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) civilian personnel management reform legislation. The Civilian Intelligence Personnel Management System (CIPMS) Centralization initiative continued as restructured during FY99, but no additional transitions were authorized pending assessment of work force needs, automation support requirements and human resources manpower support studies. 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. In addition to these major initiatives, work continued on other human resource program areas that began in previous years.

IC Civilian Personnel Management Reform

Policy Development

IPMO staff members continued to work on joint DOD-lead task forces preparing policy needed to implement provisions of the DOD Directive 1400.35, Defense Civilian Intelligence Personnel System (DCIPS), which was published on 19 March 99. It established the overall architecture for the new DCIPS. In July, 1999, DOD issued instructions requesting components implement DCIPS policies, procedures, programs and requirements as specified in the Directive. A phased implementation was authorized. IPMO staff members participated in Joint working groups to development initial regulations. A joint task force was established to prepare a system change request to modify the automated personnel systems in preparation for conversion of personnel to the new system. The conversion will accommodate a simultaneous change in pay plan for all CIPMS General Schedule positions from GS to GG. Changes will likely take effect in FY01, when DOD proceeds with full deployment of the new automated personnel system.

Intelligence Community Officer (ICO) Programs

	ICO Designation
	Work continued on completion of a Director of Central Intelligence Directive (DCID) to formalize IC policies for ICO designation. In anticipation of the requirement for ICO certification beginning in FY02 as a selection factor for executive positions, we began to incorporate requirements into Army Civilian Training, Education and Development System (ACTEDS) planning and development of ICO training. IPMO participated in a Community-wide Training Needs Survey designed to identify competency requirements for future IC executives. Interviews were conducted with eleven Army executives and managers to assure Army requirements were represented. The results of the survey formed the basis for development of the ICO Training Curriculum, which was scheduled for completion in FY00.
	Intelligence Community Assignment Program (ICAP)
	Program Performance. IC-wide competitive professional development rotations continued in FY99 for careerists, GS-13 and above. The ICAP program was inaugurated in FY97. Staff from the IPMO continued to offer and conduct briefings and training on the program. Since inception of the program, approximately 272 IC candidates have successfully competed. During FY99, eight Army careerists accepted IC assignments, and thirteen IC careerists accepted Army positions. Two sessions of the one-week ICAP Orientation Course were planned and conducted this year with Army support and student participation. The second in a series of ICAP Job Fairs was conducted at the Central Intelligence Agency (CIA) to promote awareness of the program and increase participation of CIA careerists. Program Improvements. The balance between the numbers of careerists coming into Army organizations and those going out on ICAP assignments was greatly improved in FY99. As a result, Army-wide restrictions were not imposed on careerists seeking ICAP developmental assignments; however, one command limited participation to GS-14s and 15s due to an internal imbalance. The IPMO attended regular ICAP Advisory Group meetings in preparation for quarterly Board of Governors (BOG) meetings which were attended by the Assistant DCS, G-2. The process of advertising available ICAP developmental assignments was improved through automation initiatives. This gave agencies greater flexibility and enabled them to streamline their position nomination process. The automated ICAP tracking system that was initiated in FY98 on INTELINK-TS was further enhanced and activated for IC-wide use in FY99. The system allowed better tracking of applicants and participants, and supported an automated corporate reporting need. Due to limited availability of INTELINK-TS, ICAP points-of-contact provided liaison upon behalf of Army applicants. Resources. Temporary Change of Station (TCS) travel incident to ICAP assignments and Intelligence Community Officer training were centrally funded by Headquarters, Department of the Army. The ACTEDS central account included $72K to fund training and relocation for non-National Foreign Intelligence Program (NFIP) funded participants. The General Defense Intelligence Program (GDIP) funded TCS costs for NFIP funded careerists.
	Defense Leadership and Management Program (DLAMP)
	Policy continues to permit CIPMS employees to participate in the DLAMP but restricts CIPMS positions from being designated as, and being filled on a priority basis, by DLAMP participants.
	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. Significant input was provided to the Report to Congress on the assessment of the state of intelligence training in the IC. Standing and special purpose committees and working groups continue to review key issues and promote common standards, systems and structures.
	Automation
	IPMO staff members continued to improve the IPMO websites on INTELINK-S and INTELINK-TS. The use of the IPMO Internet site was also improved when the IPMO and DCS, G-2 IM staff assumed full responsibility for the housing and maintenance of CIPMS information that once was on the Army Civilian Personnel On-Line (CPOL) site. The websites and email are nearly the exclusive means used by the office to communicate with the field, the general public and vice versa.
	Support to Operating Personnel Management Programs
	Personnel Management Guides. During FY99, the IPMO 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 separate section of PD Library and FAS CLASS for CIPMS positions was developed. PD Library is in the beginning stages of being populated with CIPMS position descriptions. The release of FAS CLASS II will aid in populating the CIPMS portion of the PD Library. A CIPMS training module was developed for Position Management and Classification Training. This training provides managers, supervisors and personnelists responsible for classifying CIPMS positions, the basics of the CIPMS classification system. This training is required for those who may be delegated classification authority for CIPMS positions. Augmentation continued for web-based systems and guides on CPOL such as Personnel Management Information and Support System (PERMISS) and Position Description Library. Guidance was issued to Civilian Personnel Operations Centers (CPOCs) and Civilian Personnel Advisory Centers (CPACs) on a new policy that requires drug testing of incumbents of positions required to maintain a Top Secret security clearance, or have access to Sensitive Compartmented Information. CIPMS Training. A variety of CIPMS training was offered. Travel was limited to CONUS this year. Human resource and functional training was conducted on CIPMS features and reform initiatives, and position management and classification. Training was conducted for Southeast Region and South Central Region CPOC and CPAC personnel. On-site training was also provided to members of SOUTHCOM/JIATFE, ISDC/USASOC, STRICOM, AMCOM, COE activities, Fort Bragg/JSOC and INSCOM Headquarters. Training was also conducted via VTC for Fort Hood personnel. 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 CIPMS homepage was updated to make it more user friendly. PERMISS articles were developed for CIPMS. These articles mirror the topics under Title 5. 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. A continuing emphasis was placed on web-based communications. Additional Support. Additional support was provided through the review and approval of 23 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 Forces Command employee. The IPMO also established generic CIPMS Intern position descriptions for the GS-5/7/9 levels.
	Centralization of CIPMS Servicing
	A decision on whether to expand central servicing beyond current levels was postponed pending completion of Regionalization of personnel service initiatives and reassessment of timelines, methodologies and Civilian Personnel Advisory Center (CPAC) resourcing. Attendees of the Career Program Planning Board (CPPB) conducted at Fort Belvoir in July, discussed personnel servicing for CIPMS employees. Although judged to be at an acceptable level, the quality of service varied significantly among the sites. Staff assistance visits conducted by IPMO staff to the Southeast and South Central Regions provided an opportunity to educate CIPMS employees and supervisors, and CPOC and CPAC staffs on CIPMS-unique features and servicing. Feedback received following the on-site visits reflected communication and servicing relationships.
	Career Program Management
	Workforce Analysis and Forecasting. The IPMO staff continued to support the multi-phased ASA(M&RA) effort to determine the Civilian Objective Force (COF) which will be used in formal work force planning. A variety of demographics were developed for both the CP-35 and CIPMS work force. Civilian personnel issues and trends were identified. These are being incorporated into the Strategic Plan for CP-35. Consideration was also given to the likely impact of Defense Reform Initiative Directive (DRID) 20. Under DRID 20, the Defense military and civilian work force was placed in the categories of inherently governmental, commercial - exempt from contracting out, or commercial - subject to competition. Revision of the Army Civilian Training, Education and Development System (ACTEDS) plan for Career Program 35. The CPPB which met in July, focused on revising Appendix A, Master Training Plan - Competencies. Other topics included: procedures to reinforce ACTEDS competency requirements, career progression/development models, security specialists, central recruitment and selection of interns, distance learning, and marketing of CIPMS vacancies. A wide range of related initiatives complicated and extended the effort. Work also continued to integrate the DA-wide development of a Civilian Objective Force, the Civilian Personnel Management System (CPMS) XXI plan and the Army Intelligence XXI Study into the ACTEDS Plan. Career Program Managers, Activity Career Program Managers and key intelligence professionals continued to contribute to this effort. During FY99, further refinements were made to the Draft ACTEDS Plan, to include the development of a separate Draft Summary which was designed to facilitate easy use by careerists. Centralized Competitive Professional Development. The Functional Chief Representative (FCR) competitive development training program was successful. All $163K of the ACTEDS funds were committed. Fourteen careerists were sent to Office of Personnel Management (OPM) Executive Center seminars, and several university programs were supported. A fellowship program that included language training, overseas research and a State Department course was also funded. In addition, thirteen CP-35 careerists were selected to attend the Sustaining Base Leadership and Management program of the Army Management Staff College. Due to fiscal constraints, the FCR program received a reduced level of funding in FY99. Centralization of Intern Recruitment. Seven centrally funded interns were hired during the year as well as one Presidential Management Intern. The North Central CPOC at Rock Island continued to provide centralized recruitment of CIPMS interns. Sixteen intern allocations were approved for FY99, one more than in FY98. All sixteen positions were filled. Affirmative Action Reporting. Diversity continued to be an area of emphasis during FY99. Senior Level civilians and General Officers in the MACOMs provided personal oversight of recruiting efforts for GS-15. Senior Intelligence Officers (SIOs) provide the same personal attention to the competitive filling of GS-14 positions. Reporting was required; although very few positions were filled competitively during the year due to continued downsizing, and little progress was reported.
	Additional Initiatives
	Several other major endeavors were noteworthy. Senior Level Positions. Mr. Michael Powell was appointed as the Director for Futures at the Intelligence Center and Fort Huachuca. The IPMO also prepared and transmitted to Office of the Secretary of Defense a revalidation of senior position requirements that was submitted the two previous years. Requirements for six additional allocations to support the war fighter were submitted. A forum for Seniors was hosted by Mr. Ewing, and was conducted in July at the Crystal City facility. There were no Army nominations for Presidential Ranks awards. Interchange Agreement. The CIPMS Personnel Interchange Agreement with OPM and DOD was extended for an additional year. Army’s program received an acceptable evaluation.
	Administration
	The IPMO began the year with two of it seven (six action officers and one chief) positions vacant. Also, during FY99, Jim Albright departed for a promotion to a position with the National Reconnaissance Office. Joining the staff were Lee Ann Eudaily, who handles position management and classification and performance management, Tim Burcroff, who works career management, training and force projection issues, and Rita Noll, who handles the Intelligence Career Assignment Program and assists with Functional Chief Representative training.