Naval Intelligence Community Leadership Update

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Naval Intelligence Community Leadership Update
19 August 2008
Overall Classification UNCLASSIFIED
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N2 Priorities

• Recruit, train, and educate a highly professional
  and diversified workforce
• Contribute to the current fight
• Develop a world class understanding of potential
  adversaries and the maritime environment.

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Selected Priorities

• Senior Selections Diversity
• Joint Duty Assignment Implementation
• Educational Opportunities for all
• On Target Performance Objectives

Effective Implementation of DCIPS Across Our
Entire Claimancy
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Naval Intelligence Community Update2007 Employee
Survey Results

• Background Administered annually in October
  across the IC
• Assessment of employee satisfaction and insights
  to maximize individual and organizational
  performance
• An annual comparison to measure progress

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Naval Intelligence Community Update2007 Employee
Survey Results

• Good News
• Employees feel their work is important
• Job satisfaction is high
• Managers communicate goals and priorities Navy
  ranked in the top ten

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Naval Intelligence Community Update2007 Employee
Survey Results

• Bad News
• Decrease in participation
• 2007 - 726
• 2006 - 758
• Lowest satisfaction - matching pay to performance

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Navy Strengths Most Favorable Responses
Percent Positive Responses Percent Positive Responses Percent Positive Responses  
Question Navy 2006 Navy 2007 Change IC 2007
         
The people I work with cooperate to get the job done. 87 84 -3 89
I am treated respectfully without regard to my race, gender, age, disability status, sexual orientation, or cultural background. 84 83 -1 86
I know how my work relates to the agency's goals and priorities. 80 82 2 87
The work I do is important. 86 86 0 88
My supervisor supports my need to balance work and family issues. 78 81 3 86
Our mission depends on IC agencies and components sharing knowledge and collaborating. 79 84 5 84
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Navy Improvement Areas Least Favorable
Responses
Percent Positive Responses Percent Positive Responses Percent Positive Responses  
Questions Navy 2006 Navy 2007 Change IC 2007
         
My work unit is able to retain people with the right skills. 34 36 2 44
In my work unit, steps are taken to deal with a poor performer who cannot or will not improve. 31 27 -4 28
In my work unit, differences in performance are recognized in a meaningful way. 38 36 -2 38
Pay raises depend on how well employees perform their jobs. 16 19 3 28
In my organization leaders generate high levels of motivation and commitment in the workforce. 40 38 -2 45
How often do you share knowledge and collaborate on work-related matters with members of the IC whoa re outside your own IC agency or component. 41 38 -3 30
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Overall Job Satisfaction and Work Environment
Indices
Navy 2006 Navy 2007 IC 2007
Job Satisfaction (Ranked 9 of 19) 64 64 72
Leadership Knowledge Management (Ranked 13 of 19) 63 62 62
Results-Oriented Performance Culture (Ranked 12 of 19) 54 53 57
Talent (Ranked 12 of 19) 57 57 65
IC Transformation (Ranked 8 of 19) 59 60 52
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2007 IC Annual Employee Climate Survey

• Next Steps
• Encourage workforce to review 2007 data
• Establish a diverse focus group across our
  community
• Review our weaknesses and our strengths
• Gain a better understanding of impacts to grow in
  all areas
• Encourage all to complete the 2008 survey
• Will deploy 1 October 08

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DCIPS The Way Ahead
This will help the ICs high-performing
organizations perform at an even higher
level. - John M. McConnell Director, National
Intelligence
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Leadership is the Foundation of DCIPS
Recognition of performance
Feedback
Pay-for- performance
Performance elements
Individual development plans
Performance objectives
Organizational goals
Leadership
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Top 10 Concerns of the Workforce on DCIPS
Annual Pay Adjustment Inter-rater Reliability
Managerial Ability Supervisory Discretion
Accountability, Oversight and Reconsideration Forced Distribution
Competition Between Employees Funding
Impact on Women, Minorities and Persons with Disabilities Impact on Retirement
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Holding executives accountable for successful
implementation of DCIPS

• Example of Performance Objective
• Supervisors are held accountable for ensuring
  employee performance plans are linked to
  Organizational goals and objectives. Employee
  appraisals contain clear, measurable standards
  and the supervisor provides accurate and timely
  feedback to determine progress and success in
  meeting expectations.
• Performance plans and appraisals of subordinate
  staff members are completed by the due date and
  at least one critical element for each is clearly
  traceable to the agencys goals and objectives.
• Sets clear objectives. Establishes and
  communicates performance requirements that align
  with organizational goals and ensures that all
  employees are evaluated against these
  requirements.

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What do we need from you?

• DCIPS is our future
• You are the most important change agents
• Workforce acceptance requires trust that each of
  us are fully engaged, to include
• Meeting the DCIPS implementation timelines
• Identifying JDA swap positions and nominating our
  people
• Ensuring your team is fully engaged
• Forwarding issues to our CIPO/N27 team

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Civilian Intelligence Personnel Office (CIPO)
Update

• Alignment and Growth
• Aligned with N275 to support wider community Jan
  08
• Increased Staff from 14 to 24 personnel
• Major Focus
• Revitalization of CIPO HR Service
• Preparing for DCIPS implementation

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CIPO Focus Areas
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Strategic Initiatives

• Compensation training
• Metrics for decision-making
• HR Liaison training / certification
• Increased communications to workforce

CIPOs Strategic Initiatives Support NavIntels
End-State to Recruit, Train, and Educate a
Highly Professional and Diversified Workforce
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Drivers

• USS Cole, 9/11, OEF, OIF
• SECDEF, OSD and the Joint Staff
• QDR Roadmaps
• Irregular Warfare Roadmap
• Building Partner Capacity Roadmap
• Strategic Communication Roadmap
• Navy
• Maritime Strategy
• Naval Operations Concept
• Navy Strategic PlanNavy LREC Strategy

develop sufficient cultural, historical and
linguistic expertise
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The Changing Nature of Our WorkAssumptions

• Key competencies in the Global War on Terrorism
• Essential to Effects-based Thinking/Operations
• Strategic Communication
• Theater Security Cooperation Engagement
• Decision Superiority
• Language proficiency for some (not all) Sailors
• Regional Expertise for some (not all) Sailors
• Cultural awareness for all Sailors

Stimulated by a profound need for change
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Navy LREC Strategy

• Enable international maritime cooperation
• Align capabilities with operational requirements
• Total Force Active, Reserve, Civilian,
  Contractor
• Best value while managing risk (e.g., time,
  expense)
• Maximize existing training infrastructure
• Leverage heritage and ethnic diversity
• Reward linguistic proficiency
• Sufficient capacity for Navys mission, including
  surge

Adaptable to Evolving Strategic and Operational
Missions
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Navy LREC Transformation Priorities and
Objectives

• Align and consolidate organization, policies
  under CNO N13
• Ascertain capability/capacity resident in the
  force
• Identify gapsarticulate requirements
• Shape the forcefill the gaps
• Navy Strategic Language List
• Leverage technology as appropriate
• Heritage recruiting / accession screening
• Center for LREC, Pensacola
• Education (including USNA, Navy PME, NPS)
• Foreign Area Officers (167 thus far, 400 in
  FY15)
• Expand Personnel Engagement Program to emerging
  partners
• Incentivize with Foreign Language Proficiency
  Bonus

Galvanized by the Navy LREC Strategy
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Challenges

• Shaping the capability/capacity vis-à-vis the
  Maritime Strategy
• How much? What languages? Which cultures? Next
  crisis? Next war?
• Refining requirements (people, billets,
  technology)
• Demanding tests (DLAB and DLPT)
• Defining LREC roles/policies for DoN civilians
• Measuring LRECs influence/impact

Force Multiplier in the 21st Century Security
Environment
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• Joint IC Duty Assignment Program
• If you want to be a senior executive inside the
  American Intelligence Community, your odds of
  doing that and staying inside one agency for your
  entire career are going to be pretty close to
  zero.
• 
  Gen Michael V. Hayden

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Joint Duty Assignment Program

• FOUR WAYS TO EARN JOINT DUTY CREDIT
• 12 month rotational assignment in Pay Band 4 or
  higher position
• Serve at least 12 months in an internal
  assignment at the Pay Band 4 or higher level
• Serve for 179 days or more in a designated combat
  zone
• Joint Duty Credit Claims Look Back

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Joint Duty Assignment Program

• Joint Duty Credit Claims Look Back Criteria
• Must have been completed after 11 September 2001
• Primarily at a Pay Band 4 or higher level
• Consideration for relevant military,
  professional, technical, managerial, and/or
  leadership experience outside the IC
• Intelligence Community Assignment Program
• Intelligence Community Officer Certification

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Joint Duty Assignment Program

• JDA Credit Claims Process
• Designated period to make a claim
• Pay Band 5 and above 1 Sep 2007-1 Nov 2007
• Pay Band 4 1 Dec 2007 1 Feb 2008
• Pay Band 4 1 Mar 2008 1 May 2008
• Civilian Advisory Group reviewed each claim
• Redress process was instituted
• Adjudicated, approved by N2B and returned to
  employees for filing

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Joint Duty Assignment Program

• 125 claims received (Pay Band 4 and above)
• 84 claims approved
• 41 claims disapproved common reasons for
  disapproval
• Dates claimed before 9/11/2001 (exception ICAP)
• Job experience did not meet criteria
• Navy-to-Navy claim (current position not past
  experience)

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Joint Duty Assignment Program

• JDA Senior phase-In continues until Oct 2010
• 1 October 2007 Tier 4 (Direct Report to Head of
  IC Agency)
• 1 October 2008 Tier 3 (Position that reports to
  Tier 3)
• 1 October 2009 Tier 2
• 1 October 2010 Tier 1 All DISLs
• JDA credit/certification required for promotion
  to the senior level or movement within the Senior
  ranks to a higher JDA Tier.
• Current Seniors are grandfathered into their
  current JDA Tier
• Senior Positions do not provide automatic JDA
  Credit

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Joint Duty Assignment Program

• IC Senior Position List
• Allows review of Senior Positions across the IC
• Link available at http//icjointduty.ic.gov/Seni
  orPositionsList.aspx
• IC Civilian Joint Duty Survey
• Link available on both High-side Unclas
• http//intelink.gov.ic.gov/survery/JointDutySu
  rvery.intel
• www.intelink.gov/mypage/JointDutySurvery.inte
  l
• How to Apply for Joint Duty Assignment
• Link http//icjointduty.ic.gov

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NAVINTELDCIPS Implementation Timeline
FY 08
FY 09
FY 10
30SEP09 Performance cycle ends begin evaluation
process and planning for FY10 performance cycle
31OCT08 Complete performance plans IDP
31OCT09 Complete performance plans
Begin DCIPS Performance Management Training
Begin Pay Pool Training
Performance pay out
Q3
Q4
Q1
Q2
Q1
Q2
Q3
Q4
Complete pay pool process
01OCT08 Begin DCIPS performance management
process
09NOV08 Convert to the DCIPS Pay Bands
MAR-APR09 Conduct Mock Pay Pool
15NOV09 Complete evaluations, begin pay pool
process
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Performance Management Path
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Key Roles in Performance Management

• Performance Review Authority (PRA)
• Senior executive or board of executives who
  provide oversight of the rating and pay pool
  process

• Pay pool manager
• Individual designated to manage the pay pool and
  ensure consistency in performance-based payouts

• Reviewing official
• Authority in the rating officials chain of
  command who assesses supervisors preliminary
  performance ratings for consistency and adherence
  to standards for rating performance (2nd line
  supervisor)
• Rating official
• Manager /Supervisor responsible for conducting
  the performance management process with an
  employee (1st line supervisor)
• Employee
• Individual employed by the Defense Intelligence
  Community who performs work and receive an
  evaluation of his or her performance

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USD(I) DCIPS Policy Update(31 July 08)
DCIPS Volume Status
Vol. 2001 DCIPS Introduction Formal coordination suspense 15 Sep 08
Vol. 2002 DISES Draft
Vol. 2003 DISL Draft
Vol. 2004 - Work Shaping (AIF) Draft requires OPM coordination
Vol. 2005 Employment and Placement Pre-Coordination with DoD Office of the General Counsel (OGC) Civilian Personnel Policy Council (CPPC) review August
Vol. 2006 DCIPS Pay Administration Informal coordination complete CPPC comments were due 11 July
Vol. 2007 Occupational Structure Informal coordination complete CPPC comments were due 11 July
Vol. 2008 Awards Draft
Vol. 2009 Employee Relations Draft with DoD OGC, then to informal coordination
Vol. 2010 Professional Development Draft
Vol. 2011 Performance Management Formal coordination complete
Vol. 2012 Performance-Based Compensation Informal coordination complete
Status Key Draft USD(I) drafting Informal
Coordination DCIPS working group
review Pre-Coordination With DoD OGC and
Civilian Personnel Management System for
review CPPC - Review to ensure greater DoD
coordination prior to SD 106 process Formal
Coordination SD 106 process
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NavIntel Policy Development for DCIPS
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NavIntel DCIPS Policy Status (Priority List)
Policy Status
Time and Attendance Complete
Regular and Alternative Civilian Work Schedules (CIPO Instruction 12610.1) Complete
SECNAV Instruction DCIPS Formal Coordination
Performance Management Informal Coordination
Administrative Grievance and Appeals Draft in progress
Joint Duty Assignments Draft in progress
Telecommuting Draft in progress
Awards Draft in progress
Civilian Deployment Draft in progress
Status Key Draft in Progress Research and
draft prior to submission to Working Group Draft
Working Group Process/comments/review Formal
Coordination CAG and NCOB Informal
Coordination With CIPO Pre-Coordination
With JAG/EEO for review Approval By N2D
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NavIntel DCIPS Policy Status (Priority List)
Status Key Draft in Progress Research and
draft prior to submission to Working Group Draft
Working Group process/comments/review Formal
Coordination CAG and NCOB Informal
Coordination With CIPO Approval Signed by
DDNI Pre-Coordination With JAG/EEO for review
On Hold - Awaiting information/external
sources
Policy Status
Pay Administration Not Started
Occupational Structure Not Started
Employment and Placement Not Started
DCIPS Introduction Not Started
Leave Administration Not Started
Adverse Actions Not Started
Performance Based Compensation Not Started
Professional Development Not Started
Senior Program for DISES/DISL Not Started
Work Shaping Not Started
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NavIntel Policy Update

• Performance Management and Administrative
  Grievance and Appeals policies currently in
  development
• Next steps
• 27 Aug CAG review complete
• 7 Sep NCOB review complete
• 12 Sep JAG and EEO review complete
• 26 Sep formal coordination complete
• Next policies
• Pay Administration
• Occupational Structure

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DCIPS Training Curriculum
Course Timeframe HR Employees Managers/ Supervisors Notes
DCIPS 101 May 2008 ? ? ? 1 hour web course
HR Core Elements July-Sept 2008 ? 2 days
NavIntel DCIPS Performance Management for Managers and Supervisors Training June-Sept 2008 ? ? 2 days
NavIntel DCIPS Performance Management for Employees Training July-Sept 2008 ? ? 2 days
iSuccess DCIPS Sept-Oct 2008 ? ? ? 1 hour web course
Pay Pool Overview FY 2009 ? ? ? 1 hour web course
Pay Pool Management for Members and Advisors FY 2009 ? (If Pay Pool Members) 2.5 days (includes simulation exercise)
Pay Pool for Rating Officials and Employees FY 2009 ? ? ? 2 or 4 hour workshop
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Training Completion Report
DCIPS Performance Management Courses DCIPS Performance Management Courses DCIPS Performance Management Courses DCIPS Performance Management Courses
  Offered Completed Remaining
Supervisor/Manager 34 22 9
Employee 81 43 35
TOTAL 115 65 44
DCIPS Course Attendance DCIPS Course Attendance DCIPS Course Attendance
  Completed Remaining
Supervisor/Manager (Civ/ Mil) 264 (66) 130 (34)
Employee 986 (41) 1400 (59)
Total NavIntel Community 1250 (44) 1530 (56)
Naples, Italy Hawaii San Diego Stennis Space
Center
We Must Have 30 Employees Per Training Course
To Reach 100 Trained
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DCIPS Pre-Conversion Activities

• Personnel data validation
• Position Description review
• 8 September monetary and time off awards due to
  CIPO
• 15 September all personnel actions with an
  effective date prior to 9 November due to CIPO
• 31 September close out current performance
  management cycle
• 3 October all Quality Step Increases and
  Exemplary Performance Awards due to CIPO

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DCIPS Pre-Conversion Activities

• Aug-Sep Performance Appraisal Application and
  Defense Civilian Personnel Data Systems testing
• Continue to communicate with the workforce
• Continue to train the workforce
• Activate MyBiz/MyWorkplace accounts (all
  civilians and military supervisors)

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• Questions and Discussion