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Roles and Responsibilities within DCIPS


The definitions listed below are based on Defense Civilian Intelligence Personnel System (DCIPS) Army Policy. In cases where there may be a discrepancy with policy, the Army Policy Volumes (AP-Vs) are the authoritative references.
Role Responsibility
Civilian Intelligence Transformation Manager (CITM) CITMs are responsible for providing support to sustain and evolve DCIPS, as well as providing support in the areas of policy/program development, training and leader development, human capital processes, strategic workforce planning, strategic human capital planning, and Civilian Workforce Transformation.

The CITMs also:
  • Serve as liaison between HQDA IPMO and the Command
  • Serve as CITMs within the Command and understand and promote DCIPS
  • Provide input and relay critical information about civilian human capital issues pertaining to the workforce
  • Act as primary resource for Army DCIPS employees to raise DCIPS questions and concerns
Secretary of the Army The Secretary of the Army implements the DCIPS policy volumes within the Army, issues supplemental guidance as appropriate, monitors Army programs for compliance with the provisions of this issuance and responds to reporting requirements established by the USD(I). The Secretary of the Army also delegates the authority as appropriate, to implement this issuance within the Army.
Assistant Secretary of the Army for Manpower and Reserve Affairs (ASA (M&RA)) The Assistant Secretary of the Army for Manpower and Reserve Affairs (ASA (M&RA)) establishes broad policy and objectives for DCIPS within the Army and in coordination with HQDA Deputy Chief of Staff (DCS), G-2, approves DCIPS policy guidance. The ASA (M&RA) also exercises oversight over DCIPS, including but not limited to, serving as the approval authority for program policy and strategic direction; and periodically reviews and evaluates DCIPS to ensure that implementation goals are accomplished. The ASA (M&RA) provides program evaluation data and other reports to USD(I), as required.
HQDA Deputy Chief of Staff (DCS), G-2 The HQDA DCS, G-2 provides resources to design, develop, implement, administer and evaluate Army DCIPS policy and programs in coordination with HQDA DCS G-1, Assistant G-1(Civilian Personnel) (AG-1(CP)) and USD(I).

The HQDA DCS, G-2 also:
  • Reviews and approves requests for DCIPS coverage upon concurrence from USD(I)
  • Establishes strategic civilian human capital goals and objectives
  • Represents the Army's interests in the development or resolution of intelligence community human resources programs and issues with the Office of the Director of National Intelligence (ODNI) and USD(I)
  • Maintains liaison with organizations throughout the Intelligence Community (IC) and directs the management aspects of DCIPS which benefit from centralized management, where appropriate
  • Serves as the Army Functional Chief (FC) and designates a Functional Chief Representative (FCR) and a senior civilian advisor for the Intelligence Career Program-35 (CP-35)
  • Establishes the performance management program’s strategic direction, provides the overall policy framework and approves policy guidance for administration of DCIPS performance management. The HQDA DCS, G-2 also exercises oversight of the DCIPS Performance Management system
  • Establishes and monitors Army DCIPS performance metrics and measures to assist in determining program effectiveness and efficiency
HQDA DCS, G-1 (Civilian Personnel) (AG-1 (CP)) The AG-1(CP) provides advice and assistance to the DCS, G-2 on all civilian human resources programs.

The AG-1(CP) also:
  • Ensures alignment of DCIPS policies and procedures with the Army’s strategic human capital plan and transformation goals
  • Supports the implementation and sustainment of the DCIPS policies and programs
HQDA ADCS, G-2 The HQDA ADCS, G-2 designs, develops, implements, administers and evaluates Army DCIPS policy and programs, as directed by the HQDA DCS, G-2 in coordination with USD(I), HQDA, DCS G-1, AG-1 (CP), the Civilian Human Resources Agency (CHRA) and other agencies as necessary.

The HQDA ADCS, G-2 also:

  • Ensures civilian personnel programs, policies, regulations and procedures align with functional goals and objectives
  • Responds to official inquiries from Congress, ODNI, DoD and Army regarding DCIPS
  • Works with the Chief of Military Intelligence, U.S. Army Intelligence Center and Fort Huachuca (USAIC&FH), on issues pertinent to the role of the proponency for the intelligence and related career fields
  • Acts on requests for Army DCIPS personnel actions or entitlements requiring HQDA or higher level decision or approval
  • Provides advice, assistance and training on Army DCIPS programs.
  • Develops broad-based DCIPS civilian human resources products in coordination with senior intelligence officials
  • Conducts an annual DCIPS CP-35 needs/skill assessment, to include certification training requirements and develops Army-wide training and resourcing projections/requirements
  • Establishes Army-wide goals and objectives for all aspects of DCIPS in support of Equal Employment Opportunity (EEO)
  • Provides executive advice and consultation to the DCS, G-2 and directs the full spectrum of DCIPS performance management programs, policies and systems through supervision of the Director, Intelligence Personnel Management Office (IPMO)
  • Ensures the implementation of DCIPS performance management and compliance with policy guidance
  • Serves as the Army Performance Management Performance Review Authority (Army PM PRA) for final independent review and decision of the employee’s performance evaluation of record when an employee challenges the decision by the Command Performance Management Performance Review Authority (Command PM PRA)
  • Sets the Armywide percentage for the bonus budget selected from the range set by USD(I)
HQDA DCS, G-2, Director, IPMO The HQDA DCS, G-2, Director of IPMO designs, develops, implements, administers and evaluates the Army DCIPS policy and programs, as directed by the HQDA DCS, G-2 in coordination with USD(I), HQDA, DCS G-1, AG-1(CP), the Civilian Human Resources Agency (CHRA) and other agencies as necessary.

The HQDA DCS, G-2, Director, IPMO also:
  • Ensures civilian personnel programs, policies, regulations and procedures align with functional goals and objectives
  • Responds to official inquiries from Congress, ODNI, DoD and the Army regarding DCIPS
  • Acts on requests for personnel actions or entitlements requiring HQDA or higher level decision or approval
  • Provides advice, assistance and training on DCIPS programs
  • Develops broad-based DCIPS civilian human resources products in coordination with senior intelligence officials
Commanders of ACOMs, ASCCs, DRUs and the AASA Commanders of the Army Commands (ACOMs), Army Service Component Commands (ASCCs), the Commander/Superintendent of the Direct Reporting Units (DRUs) and the Administrative Assistant to the Secretary of the Army (AASA) (hereafter known as Commanders) are responsible for establishing command-wide goals and objectives for all aspects of DCIPS in support of EEO.

The Commanders also:
  • Direct the implementation of DCIPS, ensuring that any supplemental command-wide DCIPS policies and procedures are flexible, cost-effective and efficient
  • Evaluate the implementation and effectiveness of DCIPS programs to ensure alignment with the goals and objectives of the human capital strategic plan and Army policies
  • Appoint in writing CP-35 career program managers
  • Determine, recommend and monitor personnel management resource requirements necessary to support intelligence functions within their command
  • Ensure DCIPS employees and their rating and reviewing officials receive mandatory DCIPS training as defined by Army, ODNI/USD(I) DCIPS training (to include all supervisors and managers (civilian and military) of Army DCIPS employees)
  • Serve as the Command PM PRA for their command. The Command PM PRA establishes the PM PRA structure through the appointment of Organizational PM PRA(s) and provides independent review and decision of formal reconsideration requests of evaluations of record when challenged by employees. Commanders of ACOMs, ASCCs, and DRUs may further delegate the authority to serve as the Command PM PRA to their Deputy Commander or Command Chief of Staff. For Headquarters, Department of the Army, the AASA may further delegate the authority to the Deputy Administrative Assistant to the Secretary of the Army or to the Principal Officials. Commanders are to remain cognizant of and accountable for all actions taken pursuant to the delegated authorities.
  • Serve as the Command Performance-Based Bonus Performance Review Authority (Command PBB PRA) (refer to the PBB PRA definition).
Civilian Human Resources Directors of the ACOMs, ASCCs, DRUs and the AASA The Civilian Human Resources Directors of the ACOMs, ASCCs, DRUs and the AASA serve as command advisors for all civilian human resources systems and programs and the primary points of contact for the HQDA DCS, G-2 on managing DCIPS programs.
Performance Management Performance Review Authority (PM PRA) (Includes the Army PM PRA, Command PM PRAs and Organizational PM PRAs) The PM PRA provides high-level oversight and review to ensure consistency across rating officials and reviewing officials and compliance with merit system principles and applicable laws and regulations.

The PM PRA also:
  • Oversees the performance management process to ensure the consistency of performance management policies within Army Intelligence and non-intelligence organizations with DCIPS-covered employees
  • Establishes annual guidance and procedures for the performance management review process
  • Notifies employees no later than 90 days before the end of a rating cycle of the employee’s PM PRA structure (Command PM PRA or Organizational PM PRA)
  • Ensures compliance with Merit System Principles and prevention of conflicts of interest in the establishment and operation of performance management reviews
  • Identifies inconsistencies and direct corrective action (where appropriate) prior to approval of ratings by the reviewing officials to ensure integrity of performance evaluation process
  • Approves the modal rating for specially situated employees at the first level of PM PRA review
Performance-Based Bonus Performance Review Authority (PBB PRA) (Includes the Army PBB PRA, Command PBB PRAs) The role of the PBB PRA is to provide a high level oversight of the PBB process for approval and certification of the Bonus Group Manager(s) and/or Bonus Board(s) bonus recommendations in conformance to policy guidance, equity, and potential adverse impact.

The Army G-2 determines the Armywide percentage for the bonus budget selected from the range set by USD(I):

The Command PBB PRA also:
  • Selects the budget percentage for each Bonus Group within 45 days following the end of the performance evaluation period (the QSI budget during this interim period will align with previous QSI trends and funding limitations)
  • Conducts a summary review and approves the PBB results of all the Bonus Groups to identify potential anomalies, such as lack of meaningful performance bonus differentiation, inconsistencies in application of policy across Bonus Groups or potential adverse impact
  • Provides a certification letter to the HQDA DCS, G-2 certifying that the PBB process met policy and procedural requirements and a summary review was conducted
Reviewing Officials (typically 2nd line supervisor)   Reviewing officials serve as the approving official for each individual’s performance plan and evaluation within their purview. Reviewing officials are responsible and shall be held accountable for ensuring accuracy of performance management within the subordinate organizations and units for which they are responsible.

Reviewing officials also ensure:
  • Performance plans and Individual Development Plans (IDP) are in place and in accordance with established timelines for all employees within their purview
  • Subordinate rating officials and supervisors (when the supervisor is not the rating official) are trained in their roles and responsibilities
  • Subordinate rating officials provide performance feedback throughout the evaluation period and document at least one midpoint performance review feedback session with each employee
  • Subordinate rating officials, when not the immediate supervisor of employees for whom they are the rating official, are maintaining ongoing dialogue with the immediate supervisors of employees regarding employee performance
  • All performance plans within the reviewing official’s subordinate organizations and units are initiated and approved within established timelines
  • All performance evaluations of record within the Reviewing official’s subordinate organizations and units are completed within established timelines
  • Performance standards are consistently applied among those rating officials for whom they are the reviewing official; reviewing officials shall meet with rating officials on an as needed basis to discuss equity in establishing performance expectations and in the rating process
  • Subordinate’s performance objectives and employee development plans are aligned with the organizational goals and objectives
  • Rating officials adhere to DCIPS performance management policies and procedures
Rating Officials (typically 1st line supervisor) Rating officials are responsible and shall be held accountable for effectively managing the performance of assigned employees.

Rating Officials also:
  • Execute the requirements of AP-V 2011 in a manner consistent with merit system principles
  • Ensure employees are trained in the DCIPS Performance Management Program
  • Collaborate with, develop and communicate performance objectives and expectations to employees for the performance evaluation period within prescribed timelines and ensure accountability for accomplishing them
  • Prepare jointly with employees developmental objectives for the performance evaluation period and record them in an IDP
  • Align performance objectives and employee development with organizational goals and objectives
  • Discuss with employees the relevance of performance elements to individual performance objectives
  • Provide employees with meaningful, constructive and candid feedback relative to progress against performance expectations including at least one documented midpoint review
  • Ensure employees are aware of the requirement to document accomplishments at the end of the evaluation period
  • Foster and reward excellent performance
  • Address poor performance
  • Make meaningful and fair distinctions among employees based on performance and contribution
  • Complete closeout performance evaluations and interim performance reviews within established timelines
  • Collaborate with reviewing officials to complete performance evaluations
  • Ensure that eligible employees are assigned an evaluation of record as prescribed by AP-V 2011
Supervisors When Not the Rating Official Supervisors normally will be the rating official for employees under their direct supervision. However, in unusual circumstances, rating official responsibilities will be assigned to an official in the chain of command above the immediate supervisor.

The responsibilities of these supervisors are to:
  • Ensure that he or she maintains ongoing dialogue with the rating official regarding the employee’s performance during the performance evaluation period
  • Participate with the rating official in the completion of closeout, interim, and/or evaluation of record
  • Participate with the rating official in the completion of closeout or interim evaluations on employees under their supervision for whom they are not the rating official
Employees Army DCIPS employees are responsible for taking control of their professional development and understanding the linkage between their performance objectives and the organizational mission and goals.

Army DCIPS employees are accountable for:
  • Understanding DCIPS policies and requirements for individual achievement of organizational and Army strategic goals and mission(s)
  • Engaging in dialogue with rating officials and supervisors (when the supervisor is not the rating official) to develop Specific, Measurable, Achievable, Relevant and Time-bound (SMART) performance objectives and the IDP at the beginning of each evaluation period
  • Identifying and recording accomplishments and results throughout the evaluation period
  • Participating in midpoint performance reviews and end-of-year performance evaluation discussions with the rating officials
  • Preparing end-of-year accomplishments as input to the annual performance evaluation
  • Accepting personal accountability for actions

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