intelligence Community training and service specified education and training, a pattern of progressive assignments and competency certification requirements. The thrust of these initiatives were to promote personnel management systems compatibility between Agencies and Services, improve the professionalism of the work force, provide more responsive personnel management tools for the twenty-first century and build community-wide perspectives and competencies in the work force.
	Conferences and Seminars
	A CIPMS Conference was held in November 1995 and a Career Program Manager (CPM) Seminar was held in September 1996 to provide important information to the field and seek input on the many changes occurring. The CIPMS Conference had over 80 functional managers and civilian personnel attendees despite a threatened government shut-down that did in fact require the Conference’s curtailment. The Conference was also noted for the introduction of the Army’s first SIES and SIP members, the recognition of Joyce Grignon and Mary Tanzer for their many years of service and Mr. James Davis’ farewell remarks. The Conference highlighted CIPMS Centralization, CIPMS Redesign and impending Intelligence Community Reform. The later CPM Seminar hosted only Career Program 35 CPMs. It focused on the ICAP and an evaluation of the Career Program. Its major outcomes were the decision to update the Army Civilian Training, Education and Development System (ACTEDS) plan for Career Program 35 and a recommendation for how to manage the ICAP within Army. The Seminar also introduced Mr. Ewing to the CPMs and provided a forum for their first exchange.
	General Projects
	Despite all these major initiatives, the IPMO continued to perform its continuing functions. Waivers were granted for a number of hires of retiring military, CIPMS Update 11 was published in January recounting the CIPMS Conference, the Interchange Agreement with the Office of Personnel Management was extended for one last year through June 1997, and an extensive one-day training session on CIPMS was given to local CPAC and CPOC members. Three on-site training visits were accomplished to FORSCOM headquarters in Atlanta, Fort Bragg, and JTF-6 at Fort Bliss. Career Program 35 continued its support of the Army Management Staff College by sending 16 members, one careerist attended the Federal Executive Institute, one intern attended the Military Intelligence Officer Basic Course and four other careerists attended OPM Executive Seminar programs. Neither university programs nor rotational assignments proposal were received for consideration that could be supported requiring a significant portion of the Functional Chief Representative’s training funds be returned to the Assistant Secretary of the Army (Manpower and Reserve Affairs). In addition, the IPMO supported the Office of the Deputy Chief of Staff’s effort to develop a training plan for their organization and the IPMO was assigned to work on a Memorandum of Agreement between INSCOM and the Defense Intelligence Agency (DIA) providing continued DIA personnel management support for Army employees serviced by the Joint Field Support Center. This later effort was delayed by DIA. The IPMO also renewed work on developing a Foreign Language Proficiency Pay program for civilians. This program was further deferred, however, because of other priorities and concerns that it would provide significantly greater compensation than presently granted to military members. The IPMO also made strides in automation. Connection was finally accomplished with the DCS, G-2 by E-mail and laptops were received and utilized in the field. ASA(M&RA) and DOD assistance was obtained to support many Redesign, Centralization and Reform efforts. Lastly, the IPMO successfully assisted the DCS, G-2’s submission of the nomination of Mr. Davis for the Decoration for Exceptional Civilian Service.