Personnel Management

## Civilian Intelligence Personnel Management System (Cipms) Policies And Procedures

                  Headquarters
                  Department of the Army
                  Washington, DC
                  28 September 1990
Unclassified

## Summary Of Change

AR 69013 Civilian Intelligence Personnel Management System (CIPMS) Policies and Procedures This new Army regulation provides personnel policies and procedures governing civilian employees of the Civilian Intelligence Personnel Management System.</ chgsum>

## Personnel Management Civilian Intelligence Personnel Management System (Cipms) Policies And Procedures

implements the requirements of DOD Directive 1400.34 and DOD Manual 1400.34M, w h i c h  e s t a b l i s h  t h e  c o m m o n  t r i - S e r v i c e framework for CIPMS.

Applicability. This regulation applies to civilian positions and employees of the Army Intelligence community in accordance with the specific criteria set forth in chapter 1.

This regulation does not apply to local national, thirdstate nationals employed in foreign areas, the Active Army, the U.S. Army Reserve, the Army National Guard, or employees paid from nonappropriated funds.

P r o p o n e n t  a n d  e x c e p t i o n  a u t h o r i t y .

Not applicable A r m y  m a n a g e m e n t  c o n t r o l  p r o c e s s .

This regulation is subject to the requirements of AR 112. It contains internal control provisions but does not contain checklists for c o n d u c t i n g  i n t e r n a l  c o n t r o l  r e v i e w s .  T h e s e checklists are being developed and will be published at a later date.

Supplementation. Supplementation of this r e g u l a t i o n  a n d  e s t a b l i s h m e n t  o f  c o m m a n d and local forms are prohibited without prior H i s t o r y .  T h i s  n e w  A r m y  r e g u l a t i o n  w a s originally published 28 September 1990. This e l e c t r o n i c  e d i t i o n  h a s  b e e n  r e o r g a n i z e d  t o make it compatible with the Army electronic p u b l i s h i n g  d a t a b a s e .  N o  c o n t e n t  h a s  b e e n changed.

Summary. This regulation provides uniform policies and procedures governing personnel administration under the Civilian Intelligence Personnel Management System (CIPMS). It Contents (Listed by paragraph and page number) Chapter 1 Introduction, page 1
Purpose - 11, page 1
References - 12, page 1
Explanation of abbreviations and terms - 13, page 1
Authority - 14, page 1 Policy - 15, page 1 Position coverage - 16, page 1 Exclusion from the Federal LaborManagement Relations Program
- 17, page 2
Linking personnel and budgetary authorities - 18, page 2 Mobilization - 19, page 2 Military Intelligence (MI) Corps - 110, page 2
Chapter 2 Responsibilities, page 2
Secretary of the Army (SA) - 21, page 2 The ASA (M&RA) - 22, page 2
The DCSINT and the Deputy Chief of Staff for Personnel
(DCSPER) - 23, page 2
The Director of Civilian Personnel (DCP) ODCSPER - 24, page 2
The Director of the IPMO (ODCSINT) - 25, page 2
approval from HQDA (DAPECP), WASH DC 203100300.

Interim changes. Interim changes to this regulation are not official unless they are authenticated by the Administrative Assistant to the Secretary of the Army. Users will destroy interim changes on their expiration dates unless sooner superseded or rescinded.

S u g g e s t e d  I m p r o v e m e n t s .  T h e  p r o p o -
nent agency for this regulation is the Office of the Deputy Chief of Staff for Personnel. Users are invited to send comments and sugg e s t e d  i m p r o v e m e n t s  o n  D A  F o r m  2 0 2 8 (Recommended Changes to Publications and B l a n k  F o r m s )  d i r e c t l y  t o  H Q D A (DAPECP), WASH DC 203100300.</suggimpr>
Distribution. Distribution of this publication is made in accordance with the requirements on DA Form 1209E, block number 5081, intended for command levels C, D, and E for Active Army. Army National Guard and U.S. Army Reserve: None.

Commanders of MACOMs - 26, page 2 Senior intelligence officers (SIOs) - 27, page 3 MACOM CP35 Career Program Managers (CPMs) - 28, page 3 MACOM directors of civilian personnel - 29, page 3 Activity commanders - 210, page 3 Activity career program managers (ACPMs) - 211, page 3 Activity training coordinators - 212, page 3 Supervisors and managers - 213, page 3 Civilian personnel officers - 214, page 3 CIPMS employees - 215, page 3

## Chapter 3 Position Management And Classification (Pm &C), Page 3 Policy - 31, Page 3

Section I CIPMS Classification Structure, page 3
Overview - 32, page 3 CIPMS classification standards and authority - 33, page 4
Section II PM&C Forms, Format, and Documentation, page 4
Job description format - 34, page 4 Standardization and documentation - 35, page 5

## ContentsContinued

Section III Position Management, page 5
Overview - 36, page 5 Position management program indicators - 37, page 5 Position management studies - 38, page 5
Section IV
Classification Complaint and Appeal Procedures, page 5
Overview - 39, page 5
Matters excluded - 310, page 5
Employee representatives - 311, page 5
Informal complaint procedures - 312, page 6 Formal appeal procedures - 313, page 6

## Chapter 4 Employment And Placement, Page 10

Section I Policy and Procedures, page 10
Policy - 41, page 10
Staffing procedures - 42, page 10
Section II External Recruitment, page 10
Recruitment policy - 43, page 10 Recruitment procedures - 44, page 10 Administrative disqualification - 45, page 11 Conditions of employment - 46, page 11 Trial period - 47, page 11 Recruiting assistance - 48, page 11
Section III Promotion and Internal Placement, page 11
Merit promotion plans - 49, page 11 Internal placement policy - 410, page 11
Competition - 411, page 11 Records and review - 412, page 12
Grievances - 413, page 12 Corrective actions - 414, page 12
Details - 415, page 12
Reduction in force (RIF) - 416, page 12
Grade and pay retention - 417, page 12 Reemployment rights - 418, page 12
Section IV Qualification Requirements, page 12
Qualification standards - 419, page 12 Written and performance tests - 420, page 12
Chapter 5 Training and Career Development, page 13
Policy - 51, page 13 Determining training requirements - 52, page 13 Survey of training needs - 53, page 14 Identifying training sources - 54, page 14 Individual development plans (IDPs) - 55, page 14 Funding - 56, page 14 Intake analysis and special programs - 57, page 14
Chapter 6 Compensation, page 14
Overview - 61, page 14 CIPMS special salary rates - 62, page 14 Premium recruitment bonus payment - 63, page 15 Advanced hiring salary - 64, page 15 Travel and transportation - 65, page 15 Step increase on reassignment - 66, page 15 Advance payment of basic pay - 67, page 15
Administratively uncontrollable work pay - 68, page 15
Documentation - 69, page 15 Allowances in foreign and overseas areas - 610, page 15
Chapter 7 Performance Management, page 15
Policy - 71, page 15
Special requirements for performance plans and ratings - 72, page 16
Standardized performance plans - 73, page 16 Security considerations - 74, page 16 Individual development plans for DISCASeligible employees
- 75, page 16
Termination and removal actions - 76, page 16 Grievances regarding performance ratings - 77, page 16

## Chapter 8 Performance Recognition And Incentive Awards, Page 16

Section I General Provisions, page 16
Eligibility - 81, page 16 Policy - 82, page 16 Forms of recognition and qualifying criteria - 83, page 16 Nomination procedures and approval of awards - 84, page 16
Security requirements - 85, page 17
Documentation of awards - 86, page 17
Section II Monetary Awards, page 17
Establishment of goals and objectives - 87, page 17 CIPMS award tables - 88, page 17 Performance awards - 89, page 17 EPA - 810, page 17 QSI - 811, page 17 SASA - 812, page 17
Section III Honorary Awards and Other Recognition, page 17
Policy - 813, page 17 Nominations for honorary awards - 814, page 17 Special intelligence awards - 815, page 18
Chapter 9 ManagementEmployee Relations, page 19
Overview - 91, page 19 Policy - 92, page 19 Role of the CPM or ACPM in the grievance procedure - 93, page 20
Grievances - 94, page 20 Appeals - 95, page 20 Disciplinary and adverse actions - 96, page 20 Termination and removal actions - 97, page 20 Security considerations - 98, page 20
Chapter 10 Special Termination Authority, page 20
Overview - 101, page 20 Proposing and deciding officials - 102, page 21 Procedures - 103, page 21
Chapter 11 Technical Services, page 21
Processing personnel actions - 111, page 21 Personnel records - 112, page 21 Benefits and entitlements - 113, page 21
Chapter 12 Equal Opportunity and Affirmative Action, page 22
Policy - 121, page 22 Procedures - 122, page 22
Chapter 13 Career Management, page 22
Overview - 131, page 22 CP35 coverage - 132, page 22
Policy - 133, page 22 Funding - 134, page 23 ACTEDS plan for intelligence - 135, page 23

## Appendixes

A.
References, page 24
B.
DOD Directive 1400.34, DOD Civilian Intelligence Personnel
Management System (CIPMS), page 25
C.
DOD Manual 1400.34-M, DOD Civilian Intelligence
Personnel Management System (CIPMS), page 28

## Glossary Index Reserved

11. Purpose This regulation sets Army policies and procedures for the Civilian Intelligence Personnel Management System (CIPMS). It is to be used in conjunction with applicable portions of the Federal Personn e l  M a n u a l  ( F P M )  a n d  o t h e r  e x i s t i n g  A r m y  r e g u l a t i o n s  i n  t h e 690series on civilian personnel management. The FPM and Army regulations on civilian personnel management apply to CIPMS unless otherwise specified in this regulation, Department of Defense
(DOD) policy, or law.

12. References Required and related publications and prescribed and referenced forms are listed in appendix A.

13. Explanation of abbreviations and terms Abbreviations and special terms used in this regulation are explained in the glossary.

14. Authority a. Section 1590, title 10, United States Code (The Intelligence Authorization Act of fiscal year (FY) 1987) (10 USC 1590) authorizes the Secretary of Defense to establish an excepted service personnel management system for the intelligence community of the military departments. (See app C.) The intent of the legislation is to enable DOD to establish a triService personnel management system that fulfills the following needs:
( 1 )  M o r e  f l e x i b i l i t y  a n d  r e s p o n s i v e n e s s  t o  f u n c t i o n a l  ( i n t e l l i -
gence) requirements.

(2) Comparable to other civilian personnel management systems throughout the Federal intelligence community.

(3) Promotes professional development within the Defense intelligence community.

(4) Provides for incentives necessary to attract and retain high quality employees.

b. Specifically, the law (1) Exempts covered positions from the Classification Act of
1949 and, therefore, from Office of Personnel Management (OPM) oversight and authority on classification matters.

(2) Requires that rates of basic pay under a new classification system be fixed in relation to the rates of basic pay provided in the General Schedule (GS). No civilian intelligence officer or employee may be paid basic pay at a rate in excess of the highest rate of basic pay payable under the GS.

(3) Provides separate authority to appoint individuals in covered positions and to fix compensation.

(4) Provides for the establishment of overseas recruitment and retention incentives, in addition to basic pay, when living costs or conditions of environment warrant.

(5) Provides for termination of employment without appeal outside the DOD, when in the interests of the United States, and when the procedures prescribed in other provisions of law cannot be invoked in a manner consistent with national security.

15. Policy The following policies establish the foundation for CIPMS within the Army:
a. Comply with congressional intent of the Intelligence Authorization Act of FY 1987.

b. Uphold the spirit and intent of the merit system principles as set forth in section 2301, title 5, United States Code, to include equal employment opportunity (EEO).

c. Firmly establish the concept of shared responsibility and accountability for civilian personnel management between line managers and the civilian personnel officer (CPO) at all levels. This will be accomplished through total involvement of functional line managers in all aspects of the development, administration, evaluation, a n d  f u r t h e r  i m p r o v e m e n t  o f  C I P M S .  I t  i s  f u r t h e r  a c c o m p l i s h e d through the maximum delegation of authority to line managers for management of their CIPMS work force.

d. Provide for full utilization of the compensation provisions of classification (basic pay), recruitment and retention incentives, and performance recognition to establish varied compensation options for employees.

16. Position coverage a. Initial coverage in the Army will include the following: (1) All positions in GS/GM132 or GS134series.

(2) All positions in GS/GM080 or GS086series, the duties of which are predominantly (at least 51 percent) intelligencerelated. I n t e l l i g e n c e - r e l a t e d  G S / G M - 0 8 0  p o s i t i o n s  i n v o l v e  t h e  d i r e c t i o n , planning, development, implementation, coordination, control, inspection, or conduct of specific programs. These programs are designed primarily to protect information, materiel, operations, and/or facilities from such national security threats as compromise, unauthorized disclosure, or espionage. These positions generally perform one or more of the following security specialties:
(a) Personnel. (b) Information. (c) Industrial. (d) Technology.

(e) Foreign disclosure.

(f) Communications. (g) Electronic. (h) Operations. (i) Automation. ( 3 )  A l l  p o s i t i o n s  i n  G S / G M - 1 7 1 0 - ,  G S / G M - 1 7 1 2 - ,  o r  G S /
GM1702series, which are located in an organization performing a n  i n t e l l i g e n c e  m i s s i o n  a n d  w h i c h  r e q u i r e  i n t e l l i g e n c e - r e l a t e d knowledge, skills, and abilities (KSAs).

(4) All scientific and technical positions engaged in targeting and/or the engineering, physical, or technical sciences in an intelligence function, which are assigned to an organizational component performing an intelligence mission. These positions are classified in twograde interval series in the GS/GM400 , GS/GM800, GS/ GM1300, or GS/GM1500occupational groups.

(5) All other nonclerical positions filled under the excepted service appointing authority of Schedule A, section 213.3106(d)(1) or (2).

b. Positions covered by CIPMS will be identified by local functional management officials in conjunction with the CPO. Decisions on coverage will not be influenced by the desires of the incumbent. Employees assigned to positions identified for CIPMS coverage will be placed in the excepted service immediately upon conversion to CIPMS. Requests for assistance in resolving controversial coverage d e t e r m i n a t i o n s  m a y  b e  r e f e r r e d  t o  t h e  m a j o r  A r m y  c o m m a n d (MACOM) or field operating agency (FOA) headquarters, and, if n e c e s s a r y ,  t o  t h e  I n t e l l i g e n c e  P e r s o n n e l  M a n a g e m e n t  O f f i c e (IPMO), HQDA (DAMICP), WASH DC 203101001, for review and decision. Employee dissatisfaction concerning identification of their positions for conversion to CIPMS will be resolved under Army's grievance procedure (AR 690700, chap 771); however, grievances specifically concerning Army's CIPMS coverage policy are excluded. Additional guidance on grievances is in chapter 9.

c. Studies may be conducted by the IPMO to identify additional series that meet the general CIPMS criteria and should be recommended to the Assistant Secretary of the Army (Manpower and Reserve Affairs) (ASA(M&RA)) for inclusion. Requests for coverage of additional series may also be submitted through command channels to the IPMO. Justification should be based on the following factors:
( 1 )  R e q u i r e m e n t s  f o r  t h e  p o s s e s s i o n  o f  i n t e l l i g e n c e - r e l a t e d KSAs.

(2) Historical role and relationship to DOD and/or Army's intelligence mission or organizations.

(3) Command requirements. (4) Career development patterns. (5) Impact on the overall Army civilian personnel management program or on other existing career programs.

(6) Impact on local personnel administration.

(7) General employee equity. d. National guard technicians, nonappropriated fund, and local national employees are excluded.

17. Exclusion from the Federal LaborManagement Relations Program a. CIPMS positions are excluded from coverage in the Federal Government's Labor Relations program, based on the following:
( 1 )  S e c t i o n  7 1 1 2 ( b ) ( 6 ) ,  t i t l e  5 ,  U n i t e d  S t a t e s  C o d e ,  w h i c h specifies that a bargaining unit will not be determined to be appropriate if it includes any employee engaged in intelligence, counterint e l l i g e n c e , i n v e s t i g a t i v e , o r s e c u r i t y w o r k w h i c h d i r e c t l y a f f e c t s national security.

(2) Executive Order 12171, which specifically excludes the U.S.

Army Intelligence and Security Command; the U.S. Army Intelligence Agency; Headquarters, Department of the Army (HQDA), Office of the Deputy Chief of Staff for Intelligence (DCSINT); the Intelligence Center and School (ICS); and the Foreign Intelligence Division, Intelligence and Security Directorate, U.S. Army Missile Command.

b. Positions with unresolved bargaining unit status will not be converted to CIPMS.

18. Linking personnel and budgetary authorities One objective of CIPMS is to delegate responsibility, authority, and accountability for personnel management to the lowest practical level of line management. Commanders are encouraged, where possible under existing authorities, to delegate budget authority for personnelrelated expenses (for example, salaries, benefits, recruitment incentives, awards, training, and travel) to management officials in conjunction with personnel authorities. This linkage should enable supervisors to more successfully recruit, manage, motivate, retain, and reward employees.

19. Mobilization T h e  p r o v i s i o n s  o f  A R  6 9 0 - 1 1  a p p l y  t o  C I P M S  p o s i t i o n s  a n d employees.

110. Military Intelligence (MI) Corps Membership is governed by AR 60082 and issuances of the Chief, MI Corps.

## Chapter 2 Responsibilities

21. Secretary of the Army (SA)
The Secretary of the Army will establish CIPMS positions and appoint individuals. This authority is redelegated per Army policy on the delegation of civilian personnel authority delineated in AR 1020 and AR 690200.

22. The ASA (M&RA)
The ASA (M&RA) will
a. Establish broad policy and objectives for CIPMS within the Army.

b. Provide program evaluation data and other reports to the Office, Secretary of Defense (OSD), as required.

c. Appoint representatives from both the Army personnel and i n t e l l i g e n c e  f u n c t i o n s  t o  s e r v e  o n  t h e  C I P M S  A d v i s o r y  G r o u p (CAG). (See glossary.)
23. The DCSINT and the Deputy Chief of Staff for Personnel (DCSPER)
The DCSINT and the DCSPER have joint responsibility for policy development, planning, implementation, coordination, management, and evaluation of CIPMS. Additionally, the DCSINT will
a. Provide resources to manage CIPMS at HQDA and ensure that the resources are available to support the periodic and meaningful evaluation of CIPMS.

b .  E s t a b l i s h  f u n c t i o n a l  p e r s o n n e l  m a n a g e m e n t  g o a l s  a n d objectives.

c. Nominate the Army's functional member of the CAG. d. Represent Army's views on functional issues with the Assistant Secretary of Defense for Command, Control, Communications, and Intelligence (ASD(C 3I)).

e. Maintain liaison with organizations throughout the Federal intelligence community.

f. Direct the management of those aspects of CIPMS which benef i t  f r o m  c e n t r a l i z e d  m a n a g e m e n t ,  w h e r e  n o t  i n  c o n f l i c t  w i t h MACOM responsibility.

g. Serve as functional chief (FC) and designate a functional chief representative (FCR) for the Intelligence Career Program, (CP35), and a senior civilian advisor for the Intelligence Career Development Program (ICDP).

24. The Director of Civilian Personnel (DCP) ODCSPER
The DCP will
a. Represent Army's views on personnel issues with the Assistant Secretary of Defense for Force Management and Personnel (ASD
(FM&P)).

b. Provide advice and assistance to the DCSINT on personnel management issues.

c. Ensure alignment of CIPMS policies and procedures with the overall goals of Army civilian personnel management.

d. Nominate the Army's personnel representative to the CAG.

25. The Director of the IPMO (ODCSINT)
The Director of the IPMO will
a. Coordinate on personnel issues within the Federal intelligence community and support the CAG, as required.

b. Propose and coordinate on personnel management policies, r e g u l a t i o n s ,  a n d  p r o c e d u r e s  e n s u r i n g  a c h i e v e m e n t  o f  f u n c t i o n a l goals and objectives.

c. Oversee the CIPMS program evaluation system and prepare reports for Army, DOD, and congressional use.

d. Work with the Chief of Military Intelligence, ICS, on issues pertinent to the role of the proponent for the intelligence and related career fields.

e. Review and approve requests from MACOMs and FOAs for personnel actions or entitlement requiring HQDA or higher level decision or approval.

f. Provide advice, assistance, and training on CIPMS issues. g. Promote affirmative action within the intelligence community. h. Develop and publish pamphlets, forms, guides, and training for use by CPOs and functional managers.

i. Work with intelligence managers to perform broadbased job analysis of intelligence specialties to produce classification guides, generic or standardized job descriptions, performance plans, training plans, and other related products.

j. Administer personnel management programs, as directed by the DCSINT. These may include, but are not limited to, the intern, longterm training, and rotational assignment programs for CP35.

26. Commanders of MACOMs Commanders of MACOM will
a. Establish commandwide goals and objectives for all aspects of CIPMS, to include affirmative action.

b. Direct the implementation of this regulation within their jurisdictions, ensuring that any commandwide policies and procedures a r e  f l e x i b l e ,  c o s t - e f f e c t i v e ,  a n d  f r e e  o f  r e g u l a t o r y  o r  r e p o r t i n g impediments.

c. Evaluate the effectiveness of CIPMS programs. d. Ensure that any delegation of this responsibility is in accordance with the policy stated in paragraph 15c of this regulation. Commanders will ensure that any MACOM supplementation of this regulation is developed and implemented jointly by functional management and the civilian personnel staff.

27. Senior intelligence officers (SIOs)
SIOs within MACOM or FOA headquarters will
a. Determine, recommend, and monitor personnel management resource requirements necessary to support intelligence functions within their command.

b. Provide requested assistance on CIPMS projects. c. Promote affirmative action within the command.

28. MACOM CP35 Career Program Managers (CPMs)
CPMs will serve as primary functional point of contact for the IPMO on CIPMS issues and perform other CIPMSrelated duties as delegated by the SIO. (Also, see AR 690950.) CIPMS is a total personnel management system and includes employees outside the scope of CP35. Therefore, the CPM's broad programmatic responsibility for CIPMS extends beyond the typical bounds of the CPM role.

29. MACOM directors of civilian personnel MACOM directors of civilian personnel will serve as the primary personnel point of contact for the IPMO on CIPMS issues; provide personnel management advice and assistance to the Commander, S I O ,  a n d  C P M ;  a n d  p a r t i c i p a t e  i n  C I P M S  p r o j e c t s .  ( S e e  A R
690200.)
210. Activity commanders Activity commanders will
a. Implement CIPMS, ensuring that local programs and procedures are effective, efficient, flexible, free of regulatory impediments, linked to budgetary considerations, and supportive of equal employment opportunity and affirmative action.

b. Evaluate and take action to ensure the effectiveness of CIPMS
p e r s o n n e l  m a n a g e m e n t ,  i n c l u d i n g  c o m p l i a n c e  w i t h  l e g a l  a n d regulatory requirements, and equitable application of entitlements and benefits.

c. Appoint an activity training coordinator. This may be the activity career program manager for CP35.

d. Ensure that any delegation of authority is according to the policy stated in paragraph 15c of the regulation. Commanders will ensure that any local CIPMS policies and procedures are developed and implemented jointly by functional management and the civilian personnel staff.

211. Activity career program managers (ACPMs)
CIPMS is a total personnel management system and includes employees outside the scope of CP35. Therefore, the ACPM's broad programmatic responsibility for CIPMS extends beyond the typical bounds of the CPM role. (See AR 690950.) In conjunction with the CPO, CP35 ACPMs will
a. Advise the activity commander on local CIPMS personnel and resourcing issues.

b. Ensure that supervisors and employees receive current information on CIPMS and related issues.

c .  R e c o m m e n d  c h a n g e s  t o  C I P M S  r e g u l a t i o n s  a n d  s t a n d a r d s through command channels.

d. Promote affirmative action at the local level.

212. Activity training coordinators In conjunction with the CPO, activity training coordinators will
a. Oversee the activity CIPMS training program. This will include the following:
(1) Ensuring that training needs are surveyed periodically. (2) Estimating and requesting training funds and class quotas
(locally and centrally controlled).

(3) Prioritizing nominees for schools with limited quotas. (4) Forwarding training requirements to proper authorities. b. Advise supervisors and employees on the availability of appropriate training opportunities for both career program and noncareer program CIPMS employees.

c. Ensure the availability of local CIPMS program training for new supervisors and managers.

d. Counsel employees concerning the pursuit of selfdevelopment or competitive training and developmental opportunities.

e. Identify additional training requirements and training methods and sources to the CPO, ACPM, CPM, ICS, or IPMO.

213. Supervisors and managers Supervisors and managers of CIPMS employees will
a. Participate in the administration of CIPMS policies and programs and in the development of local CIPMS procedures.

b. Ensure the legal, regulatory, and procedural compliance of their decisions and actions.

c. Establish and manage a personnel budget, if specifically delegated authority by the commander under existing procedures.

d .  E n s u r e  t h a t  a l l  C I P M S  e m p l o y e e s  f u l l y  u n d e r s t a n d  h o w CIPMS operates and how it affects their employment.

e. Ensure that eligible employees register and maintain their registration in the Defense Intelligence Special Career Automated System (DISCAS).

214. Civilian personnel officers CPOs will
a. Provide advice, assistance, and personnel administration support to line managers in the implementation of policies and procedures under this regulation.

b .  P r o v i d e  t h e  f u l l  r a n g e  o f  c i v i l i a n  p e r s o n n e l  a d m i n i s t r a t i o n services, with the modifications required by delegation of specific authorities to line managers.

c. Provide expert advice on such matters as personnel selection and measurement techniques, job and organizational structure, perf o r m a n c e  m a n a g e m e n t ,  c o m p e n s a t i o n  m a n a g e m e n t ,  t r a i n i n g  r e - sources, motivational techniques, discipline, and communications.

215. CIPMS employees
CIPMS employees will
a. Continue to strive for excellence in their work. b. Observe and maintain standards of conduct and conditions of
employment.
c. Pursue professional development. d. Serve as subject matter experts, as required, in the development of standardized CIPMS documents and in the conduct of other projects requiring the participation of technical experts.
e. Maintain current registration in DISCAS, if eligible.

## Chapter 3 Position Management And Classification (Pm &C)

31. Policy a. All CIPMS positions will be structured to provide a balance among mission needs, economy, efficiency of operations, and effective employee utilization.

b. Organization structures will be developed to provide continuing support of CIPMS upward mobility, career program intake, EEO, and affirmative action goals.

c .  T h e  c o r n e r s t o n e s  o f  t h e  C I P M S  P M & C  p r o g r a m  a r e  a s follows:
(1) Accurate job descriptions. (2) Accurate job classification (title, series, and grade). (3) Equal grade for substantially equal work. (4) The design and establishment of position structures which e c o n o m i c a l l y  a n d  e f f i c i e n t l y  p e r f o r m  t h e  m i s s i o n  o f  t h e organization.

(5) The participation of functional line managers in all phases of the CIPMS PM&C program.

d. Personnel delegated classification or work assignment authority are entrusted with the protection of the principles in c above.

They should strive for 100 percent grade accuracy. Less than 90 percent grade accuracy is not acceptable.

## Section I Cipms Classification Structure

32. Overview CIPMS uses the basic structure of the OPM classification system for both the GS and Federal Wage System (FWS). However, CIPMS does not use the GM pay plan designator, nor the Performance Management and Recognition System (PMRS). (See chap 7.)
a. GS positions will be classified using the 18 grade structure established in section 5104, title 5, United States Code. CIPMS retains the OPM concept of one and twograde interval lines of work. A career ladder that deviates from this concept must be approved by the Director of the IPMO if it involves either intern positions or similar positions found in more than one command.

b. FWS positions, once identified for CIPMS coverage, will be classified according to the existing OPM and Army guidance unless modified by future CIPMS standards. (See FPM Supplements 5321 and 5322.)
c. Policy and procedure for the classification of positions above GS15 is under development.

d. A grade band consists of two or more consecutive grades.

Each grade band denotes a common level of difficulty, responsibility, and qualification requirements; such as entry, full performance, or expert level. Grade bands, however, are not used instead of established grades for individual positions. CIPMS has established g r a d e  b a n d  s t r u c t u r e s  f o r  t h e  f o l l o w i n g  c a r e e r  p a t h s :  p r o f e s - sionaladministrative, technician, and clerical. The grade bands improve the interface between position management and classification and other personnel processes such as training, merit promotion, career management, and performance management. The career paths and grade bands are illustrated in figure 31.

e. A career ladder is a range of grades within an occupation or specialty that allows for a progressive increase of responsibility and employee competency. CIPMS career ladders are dual track (supervisory and nonsupervisory) and may be limited to a single grade band or may cover multiple grade bands. Progression through a career ladder is dependent upon management discretion, the availability of funds, position management approvals, and the employee's acquisition of competencies and job performance. Specific career ladders will be designed for CIPMS occupations using the CIPMS grade band framework and established Army models, but will be tailored to the organization and mission of each activity.

33. CIPMS classification standards and authority a. CIPMS primary grading standard. CIPMS GS positions will be classified using the CIPMS Primary Grading Standard. (See app C.) The primary standard will not be applied until an Army occupational guide for that particular series or functional specialty has been developed or until the DCSINT, in conjunction with the DCP, approves direct application of the primary standard. Until that time, OPM and Army position classification standards and classification guidance will be used to evaluate CIPMS positions.

b. Army Occupational Guides (AOGs). AOGs are developed by CIPMS subject matter experts with the advice and assistance of personnel specialists. The AOGs will be approved for use jointly by the DCSINT and DCP. Part I of the guides contains series or occupational coverage, exclusions, occupational information, career path applicable to the occupation, and triService titling instructions. Part II contains functional titles and specialties, typical Army duty assignments described by grade bands for each specialty, and appropriate skills codes. Army CIPMS standardized factor degree descriptions are also published in Part II. AOGs will be applied within 120 days of receipt unless otherwise authorized by the Director of the IPMO.

c. Priority of guides. Jobs will be evaluated in conformance with standards or guidance in the following priority order:
(1) CIPMS Primary Grading Standard and AOGs, or OPM standards if CIPMS guidance is not published.

(2) DCSINT classification decisions. (3) MACOM classification decisions.

d. Consistency reviews. The Director of the IPMO will analyze CIPMS classification decisions issued at lower levels for consistency and, as necessary, initiate PM&C consistency reviews. The Director of the IPMO will also provide guidance to MACOM and FOA commanders on CIPMS classification appeal decisions in the Army, Navy, or Air Force which may have an impact on Army positions.

e. CIPMS classification authority.

(1) Commanders of MACOMs may exercise classification authority for any CIPMS position under their jurisdiction, and determine policy for delegation of classification authority to subordinate commanders. (See AR 690500, chap 511.)
(2) Subject to DOD, Army, and MACOM policy, activity commanders or equivalent may classify any CIPMS position under their jurisdiction. This authority may be redelegated to the civilian personnel officer or designee, who evaluates and classifies CIPMS positions with the participation of functional management officials.

f. Classification decision referral.

(1) CPO staff, in conjunction with line managers, may request a classification decision from the MACOM staff when a job evaluat i o n  i s  c o n s i d e r e d  u n u s u a l  o r  p r e c e d e n t  s e t t i n g .  R e q u e s t s  f o r MACOM classification decisions will contain the following:
(a) The proposed job description (certified by the responsible management official).

(b) An evaluation statement. (c) The supervisor's job description. (d) Job descriptions of the employees supervised (if applicable). (e) Organizational chart. (f) Mission and function statements. (g) A narrative describing the problem identified in the job evaluation as well as the recommended solution.

(2) MACOM personnel staff, in conjunction with the SIO, CPM, or MACOM commanders may request a classification decision of the IPMO by forwarding the documents listed in (1) above.

## Section Ii Pm&C Forms, Format, And Documentation

34. Job description format a. Positions classified by CIPMS classification procedures will be described using DA Form 374 (Job Description (Civilian Personnel)). The DA Form 374 will be clearly marked to identify it as describing a CIPMS position.

b .  M a j o r  d u t y  s t a t e m e n t s  ( b l o c k  1 3 ,  D A  F o r m  3 7 4 )  w i l l  b e shown as follows:
(1) One or two lines stating the significant tasks performed. (2) Numbered consecutively. (3) Contain the approximate percentage of time spent on the duty stated, for use in position management.

(4) The content will be consistent with jobrelated placement factors.

c. The statement, "Performs other duties as assigned," will appear as an unnumbered paragraph following the major duties.

d. Following the major duties section, CIPMS job descriptions will contain factor degree descriptions and indicate the number of points awarded for each factor. In addition, supervisory job descriptions will contain a section entitled, "Required KSA" following the fivefactor degree descriptions.

e. CIPMS positions classified using other classification standards will use the appropriate CIPMS formats.

f. Functional or organizational titles may be made part of the official job description. If used, these titles will either be part of an introduction to the major duties or appear separately at the end of the job description.

g. Physical demands and working conditions will not be included in the job description unless they differ from those normally associated with the job and occupation being described.

h. Conditions of employment may be listed in a separate paragraph at the end of the job description.

i. Writing job descriptions containing classified material is discouraged. If a job description must be classified, a copy must be available for the employee to review, but not to retain. (See AR 380
5 and DA Pam 69014 for the maintenance of classified records in job description files.)
j. Instead of rewriting the entire job description, dated and initialed pen and ink notations may be made by the allocating official to reflect minor changes. Amendments will not be used to document changes in title, series, or grade, or other substantial changes to the job (for example, major duties, qualification requirements, or competitive level). Amendments may be made to factor levels, as long as the grade does not change.

35. Standardization and documentation a. Standardized job descriptions. MACOMs, FOAs, and activities are encouraged to develop and use standardized job descriptions whenever possible to promote equity and ease the administrative burden on supervisors. Standardized job descriptions also provide for greater consistency with other CIPMS standardized products such as crediting plans, career ladders, and performance plans.

b. Standardized factor degree descriptions. Standardized factor degree descriptions (contained in part II of the AOGs) should be used whenever they are adequate or would suffice with minimal modifications.

c. Evaluation statements. The job description will be annotated to show the fivefactor degree descriptions, the points allocated for each, and the occupational guide used. CPO staff, in conjunction with line managers, will ensure that there is sufficient evaluation material to allow subsequent review of classification actions.

(1) A separate evaluation statement will be written for unusual classification actions, and is required in classification appeal cases, when a request is made for classification decision by higher echelon, or when a commander exercises classification authority.

(2) When used, the evaluation statement will be a short narrative analyzing the comparison of the position to the standard or AOG, the decisions made, and the reasons for them. Evaluation statements will be written by the person who exercises classification authority a n d  w i l l  b e  c o o r d i n a t e d  w i t h  t h o s e  s h a r i n g  C I P M S  p r o g r a m responsibility.

## Section Iii Position Management

36. Overview a. Position management (PM) is the process whereby managers assign duties and responsibilities to positions, and structure these positions to form an organization that provides for effective and economical mission accomplishment. PM is also an essential element of compensation management since it impacts on the budget process and on the development of manpower requirements.

b. Line managers organize work and structure positions. This includes assigning, changing, or eliminating part or all of the duties and responsibilities that have been grouped together to constitute a position.

c. The activity commander will designate as CIPMS Position Management Officer (PMO), a management official who is trained in CIPMS budget administration and PM&C (for example, the SIO or ACPM). The PMO will provide management expertise and PM knowledge to assist in resolution of difficult position structure, manpower, reorganization, or budget problems. If no PMO is designated, the activity commander will serve as the PMO. Figure 32 contains a suggested format for this designation.

37. Position management program indicators Program indicators specific to the CIPMS PM program are listed below. (Also, see FPM, chap 312 and AR 690300, chap 312.) The CIPMS PM program will strive to accomplish the following:
a. Establish and use dual track career ladders in CIPMS occupational families.

b. Upon vacancy, recruit and appoint at the lowest grade compatible with mission accomplishment to make maximum use of financial resources.

c .  C o n s o l i d a t e  h i g h e r  g r a d e d  d u t i e s  i n  t h e  f e w e s t  p o s s i b l e positions.

d. Establish and use bridge positions between clerical, technical, and professionaladministrative positions. Bridge positions serve the following purposes:
( 1 )  S u p p o r t  C I P M S  u p w a r d  m o b i l i t y  a n d  a f f i r m a t i v e  a c t i o n goals.

(2) Provide an economical opportunity to reduce turnover. (3) Improve employee morale.

(4) Retain valuable organizational expertise. e. Whenever possible, establish or use existing positions to provide parttime employment and employment for the handicapped.

38. Position management studies a. Commanders will ensure that PM studies conducted as needed to accomplish the following:
(1) Identify ways to improve position structures. (2) Establish the most effective structure. (3) Achieve classification accuracy. (4) Ensure management understanding of and commitment to the PM program elements listed in paragraph 37.

b. PM studies may be conducted alone or in conjunction with a comprehensive personnel management evaluation.

## Section Iv Classification Complaint And Appeal Procedures

39. Overview a. CIPMS employees may appeal the pay plan, series, title, and/
or grade of their officially assigned position at any time without fear of reprisal or future prejudice.

b. Whenever a classification decision is made that will lead to a reclassification at a lower grade or rate of base pay, the affected employee must be formally notified in writing. This notice must inform the employee that an appeal may only be filed within 15 calendar days of the personnel action to preserve entitlement to retroactive benefits.

310. Matters excluded Employees may not appeal or follow informal complaint procedures concerning the following:
a. Inclusion in or exclusion from CIPMS. b. The accuracy of job descriptions. Accuracy will be resolved between the employee and the supervisor. If necessary, the activity commander or PMO will decide on current and future duties and responsibilities assigned to the position. This decision will be final.

c. The content of CIPMS or OPM classification standards and guides or wage schedules and rates.

d. The classification of a position to which they are detailed or temporarily promoted.

e. A proposed classification. f. The classification of a position based on comparison with other positions rather than with published standards or guides. CPO staffs, in conjunction with line management officials, must ensure, however, that classification decisions for similar, identical, or related positions are consistent with applicable classification guidance or appeal decisions. (See para 33c.)
g. The classification of a position which has already been the subject of an appeal, unless there has been a change in the governing classification standard or AOG, or in the major duties, or KSAs required by the position.

h. Other issues as determined by the DCSINT in conjunction with the DCP.

311. Employee representatives a. An employee has the right to be assisted in preparing and presenting an informal classification complaint or position classification appeal by a representative of his or her own choosing. The employee must designate the representative in writing. The representative cannot be an employee
(1) Whose activities as a representative would cause a conflict or apparent conflict of interest or position (for example, anyone in the supervisory or managerial chain of command above the position in question, or a member of the CPO staff).

(2) Who cannot be released from official duties because of priority needs of the Government.

(3) Whose release would give rise to unreasonable costs to the Government.

b. The organization will not initiate security clearance proceedings for clearing a designated representative. If the representative does not have the proper clearance, the employee may take one of the following actions:
(1) Choose a representative with the proper clearance. (2) Forgo representation. (3) Allow the case to proceed without the representative being a l l o w e d  t o  c h a l l e n g e  o r  o t h e r w i s e  c o m m e n t  o n  t h e  c l a s s i f i e d information.

312. Informal complaint procedures An employee may request an informal review of the pay plan, title, series, or grade of his or her position at any time. Informal complaints are characterized as follows:
a. The requested review must concern the employee's officially assigned position.

b. Informal complaints can be oral or written; however, oral complaints cannot be used to compute retroactive pay.

c. An informal complaint is directed to the employee's immediate supervisor.

d. The supervisor will discuss the matter with the employee and explain the evaluation of the position. The supervisor may request assistance from the CPO.

e. If the employee is satisfied, no further action need be taken. f. If a change in pay plan, title, series, or grade is necessary, the change will be made within 4 pay periods from the date of the decision.

g. The informal complaint process should take no more than 15
calendar days.

h. If the employee is not satisfied, he or she may file an appeal following procedures in paragraph 313.

313. Formal appeal procedures a. Criteria. A position classification appeal is a formal request by the employee for a change to his or her official pay plan, title, series, or grade. An employee may file an appeal at any time; however, it is recommended that the employee follow the informal complaint procedures outlined in paragraph 312 first.

b. Procedures. Appeal adjudication policy and procedures are developed at the MACOM and FOA level. CIPMS managers and supervisors, in conjunction with the CPO staff, will provide employees information on these procedures and explain PM&C decisions.

c. Content of the appeal. The suggested format for a classification appeal is shown at figure 33. The employee's appeal must be in writing and must contain the following minimum information:
(1) The appellant's name. ( 2 )  C o m p l e t e  o r g a n i z a t i o n a l  l o c a t i o n  i n c l u d i n g  i n s t a l l a t i o n , branch, and section.

( 3 )  C u r r e n t  j o b  n u m b e r  a n d  c l a s s i f i c a t i o n  ( t i t l e ,  s e r i e s ,  a n d grade).

(4) Job classification requested (title, series, and grade). (5) Name of appellant's representative, if any. (6) Reasoning supporting this request. The employee may attach documents in support of the request. Classified documents will be identified, but not attached.

d. Filing the appeal. Employees will address appeals through the servicing CPO and ACPM to the MACOM or FOA. Appeals by MACOM or FOA staff employees will be addressed through the CPO and CPM directly to the DCSINT. When the appellant's organization belongs to a different command than the servicing CPO, the appellate authority is vested in the chain of command existing in t h e a p p e l l a n t ' s o r g a n i z a t i o n . T h e C P O , i n c o n j u n c t i o n w i t h t h e ACPM, will add the following information to the appeal:
(1) A copy of the current official job description and a copy of the supervisor's job description (military or civilian), unless those documents are classified. If classified, the CPO will add a statement to that effect and give the location where the job description may be reviewed and the clearance level required to do so.

(2) A statement of duties required. Attach either of the following: (a) A statement, signed by both the appellant and supervisor, that the job description completely and accurately describes the position's major duties, responsibilities, and the KSAs required to perform them.

(b) The commander's directive that the current and future duties will conform to the official job description, if the commander or PMO has been involved in determining the accuracy of assigned duties (para 310b).

(3) A brief evaluation statement analyzing the rationale for the classification decision.

(4) Information on the mission and structure of the organization, including an organizational chart detailing the title, series, grade, and job number of all positions in the unit, including military positions.

(5) The job descriptions and any available evaluation statements of subordinate positions (civilian or military), if the appellant's position is supervisory. Classified documents are treated as in paragraph 313d(1).

(6) A copy of the current performance plans for the position under appeal.

e. Review of the file. The appellant or the appellant's representative will be given the opportunity to review the material being attached, and may add to the appeal any further comments. Two copies of the completed case file will then be forwarded for decision as in paragraph 313d.

f. Decision levels and time limits. MACOMs and FOAs constitute the first CIPMS appellate authority, except for those positions at the MACOM or FOA headquarters. The DCSINT is the first and final appellate authority for such positions. MACOM and FOA commanders will ensure that decisions are coordinated with both the SIO or CPM and the director of civilian personnel. Appeal decisions will normally be made within 30 calendar days of receipt. If a decision cannot be made within that period, the appellant will be informed in writing of the expected date of decision and the reasons for the delay. If the appeal is later forwarded to the DCSINT for decision, an additional 30day period begins upon receipt at that level. Similarly, the DCSINT will inform the appellant when a decision is delayed and of the reasons for the delay. The suggested format for responding to a classification appeal is shown at figure 34.

(1) Should the MACOM or FOA reach a decision favorable to the appellant, the appellant will be notified in writing and any required personnel action will be effected. (See para 313i and the suggested format at fig 35.)
(2) Should the MACOM or FOA reach a decision unfavorable to the appellant, the appellant will be informed in writing. This written notice will contain an analysis of the major duties, responsibilities, and qualification requirements of the position as they relate to the applicable classification criteria. The notice will also advise that in order to continue the appeal, the appellant or his or her representative must request, in writing, a higher level review. This request must be received by the MACOM or FOA which rendered the initial decision within 15 calendar days after the date of the original decision memorandum. The request must contain specific reasons why the appellant disagrees with the original decision.

(3) If the appellant requests further review, the MACOM or FOA
will forward two copies of the case file and decision memorandum to the IPMO, HQDA (DAMICP), WASH, DC 203101001.

(4) The DCSINT (or designee) is the final appeal authority for DA CIPMS employees.

g. CIPMS standardized job descriptions. If the appellant is assigned to a standardized job description and the employee and supervisor agree that the job description adequately describes the major duties, responsibilities, and qualifications required, the case file will be forwarded to the activity that initiated the standard job description (for example, the MACOM or the IPMO).

h. Reporting requirement. Upon issuance, copies of all formal appeal decisions will be sent to the IPMO where they will be reviewed for consistency.

i. Effective dates.

(1) The effective date of any action required by a classification appeal decision will not be earlier than the date of decision. However, it will not be later than the beginning of the fourth pay period after the decision.

(2) A corrective action is based on a decision that reverses, in whole or in part, a downgrading or other classification action that resulted in reduced compensation. If the classification decision that is being corrected resulted in a demotion, and if the appeal was filed in a timely manner, the effective date of the corrective action will be retroactive to the date of the adverse action.

j. Canceling an appeal.

(1) A position classification appeal will be canceled if the appellant requests cancellation in writing.

( 2 )  T h e  s e r v i c i n g  C P O  w i l l  a d v i s e  t h e  a p p e l l a t e  a u t h o r i t y promptly when an employee leaves a position which is under appeal. If there is no chance of retroactive benefit, the appeal will be canceled. If there is a chance of retroactive benefit, a decision will be reached, unless the employee or his or her beneficiary withdraws the appeal in writing.

(3) Appellants must cooperate in processing their appeals. If an appellant does not furnish information within the time stated by the requesting authority, the appeal may be canceled. As an alternative, the appellate authority may decide the case based on available information.

(4) When an appeal is canceled, both the activity where the case originated and the appellant will be notified.

k. Reopening an appeal.

(1) No classification appeal may be reopened after being canceled due to the appellant's failure to submit requested information within the time allowed. An exception to this rule is made when the appellant can show that circumstances beyond his or her control prevented timely submission of the information. No classification appeal may be reopened after the decision has been made, unless the appellant presents new and material evidence. Any such request must include the appellant's certification that he or she became aware of the new evidence no earlier than 10 calendar days prior to submission of the request.

(2) Normally, the appellate level that first decided a case should make the decision to reopen the appeal; but an appeal may also be reopened by the DCSINT. An appellant may request reopening of an appeal by submitting written justification in accordance with paragraph (1) above, and attaching the complete file of the original appeal.

(3) An employee may submit a special request to reopen an appeal directly to the IPMO, if he or she charges either improper action by the appellate authority, or that the appeal decision contrad i c t s  p r e v i o u s  d e c i s i o n s  m a d e  b y  e c h e l o n s  a b o v e  t h e  a p p e l l a t e authority.

MEMORANDUM FOR Xxxxx SUBJECT: Designation of Position Management Officer
1. According to AR 69013, chapter 3, the *(organizational title), (name)* is designated to perform, in addition to his (or her) other duties, the functions of CIPMS Position Management Officer for the *(activity)* .

2. As CIPMS Position Management Officer, he (or she) will act for the Commander to
a. Continually survey the position structure trends of the activity and direct appropriate action by line and staff officials when unjustifiable actions and trends are found, either to correct past actions, modify future trends, or both.

b. Commit staff resources for the study and execution of proposed reorganizations. c. Resolve any differences between line and staff participants in the selection of alternative structures, the adoption of transitional plans to achieve the structure adopted, and an alternate means of acquiring needed budgetary resources.

 d. Direct any action required to implement the DA CIPMS position management policy as prescribed in AR 69013, chapter 3. 3. Delegation of these functions to the Position Management Officer does not supersede nor affect in any way the exercise of authority by persons delegated by the Commander to perform such functions as the classification and evaluation of civilian positions and the assignment of manpower spaces.

MEMORANDUM THRU Civilian Personnel Office Attn: CIPMS Activity Career Program Manager for Appellate Activity SUBJECT: Position Classification Appeal - (appellant's name)
1. Reference is made to AR 69013, paragraph 313.

2. I hereby appeal the classification of the position to which I am now officially assigned. The following information is furnished as required by reference.
a. Complete organizational location including installation, branch, section: b. Current job number and classification:
 c. Job classification requested:
d. Name, address, and title of appellant's representative, if any: e. Reasoning supporting this request:
Notes: This format is to be used by an employee submitting a classification appeal through CIPMS review channels. The appellant may add attachments as desired.

(Letterhead)
MEMORANDUM FOR COMMANDER OF INSTALLATION OR ACTIVITY WHERE APPELLANT IS EMPLOYED
SUBJECT: Position Classification Appeal - (appellant's name, current job title, pay plan, series, grade, and job number)
1. The following pertains to the classification appeal cited above:

a. (Organization location and activity) b. (Date classification appeal filed) c. (Date appeal received by appellate level) d. (Classification requested by appellant)
2. The appeal has been reviewed under the provisions of AR 69013, chapter 3, section IV. The decision of (this headquarters or the DCSINT) is that the position is properly evaluated as:
(title, pay plan, series, and grade)
(Add appropriate remarks relating to standards used in arriving at the evaluation determination or other background information of interest to the appellant or local command.) 3. (Give administrative instructions; for example, cite the rule governing the effective date for implementing the appeal decision, or, if the appeal is denied, whether there is a time limit on filing a further appeal to preserve rights to retroactivity.) 4. Request that the enclosed letter of decision be promptly delivered to (appellant) and (if appeal has been denied that the employee be advised of any further appeal rights). A copy of the decision will be attached to the master file copy of the job description at the servicing installation. FOR THE COMMANDER: Encl Letter of decision to appellant CF: IPMO Servicing CPO
(Letterhead)
MEMORANDUM THRU (Commander of installation or activity where appellant is employed)
FOR (Appellant, Job location address)
SUBJECT: Position Classification Appeal
1. Your position classification appeal has been reviewed under the provisions of AR 69013, chapter 3, section IV. Your position is found to be properly evaluated as follows:
(title, pay plan, series, and grade)
2. (Present evaluation rationale which support the classification decision. If the MACOM or FOA or DCSINT decision is in agreement with the installation's evaluation statement, it may be certified as the command or HQ rationale.) 3. Based on the discussion above, this headquarters (upholds or must deny) your appeal. Your servicing civilian personnel office will advise you of (the action's effective date) (your further appeal rights).

FOR THE COMMANDER:
(Signature block)

## Chapter 4 Employment And Placement Section I Policy And Procedures

41. Policy a. The probationary period for new supervisors and managers does not apply to CIPMS (FPM, chap 315.9).

b. The provisions of DOD Instruction 1404.12, do not apply to those organizations in the DOD components that have as a primary function intelligence, counterintelligence, investigative, or national security responsibilities. Therefore, spouse preference will not be granted when filling CIPMS positions. Due consideration should be given, however, to spouses of military and civilian employees under local placement procedures.

42. Staffing procedures a. Recruitment and selection procedures will provide for management's right to select from any appropriate source. Managers will consider sources that are most likely to produce candidates who will best meet agency objectives, contribute new ideas and different viewpoints, and meet affirmative action goals. The methods selected may include any combination of internal and external recruitment sources, to include use of DISCAS.

b. Each nonCIPMS applicant selected for a CIPMS position will be advised in writing as early in the application process as practicable, but not later than the date of appointment, that the position for which selected is in the excepted service and covered by CIPMS. T h e y  w i l l  b e  p r o v i d e d  i n f o r m a t i o n  o n  t h e  m a j o r  p r o v i s i o n s  o f CIPMS and will sign a statement attesting to their understanding of these provisions at the time they enter on duty. A suggested format designed for this purpose is shown at figure 41. The signed statement will be placed in the official personnel folder (OPF) and a copy will be given to the employee.

## Section Ii External Recruitment

43. Recruitment policy a. The CIPMS external recruitment program is designed to provide the flexibility to recruit high quality eligibles for vacant positions. The use of streamlined recruitment and selection procedures must not, however, jeopardize merit principles.

b. Within CIPMS, external recruitment refers to the search for applicants who are new to Federal civilian service. An employee currently serving on a permanent appointment with any Federal agency in either the competitive or excepted service is considered under the merit promotion and placement provisions of this chapter (sec III).

c. Activity officials will deal directly with the public in recruiting and hiring. They will bear full responsibility for upholding the Army's obligation and commitment to merit principles, including EEO and affirmative action.

d. The zone of publicity will be determined based on such factors as the anticipated number of vacancies, the locations of the vacancies, the locations and potential yield of recruitment sources, and affirmative action considerations. For use of paid advertising, see AR 690300, chapter 332.

44. Recruitment procedures a. Each activity will develop local procedures for accepting applications from external candidates. These procedures must be in writing and must be uniformly applied to all applicants for all vacancies for which external applicants are accepted. Procedures may provide for establishment of an applicant supply file, skills bank, or for jobspecific vacancy announcements. CIPMS is not subject to OPM rules (FPM, chap 213) on accepting, rating, and arranging applications.

b. Applicants must meet the minimum qualification standards established for the position (sec IV). Appropriate methods for rating and ranking applicants will be determined locally. Examination criteria will be jobrelated and consistent with acceptable professional standards. Either adjective (eligible, ineligible) or numerical ratings
(for example, 70100) may be assigned. Any use of formal tests will be per paragraph 420.

c. Veterans preference will be applied in the following manner to all employment lists derived from external applicants:
(1) Criteria in the FPM for determining the preference eligibility of each applicant apply to CIPMS without change.

(2) Neither the "rule of three" nor the referral of preference eligibles by category (for example, compensable or noncompensable) is required.

(3) Activities will devise specific procedures for the application of veterans preference. At a minimum, such procedures will ensure that
(a) Veterans preference is weighed as a positive factor in the selection process.

(b) Preference eligibles are granted preference in selection over nonpreference eligibles with substantially equal qualifications.

(c) When a nonpreference eligible is selected, the reasons for nonselection of any preference eligible on the referral list are documented and provided to the applicant, upon request.

( d )  G u a r d s ,  m e s s e n g e r s ,  a n d  c u s t o d i a n s  a r e  a p p o i n t e d  f r o m a m o n g  p r e f e r e n c e  e l i g i b l e s  a s  l o n g  a s  p r e f e r e n c e  e l i g i b l e s  a r e available.

d. See AR 690300, subchapter 12 for policy on appointment of r e t i r e d  m e m b e r s  o f  t h e  A r m e d  F o r c e s .  A r m y  p o l i c y  a p p l i e s  t o CIPMS with the following exceptions:
(1) For those positions for which authority to approve waivers rests at the MACOM level, coordination between the CPO staff and the CP35 CPM is required.

(2) For those waivers requiring approval at HQDA, authority is delegated to the DCSINT. Requests for approval should be forw a r d e d  t h r o u g h  c o m m a n d  c h a n n e l s  t o  t h e  I P M O ,  H Q D A (DAMICP) WASH, DC 203101001.

e. Guidelines on the availability and use of recruitment incentives are found in chapter 6.

45. Administrative disqualification All candidates for CIPMS positions must meet applicable eligibility standards. Any of the reasons listed in FPM, chapter 213 may disqualify an applicant for employment. See AR 38067 for additional factors for positions that require access to classified information or for assignment to sensitive duties. Disqualification based solely on lack of the required security clearance or access, however, may not be made until after application of the administrative action procedures outlined in AR 38067. Appointees must meet any citizenship requirements of the current appropriations act.

46. Conditions of employment a. All conditions of employment require a statement of understanding and must be communicated to employees and applicants and agreed to in writing prior to employment or assignment to a covered position. Copies of the written agreement on conditions of employment will be maintained in the employee's OPF. Failure to attest to the specified conditions of employment will be grounds for withdrawal of an employment offer.

b. Conditions of employment will be imposed when required by law or regulation, or when determined by appropriate management authority to be in either the interest of the national security or mandatory for effective performance of the position. Examples of possible conditions of employment are the requirements to
(1) Obtain and maintain access to the level of classified information required of the position.

(2) Undergo a periodic polygraph examination. (3) Meet physical or medical standards. (4) Be mobile. (5) Obtain and maintain professional certification or license. c. Applicants failing or refusing to meet applicable conditions of employment may not be appointed. Employees failing or refusing to meet or maintain a condition of employment may be denied assignment to a position and/or removed from a position requiring the condition of employment by reassignment, demotion, or removal from the Federal service. Reassignments may include those requiring a permanent change of duty station, assignment to another Army or DOD agency, or substantial retraining. See chapter 9 for information on adverse actions based on failure to meet or maintain a condition of employment.

47. Trial period All new employees will serve a 1year trial period. A new employee who has previously completed a trial or probationary period in either the excepted or the competitive service need not serve another trial period. The guidelines in FPM, chapter 315.A apply in determining whether this requirement has been previously satisfied. OPM and Army guidance on documenting completion of the trial period also applies.

48. Recruiting assistance Requests for regional or national advertising or recruiting assistance may be forwarded through command channels to the IPMO. Intercommand, CIPMS-wide, and intelligence communitywide recruiting efforts are encouraged.

## Section Iii Promotion And Internal Placement

49. Merit promotion plans Commanders will ensure that there is a local merit promotion plan which covers the activity's CIPMS positions and that the requirements of this regulation are satisfied. Procedures in the plan will be based on merit, streamlined, be free of restrictive language, and provide for maximum management flexibility in filling positions. Provisions of this regulation may be superseded by DODlevel career program regulations for jobs that are filled through central skills files, such as DISCAS.

410. Internal placement policy a. The merit promotion plan may allow for varying areas of consideration, depending on the nature and level of the positions covered.

b. Except as stated in paragraph 419d, to be eligible for promotion or placement, candidates must meet the minimum qualification standards prescribed for the position (sec IV). Successful attainment of all mandatory competencies for the employee's current grade band will be considered prior to any promotion to the next grade band. (See chap 5.)
c. OPM timeingrade restrictions do not apply to CIPMS. d .  M e t h o d s  o f  e v a l u a t i o n  m u s t  b e  c o n s i s t e n t  w i t h  a c c e p t a b l e professional standards.

e. Selection procedures will provide for management's right to select or not to select from among a group of properly referred candidates.

f. CIPMS neither requires nor guarantees the promotion of an employee at any specific time in the employee's career.

411. Competition In addition to the exceptions to competition listed in AR 690300, chapter 335, and FPM, chapter 335, the following exceptions apply:
a. Temporary promotions must be made for a definite period of 2
years or less, but may be extended for additional periods of up to 1 year at a time at the discretion of the local commander. Except as provided in paragraph 411c, temporary promotions beyond 180 days must be made under competitive procedures.

b. Except as in paragraph 411c, details to a higher grade beyond
180 days must be made under competitive procedures.

c. A grade band promotion is a noncompetitive promotion (either temporary or permanent) to a position which is within the scope of the same servicing CPO, at a higher grade level which falls within the employee's current grade band, and is within the employee's current line of work. Positions are generally in the same line of work if they are alike enough to permit change of employees from one position to another without significant differences in the KSAs required for successful performance. The determination that two positions in different series are in the same line of work will be documented in the case file. This authority may not be used to p r o m o t e  a n  e m p l o y e e  f r o m  a  n o n s u p e r v i s o r y  t o  a  s u p e r v i s o r y position.

d. Promotion (or detail) to a grade no higher than previously held on a permanent basis in either the competitive or the excepted service.

412. Records and review The CPO will maintain a record of each action sufficient to allow reconstruction. Records will contain documentation of qualification determinations and the standard upon which those were based. Records must be available for review for a minimum period of 5 years from the effective date of the resulting personnel action.

413. Grievances Grievances will be resolved under the Army grievance procedures. (See para 94.)
414. Corrective actions Guidance in FPM, chapter 335, on reconstruction of personnel actions applies to CIPMS. Instead of OPM approvals, the following is required:
a. Retention in the position. Generally, an erroneously promoted employee may be retained in the position only if the promotion action can be corrected to conform to all Army and DOD requirements as of the date the action was taken. If an employee is not retained in the position to which promoted, he or she must be returned to his or her former position and grade or placed in a different position at the grade previously held for which he or she is qualified.

b. Nonselected employees. Employees who did not receive proper consideration in placement actions will be given priority consideration for the next suitable vacancy.

415. Details a. Refer to paragraph 411 regarding the requirement for competition. Other policies and procedures in FPM, chapter 300, and AR 690300, chapter 300, apply except that extensions which exceed the time limits in FPM, chapter 300, may be approved by the local commander. Supervisors will ensure that details are limited to the shortest possible timeframes so that the principles of employee equity and proper job classification are not compromised.

b. CIPMS employees may not be detailed to positions in the competitive service without prior OPM approval. Requests should be submitted to OPM, 1900 E Street, N.W., WASH DC 20415 according to FPM, chapter 300.

416. Reduction in force (RIF)
Policy in FPM, supplement 351, for excepted service positions applies to CIPMS. CIPMS employees will have no assignment rights (bump and retreat) to positions outside their competitive levels. Strong consideration will be given to assigning released employees to vacancies within the serviced area of the CPO for which they are well qualified. Information on appeal and grievance rights is found in chapter 9.

417. Grade and pay retention The grade and pay retention provisions of the FPM, DOD, and Army regulations apply to CIPMS, except that the policy and proced u r e s  f o r  a p p e a l s  o n  c l a s s i f i c a t i o n  w i l l  b e  a c c o r d i n g  t o  t h i s regulation.

418. Reemployment rights a. Reemployment rights will be granted to eligible CIPMS employees per the ICDP (See DOD 1430.10M3). Placement assistance for overseas employees without reemployment rights will be provided through the Placement Assistance for Overseas Personnel provisions of the ICDP.

b. Reemployment within Army of eligible employees will follow the procedures of AR 690300, chapter 352. The IPMO may be notified, through MACOM or FOA channels, when the exercise of reemployment rights is expected to result in separation of a CIPMS employee, in order to provide additional placement assistance.

## Section Iv Qualification Requirements

419. Qualification standards a. Activities may use any of the following to determine the qualifications of candidates for a given position:
(1) The appropriate OPM qualification standard. (2) A locallydeveloped CIPMS qualification standard. Standards should be developed locally when it is determined that the existing OPM standard does not meet the needs of the activity. The standard will be developed based on the actual duties and responsibilities of the occupation without regard for the qualifications of any given potential applicant or employee. A positive education requirement may be prescribed only when the duties of a scientific, technical, or professional position cannot be performed by a person who does not have the prescribed minimum education. The CPO will ensure equity and consistency among locallydeveloped standards. The adequacy of locallydeveloped standards is subject to review in the program evaluation process. Perceived inequity between servicing CPOs may be raised to the parent command or the IPMO for review and resolution.

(3) An Armywide CIPMS standard, if available. Armywide standards may be modified locally to meet missionrelated needs.

b. The same qualification standard will apply to all candidates, both internal and external, for a given position.

c. Applicants must meet the minimum education requirements, if any, of the applicable standard. Certification or licensure requirements of a standard must also be satisfied.

d. Generally, the OPM guidance on application of qualification standards (Handbook X118 and FPM, chap 338) applies. As an exception, an internal applicant may enter a new occupation even if lacking the specific requirements of the basic standard for that occupation, provided that his or her overall background gives clear indication of ability and potential to perform the duties of the position. In such cases, movement will be by reassignment, change to lower grade, or by conversion to a new excepted appointment at the same or lower grade. Following such a move, the employee will be expected to clearly demonstrate possession of the KSAs necessary to satisfactorily perform the work of the new position before being eligible for promotion within that occupation. In subsequent placement actions, only the difference in qualifications between the position held and the position desired need be considered.

e. The use of training agreements that provide for accelerated promotion is authorized. Training agreements must meet the requirements of AR 690300, chapter 338. Approval authority is delegated to the MACOM for any agreement having application no wider than the MACOM. Provide one copy of all training agreements to the IPMO, rather than OPM, upon approval. Authority to approve training agreements with Armywide CIPMS application is delegated to the Director, IPMO.

f. OPM regulations on age requirements and on setting physical standards will be applied.

420. Written and performance tests W r i t t e n  a n d  p e r f o r m a n c e  t e s t s  a r e  n o t  r e q u i r e d  b u t  m a y  b e developed and/or administered as deemed appropriate. Any use of written tests must conform to the requirements of the Uniform Guidelines on Employee Selection Procedures, and applicable Army and DOD guidance. One copy of any written test used in the evaluation of candidates will be sent to the director, IPMO (HQDA (DCSINT) ATTN: DAMICP, WASH DC 203101001).

1. I, *(employee's name)* , have been selected for the following position:
(Title) (Series, grade) (Activity)
2. I understand that this position falls within the scope of the Civilian Intelligence Personnel Management System (CIPMS), an excepted service personnel system for the civilian intelligence employees of the Military Departments. I further understand that
a. My appointment to this position does not confer competitive status. b. I understand that in accordance with an agreement between the Office of Personnel Management (OPM) and DOD, effective March 9, 1990, I may be considered for a position in the competitive service after serving continuously for at least 1 year in a CIPMS position. Otherwise, I understand that I may be considered for a position in the competitive service only if: (1) I have personal competitive status by virtue of previous employment in the competitive service or, (2) after I have passed an open competitive examination conducted by or under the guidelines of the OPM.

c. I am entitled to the same retirement, health and life insurance, leave, and injury compensation benefits, as other Federal employees.

3. I acknowledge that I have received information on the specific features of CIPMS and have been given an opportunity to discuss issues relating to my employment under this system. Accordingly, I accept this offer of employment under CIPMS.

## Chapter 5 Training And Career Development

51. Policy a. FPM chapters 410 and 412 apply to CIPMS. This chapter supplements, but does not repeat, requirements found in the FPM and must be used in conjunction with that regulation. AR 690400, chapters 410 and 413, are applicable to CIPMS employees, except where changes or additions are noted.

b. Diverse experience within the Federal intelligence community generally enhances intelligence and related competencies. Movement of employees among and between the Departments and other elements of the intelligence community (for example, Defense Intelligence Agency, Central Intelligence Agency, and National Security Agency) is encouraged.

c . T r a i n i n g a n d c a r e e r m a n a g e m e n t w i l l b e u s e d a s t o o l s t o develop and sustain a professional and competent intelligence work force, and assist in the achievement of work force management and affirmative action objectives.

d. CIPMS training policy supports the following concepts: (1) Dual track career ladders, which provide for coexistent progression as supervisorsmanagers or technical specialists.

(2) The establishment of developmental positions (for example, bridge positions) and training programs to promote the development of noncareer program employees.

52. Determining training requirements
a .  T h e  A r m y  C i v i l i a n  T r a i n i n g ,  E d u c a t i o n ,  a n d  D e v e l o p m e n t
System (ACTEDS) plan for employees in the Intelligence Career Program, CP35, will be published separately in a DA pamphlet. The ACTEDS plan prescribes mandatory and recommended training
(date)
for each grade band by broad career area. It also illustrates career ladders within the intelligence field. It includes relevant ICDP requirements as well as additional universal Armyspecific training for incumbents of positions covered by CP35.

b. Training priorities for CIPMS employees whose primary functional specialty is represented in other Army career programs are found in the ACTEDS training plans of the appropriate career program. Intelligencerelated competencies and training priorities may a l s o  b e  e s t a b l i s h e d  f o r  t h e s e  c a r e e r  p r o g r a m  e m p l o y e e s  i n  t h e CP35 ACTEDS Plan.

c. CIPMS employees covered by ACTEDS plans, and their supervisors, will work together to ensure mandatory competencies for each grade band are attained in a timely manner. Attainment of all mandatory competencies for the employee's present grade band will be considered prior to promotion to the next grade band. Competencies may be attained through courses required in the ACTEDS plan, onthejob training, previous experience, or through other equivalent sources. Refer to paragraph 135 regarding certification of competencies.

d. Training and career development needs for CIPMS employees in clerical and technician career path positions will be determined through local procedures unless MACOM or Armywide guidance is published.

e. In addition to training in civilian personnel management required for all new supervisors, new CIPMS supervisors will receive training on the CIPMS program within 3 months of assuming supervisory responsibility. The training will stress the major differences b e t w e e n  t h e  A r m y  c o m p e t i t i v e  s e r v i c e  p e r s o n n e l  s y s t e m  a n d CIPMS. A CIPMS overview is also required for all new CIPMS employees within 3 months of entering on duty. Training materials are available from the IPMO upon request.

53. Survey of training needs a. DD Form 1917 (Individual Development Plan) (IDP) is used to identify and survey training needs for professionaladministrative career path employees. The IDP will be completed during the performance appraisal process. Instructions for completing DD Form 1917 are in DOD Manual 1430.10M3.

b. AR 690400, chapters 410 and 430, apply to technician and clerical career path employees.

c. ACPMs and activity training coordinators will assist the CPO
in the completion of training needs assessments.

54. Identifying training sources a. Security will be a factor in choosing the most appropriate source of training.

b. Commanders of large concentrations of CIPMS employees may request course presentations by mobile training teams. Requests and reimbursement for such training may be negotiated between the requesting activity and the training organization.

55. Individual development plans (IDPs)
a. Professionaladministrative career path employees. (1) DD Form 1917 will be used as the IDP. It will be completed at least annually and forwarded to the Defense Intelligence Agency upon completion, according to ICDP procedures.

( 2 )  D D  F o r m  1 9 1 7  c o n t a i n s  t r a i n i n g  r e q u i r e m e n t s  p l a n n e d  5
years in advance with emphasis on specific requirements for the succeeding year. IDPs will relate to performance of the current position as well as to anticipated future assignments as specified in the applicable portion of the ACTEDS plan, and personal career goals of the employee.

(3) Supervisors will accomplish IDPs concurrently with performance appraisals except that the initial IDP will be completed at the s a m e  t i m e  t h e  p e r f o r m a n c e  p l a n  i s  d i s c u s s e d  w i t h  t h e  n e w employee.

(4) See DOD 1430.10M3 for specific guidance on counseling employees.

(5) The status of the employee's registration in DISCAS must be documented on the IDP. (See para 75b.)
b. IDPs for technician and clerical career path employees will be completed per AR 690400, chapters 410 and 430. Identified training may reflect competencies required for grade levels within the employee's current grade band.

c. When a position change occurs, the new supervisor will determine if the change is significant enough to warrant a new IDP.

56. Funding a. Funds to execute training plans will be obtained through established resource management procedures. Training opportunities that are funded centrally by HQDA will be managed for CP35 employees by the IPMO and administered by MACOMs.

b. The CIPMS training coordinator will work with the CPO and MACOM to obtain funds, both locally and centrally controlled, for CIPMS training.

57. Intake analysis and special programs Each MACOM and activity will periodically analyze its need for entry level professionaladministrative and technician career path employees. The establishment of intern, upward mobility, and other training programs should be considered to ensure the acquisition and retention of high quality applicants, to include women and minorities, and the training of fully competent and professional employees.

a. Intern programs. Intern programs will be established and managed per AR 690950 and the applicable ACTEDS Plan. Commande r s  a r e  e n c o u r a g e d  t o  p r o v i d e  r o t a t i o n a l  a n d  d e v e l o p m e n t a l assignments for interns from other commands to ensure the best possible training experience for CIPMS interns.

b .  U p w a r d  m o b i l i t y .  M a n a g e r s  a n d  s u p e r v i s o r s  w i l l  s t r i v e  t o structure the work of their units to establish and utilize bridge positions between clerical, technician, and professionaladministrative positions. Army policy on upward mobility in AR 690300 applies to CIPMS.

c. Dual track. Commanders should promote the dual track (nonsupervisory or supervisorymanagerial) career ladder concept in all aspects of career development and training. In addition to technical training, supervisory and managerial training and developmental activities will be included in IDPs for employees in the supervisory managerial track.

d. Career ladders. Career ladders represent the normal progression pattern within a specialty. They may span one or more grade bands and represent a progressive increase of responsibilities and employee competency. Except for intern positions (a above), established career ladders may be tailored to reflect locallydetermined grade levels, competencies, and required or recommended training.

## Chapter 6 Compensation

61. Overview a. Except as provided below, basic rates of pay for CIPMS positions, both GS and FWS, are identical to rates payable under section
53, title 5, United States Code.

b. CIPMSunique compensation programs are designed to - (1) Enhance the recruitment and retention of individuals with unusually high qualifications, unique qualifications, or scarce skills; fill shortage category positions; or fill positions at remote or undesirable work sites. (See glossary.)
(2) Be used only when there is a clearly documented need and a positive cost benefit. Evidence of need may include such factors as the following:
(a) A high rate of vacant positions in the specialty despite extensive recruitment efforts.

(b) An unacceptably high turnover rate. (c) A high rate of declinations from wellqualified individuals. (d) A scarcity of applicants possessing a particular skill. (e) The particularly high level of qualifications possessed by the applicant in question.

(f) Others as determined appropriate by management. c. Recommendations for new or revised entitlements will be forw a r d e d  t h r o u g h  c o m m a n d  c h a n n e l s  t o  t h e  I P M O ,  H Q D A (DAMICP), WASH, DC 203101001, for consideration.

d. The recruitment and retention benefits authorized in this chapter may be used alone or in combination, as deemed appropriate by the approving official. Allowances will be authorized at the minimum amount necessary to meet the specific recruitment or retention need.

e. Neither nonreceipt of a discretionary recruitment incentive nor the amount or type of incentive paid is grievable. Additional information on the grievance system is in chapter 9.

62. CIPMS special salary rates a .  S p e c i a l  s a l a r y  r a t e s  a p p r o v e d  b y  O P M  a p p l y  e q u a l l y  t o CIPMS employees, unless specifically superseded by a CIPMS special salary schedule.

b. CIPMSunique special salary rates may be approved by ASD
(FM&P) for specified geographic areas, occupations, and grade levels. It must first be shown that pay rates in competing sectors are so substantially above the pay rates authorized for the CIPMS positions concerned that recruitment or retention of wellqualified persons is significantly hampered.

(1) CIPMS special salary rates will generally be based on the criteria found in FPM, chapter 530, unless superseded by separate CIPMS policy.

(2) Requests for establishment or modification of a special rate, with appropriate justification, should be forwarded through command channels to the IPMO. For ease and consistency, the request format prescribed by OPM will be used. Preliminary data from all affected DOD organizations and any available information on rates paid by other intelligence community activities in the local area must also be included.

(3) Termination of a special salary rate is not grievable under the Army's Grievance System.

c. OPM instructions on pay setting apply.

63. Premium recruitment bonus payment This is a onceinalifetime payment over and above scheduled basic salary and benefits to a new CIPMS employee upon selection under the conditions described in paragraph 61b. For this purpose, a new CIPMS employee is defined as one who is not currently serving in a CIPMS position and, if a former Federal employee, has a break of at least 90 days since last holding a CIPMS position.

a. The bonus will be in the range of $500 to $10,000, depending on market conditions, competing offers, applicant's current salary, fund availability, and scarcity of skills sought. It may be paid in a lump sum or in the form of periodic payments, before the end of the period of service agreed to under b below.

b. The recipient of a bonus incurs an obligation to serve in an Army CIPMS position for an agreed upon period of time, which is not less than 1 year and may not exceed 3 years.

(1) If the individual voluntarily leaves the Army's CIPMS program or is separated for cause from the Army's CIPMS program before the end of the agreed to period, the individual will repay the Government any part of the bonus already paid.

(2) Amounts due are recoverable by the Government under any method provided by law.

(3) The MACOM commander, or equivalent, may grant exceptions to the repayment requirement when it is determined that recovery would be inequitable and against the public interest. Waiver authority may be further delegated to a level no lower than activity commanders.

c .  P a y m e n t  w i l l  n o t  b e  m a d e  b e f o r e  t h e  i n d i v i d u a l  a n d  t h e employing agency (approving official and CPO) complete DA Form 5935R (CIPMS Recruitment Bonus Service Agreement). DA Form
5935R will be reproduced locally on 812 by 11inch paper. A
copy for local reproduction is located at the back of this regulation. One copy of the completed agreement will be filed in the employee's OPF, one copy will be provided to the employee, and one copy will be forwarded to the finance office for payment.

d. Approval authority is delegated to the MACOM commander who may authorize redelegation to line managers at the activity level (those with personnel management budget authority).

64. Advanced hiring salary This is similar to an advanced inhire rate (FPM, chap 338), in that it allows the flexibility to set starting base pay for a new employee at a step above step 1. The procedures and rules that govern the advanced inhire rate in the FPM do not apply to CIPMS. However, they should be used as guidance in the decisionmaking process.

a. Advanced hiring salary may be paid to a new employee at any grade level. A new employee is defined for this purpose as one who is not currently on the rolls of a Federal agency as a civilian and, if a former Federal civilian employee, has a break of at least 90 days since last holding a Federal civilian position of any type.

b. This authority may only be used when needed to recruit an applicant under the conditions described in paragraph 61b.

c. Consideration in pay setting must be given to the applicant's current salary, other bona fide job offers, labor market conditions, fund availability, and scarcity of skills sought.

d. The rate to be offered may not exceed the candidate's current rate of pay or other bona fide job offer by more than 20 percent.

e. Approval authority is delegated to the MACOM commander who may authorize redelegation to line managers at the activity level (those with personnel management budget authority).

65. Travel and transportation Payment of travel and transportation expenses will be according to the provisions of the Joint Travel Regulations (JTR), Volume 2 and the Department of the Army Relocation Services for Employees Program. Travel and transportation entitlements are not limited by series or grade level restrictions in the JTR.

66. Step increase on reassignment A current Federal employee, to include a current CIPMS employee, may be granted a maximum twostep pay increase upon reassignment (assignment to a different position at the grade level currently held) under the conditions described in paragraph 61b. This pay increase may not be used for reassignment of a CIPMS employee
(regardless of employing department) within the same geographic commuting area. Approval authority is delegated to the MACOM commander who may authorize redelegation to line managers at the activity level (those with personnel management budget authority).

67. Advance payment of basic pay An advance payment of basic pay may be made for any employee appointed to a position for which a special salary rate has been authorized by either OPM or DOD. This payment may not cover a period of more than 2 biweekly pay periods. Approval authority is delegated to the MACOM commander who may authorize redelegation to line managers at the activity level (those with personnel management budget authority). In the event of separation, amounts due are recoverable by the Government under any method provided by law. The payback period will be not less than 6 months from the date of the employee's appointment. Refer to existing finance procedures.

68. Administratively uncontrollable work pay Authority to approve position eligibility and the percentage of premium pay for administratively uncontrollable work is delegated to the IPMO. Requests will be forwarded through serviced command channels. Local commanders will verify the continuing need for and appropriateness of the approved rate. Records must be maintained for audit or reporting purposes, as determined by the IPMO. All other policies and procedures in the FPM apply to CIPMS.

69. Documentation Each approval at the MACOM or activity level of one of the forms of compensation described in this chapter must be fully documented for post audit. Documentation must contain the basis for the approval, the reasons for selecting the form of compensation and the amount to be paid, the signature and title of the approving official and any other information pertinent to the case. For example, include a description of the search for wellqualified candidates, a comparison of the qualifications of the successful candidate with all others, the basis for a determination that a work site is undesirable, and other information, as applicable.

## 610. Allowances In Foreign And Overseas Areas Allowances Authorized For Overseas Employees Under The Departm E N T  O F  S T A T E  S T A N D A R D I Z E D  R E G U L A T I O N S  A N D  T H E  J T R  A P P L Y  T O Cipms. Chapter 7 Performance Management

71. Policy a. The Army's performance appraisal plan for civilians will be used for all CIPMS employees. Accordingly, in any adverse action proceeding based on unacceptable performance, activities should submit in evidence OPM approval of Army's performance appraisal plan. (See AR 690400, chap 430.)
b. CIPMS does not use Performance Management and Recognition System (PMRS). Therefore, the provisions of AR 690400, chapter 430, applying to PMRS, and, AR 690500, chapter 540, are not applicable.

72. Special requirements for performance plans and ratings a. Performance Management is a key element of CIPMS. Military and civilian supervisors of CIPMS employees will fully utilize t h e  A r m y ' s  P e r f o r m a n c e  M a n a g e m e n t  S y s t e m  a n d  s t a n d a r d i z e d CIPMS performance plans to do the following:
(1) Plan for the attainment of organizational goals and objectives. (2) Direct and prioritize work. ( 3 )  E l i c i t  t h e  a d v i c e  a n d  r e c o m m e n d a t i o n s  o f  t h e  c i v i l i a n workforce on workrelated matters.

(4) Encourage productivity. (5) Assist problem performers. (6) Recognize excellence in work performance. b. Personnel management will be, at a minimum, a noncritical element in the performance plans of all CIPMS supervisors. Managers have the discretion to make personnel management a critical or noncritical element. The standards in the personnel management element will provide for the appraisal of the unique authorities and responsibilities of CIPMS supervisors. (See AR 690400, chap 430, for other requirements.) Performance standards should include the following, when applicable:
(1) The estimation and management of, and the accountability for the organization's personnel management budget.

(2) Proper utilization of direct hire authority. (3) The use of position management and compensation tools to attract and retain quality personnel.

(4) Timely provision of mandatory training. (5) Oversight of DISCAS registration of all eligible subordinate employees.

c. The achievement of CIPMS EEO goals and objectives and s u p p o r t  f o r  a  C I P M S  A f f i r m a t i v e  A c t i o n  ( A A )  P l a n ,  w h e n developed, will be considered along with performance supporting command and local goals and objectives when establishing performance plans and standards for CIPMS supervisors. The determination of whether EEO and AA is to be a separate performance element, or a standard within the personnel management element will comply with the policy in AR 690400, chapter 430.

73. Standardized performance plans a. CIPMS supervisors will use standardized performance plans or adapt them, as required, whenever possible to promote equity, and to ease the administrative burden. This will provide for greater consistency with other CIPMS standardized products, such as job description, crediting plans, and career ladders.

b. MACOMs and activities will assist in Armywide efforts to develop standardized performance plans. Development of local and command standardized performance standards for positions not yet c o v e r e d  b y  A r m y - w i d e  s t a n d a r d i z e d  p e r f o r m a n c e  p l a n s  i s encouraged.

74. Security considerations a. Refer to paragraph 98 for information on the potential impact of performance problems on the protection of classified information.

b. Termination actions are processed according to chapter 10
whenever it is considered that such action is in the interest of the United States, and it has been determined that other procedures cannot be invoked in a manner consistent with the national security.

75. Individual development plans for DISCASeligible employees a. Completion of the IDP portion of the DA Form 5398 (Civilian Performance Rating), is not required for CIPMS employees who are eligible to register in DISCAS. For those employees, DD Forms 1917 will be completed. A copy will be attached to the DA Form 5398, which will be annotated to reflect that the DD Form 1917 is attached.

b. All eligible employees and their supervisors are responsible for complete and current DISCAS registration. The status of the employees' registration will be annotated on the DD Form 1917 on an annual basis.

c. Refer to chapter 5 for additional information on the IDP.

76. Termination and removal actions Some termination and removal actions require prior coordination with HQDA (DAMICIS). (See para 97.)
77. Grievances regarding performance ratings Some local procedures call for the establishment of a board or committee, or the appointment of an independent officer to review and make recommendation on grievances regarding performance ratings. For review of CIPMSrelated grievances, a reasonable number of those appointed to this function should possess the appropria t e  s e c u r i t y  c l e a r a n c e  a n d  t e c h n i c a l  k n o w l e d g e  t o  a d e q u a t e l y evaluate the performance in question. Requests for assistance in identifying technical experts may be made through channels to the MACOM or the IPMO.

## Chapter 8 Performance Recognition And Incentive Awards Section I General Provisions

81. Eligibility C I P M S  e m p l o y e e s  a r e  e l i g i b l e  f o r  a l l  m o n e t a r y  a n d  h o n o r a r y awards and for nonmonetary recognition, except for those restricted to PMRS. (See AR 67220.) CIPMS employees may also participate in the Army Suggestion Program.

82. Policy a. Army's Performance Recognition System will be used aggressively in conjunction with the Performance Management System to reward, recognize, and motivate individual and group performance and productivity. It will also be used, along with other CIPMS features, to attract and retain high quality employees.

b. Approving officials will ensure that monetary awards for performance support CIPMS goals and objectives, to include the most costeffective use of Army funds.

c. Awards will not be mandated for CIPMS employees based solely on attainment of any performance rating level.

83. Forms of recognition and qualifying criteria
a .  T h e  f o l l o w i n g  f o r m s  o f  p e r f o r m a n c e  r e c o g n i t i o n  m a y  b e
considered:
(1) The performance rating itself, alone or in combination with
others.
(2) Withingrade increase. (3) Noncompetitive promotion. (4) Exemplary Performance Award (EPA). (5) Quality Step Increase (QSI). (6) Performance Award. ( 7 )  S p e c i a l  A c t  o r  S e r v i c e  A w a r d  ( S A S A ) ,  t o  i n c l u d e  a n
OnTheSpot Award.
(8) Honorary award. b. The following criteria should be considered when determining
whether and how to recognize an employee with a performancebased award:
(1) The most recent performance rating. (2) Prior rating and/or recognition history. (3) Position in the career ladder. (4) Promotion history and eligibility. (5) Present compensation. (6) Type of position. (7) Level of responsibility. (8) Organizational accomplishments.
84. Nomination procedures and approval of awards
a. Nominating officials will initiate recommendations for performance awards in conformance with AR 67220 and CIPMS
policy, and upon consideration of the CIPMS performance award amounts table (table 81) and the CIPMS supplementary intangible benefits table (table 82).

b. Approving officials will (1) Ensure compliance with AR 67220 and CIPMS policy. (2) Manage the execution of funds to ensure that awards for performance support the organization's personnel management plan throughout the entire fiscal year.

c. Commanders are encouraged to delegate approval authority for monetary performancebased awards to subordinates who exercise full budget authority. Monetary awards in excess of $10,000 must be forwarded through command channels to the IPMO (HQDA (DCSINT) ATTN: DAMICP, WASH DC 203101001), to obtain HQDA approval and forward to OSD.

85. Security requirements Written justifications for awards will be unclassified to the extent possible. If it is impossible to fully support an award without including classified information, proper security measures must be taken regarding review and processing of the award, and the maintenance of records. If classified, an unclassified version or summary will be written to accompany the award when submitted to the CPO for processing and retention. This summary will include notice of where the classified version is maintained. Where committee review is necessary for approval of an award, an ad hoc committee with members who hold the appropriate clearances may be established.

86. Documentation of awards Nominations for all awards will specify in block 4, DA Form 1256 (Incentive Award Nomination and Approval), that the employee is in CIPMS.

## Section Ii Monetary Awards

87. Establishment of goals and objectives Commanders should establish goals for the Performance Recognition System that stimulate high quality performance. Annual recogn i t i o n  o f  a t  l e a s t  2 0 - 3 0  p e r c e n t  o f  t h e  C I P M S  w o r k  f o r c e  i s encouraged. Commanders should also budget annually for monetary awards to meet this goal. Expenditure of between 112 and 2 percent of the aggregate salaries of CIPMS employees in the organization is recommended. This amount will normally fund the work force recognition goal stated above.

88. CIPMS award tables In order to promote equity and consistency in the size of monetary awards throughout the Army's intelligence community, tables 81 and 82 have been developed. These tables have been structured to assist commanders in attaining the goals established in paragraph 87. Table 81 is not mandatory for determining dollar amounts, but is highly recommended as a guide. Table 82 is mandatory.

89. Performance awards a. Eligibility. Employees who receive either a Highly Successful or Exceptional rating of record for the most recent rating period are eligible for a performance award. Employees receiving a Fully Successful rating for the most recent rating period are eligible if at least one critical or noncritical element is exceeded. AR 67220 prohibits the granting of performance awards to employees whose performance is minimally acceptable or unsatisfactory.

b. Computation. Table 81 will be considered in the determination of performance award amounts for CIPMS employees. Awards should normally only be approved for the amounts within the ranges specified for the appropriate career path, grade band, and rating on the table. Monetary award amounts recommended are: 4 to 7 percent of an employee's base salary if rated Exceptional, 2 to 4 percent if rated Highly Successful, and 1 to 2 percent if rated Fully Successful. Deviations may be made by commanders and by manage r s  w i t h  d e l e g a t e d  a u t h o r i t y  t o  a p p r o v e  m o n e t a r y  p e r f o r m a n c e awards.

810. EPA
An EPA is an increase in basic pay equivalent to two quality step increases. It recognizes GS CIPMS employees whose continued exemplary performance far exceeds the standards expected for their assigned grade level and whose documented annual performance is rated exceptional for at least 3 consecutive years. It may also be used as a retention incentive when all other requirements are met.

a. The employee to be awarded must have been at the same grade for the last 3 years. Temporary promotions during that period will not be counted against this requirement.

b. An EPA may be granted even when the employee's pay rate is already at the 9th or 10th step or equivalent. In these cases, the employee's pay will be fixed at a rate equivalent to the value of a twostep increase. The maximum payable rate of the GS pay schedule (that is, the pay cap), however, may not be exceeded. An EPA may not be awarded when it would increase a salary past the equivalent of the 12th step in the grade.

c. The EPA will be supported solely by three consecutive performance ratings documenting the current and two preceding exceptional annual performance appraisals. These forms will be attached to DA Form 1256. The EPA will be documented on a Standard Form 50 (Notification of Personnel Action).

d. An employee may not receive more than one EPA during any
3 year period.

e .  C o m m a n d e r s  m a y  a p p r o v e  t h i s  a w a r d  a n d  m a y  f u r t h e r redelegate approval authority to subordinates who have personnel management budget authority.

811. QSI
The only requirements for granting the QSI are for an exceptional performance rating and the availability of funds. Like the EPA, the QSI affects basic pay and has a longterm budgetary effect.

812. SASA
a. Use of tables for computation of SASAs. AR 67220, table
21, will be used without modification to determine award amounts for performance that resulted in tangible benefits. Table 82 of this regulation, will be used in place of AR 67220, table 22, for computation of awards based on intangible benefits.

b. Value of benefits. Recommended dollar amounts for SASA
b a s e d  o n  i n t a n g i b l e  b e n e f i t s  a r e  n o r m a l l y  l e s s  t h a n  t h e  d o l l a r amounts granted for a performance award for the same grade and level. The performance award recognizes performance over an entire rating period and an entire job, whereas a SASA usually recognizes a singular, shorter, onetime accomplishment. First select the appropriate level on the extent of application axis on table 82. The appropriate value of benefit level should then be determined.

c. Nominating procedures for SASA. The nominating supervisor will prepare a written justification per AR 67220. For awards based on intangible benefits, the justification will discuss the value of benefit and the extent of application chosen.

## Section Iii Honorary Awards And Other Recognition

813. Policy a. Honorary awards are effective alternatives to monetary awards for recognition of performance. Commanders should review their approval of awards based on performance to ensure a reasonable ratio of monetary to honorary awards (for example, 4 monetary awards to 1 honorary award.)
b. Managers and supervisors are encouraged to consider CIPMS
employees for all intelligence community, Army, command and locallysponsored awards for which they are eligible.

## 814. Nominations For Honorary Awards S P E C I F I C  G U I D E L I N E S  O N  S U B M I S S I O N ,  D O C U M E N T A T I O N  R E Q U I R E D ,  A N D

level of approval vary for each type of award. These guidelines should be obtained from the award sponsor.

815. Special intelligence awards a. Intelligence community awards. CIPMS employees are also eligible to receive awards presented within the intelligence community. These awards are administered by the Central Intelligence Agency and provide honor and merit awards for exceptional service on behalf of the U.S. intelligence community. Detailed information on each of these awards can be found in the applicable Director of C e n t r a l  I n t e l l i g e n c e  D i r e c t i v e  a n d  i m p l e m e n t i n g  p r o c e d u r e s .  I n brief, the intelligence community awards are as follows:
(1) National Intelligence Distinguished Service Medal, in recognition of distinguished meritorious service or achievement in duty of great responsibility. Such service benefits the interests of the United States and constitutes a major contribution to the foreign intelligence mission of the intelligence community.

(2) National Intelligence Medal of Achievement, in recognition performance rating level and appropriate career path/grade band. Monetary award amounts recommended are: 4 to 7 percent of an employee's base salary if rated Exceptional, 2 to 4 percent if rated High Successful and 1 to 2 percent if rated Fully Successful.

| 47%                        | 24%         | 12%         |
|-----------------------------|--------------|--------------|
| Career Path/Grade Band      | Base Salary  |              |
| 1                           |              |              |
| Base Salary                 | Base Salary  |              |
| ProfessionalAdministrative |              |              |
| 16,17,18                    | $2,7755,475 | $1,4003,125 |
| 1415                       | $2,0255,400 | $1,0003,075 |
| 1013                       | $1,1003,900 | $5502,225   |
| 59                         | $6502,250   | $3251,300   |
| Technician                  |              |              |
| 1013                       | $1,1003,900 | $5502,225   |
| 59                         | $6502,250   | $3251,300   |
| 14                         | $4501,325   | $250750     |
| Clerical                    |              |              |
| 59                         | $6502,250   | $3251,300   |
| 14                         | $4251,325   | $250750     |

Notes:
1
  This table will be updated periodically to reflect comparability increases to the General Schedule. This chart is based on the 1990 GS pay scale.
2
  Must exceed at least one element (either critical or noncritical) to be eligible for a performance award. (See para 89).

of especially meritorious conduct in the performance of outstanding service by a member of the intelligence community. Such conduct relates directly to the intelligence community's mission to provide the intelligence required for national security policy determinations.

(3) National Intelligence Certificate of Distinction, in recognition of sustained superior performance of duty. This performance is of high value by a member of the intelligence community or for a significant single act of special merit.

(4) National Intelligence Meritorious Unit Citation, in recognition of the collective performance of a unit or group that has resulted in accomplishments of a clearly superior nature of significant benefit to the intelligence community.

b .  E x c e p t i o n a l  C o l l e c t o r  N a t i o n a l  H U M I N T  A w a r d  P r o g r a m .

CIPMS employees are also eligible for the Exceptional Collector National HUMINT Award Program. Awards presented are in recognition of exceptional performance in support of national security objectives in any department or agency that provides information to the intelligence community.

Performance Rating Level
Highly
Fully
Exceptional
successful
successful2

by this chapter. In the event of conflicting provisions, this regulation takes precedence.

## Chapter 9 ManagementEmployee Relations

91. Overview This chapter establishes the unique CIPMS requirements for grievances, adverse actions, appeals, and disciplinary actions. The policies and procedures in AR 690700, chapters 751 and 771; and FPM, chapters 751, 752, and 771, apply to CIPMS, as supplemented

92. Policy
a. CIPMS employees will be given the opportunity to present
their complaints, grievances, and appeals to the proper authority without fear of restraint, coercion, discrimination, or reprisal. Resolution will be prompt and equitable.
b. CIPMS policies and procedures will be followed when making
decisions on grievances, adverse actions, appeals, and disciplinary actions concerning CIPMS employees.

93. Role of the CPM or ACPM in the grievance procedure The ACPM or CPM, as appropriate, will review and advise the commander in conjunction with other staff advisers such as the CPO and labor counselor, on grievances, adverse actions, appeals, and disciplinary actions concerning CIPMS employees. An ACPM or CPM will be involved when their expertise is required to satisfactorily resolve the issue or when a precedentsetting application of CIPMS policy is under consideration. ACPMs and CPMs will work with the CPO to ensure that pertinent CIPMS regulations, standards, and procedures are understood and properly considered by management and presented to adjudication authorities.

94. Grievances a. The Army Grievance System, AR 690700, chapter 771, contains the appropriate grievance procedures for CIPMS employees. The following CIPMS matters are also excluded from the grievance procedures:
( 1 )  T h e  c o n t e n t s  o f  D O D  o r  A r m y - a p p r o v e d  o c c u p a t i o n a l guides, qualification standards, and standardized factor degree descriptions, performance standards, and job descriptions.

(2) The denial and/or nonreceipt of a CIPMS recruitment or retention incentive.

(3) Removal processed through the authority of section 1590, title 10, United States Code. (See chap 10.)
(4) Army CIPMS coverage policy. b. When a grievance is sent to the U.S. Army Civilian Appellate Review Agency (USACARA), the case file will include a statement that the employee or position in question is in CIPMS and a citation of the applicable CIPMS regulations. Classified information should be deleted from case files sent to USACARA when doing so would not obscure pertinent facts. If review of classified information is essential to the case, the file should include a statement giving the location where the classified documents may be reviewed and the level of clearance required to do so.

c. An information copy of all grievances for which the decision level is at HQDA, will be forwarded to the IPMO, HQDA (DAMI CP), WASH, DC 203101001.

95. Appeals a. Preferenceeligible CIPMS employees who have completed 1
year of current continuous service in the same or similar positions r e t a i n  a l l  a p p e a l  r i g h t s  t o  t h e  M e r i t  S y s t e m s  P r o t e c t i o n  B o a r d (MSPB) on matters under MSPB jurisdiction. (See section 7511, title 5, United States Code.)
b. Separate appeal procedures are established in this regulation for classification (chap 3) and special termination under 10 USC 1590 (chap 10).

96. Disciplinary and adverse actions a. Adverse actions taken against CIPMS employees, preference and nonpreference eligibles, will comply with all procedural requirements of FPM, chapter 752, and AR 690700, chapter 752.

b. Demotion or removal from the Federal service based solely on the inability to meet and/or maintain the requirements of a condition of employment may be taken as a nondisciplinary action under provisions of FPM, chapter 752 and AR 690700, chapter 751. ( R e f e r  t o  c h a p  4  f o r  a d d i t i o n a l  i n f o r m a t i o n  o n  c o n d i t i o n s  o f employment.)
c. CIPMS supervisors should consider individual aggravating and mitigating circumstances, as well as policies and guidance in AR 690700, chapter 751, when proposing and deciding on disciplinary or adverse actions. In addition, they should weigh the stringent standards of on or offduty conduct expected of employees required to obtain and maintain access to highly classified information and facilities, and not give undue weight to precedents set for nonintelligence personnel.

d. Care must be taken when considering disciplinary or adverse action involving withdrawal or denial of security clearance or access. Disciplinary or adverse action may be taken at any time based on the underlying incidents or facts that caused the clearance or access to be temporarily withdrawn or denied. However, no action may be proposed based on the suspension or denial of clearance or a c c e s s  e x c e p t  a c c o r d i n g  t o  t h e  d u e  p r o c e s s  p r o t e c t i o n s  i n  A R 38067.

e. Employees considered for reassignment or demotion to vacant positions must meet all qualification requirements and conditions of employment of the vacant position within a reasonable amount of t i m e  s o  a s  t o  n o t  u n d u l y  i n t e r r u p t  t h e  w o r k  o f  t h e  g a i n i n g organization.

f. According to AR 1956, no employee will be demoted or removed from the Federal service based solely on his or her refusal to undergo a polygraph examination. A reassignment may be effected, even if it requires a permanent change of duty station, assignment to another Army or DOD agency, or substantial retraining.

97. Termination and removal actions a. Special coordination requirement. Prior written acknowledgment from the HQDA (DAMICIS) may be required before a final decision can be made to remove a CIPMS employee from the Federal service if the employee had access to either special compartmented intelligence, special access programs, or any other sensitive programs. (See AR 38067 for specific requirements.)
b. Removals based on disloyalty to the U.S., section 7532, title 5, United States Code provides special procedures and authorities for removal of those suspected of disloyalty to the United States. AR 38067 contains policy and procedures for the application of these authorities and procedures.

c. Special termination authority. The Secretary of Defense has authority under 10 USC 1590(e) to terminate employment without appeal outside the DOD. This authority applies when other procedures and authorities are not appropriate because national intellig e n c e  i n f o r m a t i o n ,  m e t h o d s ,  m e a n s ,  o r  s o u r c e s  c o u l d  b e compromised through the normal appeal process. This authority is described in chapter 10 of this regulation.

98. Security considerations a. The supervisor must take action when the employee's performance or conduct may impact on his or her ability to properly protect classified information. For example, the supervisor should taken action when
(1) There is reason to believe that alcohol or drugs may be a contributing factor in a performance or conduct problem.

(2) Some other financial, marital, or personal problem may exist that might impact on the employee's ability to properly protect classified information.

b. The supervisor must consult with the local security manager to determine the advisability of continuing the employee's access to classified information and facilities. (Refer to AR 60085 concerning counseling and rehabilitative services.)

## Chapter 10 Special Termination Authority

101. Overview a. Section 1590(e), title 10, United States Code, provides that the Secretary of Defense or his or her designee may terminate the employment of any CIPMS employee whenever
(1) It is considered that such action is in the interests of the United States.

(2) It is determined that the procedures prescribed in other provisions of law that authorize the termination of employment cannot be invoked in a manner consistent with the national security.

b. Termination of employment under this authority does not affect the right of the person involved to seek or accept employment with any other department or agency of the United States if he or she is declared eligible for such employment by OPM.

102. Proposing and deciding officials a. The DCSINT will propose all removals under this authority. b. The SA has been delegated the authority by the Secretary of Defense to make and effect decisions to terminate employment under these provisions. This authority cannot be redelegated.

c. The Secretary of Defense will make final decisions on appeals filed by employees.

103. Procedures a. Request for proposed action. MACOM commanders will submit a written request for proposed removal to the IPMO for consideration and finalization by the DCSINT. The proposed action must include the following:
(1) A written proposal of termination listing the charges or other causes of action as specifically as security and privacy act provisions permit. The memorandum will include
( a )  N o t i f i c a t i o n  t o  t h e  e m p l o y e e  o f  a p p l i c a b l e  r i g h t s  a n d timeframes for exercising those rights.

(b) The opportunity to answer charges within 30 days of receipt of the proposal.

(c) The address of the Secretary of the Army, as the deciding official.

(d) Information concerning the right to representation.

(2) Substantiating evidence, police reports, and affidavits. (3) Indication of the employee's present employment status and recommendation for the employee's duty status pending decision. The employee may be retained in duty status (to include detail to another position) or may be placed in nonduty status with pay if such action is considered to be in the best interests of the Army.

(4) Evaluation of the merits of the case by a labor counselor. (5) Assessment by the responsible security manager explaining the potential for compromise of national security if the termination action were adjudicated outside of DOD.

(6) Information regarding the status of the employee's security clearance and access. Withdrawal of access is not a prerequisite for e x e r c i s i n g  t h i s  t e r m i n a t i o n  a u t h o r i t y  n o r  i s  i t  r e q u i r e d  t h a t w i t h d r a w a l  o f  a c c e s s  b e  f u l l y  a d j u d i c a t e d  p r i o r  t o  p r o p o s i n g termination.

(7) Information required by AR 38067. The IPMO will coordinate with HQDA (DAMICIS), as required. (See para 97a.)
b. Approval of proposed action. The IPMO will prepare the proposal in final and obtain the approval of the DCSINT. The signed memorandum will be forwarded through channels to the activity commander for delivery to the employee. The employee will acknowledge receipt of the memorandum in writing.

c. Employee reply. The employee has the opportunity to answer the charges within 30 days of receipt of the proposal memorandum letter. The employee's reply must be made to the Secretary of the Army. Any reply must be in writing and may include affidavits.

d. Final decision by the Secretary of the Army. After providing the employee an opportunity to reply in writing, the Secretary of the Army will consult with the Office of General Counsel and/or the General Counsel of the Office of the Secretary of Defense and issue a decision to the employee in writing. The decision memorandum will provide the following:
(1) The reasons for the decision. (2) Factors supporting the decision. (3) Explanation of consideration given to any reply. (4) The effective date of the termination. (5) Information on the employee's right to appeal to the Secretary of Defense.

e. Appeals. Adverse decisions by the Secretary of the Army may be appealed by the employee within 20 calendar days of receipt of the written decision. Appeals will be in writing, addressed to the Assistant Secretary of Defense for Force Management and Personnel, Room 3D264, Pentagon, WASH, DC 203014000. The appeal must contain, at a minimum, the following information:
(1) Name and current mailing address of the appellant.

(2) Copy of the written proposal, any reply, and the decision memorandum.

(3) Statements, affidavits, or other information to show why the appeal should be granted.

f. Final review by the Secretary of Defense. The Secretary of Defense will review the record and issue a written decision. Decisions of the Secretary of Defense are final and may not be appealed or reviewed outside the Department of Defense.

g. Right to representation. The employee will have the right to be represented by an attorney or other chosen representative. The employee must name the representative in writing. Representatives will be restricted from access to classified information unless they have or are able to obtain the required clearance and access within a reasonable period of time, as determined on a casebycase basis. The employee's choice of a representative may be disallowed if it is determined that
(1) The individual's activities as a representative would cause a conflict of interest or position.

(2) The individual cannot be released from official duties because of priority needs of the Government.

(3) The individual is an employee whose release would give rise to unreasonable costs to the Government.

h. Effective date. A decision to terminate the employee will be effective as soon as possible and will not be held in abeyance pending any appeal to the Secretary of Defense.

i. Notice to Congress. The IPMO will prepare notification to the Permanent Select Committee on Intelligence of the House of Representatives and the Select Committee on Intelligence of the Senate, t h r o u g h  A S D  ( C 3 I ) ,  w h e n e v e r  t h i s  t e r m i n a t i o n  a u t h o r i t y  i s exercised.

## Chapter 11 Technical Services

111. Processing personnel actions a. CPOs will comply with OPM, DOD, and Army regulations on processing, documenting, and authenticating of personnel actions and related records on CIPMS employees.

b. CIPMS is a statutory excepted service system, separate and distinct from Schedules A, B, or C. OPM has approved the use of Authority Code, UAM, and Authority, 10 USC 1590, as appropriate, with the nature of action in table 111. For all other actions, use the appropriate codes found in FPM Supplement 29633.

c. Standard remarks for personnel actions unique to CIPMS will be developed and distributed. Until such a list is received, CPOs will develop needed remarks locally.

d. Refer to chapter 13 for information on positions that must be coded into CP35.

e. Upon initial implementation of CIPMS, employees occupying positions that fall within the scope of CIPMS will be converted to e x c e p t e d  a p p o i n t m e n t s  u n d e r  t h e  s t a t u t o r y  a u t h o r i t y  c i t e d  i n  b above. Employees will be provided written notice in advance of the effective date of the conversion, explaining the reasons for the conversion. The length of this advance notice is to be determined by the MACOM; however, 30 days is recommended. A signed copy of the notice, acknowledging receipt, will be placed in the OPF. All employees will be provided information on the major features of CIPMS prior to their conversion and will be given opportunities for training in its major provisions.

112. Personnel records Refer to FPM, chapter 293, concerning the use of the SF 66C (Merged Record Personnel Folder). CIPMS is a separate personnel system for this purpose. Further instructions on filing and maintaining official employee records will be provided separately.

113. Benefits and entitlements
a. CIPMS employees receive the same benefits and entitlements
as other Federal employees. There is no change to existing policy or procedures regarding such entitlements as health and life insurance, retirement, leave, severance pay, injury compensation, or unemployment compensation.

b. Basic pay for CIPMS employees is based on existing GS and FWS pay scales. Except for the CIPMSunique compensation provisions described in chapters 6 and 8, OPM and Army regulations on all forms of pay and pay setting, apply.

## Table 111 Nature Of Action Listing

|   Code | Nature of Action                                 |
|--------|--------------------------------------------------|
|    117 | Summer appointment nottoexceed                 |
|    170 | Excepted appointment                             |
|    171 | Excepted appointment nottoexceed               |
|    330 | Removal                                          |
|    356 | Terminationinvoluntary                          |
|    357 | Termination                                      |
|    386 | Discharge                                        |
|    450 | Suspension nottoexceed                         |
|    452 | Suspensionindefinite                            |
|    517 | Conversion to summer appointment nottoexceed   |
|    570 | Conversion excepted appointment                  |
|    571 | Conversion to excepted appointment nottoexceed |
|    760 | Extension of appointment nottoexceed           |
|    761 | Extension of summer appointment nottoexceed    |
|    702 | Promotion                                        |
|    703 | Promotion nottoexceed                          |
|    713 | Change to lower grade                            |
|    721 | Reassignment                                     |
|    769 | Extension of promotion nottoexceed             |
|    885 | Performance award                                |
|    893 | Withingrade increase                            |
|    894 | Pay Adjustment                                   |
|    899 | Step Adjustment                                  |
|    001 | Cancellation                                     |
|    002 | Correction                                       |

## Chapter 12 Equal Opportunity And Affirmative Action

121. Policy a. It is the policy of the Department of the Army to provide equal opportunity in Federal employment for all persons and to prohibit discrimination in employment because of race, color, religion, sex, age, handicapping condition, or national origin.

b. The policy of equal opportunity applies to and must be an integral part of every aspect of personnel policy and practice in the employment, development, advancement, and treatment of CIPMS employees.

c. AR 69012 applies to CIPMS. Allegations of discrimination will be handled under the procedures prescribed in AR 690600.

122. Procedures The examples shown below are tools to aid the recruitment, retention, and development of high quality minority and female employees. These should be included in local AA programs.

a. Job reengineering, or the restructuring of work to allow for intake at the lowest possible levels, and the design of cooperative education, intern, bridge, and upward mobility opportunities.

b. Planned and integrated developmental assignments, long and shortterm formal training, and onthejob training to broaden and enhance the employees' competencies and potential for progression.

c. Recruiting through personal contact with community organizations, colleges, and other groups with significant membership of minorities, women, and handicapped persons.

d. Recruiting through active participation in national conventions sponsored and attended by minorities', women's, or handicapped individuals' organizations.

e. Mentoring of high potential minority, female, and handicapped employees. This entails providing advice on career planning and progression strategies, selfdevelopment opportunities, membership i n  p r o f e s s i o n a l  o r g a n i z a t i o n s ,  a n d  o t h e r  c a r e e r  e n h a n c i n g opportunities.

f. Equitable use of performance recognition and recruitment and retention compensation under CIPMS provisions.

g. Innovative ideas are encouraged to eliminate imbalances and barriers in the work force.

## Chapter 13 Career Management

131. Overview This chapter establishes basic career management policy for the Intelligence Career Program, CP35, and discusses aspects of career management that apply to all employees occupying positions in the professionaladministrative career path.

132. CP35 coverage The Intelligence Career Program comprises the following groups of Army CIPMS positions:
a. Intelligence Specialist, GS132, positions. b. Security Specialist, GS080, positions, the duties of which are predominantly (at least 51 percent) intelligence related.

c. All scientific and technical positions engaged in targeting and/
or the engineering, physical, or technical sciences in an intelligence function, assigned to an organizational component performing an intelligence mission. These positions are classified in twograde i n t e r v a l  s e r i e s  i n  t h e  G S - 4 0 0 - ,  G S  - 8 0 0 - ,  G S - 1 3 0 0 - ,  o r GS1500occupational groups.

d. Intelligence education and training positions classified in series GS1701, GS1710, or GS1712, situated in an intelligence organization, the duties that require the incumbent to possess intelligencerelated skills, knowledge, and abilities.

e .  P o l y g r a p h e r  p o s i t i o n s  p e r f o r m i n g  a  c o u n t e r i n t e l l i g e n c e function.

f. Additional series or positions as approved by the DCSINT and DCP.

133. Policy a. See DOD Manual 1430.10M3 for the policy on the Intelligence Career Program. The following exceptions apply to CP35 employees and positions:
(1) The ICDP career pattern is superseded by the CIPMS career paths and by the career ladders in the ACTEDS plan for CP35.

(2) The ICDP Master Training and Education Plan is superseded by the ACTEDS plan for CP35 to include determination of mandatory and desirable competencies and/or training.

b. See DOD Manual 1430.10M3 for the policy and procedures for DISCAS. DISCAS serves as a personnel inventory and referral system for CIPMS professionaladministrative career path employees and positions. DISCAS policy and procedures will be followed with the following exceptions and additions:
(1) Grade band promotions may be made without requesting a DISCAS referral list. This exemption applies to positions at any grade level and in any series.

(2) A DISCAS referral list will be requested for all positions identified under ACTEDS as key positions and which are to be filled competitively, regardless of series or grade level.

( 3 )  T h e  r e q u i r e m e n t  t o  r e q u e s t  a  D I S C A S  r e f e r r a l  l i s t  f o r GS132 and scientific and technical positions at grades GS13 and above when positions are to be filled competitively applies equally to cryptologic and noncryptologic positions in Army.

c .  C I P M S  e m p l o y e e s  w h o  o c c u p y  p o s i t i o n s  i n  t h e  p r o f e s -
sionaladministrative career path are required to register in DIS- CAS, except in those cases where operational considerations require e x c l u s i o n  f r o m  c o m p l e t e  r e g i s t r a t i o n  ( A R  3 8 1 - 1 0 2  a n d  A R
690950). Employees not registered in DISCAS will register upon conversion or appointment to CIPMS. DISCAS registration is to be updated at least once a year, normally during the annual performance appraisal process. Those refusing or avoiding registration may be denied nonmandatory training and development opportunities. D I S C A S  r e g i s t r a t i o n  d o e s  n o t  n e c e s s a r i l y  i m p l y  a v a i l a b i l i t y  f o r referral.

d .  M A C O M  C P M s  f o r  C P - 3 5  w i l l  b e  a p p o i n t e d  p e r  A R
690950. Assistant CPMs may be appointed where required to represent diverse specialties. ACPMs for CP35 will be appointed at all activities with CIPMS employees. Upon agreement of the commanders involved, one ACPM may represent all CP35 careerists at an installation. Assistant ACPMs may also be appointed to represent different commands or specialties.

e. Career programs covering CIPMS positions outside the scope of CP35 are handled according to AR 690950.

(1) Mandatory referral levels established in AR 690950 apply to CIPMS positions. DISCAS may be used as a supplemental referral system for outreach to Navy, Air Force, and Defense Intelligence Agency employees.

(2) The exceptions to merit promotion listed in paragraph 411
s e r v e  a s  a d d i t i o n a l  e x c e p t i o n s  t o  c o m p e t i t i o n  r e q u i r e d  b y  A R
690950.

(3) Employees registered in Army career referral systems at the time of their conversion to CIPMS need not reregister as reinstatement eligibles. Their eligibility for referral will continue without change.

f. Training and development policy and guidance for career program employees is established in the ACTEDS plan of the applicable career program. The ACTEDS plan for CP35 will be published separately in a DA pamphlet. ACTEDS plans for other career programs may be supplemented by guidance concerning the acquisition of competencies specifically related to intelligence.

134. Funding a. Centralized DA funding may be available for intern and other selected training and development opportunities.

b. Commanders will ensure adequate funds for recognized training needs as a part of their total personnel management budgets.

135. ACTEDS plan for intelligence Supervisors, with employee participation, will determine whether or not mandatory competencies required by the plan have been acquired by the employee. Where there are unresolved differences in making that determination, ACPMs in conjunction with CPOs may be requested to propose a resolution. Policy and procedures for key positions and the competitive development group are also found in the ACTEDS plan.

OPM Handbook X118
Qualification Standards for Positions Under the General Schedule. (Cited in para 419.)

## Section I Required Publications Section Ii Related Publications

AR 1020
Civilian Personnel Administration. (Cited in para 21.)
AR 1956
Department of the Army Polygraph Activities AR 381102
Intelligence Operational Support Activities AR 3805
Department of the Army Information Security Program. (Cited in para 34.)
AR 6003
The Army Personnel Proponent System AR 38067
Department of the Army Personnel Security Program. (Cited in paras 45, 96, 97, and 103.)
AR 60082
The U.S. Army Regimental System AR 60085
Alcohol and Drug Abuse Prevention and Control Program. (Cited in para 98.)
AR 69012
Equal Employment Opportunity and Affirmative Action AR 67220
Incentive Awards. (Cited in paras 81, 84, 89, and 812.)
DA Pam 6908
Guide to Position Management for Key Military and Civilian Personnel AR 690200
General Personnel Provisions. (Cited in paras 21, and 29.)
DA Pam 69014
Position Management and Classification AR 690300
Employment (Civilian Personnel). (Cited in paras 37, 43, 44, 411, 415, 419, and 57.)
DA Pam 69044
Guide for Supervisors and Managers on How to Design Jobs OPM Handbook X118C
Job Qualification Standards for Trades and Labor Occupations AR 690400
Employee Performance and Utilization (Transmitting New Chapter 430). (Cited in paras 51, 53, 55, and 71.)

## Section Iii Prescribed Forms

AR 690500
Position Classification, Pay, and Allowances. (Cited in paras 33, and 71.)
DA Form 5935R
CIPMS Recruitment Bonus Service Agreement. (Prescribed in para 63c.)
AR 690600
Equal Employment Opportunity Discrimination Complaints. (Cited in para 121.)

## Section Iv Referenced Forms

AR 690700
Personnel Relations and Services (General). (Cited in paras 16, 91, 94, and 96.)

DA Form 374
Job Description (Civilian Personnel)

AR 690950
Career Management. (Cited in paras 28, 211, 57, and 133.)
DA Form 1256
Incentive Award Nomination and Approval DA Pamphlet 69014
Position Management and Classification. (Cited in para 34.)

DA Form 5398
Civilian Performance Rating

## Department Of State Standardized Regulations (Government CiviliansForeign Areas).

DD Form 1917
Employee Career Appraisal/Development Plan SF 50
Notification of Personnel Action SF 66C
Merged Records Personnel Folder DOD Manual 1430.10M3
DOD Wide Intelligence Career Development Program, Defense Intelligence Special Career Automated System (Cited in paras 49, 55 and 133.) (This manual is available from the Defense Intelligence Agency, Intelligence Career Development Program, ATTN: RDT1, WASH DC 203405200.)
Federal Personnel Manual (FPM) and Supplements.

Cited in paras 32, 37, 41, 44, 45, 47, 411, 414, 415, 416, 419, 51, 62, 64, 9 1, 96, 111, and 112.)

## Joint Travel Regulations Volume 2. (Cited In Paras 65 And 610.) Reserved Reserved Reserved Reserved Reserved Reserved Reserved Reserved Reserved Reserved Reserved Glossary

FC
functional chief

## Section I Abbreviations

FCR
functional chief representative

AA
affirmative action FOA
field operating agency

## Acpm Activity Career Program Manager

FPM
Federal Personnel Manual FWS
Federal Wage System ACTEDS
Army Civilian Training, Education, and Development System FY
fiscal year

## Aog Army Occupational Guide

HQDA
Headquarters, Department of the Army ASA (M&RA)
Assistant Secretary of the Army (Manpower and Reserve Affairs)
GM
Designator for PMRS pay system ASD (C 3I)
Assistant Secretary of Defense (Command, Control, Communications and Intelligence)
GS
General Schedule ICDP
Intelligence Career Development Program ASD (FM&P)
Assistant Secretary of Defense (Force Management and Personnel)
ICS
Intelligence Center and School

## Cag Cipms Advisory Group

IDP
individual development plan CIPMS
Civilian Intelligence Personnel Management System IPMO
Intelligence Personnel Management Office CP
career program JTR
Joint Travel Regulations CPM
career program manager

KSA
knowledge, skills, and abilities

## Cpo Civilian Personnel Officer

MACOM
major Army command DA
Department of the Army MI
military intelligence DCP
Director of Civilian Personnel MSPB
Merit Systems Protection Board

## Dcsint Deputy Chief Of Staff For Intelligence

OCMI
Office of the Chief of Military Intelligence

## Dcsper Deputy Chief Of Staff For Personnel Odcsint O F F I C E  O F  T H E  D E P U T Y  C H I E F  O F  S T A F F  F O R Intelligence

DISCAS
D e f e n s e  I n t e l l i g e n c e  S p e c i a l  C a r e e r  A u t o -
mated System

ODCSPER
O f f i c e  o f  t h e  D e p u t y  C h i e f  o f  S t a f f  f o r
Personnel
DOD
Department of Defense
EEO
equal employment opportunity
OPF
official personnel folder
EPA
exemplary performance award
OPM
Office of Personnel Management

OSD
Office of the Secretary of Defense PM
position management PM&C
Position Management and Classification PMO
position management officer PMRS
P e r f o r m a n c e  M a n a g e m e n t  a n d  R e c o g n i t i o n System QSI
quality step increase RIF
reduction in force SA
Secretary of the Army SASA
Special Act or Service Award

## Sio Senior Intelligence Officer

USACARA
U . S .  A r m y  C i v i l i a n  A p p e l l a t e  R e v i e w Agency</abbrsect>

## Section Ii Terms

Ability The present capacity or proficiency in performing a task or group of tasks which are req u i r e m e n t s  o f  a  j o b ;  s u c h  a s ,  o r a l communications or written communications. For GS positions, the term ability is often used interchangeably with skill.

Activity Separate organizational component at various echelons of command within a department.

Activity career program manager Generally, the senior civilian at the activity in a given career program. The activity career program manager, is appointed by the activity commander to provide advice and assistance with respect to the requirements and opportunities of that career program.

Administrative disqualification Action taken after finding that an applicant for employment in a CIPMS position lacks fitness indicated by his or her character, conduct, and/or reputation.

## Allocating Authority The Authority To Classify Positions (Assign Title, Series, And Grade).

Bridge position A position designed to equip the incumbent with the knowledge, skills, and abilities to qualify for movement into a position in a different career path. Typically, these are positions in the technician career path that have been established to facilitate movement into the professionaladministrative career path.

o r g a n i z a t i o n .  T h e  w o r k  i s  g e n e r a l l y  p e r -
formed within a structured framework of ins t r u c t i o n s ,  p r o c e d u r e s ,  a n d / o r  w o r k i n g k n o w l e d g e  r e l a t e d  t o  t h e  t a s k s  t o  b e performed.

Condition of employment A mandatory requirement or precondition for h o l d i n g  a  p o s i t i o n  t h a t  i s  i n  a d d i t i o n  t o k n o w l e d g e ,  s k i l l s ,  a b i l i t i e s ,  a n d / o r  e d u c a -
tional qualification requirements.

Budget authority Control of an internal operating budget at the activity level which encompasses those elements of resource defined as civilian personn e l  r e s o u r c e s .  T h e s e  i n c l u d e  b a s e  s a l a r y , benefits, overtime, premium pay, and awards, a n d  m a y  b e  e x t e n d e d  t o  i n c l u d e  t r a v e l , recruitment and retention incentives, training, and other operating expenses.

Dual career track Progression for both supervisorymanagerial and nonsupervisory positions in the occupational specialties.

Career ladder A range of grades within an occupation or specialty which allows for a progressive increase of responsibility and employee competency. Career ladders may be limited to a s i n g l e  g r a d e  b a n d  o r  m a y  c o v e r  m u l t i p l e g r a d e  b a n d s .  P r o g r e s s i o n  t h r o u g h  a  c a r e e r ladder is dependent upon management discretion, the availability of funds, position mana g e m e n t  a p p r o v a l s ,  e m p l o y e e  m o b i l i t y , a c q u i s i t i o n  o f  c o m p e t e n c i e s ,  a n d  j o b performance.

Factor degree description A narrative description of a degree of difficulty of work. Each of the five CIPMS job c l a s s i f i c a t i o n  f a c t o r s  f o r  n o n s u p e r v i s o r y  o r s u p e r v i s o r y  w o r k  i s  d i v i d e d  i n t o  d e g r e e s .

Each degree has a point value. Nonsuperv i s o r y  f a c t o r  d e g r e e  d e s c r i p t i o n s  a r e  d e -
scribed in broad terms in the CIPMS Primary Grading Standard. Factor degree descriptions for specific occupations or groups of occupations are found in the Army Occupational Guides.

Functional chief The senior intelligence officer of the Army; t h a t  i s ,  t h e  D e p u t y  C h i e f  o f  S t a f f  f o r Intelligence.

Career path A model reflecting the common career progression pattern of related groups of series or specialties. Career paths reflect the normal combination of grades into successive grade bands for the series or specialties associated w i t h  t h a t  p a t h .  P r o f e s s i o n a l - a d m i n i s t r a t i v e , t e c h n i c i a n ,  a n d  c l e r i c a l  c a r e e r  p a t h s  h a v e been established.

Career program manager Appointed by the MACOM commander to s e r v e  a s  t h e  c o u n t e r p a r t  o f  t h e  f u n c t i o n a l c h i e f  f o r  a  g i v e n  c a r e e r  p r o g r a m  a t  t h e MACOM level.

Grade band A grade band consists of two or more grades denoting a common level of difficulty or responsibility of the work or a common level of knowledge, skills, and abilities required to perform the work (for example, Entry Level, Full Performance Level, and Expert Level). The grade bands improve the interface between position management and classification and other personnel processes such as traini n g ,  m e r i t  p r o m o t i o n ,  c a r e e r  m a n a g e m e n t , and performance management.

Intelligence community G o v e r n m e n t  o r g a n i z a t i o n s  w h o s e  p r i m a r y missions are in the intelligence or national security field.

CIPMS Advisory Group An advisory body to the Assistant Secretary of Defense (Force Management and Personnel) on CIPMS matters. This group is chaired b y  a  r e p r e s e n t a t i v e  d e s i g n a t e d  b y  A S D (FM&P) and includes a representative of the Assistant Secretary of Defense (Command, Control, Communications, and Intelligence), as well as representation from both the personnel and intelligence communities of the Army, Navy, and Air Force.

Intelligence function Any portion of a military department that performs an intelligence mission.

Knowledge Specific information, usually of a factual nature, but also including nonfactual information such as theories or principles, which an individual must know to perform his or her job.

Classification standard A set of documents, which provides information for determining the pay plan, title, series, and grade level of a position. The CIPMS P r i m a r y  G r a d i n g  S t a n d a r d  a n d  a p p r o v e d Army Occupational Guides together represent the classification standard for GS positions.

Manager The incumbent of a managerial position who directs the work of an organization and is held accountable for the success of specific line or staff programs. The incumbent monitors the progress of the organization toward Clerical career path Progression of those occupations involving work accomplished to support an office or program to include the processing and maintenance of records and materials which repres e n t  t h e  t r a n s a c t i o n s  o r  b u s i n e s s  o f  t h e meeting goals and makes adjustments in objectives, work plans, schedules, and commitment of resources.

Merit principles A set of principles guiding the overall Federal personnel management system, as delineated in section 2301, title 5, United States Code.

Occupational Guide A twopart document that supplements the CIPMS Primary Grading Standard (or other approved grading standard) for specific occup a t i o n s  o r  s p e c i a l t i e s .  P a r t  I  i s  d e v e l o p e d jointly by the military departments; Part II is serviceunique.

Performance award Monetary or honorary awards or other appropriate recognition of an employee's performance made at the discretion of management.

Personnel management plan A working plan to accomplish short and longrange personnel management goals for an organization based on an assessment of mission, available resources, and the current status of the personnel management program in the organization.

Position management The process whereby managers assign duties and responsibilities to positions and the structuring of these positions to form an organizat i o n  t h a t  p r o v i d e s  f o r  e f f e c t i v e  a n d economical mission accomplishment, career development, and other management goals.

Position management officer A line management official within an activity who provides expertise to assist in the resolution of difficult position structure, manpower, reorganization, or budget problems.

Primary grading standard A document prescribing the method of evaluating supervisory and nonsupervisory positions in the General Schedule according to p r e d e t e r m i n e d  f a c t o r s  a n d  p r e d e t e r m i n e d weights for various degrees of those factors. T h e  C I P M S  P r i m a r y  G r a d i n g  S t a n d a r d provides the primary guidance for grading CIPMS positions in the GS and is supplemented by Army Occupational Guides.

## ProfessionalAdministrative Career Path Progression Of Those Occupations Involving Either

a. Work that requires knowledge in a field of science or learning characteristically acquired through education or training equivalent to a bachelor's or higher degree with major study in or pertinent to the specialized f i e l d ,  a s  d i s t i n g u i s h e d  f r o m  g e n e r a l education.

b. Work that requires the exercise of analytical ability, judgment, discretion, personal responsibility, and the application of a subs t a n t i a l  b o d y  o f  k n o w l e d g e  o f  u n d e r l y i n g r e c r u i t m e n t  a n d  r e t e n t i o n  o f  w e l l - q u a l i f i e d applicants.

concepts, theories, and principles applicable to the field.

Program Longterm objective with many related projects and dedicated resources.

Standardized performance plans
One or more elements, critical and/or nonc r i t i c a l ,  a n d  a c c o m p a n y i n g  p e r f o r m a n c e
standards for a number of employees with the same or similar career path, career ladder or specialty, career level, and grade.

Project S h o r t - t e r m  e n d e a v o r  t h a t  s u p p o r t s  a longterm program.

Supervisor A  s t a f f  m e m b e r  w h o  a c c o m p l i s h e s  w o r k through others, directs subordinate employees in the performance of work, and is accountable to higher level management for the quantity and quality of the work.

Qualification standard A  s e t  o f  d o c u m e n t s  t h a t  p r e s c r i b e s  t h e amount and type of experience, education, training, or other qualification requirement in order to measure an individual's ability to perform the duties of a specific position.

Technician career path Progression of those occupations involving n o n r o u t i n e  w o r k  t y p i c a l l y  a s s o c i a t e d  w i t h and supportive of a professionaladministrative field to include "program"decisionmaking but less than full competence in the field involved. The work is generally performed by applying clearly appropriate guidelines or k n o w l e d g e  o f  p r e c e d e n t  a c t i o n  t o  a  c o r -
r e s p o n d i n g  s i t u a t i o n .  I t  r e q u i r e s  e x t e n s i v e p r a c t i c a l  k n o w l e d g e ,  g a i n e d  t h r o u g h onthejob experience and/or specific traini n g  l e s s  t h a n  t h a t  r e p r e s e n t e d  b y  c o l l e g e graduation.

Remote work sites Permanent duty stations so distant from the nearest established communities as to require a considerable degree of expense, hardship, and inconvenience beyond that normally enc o u n t e r e d  i n  m e t r o p o l i t a n  a r e a s .  R e m o t e work sites are determined locally based on recruitment and retention history. This determination is supported by an analysis of such f a c t o r s  a s  d i s t a n c e ,  c o m m u t i n g  t i m e ,  a n d conditions, and the extent to which these factors result in significant expense, inconvenience, and hardship.

Scarce skills Qualifications that are in short supply in the pertinent labor market, as evidenced by the inability to fill new positions or replace former employees with wellqualified individuals in a timely manner.

Undesirable work sites Permanent duty stations at which extensive recruiting efforts have been unsuccessful in f i l l i n g  a n  a d e q u a t e  n u m b e r  o f  p o s i t i o n s within a reasonable time. The record must show that recruiting is hampered by one or more of the following:
a .  S u b s t a n d a r d  f a c i l i t i e s ,  e q u i p m e n t ,  o r environmental factors.

b. Cost of living. c. Lack of adequate housing, transportation, recreation, and social facilities in the commuting area.

Senior intelligence officer The senior official (military or civilian) at a given organizational level (for example, activity or command) who has responsibility f o r  a c c o m p l i s h m e n t  o f  a n  i n t e l l i g e n c e mission.

Unit An organizational entity composed of all positions reporting to the same supervisor.

Shortage category positions Positions requiring scarce skills, as defined above.

Unique qualifications Qualifications that are a rare combination of education and/or experience immediately pertinent to the position.

Unusually high qualifications Qualifications that are markedly superior to t h o s e  w h i c h  c o u l d  b e  e x p e c t e d  o f  a wellqualified candidate for the position to be filled.

Skill The proficient manual, verbal, or mental manipulation of data or objects. Skills can be readily measured by a performance test that m e a s u r e s  q u a l i t y  a n d  q u a n t i t y  o f  p e r f o r m -
ance, usually within established time limits. Examples of proficient manipulation of objects are skills in typing or skills in operating a motor vehicle. Examples of manipulation of data include skills in mathematical computations or skills in editing transposed numbers.

Wellqualified candidates Candidates who are capable of making a posi t i v e  ( n o t  l i m i t e d )  c o n t r i b u t i o n  t o  t h e  a c -
complishment of agency objectives, without requiring an unusual amount of training or supervision.</termsect>
Special salary rates An approved set of pay rates that exceed the General Schedule rates that would otherwise be applicable. CIPMS special salary rates are established only upon a finding that competing sectors are paid substantially more, and that the salary gap significantly handicaps the

## Section Iii Special Abbreviations And Terms There Are No Special Terms.</Specsect>

Administratively uncontrollable work pay,
68
Advance of basic pay, 67 Grade and pay retention, 417 Overseas allowances, 610

Index T h i s  i n d e x  i s  o r g a n i z e d  a l p h a b e t i c a l l y  b y topic and by subtopic within a topic. Topics a n d  s u b t o p i c s  a r e  i d e n t i f i e d  b y  p a r a g r a p h number.

## Competencies Acteds Plan For Intelligence, 135, Adverse Actions, 91, 92, 93, 96, 97

Alcohol or drug related problems, 98 Appeals of, 91 - 93, 95
Central personnel security clearance facili-
Attained through, 52 Managerial, 52 Mandatory, 52
Possession of, 52 Supervisory, 52
ty, coordination with, 96
Denial of clearance or access, based on,

## Competitive Development Group, 135 Conditions Of Employment, 46

96

Adverse actions based on failure to obtain/
maintain requirements for, 96

Disloyalty, based on, 97 Employee access to compartmented intelligence, special access programs, 97

## Conversion Of Positions To Cipms, 111 Cooperative Education Opportunities, 122

Personal employee problems, 98 Polygraph examination, refusal to take, 96 Security considerations, 98 Special termination authority, 91.

Affirmative action, 26, 31, 37, 42, 51,

Developmental positions, 51
DISCAS registration, 55, 75
DISCAS, 133
Disciplinary actions, 91 - 94, 96
Discrimination

72, 121, 122
Allegations of, 121

A r m y  C i v i l i a n  T r a i n i n g ,  E d u c a t i o n  a n d
Dual track, 51, 57

D e v e l o p m e n t  S y s t e m  ( A C T E D S ) ,  5 - 2 ,
55, 133,

## Eligibility For Appointment

Army Occupational Guides (AOGs)
Administrative disqualification, 45 Citizenship, 45

Content of, 33 Time limit for application of, 33 Appellate authority. See also Classification

appeals Entitlements, 113 Evaluation statements, 35 Excepted service, 14

## Grade Bands

Authority code, 111 Awards

Definition of, 32
Grievances, 413, 61, 91, 92, 93, 94
CPM/ACPM role, 93 Matters excluded, 94 Procedures, 94

Individual development plan, 55.

ACPM role in, 53 C o m p l e t e d  d u r i n g  p e r f o r m a n c e  a p p r a i s a l ,
53
D D  f o r m  1 9 1 7  ( I n d i v i d u a l  d e v e l o p m e n t plan), 53, 55
Training coordinator role in. See Training coordinator Approval authority, 84 Budgeting for, 84 Criteria for recognition, 83 Documentation for, 86 Exemplary performance, 810 Forms of recognition, 83 Honorary, 813 - 815 Monetary, 87 - 812 Performance, 89 Performance award table, table 81 Policy, 82 Security requirements, 85 Special intelligence awards, 815 Supplementary intangible benefits table, ta-
Use of, 53
ble 82

## I N F O R M A L  C L A S S I F I C A T I O N  C O M P L A I N T S .  S E E

classification appeals

## Benefits And Entitlements, 113 Bridge Positions, See Developmental Posi-

Intelligence authorization act, 14 Intelligence Career Development Program tions Requirements, 52, See also Individual de-
Budget, 18
velopment plan Career development Intelligence career program (CP35), 2 6,

Clerical, 52, 55 Counseling, 55 Technician, 52, 55

52, 131, 132
Coverage, 132 Referral, 133
Career ladders, 32, 35, 37, 51, 57, Intelligence community, 14 Intern programs, 57
133
Definition of, 57, See also Dual track Job descriptions Career paths, 131, 133 Classification appeals Content of, 34 Format of, 34 Standardized, 35, 313, See also classification appeals Appealable matters, 39 Employee representatives, 311 Formal appeal procedures, 313 Informal complaints, 312 Matters excluded from appeal, 310
Job element, 72 Job reengineering (Restructuring), 12 2 Key positions, 135 Labormanagement relations, 17
Classification authority, 14 Classification decisions, 33 Compensation, 15, 61
Longterm training, 122

Management employee relations, 91
Merged record personnel folder, 112
Merit principles, 15
Merit promotion plans, 49

Corrective action, 414
Detail, 415
DISCAS, 42
Grade band promotion, 411
Grievances regarding, 413
Temporary promotion, 411
Timeingrade restrictions, 410

MI corps, 110
Mobile training teams, 54
Mobilization, 19

## Nature Of Action, 111

Onthejob training, 122 Pay, 113 Performance management, 71, 72, 74
Adverse actions, based on 71
Drug/alcohol problems, 98
Personal employee problems, 98 Security considerations, 74 Standardized plans, 73
P e r f o r m a n c e  M a n a g e m e n t  a n d  R e c o g n i -
tion System, 91
Performance plan/rating, 72 Performance policy goals/objectives, 71
Grievances, 77 Individual performance plan, 75

## Position Management

Designation of a Position Management Of-

ficer, 36

Policy on, 31, 37 PM Program Indicators, 37 Position management studies, 38

## P O S I T I O N  M A N A G E M E N T  A N D  C L A S S I F I C A T I O N

policy, 31
CIPMS classification standards, 33 Delegation of classification authority, 31,
33
GS15 positions and above, 32

## Preference In Employment

Spouse preference, 41 Veterans preference, 44

## Probationary/Trial Period, 47 Processing Personnel Actions, 111 P R O F E S S I O N A L - A D M I N I S T R A T I V E  C A R E E R  P A T H .

See career path Qualification standards, 419
Positive education requirement, 419

## Rating And Ranking, 44 Recommended Training, 52 Recruiting

Colleges, 122 Community organizations, 122 Mentoring, 122 National conventions, 122
Recruitment and retention incentives Advanced hiring salary, 64 Premium recruitment bonus, 63 R e l o c a t i o n  s e r v i c e s  f o r  e m p l o y e e s  p r o -
gram, 6 5
Special salary rates, 62 Step increase on reassignment, 66 Travel and transportation, 65
Recruitment, 43
Advertising, 44
Reduction in force, 418 Reemployment rights, 418 Reimbursement for training, 54 Responsibilities, 21
Retired military, appointment of, 44 Selection, 42 Shortterm training, 122 Special termination authority, 101. Spouse preference, 41 Standard remarks for personnel actions,
111
Standardized personnel documents Factor Degree Descriptions, 35 Job descriptions, 35 Performance standards, 72, 73
Supervisory training, 52 Training coordinators, 212, 53, 56 Training needs Survey of, 53
Training requirements Determination of, 52
Trial period, 47 Universal training, 52 Upward mobility, 31, 57, 122 Veterans preference, 44

## Reserved Usapa Electronic Publishing System Text Formatter ... Version 2.59

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DOCUMENT:
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