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(A) specific recruiting and retention goals,
including the program objectives of the Depart-
ment to be achieved through such goals; and
(B) specific strategies for development,
training, deploying, compensating, and moti-
vating the civilian employee workforce of the De-
partment, including the program objectives of the
Department to be achieved through such strate-
gies.
(c) INAPPLICABILITY OF CERTAIN LIMITATIONS.—The
recruitment and retention of civilian employees to meet the
goals established under subsection (b)(2)(A) shall not be sub-
ject to any limitation or constraint under statute or regula-
tions on the end strength of the civilian workforce of the
Department of Defense or any part of the workforce of the
Department.
(d) ANNUAL UPDATES.—Not later than March 1 of
each year from 2007 through 2012, the Secretary shall up-
date the strategic human capital plan required by sub-
section (a), as previously updated under this subsection.
(e) ANNUAL REPORTS.—Not later than March 1 of
each year from 2007 through 2012, the Secretary shall sub-
mit to the appropriate committees of Congress—
(1) the update of the strategic human capital
plan prepared in such year under subsection (d); and
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(2) the assessment of the Secretary, using results-
oriented performance measures, of the progress of the
Department of Defense in implementing the strategic
human capital plan.
(f) COMPTROLLER GENERAL REVIEW.—(1) Not later
than 90 days after the Secretary submits under subsection
(a) the strategic human capital plan required by that sub-
section, the Comptroller General shall submit to the appro-
priate committees of Congress a report on the plan.
(2) Not later than 90 days after the Secretary submits
under subsection (e) an update of the strategic human cap-
ital plan under subsection (d), the Comptroller General
shall submit to the appropriate committees of Congress a
report on the update.
(3) A report on the strategic human capital plan under
paragraph (1), or on an update of the plan under para-
graph (2), shall include the assessment of the Comptroller
General of the extent to which the plan or update, as the
case may be—
(A) complies with the requirements of this sec-
tion; and
(B) complies with applicable best management
practices (as determined by the Comptroller General).
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(g) APPROPRIATE COMMITTEES OF CONGRESS DE-
FINED.—In this section, the term ‘‘appropriate committees
of Congress’’ means—
(1) the Committees on Armed Services and
Homeland Security and Governmental Affairs of the
Senate; and
(2) the Committees on Armed Services and Gov-
ernment Reform of the House of Representatives.
SEC. 1107. INCREASE IN AUTHORIZED NUMBER OF DE-
FENSE INTELLIGENCE SENIOR EXECUTIVE
SERVICE EMPLOYEES.
Section 1606(a) of title 10, United States Code, is
amended by striking ‘‘544’’ and inserting ‘‘the following:
‘‘(1) In fiscal year 2005, 544.
‘‘(2) In fiscal year 2006, 619.
‘‘(3) In fiscal years after fiscal year 2006, 694.’’.
SEC. 1108. COMPTROLLER GENERAL STUDY ON FEATURES
OF SUCCESSFUL PERSONNEL MANAGEMENT
SYSTEMS OF HIGHLY TECHNICAL AND SCI-
ENTIFIC WORKFORCES.
(a) IN GENERAL.—The Comptroller General of the
United States shall conduct a study to identify the features
of successful personnel management systems of the highly
technical and scientific workforces of the Department of De-
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fense laboratories and similar scientific facilities and insti-
tutions.
(b) ELEMENTS.—The study required by subsection (a)
shall include the following:
(1) An examination of the flexible personnel
management authorities, whether under statute or
regulations, currently being utilized at Department of
Defense demonstration laboratories to assist in the
management of the workforce of such laboratories.
(2) An identification of any flexible personnel
management authorities, whether under statute or
regulations, available for use in the management of
Department of Defense laboratories to assist in the
management of the workforces of such laboratories
that are not currently being utilized.
(3) An assessment of personnel management
practices utilized by scientific and technical labora-
tories and institutions that are similar to the Depart-
ment of Defense laboratories.
(4) A comparative analysis of the specific fea-
tures identified by the Comptroller General in success-
ful personnel management systems of highly technical
and scientific workforces to attract and retain critical
employees and to provide local management authority
to Department of Defense laboratory officials.