|
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
|
| DCIPS Advisor |
DCIPS Advisors are responsible for providing support to sustain and evolve DCIPS,
as well as providing support in the areas of policy/program development
The DCIPS Advisor also:
- Serve as liaison between HQDA IPMO and the Command
- Serve as DCIPS Advisors 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&S). 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. The ASA (M&RA) also exercises oversight over DCIPS. The ASA (M&RA)
provides program evaluation data and other reports to USD(I&S), 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&S).
The HQDA DCS, G-2 also:
- Reviews and approves requests for DCIPS coverage upon concurrence from
USD(I&S)
- 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&S)
- 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 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&S), 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 ODNI, DoD and Army
regarding DCIPS
- Acts on requests for Army DCIPS personnel actions or entitlements
requiring HQDA or higher level decision or approval
- 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 policies and systems
through supervision of the Director, Intelligence Personnel Management Office
(IPMO)
- Ensures DCIPS 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)
- Serves as the Army Pay Pool Performance Review Authority (PP PRA) and issues Army-wide DCIPS annual pay pool and awards guidance and ensures compliance based upon DoD and Army DCIPS policy
|
|
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&S), 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
- 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&S) 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 Pay Pool Performance Review
Authority (Command PP PRA) (refer to the PP 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
|
|
Pay Pool Performance Review Authority (PP PRA)
(Includes the Army PP PRA, Command PP PRAs)
|
The role of the Pay Pool PRA is to provide a high level oversight of the pay pool process for approval and certification of the Pay Pool Manager(s) and/or Pay Pool Panel Members pay pool recommendations in conformance to policy guidance, equity, and potential adverse impact.
The Army G-2 issueD annual Armywide awards and pay pool guidance based upon instructions set forth annually by USD(I&S):
The Pay Pool PRA also:
- Selects the DQI/SQI budget percentage to be used consistently throughout the Command
for each Pay Pool within 45 days following the end of the performance evaluation period
- Conducts a summary review and approves the pay pool results of Command's pay pools
to identify potential anomalies, inconsistencies in application of policy across pay pools or potential adverse impact
- Provides a certification letter to the HQDA DCS, G-2 certifying that the Command pay pool 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
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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
|
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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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