DON HR WORLDWIDE CONFERENCE Kathleen Ott Acting Principal Director Office of the Deputy Under Secretary of Defense Civ

1. …SO WHAT’S HAPPENING DON HR WORLDWIDE CONFERENCE Kathleen Ott Acting Principal Director Office of the Deputy Under Secretary of Defense Civilian Personnel Policy April 2010

2. BRIEFING OVERVIEW Objective: Provide a high-level update of “What’s Happening in DoD Human Resources” Agenda: • Strategic Human Capital Management/Multi-Sector Planning • Civilian Expeditionary Workforce • Senior Executive Service • Civilian Life Cycle – Acquire, Compensate, Retain, Develop • Labor Management Forums • STRL Update • NDAA Personnel Authorities • Policy Update • DCIPS • Questions

3. STRATEGIC HUMAN CAPITAL MANAGEMENT Drivers Enablers Impact Workforce Forecasting National Defense Authorization Act (NDAA) Emergent Missions • A collaborative approach through OSD Functional Community Managers, supported by Command leadership HR, Manpower, and Budget • Scoped enterprise-wide planning efforts by mission critical occupations (MCOs) • Managed centrally but executed de-centrally through Component • Functional Community Managers (FCMs) • Identifies current & future mission requirements • Identifies environmental factors/DoD goals • Determines appropriate workforce mix • Analyzes demographic trends • Establishes recruitment/ retention goals • President Obama’s Agenda • NSC Objectives • QDR Updates • New Threats • Evolving /Changing Responsibilities Competency Assessment • Identifies knowledges, skills, abilities, • behaviors • Assesses gaps • Provides Readiness and Talent Index • Creates Talent Roadmap • Pilot planned for FY10 • Logistics/Contracting/Leadership/ • FM/IT/Nurses/Safety DoD Program Initiatives • Strategies • Defines acquisition, development, and retention strategies • Implements Succession planning • Identifies requirements, e.g. POM • In-Sourcing • Military /Civilian Conversions • BRAC Overarching Goal: Shape and maintain a mission-ready workforce 3

4. SHCMMULTI-SECTOR PLANNING – IN-SOURCING Reduces operational risk by ensuring functions that are inherently governmental and/or critical to DoD‘s readiness/management needs are performed in-house In-sourcing is strategic rebalancing of the Total Force and restoring critical “organic” capabilities Although in-sourcing may, in some instances, reduce costs – it is NOT a budget drill “The Department is not in-sourcing for the sake of in-sourcing” In-sourcing focuses on contracted services – NOT on contractor employees Contractors will remain a vital source of expertise and support services In-sourcing is NOT a “war on contractors” In-sourcing is NOT arbitrary – decisions result from well-reasoned policies and objective analysis “Not all in-sourcing is good, not all outsourcing is bad” In-sourcing is “not new” to current Administration Congress mandated in-sourcing and codified it in Title 10 In-sourcing is an enduring tool (one of many) to ensure appropriate mix of personnel 4

5. Total Defense Acquisition Workforce (DAW) Growth ~ 19,887 Total in-sourcing ~ 33,400 (FY10~13,400; FY11~6,200) Additional DAW Growth (non in-sourcing) 9,887 Non-acquisition in-sourcing 23,400 10,000 DAW in-sourcing IN-SOURCING NUMBERS: FY10-14 In-sourcing initiative focused on contracted services/functions NOT on contractor employees or positions 5

6. CIVILIAN EXPEDITIONARY WORKFORCE • Civilians are, and will continue to be, called to support contingency operations • Total Force staffing of expeditionary type requirements • Relieve “stress” on the active duty force • Reduce dependency on contractor support • Provide opportunities for DoD civilians to contribute talents • Competition for skilled talent will continue to increase – workforce planning crucial to sustain the continuity of talent • Enhanced training curriculum launched 2nd Qtr FY10 for civilians being deployed; managers, H.R. specialists and family training being developed

7. Civilian Workforce Ad-Hoc EE E-E NCE Current DoDD 1404.10 CBV CIVILIAN EXPEDITIONARY WORKFORCE MODEL New Model Expeditionary Corps • Features: • Designated subset of employees to respond within 90 days of notification • EE - Emergency Essential - a position-based designation to support combat operations or combat-essential systems in a combat zone (10 U.S.C. 1580). Deployability required as condition of employment • NCE - Non Combat Essential - a position-based designation to support non combat missions. Deployability required as condition of employment • CBV - Capability Based Employee Volunteers – a personnel-based designation to support voluntary identification of capabilities outside scope of an employee’s position for EE and NCE requirements • CBV Former Employee Volunteer Corps prepared to support backfill or deployed requirements Language Corps Reserve Team(Former DoD Civil Service and Retirees) Old Model

8. SHCMON THE HORIZON • Program Updates • DSD Memorandum of Support; NDAA 10 • Mission Critical Occupation Refresh • Functional Community Manager Update • Establishment of Component SHCM Integrator • Component input to DoD Plan/Report to Congress, December 1, 2010 • GAO Assessment of FY09 efforts ongoing; report, summer 2010 • FY10 Focus • More structured approach to strategy development/implementation • Competency Management

9. SHCMCOMPETENCY MANAGEMENT Business Case Identify core foundational competencies for MCOs to facilitate joint mission endeavors Be able to locate expertise to support emergent mission requirements Develop a common roadmap for career advancement to leverage training and development costs Improve recruitment assessment methodology Identify classification standards in need of update PROPOSED APPROACH TO COMPETENCY MANAGEMENT At the DoD level, will focus on a limited number of occupations, i.e., one occupation in several MCOs (Leadership, 1102, and Logistics; IT, Nurses, FM, Safety) Competencies will be developed enterprise-wide, with Component add-on’s as needed Will use a standard process to identify/validate enterprise-wide competencies Valid competencies will be entered into Oracle Self-Serve; pilot scheduled for FY10 Components can undertake competency development in addition to DoD occupations; however, effort must be coordinated across the Components

10. SES ALLOCATIONS • For Fiscal Year (FY) 2010 and 2011, the U.S. Office of Personnel Management (OPM) authorized an increase of 25 of 51 Senior Executive Service (SES), 7 of 7 Senior Leaders (SL), and 0 of 19 Senior Technical (ST) allocations. (October 30, 2009) • In March 2010, after a request for reconsideration by DoD, OPM authorized 8 of 19 originally requested ST allocations • The Department is currently awaiting reconsideration of 26 SES positions • Final allocations for DoD : • SES 1422 • SL 54 • ST 143 • Distribution of allocations were as follows: • Army 5 SES, 8 ST • Air Force 5 SES • Navy 5 SES, 6 SL • 4th Estate 5 SES, 1 SL • CoComs 5 SES, 1 P&R Resource *P&R Resources are provided on a temporary basis from the USD(P&R)’s Reserve Pool

11. SES CERTIFICATION • Certification of Pay for Performance systems is needed for access to pay above Executive Level III and aggregate pay up to VP Salary • Agencies must score 90-100 points (on a scale of 100) to obtain full certification • Certification, once obtained, is good for 2 years • Within DoD, SES performance system is fully certified through 31 December 2010; ST/SL through 30 September, 2011 • SES Certification documentation for CY11 must be submitted to OPM by 30 June, 2010 • 325 SES performance plans are being audited by DoD against 11 criteria, February to May • 20 performance plans will be audited by OPM in May; randomly selected

12. ACQUIRE HIRING REFORM INITIATIVE Process Improvements Communications/Marketing Training Automation/Technology • Hiring Reform Action Plan to address lengthy hiring timeline and to effect improvements to hiring process (Q1 FY2010) • Action Plan focuses on four areas: What you will see in the future • Streamlined application process – impact on KSA write-ups • New assessment approaches • More easy to understand job announcements – templates on DoD Hiring Reform Website • More timely action on application/referrals and more frequent status updates – 4 points of notification • More responsive USAJOBS features • OPM initiatives – category ranking; legislative proposals • New marketing Materials – managers toolkit and hiring website www.cpms.osd.mil/recruit

13. ACQUIREHIRING REFORM-IN THE INTERIM • More efficient Hiring Authorities • Expedited Hiring Authority (EHA) for Acquisition Positions at the mid/senior levels; entry level EHA should be delegated by June • Direct Hire Authorities for critical positions • Cyber; Information Technology (certain fields); Medical • Ongoing effort to obtain more efficient authorities for in-sourcing and BRAC (Ft. Knox; DISA) • Expansion of Recruitment Sources • EO on Vets Hiring; within DoD, focus on enlisted members • Individuals with Disabilities • Military Spouse Intern Program (for non-DoD Agencies); www.cpms.osd.mil • Non-competitive appointment of Scholarship Graduates • Non-competitive appointment of certain military spouses

14. ACQUIRE PROPOSED PPP POLICY CHANGES • Nondisplaced Overseas Registrants • Change registrants from Priority 2 to Priority 3 – will increase managers’ flexibility to make internal selections • Refer only to same Component after 1 year • Retain in PPP as non-priority referrals after 2 years • elections • “Not Well-Qualified” Determinations • Restrict registration for GS-301 and GS-303 to employees who have been assigned to the series or are well-qualified for any of the corresponding option codes • Establish 10-year recency of experience benchmark for PPP registration

15. ACQUIRE PROPOSED PPP CHANGES (CONT’D) • Registrants inappropriately block internal selections • Register all Retained Grade Program employees as Priority 3 • Reduce maximum area of referral for employees who decline TOF • Provides greater incentive to move with job • Closes loophole allowing employees to register as Priority 1 even though they had an opportunity for guaranteed placement incident to realignment • elections • Placements lost because PPP registrants held to higher qualifications standards than candidates selected from usual sources • Revise the “well-qualified” definition and clarify it does not represent a level of qualifications that always exceeds “highly qualified” or “best qualified” • Allow the gaining activity to waive the well-qualified standard • May offer job if manager feels the registrant can successfully perform the required duties

16. ACQUIREPROPOSED PPP CHANGES (CONT’D) • Miscellaneous • Establish PPP exceptions for hiring individuals completing designated scholarship program service agreements (e.g., Information Assurance , SMART, and National Security Professionals Scholarship Programs) • Limit Program S, military spouse preference registrants, to PPP consideration for only those positions for which they are considered best-qualified – eliminates Priority 3 dual-track consideration

17. COMPENSATE COMPENSATION UPDATE • Compensation System for Doctors and Dentists • Salary reflects both title 5 grade and market pay; allows salary limits comparable to NSPS and VA • Pay reflects medical specialty, work environment, personal credentials, market drivers • To be effective Summer 2010 • Reservist Differential • Reservists who are federal employees and are called to active duty will be compensated for the difference between their military and civilian salaries • Law went into effect March 2009; OPM implementing regulations, January 2010 • Differentials for retroactive cases calculated by DFAS; information for processing pay adjustments sent to HROs, April 16, 2010 • Going forward processes should be finalized by May 2010 • Overseas Locality Issues • Legislation to allow for overseas locality pay rejected due to cost; OPM will be forming an inter-agency work group to examine pay equity issues

18. COMPENSATESUNDAY PREMIUM PAY – PART TIME EMPLOYEES • On December 8, 2009, OPM issued guidance requiring payment of premium pay to part-time employees (including part-time nonappropriated fund (NAF) prevailing rate employees) performing regularly scheduled work on Sunday • In review of Fathauer v. United States, 566 F.3d 1352 (Fed. Cir. 2009), the U.S. Court of Federal Claims determined that the earlier interpretations of the relevant law were incorrect, that the plain language interpretation of the law clearly supported payment of Sunday premium pay to part-time employees • Proposed regulations were published in the Federal Register on Friday, April 9, 2010. Comments are due not later than June 8, 2010 • DoD guidance on this issue is in process • Processing  (Proposed) • DFAS will issue guidance on the claims submission process for appropriated fund employees, including a suggested claim format. • To the extent possible, payments will be provided to active employees for covered Sunday work performed after May 26, 2009, without a specific claim

19. COMPENSATENDAA 2010 BENEFIT CHANGES FERS: Credit for unused sick leave (Sec 1901) Effective October 28, 2009, employees eligible for immediate annuity will be entitled to credit for 50% of their unused sick leave; on or after January 1, 2014, employees will be permitted to use 100% of their unused sick leave in their retirement calculations FERS: Refund Deposit Employees can opt to redeposit, with interest, funds that were previously withdrawn from their retirement accounts in order to have credit for the period of service covered by the refund

20. COMPENSATE NDAA 2010 BENEFIT CHANGES CSRS: Part-time Service (Section 1903) Employees, with part-time service, will have their annuities computed using the “deemed high-three” (one calculation as opposed to two for part-time service) CSRS: Expansion of those eligible for actuarially reduced annuity (Sec 1902) Employees applying for non-disability annuities may opt either to take an actuarial reduction or make a cash re-deposit for refunds covering periods ending prior to March 1, 1991

21. COMPENSATENDAA 2010 BENEFIT CHANGES • CSRS/FERS: Retirement Credit for DC Service (Section 1905) • Employees under CSRS or FERS on or after October 28, 2009, may receive credit for qualifying District of Columbia government service for retirement ELIGIBILITY, not ANNUITY benefits • CSRS/FERS: Non-Foreign Area Retirement Assurance (Sec 1911-1919) • Applicable to employees employed in Alaska, Hawaii, Puerto Rico, and other US territories and possessions • Employees who separate from 2010 through 2012 may elect to have non-foreign COLA received during that period count towards retirement credit, to the extent that the total of COLA and locality pay do not exceed the rest of US locality pay

22. Development of DoD’s Definition of “Domestic Partner” • CPP has developed a DTM which establishes DoD's definition of a same-sex domestic partner for the purposes of overseas benefits only, as defined in Department of Defense Instruction (DoDI) 1400.25, Volume 1250 "DoD Civilian Personnel Management System: Overseas Allowances and Differentials," December, 1996 • Currently no government or DoD-wide definition of domestic partner exists; proposed definition out for comment , April 23, 2010 • Like most Federal agencies, DoD’s overseas benefits and regulations are consistent with the Department of State Standardized Regulations (DSSR). As such, this DTM adopts the State Department's definition of a same-sex domestic partner • The DTM also adopts State Dept’s affidavit by which an employee must declare a domestic partner relationship • This DTM was initially put on hold in order for the Department to clarify its position on 10 U.S.C. 654, “Don’t Ask Don’t Tell” • The DTM is undergoing final legal review before entering the formal coordination processes 22

23. RETAIN EMPLOYEE WELLNESS DoD Focus Area DSD Memorandum dated January 4, 2010 USD(P&R) Memorandum dated January 11, 2010 Plan of action Marketing campaign underway: “Stay Fit; Stay Smart; Stay Ready” Monthly wellness awareness campaign initiated in January; available for download from www.cpms.osd.mil Monthly focus areas, e.g., Sticking to Your Goals; Nutrition; Work-life Balance Additional initiatives include: Personal Wellness website; www.fedsgetfit.gov User-friendly, one-stop resource containing information and tools promoting health and wellness Tools to track physical activity, nutrition, calorie targets, and food intake Enterprise-wide campaigns, e.g., Summer Walking Campaign; OPM Healthy Recipe Challenge Food service improvements (vending machines; cafeterias) Collect/emulate best wellness activities

24. RETAINEMPLOYEE SATISFACTION AND ENGAGEMENT Employee Satisfaction & Engagement is also a DoD Focus Area Strategies include; Benefits Analysis Tool (Launch in May) Financial Literacy Website Managers’ Guide to Employee Engagement-Monthly tips for Open communications Creating an environment of teamwork Eliminating barriers to day to day challenges Empowering employees to find creative solutions Providing frequent, fair and accurate informal feedback Sharing knowledge, collaborating and networking Connecting employees with talented coworkers for mentorship

25. RETAIN TELEWORK Objective: Improve the Department's ability to continue government operations during crisis, enhance quality of work life and employee engagement, and expand recruitment and retention tools DoD Telework strategic target goal: 15% increase over FY2009 baseline in number of employees, in eligible positions, who are teleworking by the end of FY2012 Plan of action Telework Policy (DoDI 1035.01): Instruction completed and in NCR Telework Marketing Campaign Objective – shift culture to be more accepting of Telework as a normal working condition for eligible positions New Telework posters and brochure designed and soon to be launched New Telework website - user-friendly, one-stop resource containing information and tools to help managers and employees establish effective Telework arrangements Marketing materials featuring DoD employees/managers available for download Will be launched concurrent with marketing materials Telework Tracking Assessing DCPDS (position build) to track eligible positions Assessing Oracle Self-Serve to track agreements/average time teleworked

26. DEVELOP NEW INITIATIVES • New Leadership Development Approach (NDAA 10) • Leadership development would begin at entry-level and continue throughout an employee’s career • Complements existing programs at senior and mid-leader levels, as well as other efforts focusing on team & project leads • Based on DoD’s civilian leader development competency model • Recruitment process similar to Presidential Management Fellows program • Cohort structure • Will begin pilot in October 2010 (~100 participants) and expand in October 2011 (law provides for up to 5,000 annually) • Enhanced Entrance on Duty /Acculturation Training • What does it mean to work for the Department of Defense • Mission/Organization • Guiding Principles • Mandatory Managerial & Supervisory Training on Performance (NDAA 10 Requirement) 26

27. LABOR MANAGEMENT FORUMS • Executive Order 13522 – Creating Labor-Management Forums To Improve Delivery of Government Services, December 9, 2009 • Creates National Council on Federal Labor-Management Relations • Directs agencies to involve union representatives in identifying problems and proposing solutions • Allows unions pre-decisional involvement on workplace matters • DOD working with ten national unions holding DoD national consultation rights to establish a DoD level forum – will serve as strategic body providing leadership and guidance to labor-management forums at local level • Forums must be established at levels of exclusive recognition • DoD and national unions have agreed to a DoD level multi-union forum • Separate union meetings at DoD level, upon union request; multi-union meetings at Component level; “exclusive recognition” meetings at local level • Other issues, such as defining pre-decisional involvement, and policy review procedures pending • DoD implementation plan undergoing second pass review with OPM

28. SCIENCE AND TECHNOLOGY REINVENTION LABORATORY (STRL) UPDATE • Office of Naval Research • Proposing to adopt the Naval Research Laboratory demonstration project • Demo would cover approximately 460 employees • Projected implementation October 2010 • NDAA 2010, Section 1105, New STRLs: • Six new DoD labs designated STRLs for lab demo • NAVAIR—Weapons Division and Aircraft Division • SPAWAR—Pacific Center and Atlantic Center • Generic Supervisor/Manager pay plan to cover all GS-15 equivalent and below positions regardless of occupational series • Four new STRL demonstration projects, NAVAIR, SPAWAR, Armaments, and Tank-Automotive • Must convert to demonstration project before the end of April 2011 • All currently preparing first FRNs proposing their demonstration projects 28

29. STRL UPDATE (cont’d) • For New Section 1105 STRL Demos: • Direct Hire Authority for Candidates with Advanced Degrees for professional scientific and engineering positions • For All STRLs: • Direct hire authority for all science and engineering positions, GS-5 through GS-15 equivalent, using initial appointment similar to the FCIP with non-competitive conversion to permanent without further competition • Professional Scientific and Technical Corps for science, engineering, and technical positions classified above the GS-15 equivalent with inherent supervisory/managerial duties exceeding the ST criteria but not meeting the full intent of the SES requirements 29

30. NDAA 2010 PERSONNEL AUTHORITIES • Authorities • Enterprise-wide performance management system • Workforce incentive fund • Redesigned hiring procedures • Approach • Broad-based, fully participative • Bringing together diverse opinions with shared interest of making the system better for the Department and employees • Options and recommendations fully vetted prior to final decisions • Status • Leads established with NSPSTO • Initial sessions held with OPM, FMA & employee reps • Stakeholder conference in the works – the start point for system design • Working groups to meet throughout the summer • Report due to Congress in October 2010 30

31. ISSUANCES UPDATE DoD Enterprise Initiative Approach Initial focus on publications over 20 years old Approximately 26 issuances, of which 15 will be cancelled Secondary issue: publications in need of major update

32. ISSUANCES TO BE REVISED Content changes to newer issuances and DoDI 1400.25 volumes are ongoing, e.g.: Dir 1035.01 Telework Policy Vol 315 Employment of Spouses of Active Duty Military Vol 340 Other Than Full-Time Employment Vol 351 Approval /Coordination and Clearance of RIF Vol 410 Training Vol 575 Recruitment and Relocation Bonuses, Retention Allowances, and Supervisory Differentials

33. DCIPS: KEY POINTS Applies consistency where it did not exist Components operated under own authorities until common DCIPS Introduces consistency in all aspects of Human Capital processes Components participated in design of all aspects of DCIPS Consistent with DNI’s overarching policy structure for the IC NGA’s 10 years of experience with pay bands served as model Included all DCIPS components, ODNI and other Department representatives Maintains separation between Performance Management and Pay Pool Processes Ratings completed before pay pools Performance is primary input to pay pool process tool All components use same compensation workbench tool Pay Pools on schedule for 2010 for DCIPS components except Army Maintains transparency and accountability - designed to be flexible and support changes indicated by evaluation and assessment Approximately 50,000 employees are in DCIPS DCIPS webpage is found at http://dcips.dtic.mil

34. DCIPS INTERIM(28 OCT 2009 – 31 DECEMBER 2010) • Focus on Evaluation • Independent Evaluation required by NDAA and Internal Evaluation • Many areas of DCIPS retained in full as permitted by NDAA language; overarching personnel policies remain consistent across enterprise • Personnel policy documents address areas of change for interim period • Employees remain in DCIPS occupational bands • Positions remain classified to the DCIPS occupational band • GS/GG structure overlaid over the DCIPS Occupational Band structure • All announcements reflect band alignment to GS/GG grades • Certain Pay Setting authorities suspended; introduced processes for interim • Periodic increases, QSIs, fixing pay as before • Each employee has GG Equivalent (GGE) - for periodic salary increase dates • Salary advancement for some competitive same band reassignments • Pay pools effected bonuses only but provided data for evaluation • Communication and transparency key • DCIPS public web page – letters from the USD(I), fact sheets • Guidance for HR practitioners

35. IN SUMMARY MANY NEW INITIATIVES UNDER WAY KEEP APPRISED BY VISITING WWW.CPMS.OSD.MIL QUESTIONS???

36. Back-Up

37. IN-SOURCING “DECISION TREE” FROM DEPSECDEF 28 MAY 09 GUIDANCE MEMO 37

38. MOST FUNCTIONAL COMMUNITIES ARE ALIGNED WITH MISSION CRITICAL OCCUPATIONS MCOs represent occupations that are key to current/future mission requirements, as well as those that present a challenge regarding recruitment and retention rates and for which succession planning is needed. Contract Specialist, 1102 Quality Assurance, 1910 Civil Engineer, 0810 Financial Administration, 0501 Accountant, 0510 Auditor, 0511 Budget Analyst, 0560 Human Resources, 0201 Information Technology Mgmt, 2210 Computer Engineer, 0854 Electronics Engineer, 0855 Computer Science, 1550 Safety and Occupational Health,0018 Fire Protection & Prevention, 0081 Intelligence, 0132 Police, 0083 Language Specialist, 1040 Logistics Management, 0346 Medical Officer, 0602 Nurse, 0610 Pharmacist, 0660 Psychologist, 0180 Social Worker, 0185 General Engineer, 0801 General Physical Science, 1301 Mathematics, 1520 Security Administration, 0080 Acquisition Engineering (Construction) Financial Management Human Resources Information Technology Mgmt Installations & Environment Intelligence Law Enforcement Linguists/Language Logistics Mgmt (non-DAWIA) Medical Science & Tech – Modeling & Simulation Security Executives and Senior Professionals Expeditionary Leadership National Security Professionals Language Capabilities Cut across occupations

39. PROPOSED TWELVE STEP COMPETENCY PROCESS LEVERAGE ONGOING EFFORTS Determine occupation and inform Component FCMs and HR Specialists Gather existing competency data for current and future mission requirements Convene FCMs/SMEs/HR for enterprise-wide analysis/decision-making (use GroupWare or a similar decision assessment tool) FCMs/HR finalize competency definition, those needed for mission performance, and proficiency levels Validate competencies, via job analysis, at Components Reconcile Component assessments for DoD-wide use Once validated, submit to DUSD CPP for approval Once approved, load to Oracle Self-Serve and assign to positions Announce to workforce Gather employee competency information and Assess Gaps Implement strategies to reduce gaps Re-assess competency levels

40. CEW VOLUNTEER PROCESSING • CEW Readiness Cell Receives Requirement • CEW assesses volunteer database for possible capabilities match • Matched volunteer is solicited for interest • If interested, CEW notifies volunteer’s supervisor • If supervisor agrees, volunteer begins pre-deployment processing • If supervisor disapproves, case is submitted to DUSD (CPP) for adjudications • - DUSD (CPP) engages chain of command SECDEF Memorandum of 11 May 2009 USD (P&R) Memorandum of 04 June 2009

41. CEW PROCESSING • Funding • Releasing command continues to pay employee’s salary • Overseas Contingency Operations (OCO) funds can be used for: • Premium Pay • Transportation • Training • Equipment • Temporary Backfills • Funding problems sent to OUSD (C) for resolution (OUSD (C) Memorandum, 22 September 2009) • Training: Integrated Civilian - Military Training • State Department led interagency group to design training course • Training highlights • 6-day immersion training at Camp Atterbury, IN’s Muscatatuck Center for Complex Operations • Military familiarization – convoy ops, combat aid, communication equipment, etc. • Integrated operations planning with Brigade, Battalion and Company commanders and their staffs • Full complement of Afghan role players • Six real time “outside the wire” vignettes ranging from rule of law and elections issues to a consequence management situation

42. Key Benefits and Incentives: Pay

43. Key Benefits and Incentives

44. Minimum: Tier 1 Tiers 2-4 Tentative Offer HSPD-12 CAC CARD 5 CFR 731 SUITABILITY ADJUDICATION 5 CFR 732 CLEARANCE ADJUDICATION DETERMINE POSN SENSITIVITY USE AUTOMATED POSITION DESIGNATION TOOL (PDT) TO DETERMINE POSITION SENSITIVITY 4 LEVELS OF SENSITIVITY RESULTS CODED INTO DCPDS AS PART OF POSN BUILD SF85/85P/SF86 (through e-QIP) Digital Fingerprints Processes may be centralized to ensure fairness and consistency • Completed • fingerprint check • NACI (or greater) • Submission of • SF85/85P/86 in • E-QIP • Review of Position • Description • Completed • investigation and • adjudication of • security clearance PLUS (if req’d) PLUS SUIABILITY/SECURITY PROCESS FLOW

45. SUITABILITY/SECURITYDESCRIPTION OF 4 TIERS (as necessary & appropriate) Critical/ Special Sensitive High Risk (including Top Secret, Q, SCI National Security - 732 SF86/85P HSPD-12 FINAL SUITABILITY/FITNESS (731 or Like 731) Non-Critical Sensitive (including Confidential, Secret clearance & L SF86 Moderate Risk SF85P Low Risk (including HSPD – 12 Credentialing) SF85 45 45

46. ISSUANCES UPDATES • 20+ year category includes: • Dir 1400.6 DoD Civilian Employees in Overseas Areas • Dir 1400.16 Inter-Departmental Civilian Personnel Administration Support • Dir 1403.1 Senior Executive Service and Equivalent-Level Positions and Personnel • Ins 1400.11 Payments to Civilian Employees and Their Dependents During an Evacuation • Ins 1400.23 Employment of Family Members of Active Duty Military Members and Civilian Employees Stationed in Foreign Areas 46

47. ISSUANCES TO BE REVISED/CANCELLED 20+ year category (cont’d) Ins 1401.1 Personnel Policy for Nonappropriated Fund Instrumentalities Ins 1403.2 Reduction in Force in the Senior Executive Service Ins 1412.4 Special Retirement and Survivor Benefits for Judges of the U.S. Court of Military Appeals 1401.1-M Personnel Policy Manual for Nonappropriated Fund Instrumentalities 1401.1-M-1 Job-Grading System Manual for Nonappropriated Fund Instrumentalities 1416.8-M DoD Manual for Foreign National Compensation Plus 15 other publications identified for cancellation More recent (under 20-year old) issuances will be addressed in second iteration

48. DCIPS BIG PICTURE