Overview of FY98

The Intelligence Personnel Management Office (IPMO) continued to support Army’s Military Intelligence function in a number of capacities. Work continued on developing policy and programs for implementing Intelligence Community (IC) Personnel Management Reform legislation, the management structure for Civilian Intelligence Personnel Management System (CIPMS) Centralization was changed to increase effectiveness, and a number of initiatives were begun to support operating personnel offices throughout Army. Work began on a significant reexamination of both the CIPMS work force in general and Career Program 35 (Intelligence) work force in detail with the goal of developing long range planning tools. Several newer programs were also continued that had been begun in previous years.
IC Civilian Personnel Management Reform
Bullet Logo Policy Development
  IPMO staff members continued to work on joint DOD-lead task forces preparing policy needed to implement provisions of the DOD Civilian Intelligence Personnel Policy Act of 1996. Draft policy on Adjustment-in-Force, Senior Programs and Term Limited Appointments was completed along with a Directive establishing the overall architecture for the new Defense Civilian Intelligence Personnel System (DCIPS). Army non-concurred with the Directive because of unequal roles and responsibilities between ASD(C3I) and ASD(FMP). Implementation of the Directive, as well as the other policies, was delayed pending OSD determination of authorities and relationships for the program.
Bullet Logo Intelligence Community Assignment Program (ICAP)
 
  1. Program Performance. IC-wide competitive professional development rotations continued in FY98 for careerists, GS-13 and above that began in FY97 with inauguration of the ICAP. Staff from the IPMO presented a number of briefings on the program both on-site and by video-teleconference (VTC). Approximately 160 candidates throughout the IC, including 18 going from Army and 10 coming to Army, successfully competed for these assignments during the first two years of operation. The second and third editions of the one-week ICAP Orientation Course were also planned and held at NSA this year with Army support and student participation.
  2. Program Improvements. Imbalance in the numbers of careerists coming into IC organizations and those going out on ICAP assignments occurred resulting in new IC policy. The imbalance resulted in the ICAP Board of Governors (BOG) directing formation of a special working group that had IPMO participation. Based on the recommendations of that working group, the BOG then changed policy. They ended the restriction on the number of jobs an Agency or Service could advertise; they integrated other existing reimbursable and non-reimbursable rotational programs into the ICAP; and they increased the number of announcement periods in FY98 to three and agreed to four per year thereafter. They initiated ICAP Job Fairs at Agencies that had not yet sent out as many careerists as they were bringing in. An automated ICAP tracking system was also implemented throughout the IC. In Army, the imbalance early in the year was greater than two careerists going out for every one coming into Army. This imbalance in Army lead to both freezing consideration of GS-13 careerists in Army for the third announcement period in FY98 and to the emphasis on identifying and advertising both GS-14 and 15 positions as well as positions outside the Washington, DC metropolitan area.
  3. Army Management. ICAP was included this year in the Program Objective Memorandum process. The Army Civilian Training, Education and Development System (ACTEDS) centralized account would now fund Intelligence Community Officer training and Temporary Change of Station (TCS) travel, incident to an ICAP assignment, for non-National Foreign Intelligence Program (NFIP) funded members. The General Defense Intelligence Program (GDIP) would in turn fund TCS costs for NFIP funded careerists. The Office of the General Counsel determined this year that neither TDY nor Permanent Change of Station (PCS) was appropriate for ICAP assignments. This resulted in hardship for several careerists from the National Ground Intelligence Center (NGIC) who wanted to participate in ICAP assignments at Agencies inside the Capital Beltway but did not want to relocate their families. This year ICAP obtained visibility with Senior Army Leadership. ICAP became an issue that would be tracked in the Chief of Staff’s Strategic Management Plan. Nine Army civilians were reported placed in external ICAP positions and seven civilians from other Services/Agencies were reported to have filled Army ICAP positions.
Bullet Logo Additional Training and Developmental Initiatives
  Several other Intelligence Community-wide initiatives began to impact on Army.
  1. Intelligence Community Officer (ICO) Designation. An ICO designation (professionalization requirement) was defined that would require all CIPMS employees, grades GS-13 to GS-15, that aspired to positions above GS-15 in the IC, to complete an ICAP assignment or equivalent, IC training or equivalent, and specific Agency requirements, before they could be designated as an ICO. In conjunction with the ICO designation, the IC’s Training Director's Consortium (TDC) began to designate an extensive list of required ICO training courses under seven disciplines: Overview of Intelligence; National Intelligence Policy Issues; the Intelligence Budget Cycle; Customers of Intelligence; Analysis of Intelligence; IC Leadership and Human Performance Development; and IC Uses of Technology and Electronic Connectivity.
  2. Intelligence Community Regional Specialist Program (ICRSP). It was determined that a separate ICRSP was not yet appropriate in Army but that provision would be made in the FY99 Functional Chief Representative’s Competitive Development Program for Career Program 35 for competitive consideration of funding of appropriate language training, immersion assignments and area studies programs.
  3. Defense Leadership and Management Program (DLAMP). Policy was clarified that permitted CIPMS employees to participate in the DLAMP but restricted CIPMS positions from being designated as, and being filled on a priority basis, by DLAMP participants.
Bullet Logo Training Director’s Consortium (TDC)
 

The TDC continued its efforts from the previous year to establish a community-wide training and development (T&D) program as well as serve as a clearing-house for T&D information. A Strategic Management Plan was completed, staffed and approved. The plan attempted to focus T&D within the IC through collaboration and, in some cases, assignment of lead agency responsibility. Standing and special purpose committees and working groups were established to review key issues and promote common standards, systems and structures. Clarification of roles and relationships with other training organizations, such as the DOD General Intelligence Training Committee (GITC) was pursued. A commitment was made to convert a significant amount of residential training now being given by the Intelligence Agencies to distance learning. This action should have significant impact on careerists in the Services who have generally not had ready access to resident intelligence training given by the Agencies.

Bullet Logo Automation
  As a result of an Intelligence Program Review Group (IPRG) Minor Issue, OSD programmed funds for a contractor to analyze and determine requirements for a crosswalk between the Modern Defense Civilian Personnel Data System (MDCPDS) and the PEOPLESOFT system. MDCIPS is the system that the Services will be using for personnel management and PEOPLESOFT is the system that DIA, NSA and NIMA have chosen to use. The IPMO maintained a visible role in ensuring the Service’s interests were properly stated and considered. The crosswalk will permit aggregation of data in the DOD-IC and facilitate report preparation. Army also requested reconsideration of the policy to only maintain ICAP job information on INTELINK and INTELINK-S. Approximately half of Army’s eligible employees do not have ready access to those classified webs. The request was denied due to renewed security concerns for the aggregation of personnel management data.
Bullet Logo Support to Operating Personnel Management Programs
 
  1. Personnel Management Guides.During FY98, the IPMO began or continued work on a number of personnel management products to assist Civilian Personnel Operations Centers (CPOCs) and Civilian Personnel Advisory Centers (CPACs) that support intelligence and security organizations with CIPMS positions and employees. A Handbook of guidance for CIPMS Supervisors and employees was further developed but then deferred due to personnel turn over and competing priorities. A separate section of PD Library for CIPMS positions and a CIPMS version of training for the Decentralization of Classification Authority were initiated instead. An update of a model placement plan for CIPMS and the development of a separate template for CIPMS vacancy announcements were begun. CIPMS augmentation was also begun for such systems and guides as the MDCPDS, Personnel Management Information and Support System (PERMISS) and Business Process Maps (BPMs)/Standard Operating Procedures (SOPs). A staff member assisted the Pentagon & Employment Services - Washington (P&ES-W) CPAC in providing training on the automated Functional Process Improvements (FPIs) that are beginning to convert the personnel function into a paperless function. A study was begun to determine whether a two grade interval Team Leader Guide was needed for CIPMS similar to OPM’s.
  2. CIPMS Training.Extensive CIPMS training was offered. Office members went on extended trips to both the Far East (including Hawaii, Korea and Alaska) and to Europe (England and Germany). A number of VTCs were also held with most CPOCs, several CPACs and a number of intelligence organizations. A basic overview of CIPMS and the ICAP were offered as well as discussions of topics and issued raised by the participants.
  3. Use of Computer Webs/E-mail.The IPMO websites on INTELINK and INTELINK-S were expanded and improved as well as the INTERNET site on Civilian Personnel On-Line (CPOL). The Office’s Weekly Significant Activities Report (WSAR) was also expanded in size and readership to ensure both personnelists and CIPMS personnel were kept well informed. Websites and e-mail became nearly the exclusive means used by the Office to communicate with the field.
  4. Additional Support.Additional support was provided through the review and approval of 19 requests for waivers from the field of the 180-day legislative restriction on hiring retired military. A classification appeal decision was also rendered on an appeal of a HQDA DCS, G-2 employee. The DCS, G-2 delegated authority to the Chief, IPMO for rendering final decisions on CIPMS classification appeals. The IPMO also supported an ASA(M&RA) study of career referral systems. A Process Action Team (PAT) was charged with charting the future of these systems in Army.
Bullet Logo Centralization of CIPMS Servicing
 
  1. Change in Management Structure. Concern for the timeliness and quality of servicing from the Army National Capital Region (ANCR) CPOC and the P&ES-W CPAC in particular, and for the Army-wide Regionalization initiative in general, as well as the need to plan for further expansion of Centralized servicing, lead to the formation of a new oversight structure for CIPMS Centralization. An Executive Forum made up of the DCS, G-2, the Deputy Assistant Secretary for Manpower and Reserve Affairs (Civilian Personnel Policy) and the Administrative Assistant to the Secretary of the Army along with an Executive Council made up of the Assistant DCS, G-2, the Deputy Administrative Assistant to the Secretary of the Army and the Director for Civilian Personnel Management and Operations was established. A Steering Committee to provide on-going direction made up of the Director, P&ES-W, the Director, ANCR CPOC, a senior member of PEO STAMIS and a representative of the DCS, G-2 was also formed.
  2. Performance Evaluation. Information was requested and gathered from the MACOM Career Program Managers on the quality of servicing. The feedback reflected that many challenges were being faced by all of Army’s personnel operations and not just by those in the Washington DC area. An IPR was given to the DCS, G-2, on the operations within the National Capital Region, which resulted in the focusing on the identification and correction of payroll problems and determination and prioritization for solution of other servicing issues. A decision on when to further expand Centralized servicing was postponed pending these actions. The ANCR CPOC and the CIPMS Division of the P&ES-W CPAC in the Pentagon did improve their servicing of the CIPMS organizations that were initially transitioned to centralization of servicing in FY96 and 97. Transition of servicing for additional current and future volunteers to the ANCR will likely resume during FY99. Servicing for non-volunteer organizations will remain with their respective Regional CPOCs and local CPACs. The Office also assisted DAMI-PA in evaluating and determining resourcing for the P&ES-W CPAC.
Bullet Logo Career Program Management
 
  1. Workforce Analysis and Forecasting. The IPMO participated in both types of initiatives to determine the needs of the civilian component in Military Intelligence and the needs of Army civilians in general. Civilian personnel issues were identified for consideration in the development of a Military Intelligence Strategic Plan and the IPMO participated in the Intelligence XXI Study by briefing panel members on the Civilian Personnel Component and by serving on the Component Integration Panel. The IPMO participated on a multi-phased ASA (M&RA) initiative to determine a Civilian Objective Force (COF) to be used in formal workforce planning. The IPMO also participated on a DCS, G-2 working group charged with developing policy for determining which intelligence positions were eligible for contracting out in support of the Defense Reform Initiative Directive #20, Review of Inherently Governmental Functions.
  2. Revision of the Army Civilian Training, Education and Development System (ACTEDS) plan for Career Program 35. Work on a major revision of the ACTEDS plan for Career Program 35, Intelligence was renewed in January. A wide range of related initiatives complicated and extended the effort. The DA-wide development of a Civilian Objective Force followed by the beginning of a Civilian Personnel Management System (CPMS) XXI plan and the Army Military Intelligence Community's development of a vision for Intelligence in the twenty-first century (the Intelligence XXI Study) were two key initiatives that had to be assimilated. DRID 20, the finalization of the ICO designation, a TRADOC initiative to identify Common Core competencies, and the Office of Personnel Management’s (OPM’s) restatement of Executive Core Qualifications were others. Regular meetings of a working group made up of Career Program Managers and key ODSCINT staff members were held as well as a two-day off-site in May to propose reshaping the plan. Major changes to the ACTEDS plan were proposed to include the expansion of the plan from an Army-only view of career development to an Intelligence Community-wide view.
  3. Centralized Competitive Professional Development. The Functional Chief Representative (FCR) competitive development training program was successful. All the allowed ACTEDS funds were spent plus an additional amount received mid-year from ASA(M&RA). A careerist was sent to the Federal Executive Institute (FEI), a number of careerists were sent to Office of Personnel Management (OPM) Executive Center seminars, and several university programs were supported. Based on feedback from the field and direction from ASA(M&RA), the FY99 program was revised to: eliminate funding for FEI and the Military Intelligence Officer Basic Course; add management training options for GS-11s and 12s at OPM’s Executive Centers; include ICAP TCS and ICO training; provide for support of language and area expertise programs; and cover, for the first time, short-term functional/technical training that could not be funded locally.
  4. Centralization of Intern Recruitment.Three centrally funded interns were hired during the year as well as three Presidential Management Interns. ASA(M&RA) proposed centralization of at least the recruitment of ACTEDS interns to better ensure timely hiring and utilization of funding. The North Central CPOC at Rock Island was given the charter by ASA(M&RA) to begin this service in FY99. Each Career Program was also given the option to centralize selection. CP-35 MACOM Career Program Managers strongly opposed this option at this time. They desired that selection authority remain within the MACOMs. The Assistant DCS, G-2 concurred. Sixteen intern allocations were approved for FY99, one more than in FY98.
  5. Affirmative Action Reporting.The ASA(M&RA) directed that Functional Chiefs take personal action to ensure everything possible was done to promote diversity within the career programs. The DCS, G-2 delegated responsibility to Senior Level civilians and General Officers in the MACOMs to provide personal oversight of recruiting efforts for GS-15 positions. The DCS, G-2 also directed that Senior Intelligence Officers (SIOs) provide the same personal attention to the competitive filling of GS-14 positions. Reporting was required. Very few positions were filled competitively during the year due to continued downsizing and little progress was reported.
Bullet Logo Additional Initiatives
  Several other major endeavors were noteworthy.
  1. Senior Level Positions. The position of Director, Intelligence Programs, and Analysis, DCS, G-2, HQDA was filled. Approval was also obtained to establish and recruit for the last of the thirteen CIPMS senior leader positions assigned to Army. This was the position of Director for Futures at the Intelligence Center and Fort Huachuca. The IPMO also prepared and transmitted to OSD a revalidation of senior position requirements that was first submitted the previous year. There were no Army nominations for Presidential Ranks.
  2. Interchange Agreement. Another one-year extension of the Personnel Interchange Agreement with OPM and DOD regarding CIPMS was obtained retroactively in the summer. Army’s program received an acceptable evaluation.
Bullet Logo Administration
 

The IPMO began the year at full staff (six action officers and one chief) but ended with two vacancies. Joan Kelley, who handled position classification and worked on initiatives supporting operating personnel operations, left to work locally with the Defense Finance and Accounting Agency and Maria McAlpin, who was managing the Intelligence Community Assignment Program (ICAP), left to work in the P&ES-W CPAC and service the DCS, G-2. The IPMO moved to Presidential Towers in Crystal City in March along with the rest of the DCS, G-2 staff. The title of Director, IPMO was changed to Chief to be more in line with comparable positions on the Army Staff.