DEPARTMENT OF DEFENSE

WASHINGTON HEADQUARTERS SERVICES

1155 DEFENSE PENTAGON

WASHINGTON, DC 20301-1155

October 24, 2002

Incorporating Change 1, April 2, 2003

ADMINISTRATIVE INSTRUCTION NO. 104

SUBJECT:  Defense Civilian Intelligence Personnel System
(DCIPS) Policies in the Office of the Secretary of Defense
(OSD) and Organizations Receiving Personnel Support
from the Washington Headquarters Services (WHS) 

References:  (a)  Title 10, United States Code

(b)  DoD Directive 1400.35, "Defense Civilian Intelligence
Personnel System (DCIPS)," March 18, 2002

(c)  Deputy Secretary of Defense Memorandum, "Defense
Civilian Intelligence Personnel System Hiring Authority,"
July 8, 2002

(d)  DoD Directive 5110.4, "Washington Headquarters
Services," October 19, 2001

(e)  through (r), see enclosure 1

1.  PURPOSE 

This Administrative Instruction (AI) implements policy,
assigns responsibilities, and prescribes procedures
under references (a), (b), and (c) for the Defense Civilian
Intelligence Personnel System (DCIPS) in the Office
of Secretary of Defense (OSD) and other DoD organizations
receiving personnel and administrative support from
Washington Headquarters Services (WHS) under reference
(d).

2.  APPLICABILITY 

This AI applies to the OSD, the Defense Agencies, the
DoD Field Activities, and other organizational entities
of the Department of Defense that receive personnel
and administrative support services from WHS under reference
(d) (hereafter collectively referred to as "the OSD
and WHS Components" or "OSD/WHS Components").

3.  DEFINITIONS 

Terms used in this AI are defined in enclosure 2.

4.  POLICY 

It is DoD policy that:

4.1.  Positions in OSD/WHS having a primary intelligence
mission and positions in OSD/WHS engaged in intelligence
and intelligence-related work requiring a significant
degree of specialized skills shall be designated as
DCIPS positions, and that positions in OSD/WHS that
directly support intelligence functions shall be considered
for inclusion in DCIPS.

4.2.  Pursuant to reference (b), DCIPS shall be the
civilian personnel architecture for intelligence positions
in OSD/WHS.

4.3.  Personnel management under this AI shall be based
on, and embody, the merit principles in reference (e).

5.  RESPONSIBILITIES 

Pursuant to the authority of reference (c):

5.1.  The Director, Washington Headquarters Services
shall delegate the Director, Personnel and Security
the authority to:

5.1.1.  Administer the DCIPS within OSD/WHS, in accordance
with this AI.

5.1.2.  Take any action necessary to ensure that personnel
management subject to this AI is based on, and embodies,
merit systems principles pursuant to reference (b) and
section 2301(c)(2) of reference (e).

5.1.3.  Direct the development of a DCIPS program evaluation
system in OSD/WHS in coordination with Assistant Secretary
of Defense (Command, Control, Communications, and Intelligence
(ASD(C3I)), including program indicators, reporting
formats, and frequency of reporting.   (See enclosure
10.)

5.1.4.  Reissue, in coordination with ASD(C3I), this
AI as needed to keep it current.

5.2.  The Assistant Secretary of Defense for Command,
Control, Communications, and Intelligence shall:

5.2.1.  Oversee the implementation and administration
of DCIPS policies, procedures, and informational guidance
in OSD/WHS Components.

5.2.2.  Designate, with the concurrence of the Head
of the affected OSD/WHS Component, those positions covered
under DCIPS.

5.2.3.  Make recommendations to the Secretary of Defense
(SecDef) to terminate employment of any civilian intelligence
officer or employee of OSD/WHS pursuant to section 1609
of reference (a).   (See enclosure 9)

5.2.4.  Promptly notify the Permanent Select Committee
on Intelligence of the House of Representatives and
the Select Committee on Intelligence of the Senate,
as required by section 1609 of reference (a), whenever
SecDef exercises this authority.

5.3.  The Heads of the Office of the Secretary of Defense
and Directors, Washington Headquarters Services with
designated intelligence or intelligence-related positions
shall:

5.3.1.  Administer the DCIPS policies and procedures
in this AI.

5.3.2.  Make recommendations through the ASD(C3I) to
SecDef to terminate employment under section 1609 of
reference (a).   (See enclosure 9.)

6.  PROCEDURES 

6.1.  The DCIPS for the OSD/WHS Components adopts:

6.1.1.  Those personnel regulations and procedures established
for the excepted service pursuant to reference (e),
except as specifically provided in reference (a):

6.1.2.  This AI;

6.1.3.  Reference (b) and any other governing DoD Regulations;
and

6.1.4.  Any applicable policies and procedures established
by the ASD(C3I) in consultation with the Director, WHS.

6.2.  Specific rules and procedures proposed by an OSD/WHS
Component shall be approved by ASD(C3I) in consultation
with the Director, WHS.

7.  EFFECTIVE DATE 

This Administrative Instruction is effective immediately.

Enclosures - 15 

E1.  References, continued

E2.  Definitions

E3.  Position Management and Classification

E4.  Employment and Placement

E5.  Career Development and Training

E6.  Compensation

E7.  Performance Management and Recognition

E8.  DoD Administrative Grievance System

E9.  Special Termination Authority Under 10 U.S.C. §1609

E10.  Program Evaluation

E11.  DCIPS Grading Standard for Assigning Grade or
Grade Bands

E12.  Conditions of Employment

E13.  Criteria for Designating Organizations and Positions
as DCIPS

E14.  Defense Intelligence Senior Executive Service
(DISES)

E15.  Defense Intelligence Senior Level (DISL) Program

E1.  ENCLOSURE 1

REFERENCES, continued

(e)  Title 5, United States Code

(f)  Title 5, Code of Federal Regulations, "Administrative
Personnel," current edition

(g)  Title 29, Code of Federal Regulations, Part 1607

(h)  DoD 1400.25-M, "DoD Civilian Personnel Manual (CPM),
Subchapter 1800, December 3, 1996

(i)  DoD 1400.20-1-M, "DoD Program for Stability of
Civilian Employment Policies, Procedures, and Programs
Manual," September 1990

(j)  DoD 7000.14-R, "DoD Financial Management Regulation,"
current edition

(k)  Joint Travel Regulation, Volume 2, current edition

(l)  Administrative Instruction 63, "Performance Appraisal
Program for General Schedule, Federal Wage System, and
Certain Other Employees," July 1, 1999

(m)  DoD 1402.3-H, "Chapter 4, Senior Executive Service
Planning and Evaluation," April 1989

(n)  Administrative Instruction 29, "Incentive and Honorary
Awards Program," July 1, 1999

(o)  Administrative Instruction 37, "Employee Grievances,"
February 24, 1989

(p)  Administrative Instruction 8, "Disciplinary and
Adverse Actions," August 17, 1981

(q)  Deputy Secretary of Defense Memorandum, "Delegation
of Authority Regarding Specified Defense Intelligence
Designations," May 17, 2002

(r)  Standard Operating Procedures for "Administration
of the Senior Executive Service or Equivalent Positions
in the Defense Legal Services Agency," May 21, 2002
1

   

   

   

   

   

   

 _____________

1 Copies of this document may be obtained from the Washington
Headquarters Services, Directorate for Personnel and
Security, Executive and Political Personnel Division,
1777 North Kent Street, Suite 12063, Arlington, VA 22209-2164.

E2.  ENCLOSURE 2

DEFINITIONS

E2.1.1.  Administrative Disqualification.   Action taken
upon finding that an applicant for employment in Defense
Civilian Intelligence Personnel System (DCIPS) lacks
fitness indicated by his or her character, conduct,
and/or reputation.

E2.1.2.  Administrative Career Path.   Levels within
occupations involving work in which decisions and courses
of action require analytical ability, judgment, discretion,
personal responsibility, and substantial knowledge of
the underlying concepts, theories, and principles applicable
to the field.   While these positions do not require
specialized academic fields of study, they do involve
skills (for example, analytical, research, writing,
and judgment skills) typically gained through college-level
education or through progressively responsible experience.
  (See enclosures 5 and 11.)

E2.1.3.  Career Ladder.   A range of grades within an
occupation or specialty that allows for a progressive
increase of responsibility and employee competency.
  A career ladder may range from a single-grade band
to multiple-grade bands.   Progressing through a career
ladder from one grade level to another, as well as from
one grade band to another, depends on the:

E2.1.3.1.  Discretion of management.

E2.1.3.2.  Availability of funds and position management
approvals.

E2.1.3.3.  Difficulty and responsibility of the work.

E2.1.3.4.  Employee's:

E2.1.3.4.1.  Mobility.

E2.1.3.4.2.  Ability to become more competent.

E2.1.3.4.3.  Job performance.

E2.1.4.  Career Path.   A model reflecting the common
career pattern of related groups of series or specialties.
  A career path reflects the normal combination of grades
into successive grade bands for the series or specialties
associated with that path.   Professional, Administrative,
Technician, and Clerical career paths have been established.
  (See enclosures 4 and 11.)

E2.1.5.  Clerical Career Path.   Levels within occupations
involving work, including processing and maintaining
records and materials that represent the transactions
or business of the organization that supports an office
or program.   The work is generally performed within
a structured framework of instructions, procedures,
and/or working knowledge related to the tasks.   (See
enclosures 4 and 11.)

E2.1.6.  Condition of Employment.   A mandatory requirement
or precondition for holding a position, not including
knowledge, skills, abilities, and/or educational qualification
requirements.   (See enclosure 12.)

E2.1.7.  DCIPS Grading Standard.   A document prescribing
the method for evaluating all positions in grade levels
1-15 (or equivalent grade bands).   The DCIPS Primary
Grading Standard provides the principal guidance for
grading DCIPS positions in grade levels 1-15 (or equivalent
grade bands), and for evaluating work appropriate for
Defense Intelligence Senior Level (DISL) positions.
  Office of Personnel Management Classification Standards
and Guides may be used in place of the DCIPS Primary
Grading Standard under some conditions.   (See enclosures
4 and 11.)

E2.1.8.  Defense Intelligence Senior Executive Service
(DISES).   A managerial position above GS-15 established
pursuant to reference (a) that meets the definition
of the Senior Executive Service.   (See enclosures 4
and 14.)

E2.1.9.  Defense Intelligence Senior Level (DISL). 
 A non-managerial position above GS-15 established pursuant
to reference (a) that does not meet the definition of
DISES.   (See enclosures 11 and 15.)

E2.1.10.  DoD Intelligence Components.   Those organizations
identified as such in Section 1614 of reference (a)
and pursuant to reference (b).

E2.1.11.  DoD Intelligence Positions.   Those positions
designated as such according to reference (b).

E2.1.12.  Dual Career Track.   Progression for supervisory
and/or managerial and non-supervisory positions in the
occupational specialties.   (See enclosure 3.)

E2.1.13.  Exemplary Performance Award (EPA).   An increase,
equal to two within-grade increases, in basic pay in
a given grade level for exceeding the performance standards
for an extended period of time.    (See enclosure 7.)

E2.1.14.  Factor Degree Description.   It is the lowest
point of a degree that describes the criteria a position
shall fully meet to be assigned that degree.   (See
enclosure 11.)

E2.1.15.  Grade Band.   Consists of two or more grades
denoting a common level of difficulty, responsibility,
and qualification requirements of the work or common
level of knowledge, skills, and abilities required to
perform the work (e.g., Entry Level, Full Performance
Level, Expert Level, etc.).   (See enclosure 11.)

E2.1.16.  Intelligence Community.   Has the same meaning
as in reference (b).

E2.1.17.  Intelligence Function.   Has the same meaning
as in reference (b).

E2.1.18.  National Capital Region (NCR).   As defined
in 10 U.S.C. 2674 (reference (a)).

E2.1.19.  Occupational Guides.   A set of documents
that supplements the DCIPS Grading Standard (or other
approved Grading Standard, such as for Wage Grade positions)
for specific occupations or specialties.   (See enclosure
3.)

E2.1.20.  Performance Recognition.   Monetary or honorary
awards or other appropriate recognition of an employee's
performance that management grants at its discretion.
  (See enclosure 7.)

E2.1.21.  Position Management.   The process whereby
managers assign duties and responsibilities to positions
and structure these positions to form an organization
that (see enclosure 3):

E2.1.21.1.  Effectively and economically accomplishes
its missions.

E2.1.21.2.  Enhances the organization.

E2.1.21.3.  Develops careers.

E2.1.21.4.  Provides for mobility and flexibility in
assignments throughout the DoD Intelligence Components
and improves the acquisition, diversity, skill mix,
professional development, and long-term retention of
high-quality civilian workforce.

E2.1.21.5.  Otherwise fulfills management goals.   (See
enclosure 4.)

E2.1.22.  Promotion.   Movement to a higher Grade or
Grade Band.   (See enclosures 5 and 11.)

E2.1.23.  Professional Career Path 

E2.1.23.1.  Levels within occupations involving work
in which decisions and actions require discretion, judgment,
and personal responsibility to apply an organized body
of knowledge that is constantly studied to:

E2.1.23.1.1.  Make new discoveries and interpretations.

E2.1.23.1.2.  Improve the data, materials, methods,
and means.

E2.1.23.2.  These positions require any of the following:

E2.1.23.2.1.  Knowledge in a field of science.

E2.1.23.2.2.  Education or training equivalent to a
college degree with major study directly in or pertinent
to the specialized field.

E2.1.23.2.3.  Professional experience in the field.
  (See enclosures 5 and 11.)

E2.1.24.  Program.   Long-term objective with many related
projects and dedicated resources.   (See enclosure 11.)

E2.1.25.  Project.   A short-term endeavor that supports
a program.   (See enclosure 11.)

E2.1.26.  Qualification Standard.   A set of documents
that prescribes the amount and type of experience, education,
training, or other qualification criteria or requirements
to measure an individual's ability to perform the duties
of a specific position.

E2.1.27.  Rank-in-Person Promotion.   A promotion that
is one grade above the proper classification of a given
position, when the relative worth of the individual
to the organization (e.g., Office of the Assistant Secretary
of Defense (Command, Control, Communications, and Intelligence))
is significant and is not measurable through the normal
classification process.   (See enclosure 6.)

E2.1.28.  Scarce Skills.   Necessary skills that are
not readily available within a reasonable and customary
recruitment area.   (See enclosure 6.)

E2.1.29.  Special Salary Rates.   An approved set of
pay rates, through either the Office of Personnel Management
(OPM) or DCIPS, that exceeds rates of pay for grades
or pay bands up to the equivalent of GS-15 or Federal
Wage System rates that would otherwise apply.   Special
DCIPS salary rates may be established only upon a finding
that competing sectors are paid substantially more than
the Intelligence Functions of OSD and that the salary
gap significantly handicaps the Intelligence Functions'
ability to recruit and retain well-qualified applicants
in a specified occupation and recruitment area.   (See
enclosure 6.)

E2.1.30.  Technician Career Path.   Levels within occupations
involving non-routine technical work typically associated
with and supportive of a professional or administrative
field, including responsibility for direct "program"
decisions, but less than full competence in the field
involved.   The work is generally performed by applying
clearly appropriate guidelines or knowledge of precedent
action to a corresponding situation and it requires
extensive practical knowledge, gained through on-the-job
experience and/or specific training less than that represented
by an academic degree.   (See enclosures 4 and 11.)

E2.1.31.  Workforce Reshaping.   Adjustment of the size,
quality, and skill mix of the workforce by Adjustment
in Force or Reduction in Force.

E3.  ENCLOSURE 3

POSITION MANAGEMENT AND CLASSIFICATION

E3.1.  POSITION MANAGEMENT 

Executive, managerial, and supervisory personnel at
all levels of OSD/WHS shall organize work efficiently
and economically to optimize their personnel and fiscal
resources.   Managers shall directly relate the tasks
of managing personnel to managing performance goals
and/or planning and budget or payroll costs at the lowest
practicable management levels.

E3.2.  POSITION CLASSIFICATION 

The Defense Civilian Intelligence Personnel System (DCIPS)
classification system covered by this Administrative
Instruction shall provide an equal grade or grade band
level for substantially equal work.   Grade or grade
band levels shall have a direct relationship between
the level of difficulty and responsibility of the work
and the qualification requirements for the position.

E3.3.  STRUCTURE OF THE SYSTEM 

E3.3.1.  Basic Structure.   DCIPS in OSD/WHS uses the
basic structure of the classification systems established
under reference (e), for employees in grade levels 1-15
and prevailing rate employees in the Federal Wage System
(FWS), but it permits the use of grade bands instead
of grade levels 1-15.

E3.3.2.  Career Paths, Grade Bands, and Career Ladders.
  The DCIPS uses career paths, grade bands, and career
ladders for DISL positions and the equivalent of grade
levels 1-15.

E3.3.2.1.  A career path reflects the common career
progression pattern of related groups of series or specialties.
  It provides a model and reflects the normal combination
of grades in successive grade bands for the series or
specialties associated with that path.   Suggested career
paths are at table E11.T4.

E3.3.2.2.  A grade band encompasses two or more consecutive
grades that denote either a common level of difficulty,
responsibility, and qualification requirements of work
required or a common level of knowledge, skills, and
abilities required to perform the work.   Pre-professional,
Entry or Development, Full Performance, Expert, and
Senior Expert grade bands are reflected in one or more
of the four career paths.   (See table E11.T4.)

E3.3.2.3.  A career ladder depicts progression through
a range of grade bands for a specific occupation or
specialty.   Career ladders are specialized versions
of career paths and may differ somewhat from the career
path depicted in enclosure 11.

E3.4.  GRADE DETERMINATIONS 

E3.4.1.  Grade Level Determinations.   Positions shall
be placed in the appropriate grade band or grade level
1-15 by applying the DCIPS Grading Standard.   (See
enclosure 11.)

E3.4.1.1.  Additional guidance in section E3.5. supplements
the DCIPS Grading Standard.

E3.4.1.2.  The OSD/WHS Components serviced by WHS may
implement the DCIPS Grading Standard before developing
an Occupational Guide in conjunction with WHS.   OPM
classification standards and guides shall be applied
to determine grade levels or grade bands until development
of supplemental Occupational Guides and/or application
of the DCIPS Grading Standard.

E3.4.2.  FWS Grade Determinations.   Existing grading
tools to grade FWS positions established under reference
(e) shall be used unless a separate DCIPS standard or
Guide replaces them.

E3.4.3.  Defense Intelligence Senior Level (DISL) Determinations.
  The DCIPS Grading Standard shall be used to determine
whether a position exceeds the equivalent of GS-15.
  (See section E11.2.)

E3.5.  OCCUPATIONAL GUIDES 

If implemented, Occupational Guides supplement the DCIPS
Grading Standard by defining and describing covered
occupational series or specialties, or by establishing
titles or career ladders for the specialties.   Occupational
Guides may describe specific occupational series, such
as GS-132 and GS-343, or specialties and functions crossing
multiple series, such as intelligence production, information
security, and information support.   The guides shall
be published separately in two parts with Part I mandatory
for all grade levels 1-15 or equivalent grade band positions
and Part II mandatory to determine DISL positions.

E3.5.1.  Part I 

E3.5.1.1.  Part I shall:

E3.5.1.1.1.  Define the series and/or coverage of the
guide.

E3.5.1.1.2.  Prescribe official titles.

E3.5.1.1.3.  Establish the career path common to the
covered occupation(s).

E3.5.1.1.4.  Provide guidance, if required, on how to
apply the DCIPS Grading Standard.

E3.5.1.2.  The OSD/WHS Components serviced by WHS shall
use the OPM definitions of series and titling practices
for both GS and FWS positions unless new or revised
definitions and titles are developed.

E3.5.2.  Part II 

E3.5.2.1.  Part II shall:

E3.5.2.1.1.  Describe functions and/or functional titles
common to the occupation(s) and the typical assignment
and skill levels of the occupation(s) by grade band
within a career ladder.

E3.5.2.1.2.  Include coding instructions to automate
classification decisions, model or standardized factor
degree descriptions, standardized job descriptions,
or other classification and position management guidance.

E3.6.  DEFENSE INTELLIGENCE SENIOR EXECUTIVE SERVICE
(DISES) POSITIONS 

Guidance for senior managerial grade level determinations
and the basic outline of the DISES program for DCIPS
is enclosure 14 of this AI.

E3.7.  DUAL TRACK 

The DCIPS Primary Grading Standard and supplementary
Occupational Guides, if used, allows employees to progress
on parallel tracks to the highest-grade levels or grade
bands for supervisory/managerial and non-supervisory
positions.   This practice is commonly referred to as
a "dual track" career ladder.   DUAL TRACK DOES NOT
APPLY TO DISES POSITIONS.

E3.8.  POSITION DESCRIPTIONS 

A position description for a position, or group of positions,
is officially established when a position description
has been written and an appropriate classification authority
has determined pay plan, title, series, and grade. 
 Position descriptions, at a minimum, must include major
duties and responsibilities and sufficient information
on each of the classification factors to classify the
position.

E3.9.  CLASSIFICATION APPEALS 

An employee in a DCIPS position may appeal the classification
of his/her position (grade level and series), under
procedures established by the Director, Personnel and
Security (P&S).   The decision on any appeal is final
and is not reviewable outside of the Department of Defense.

E4.  ENCLOSURE 4

EMPLOYMENT AND PLACEMENT

  

Except as otherwise stated, the Heads of the OSD/WHS
Components may establish procedures, consistent with
this enclosure, to implement the provisions of this
enclosure.

E4.1.  RECRUITMENT AND PLACEMENT 

The Director, P&S, shall develop policies, standards
and administrative procedures to establish and implement
recruitment and internal placement programs for Defense
Civilian Intelligence Personnel System (DCIPS) positions
covered by this AI (reference (c)).   Parts 213, "Excepted
Service Appointments," and 302, "Employment in the Excepted
Service," of 5 CFR (reference (f)) relating to appointments
shall not apply to such positions.

E4.1.1.  Positions for DCIPS shall be staffed by WHS,
consistent with merit systems principles, and without
regard to political, religious, labor organization affiliation,
marital status, race, color, sex, age, national origin,
non-disqualifying disability, age, sexual orientation,
or other non-merit factors.   Reasonable accommodation
shall be considered as required by law in cases involving
mentally or physically disabled individuals.

E4.1.2.  When staffing from external sources, preference
eligibles (as defined by section 2108 of reference (e))
shall be given preference for positions as far as administratively
feasible.

E4.2.  QUALIFICATION REQUIREMENTS 

E4.2.1.  Qualification Standards 

E4.2.1.1.  Determinations regarding whether an applicant
meets the minimum qualification standards for a position
covered by this AI shall be made using the Office of
Personnel Management (OPM), Operating Manual for Qualifications
Standards for General Schedule Positions or the Job
Qualification System for Trades and Labor Organizations
unless superseded by a DCIPS standard.

E4.2.1.2.  If established, the DCIPS Qualification Guide
shall be used to fill both grade levels 1-15 (or equivalent
grade band) and trades and labor occupation positions.
  OPM operating manuals for Qualification Standards
or the FWS with the DCIPS Qualification Guide are used
for information on the knowledge, skills, and abilities
required for successful job performance.

E4.2.2.  Suitability.   DCIPS employees must meet OSD/WHS
security, suitability, and conduct requirements pursuant
to chapter 73 of reference (e).   In addition to legally
required disqualifications, an applicant may be determined
to be unsuitable under part 731 of reference (f) for
such reasons as misconduct, criminal conduct, intentional
false statements or misrepresentation in the application
process, or reasonable doubt of the individual's loyalty
to the United States.

E4.2.3.  Citizenship.   DCIPS appointees must meet all
citizenship restrictions applicable to DoD positions,
as well as the security clearance and access requirements
of the position.

E4.2.4.  Formal Education.   Minimum education requirements
beyond those prescribed by statute and the OPM qualifications
handbook shall be developed in accordance with title
29, Code of Federal Regulations, Part 1607 (reference
(g)) and require Director, P&S, approval.

E4.2.5.  Age.   Minimum or maximum age requirements
must be specifically authorized by statute or approved
by the Equal Employment Opportunity Commission before
they are established.   The Director, P&S, may approve
age requirements only after determining that age is
a bona fide occupational qualification reasonably necessary
to the performance of the duties of the position.

E4.2.6.  Physical Qualifications.   Applicants shall
meet established physical qualifications that are essential
to the duties of the position, or a medical authority
must find them physically able to perform the duties
of the position.   The Head of the OSD/WHS Component
concerned and the Director, P&S, shall determine competent
authority who shall approve disqualification determinations
for preference eligibles having a compensable Service-connected
disability of at least 30 percent.

E4.3.  RECRUITMENT AND SELECTION 

Recruitment and selection procedures shall include the
following:

E4.3.1.  Merit Promotion Plans.   Procedures shall take
full advantage of all DCIPS and applicable excepted
service authorities.   Merit promotion plans may allow
for concurrent consideration of all applicants.

E4.3.2.  Statutory and Regulatory Limits on Appointing
Officer's Authority.   Before filling a position by
other means, an appointing officer must satisfy the
rights of any employee or former employee who is:

E4.3.2.1.  Entitled to restoration following Military
duty under specific circumstances (e.g., provisions
of the Uniformed Service Employment and Reemployment
and/or Return from Leave without Pay due to certain
military service); a recovery from compensable injury
or disability; or a successful grievance or appeal,
or equal employment opportunity case.

E4.3.2.2.  Entitled to reemployment under law or regulation.

E4.3.2.3.  Entitled to move with his or her position
during a transfer of function.

E4.3.2.4.  Entitled to mandatory placement through the
Department of Defense Priority Placement Program, if
applicable.   (See section E4.6.)

E4.3.2.5.  Entitled to special consideration for promotion
according to the existing merit promotion plan.

E4.3.3.  Conditions of Employment.   Enclosure 12 outlines
examples of pertinent and job-related conditions of
employment.

E4.3.4.  Movement of an Employee from the Competitive
Service.   Employees currently serving under non-temporary
appointments in a competitive service position converted
to DCIPS shall be informed that the position is in the
excepted service and accepting the position shall take
the employee out of the competitive service.   Director,
P&S, shall obtain a written statement from an individual
selected for a DCIPS position (or whose position has
been converted to DCIPS) that the individual accepts
the DCIPS position and understands that it is in the
excepted service.

E4.4.  NON-COMPETITIVE PROMOTION 

E4.4.1.  All exceptions to competitive promotion procedures
provided under reference (f) apply to the DCIPS.

E4.4.2.  The Head of the affected OSD/WHS Component
may authorize an employee's non-competitive promotion
to succeeding grade levels within the current grade
bands of his or her present line of work.   (See enclosure
11 for further information on grade bands.)

E4.5.  WORKFORCE RESHAPING 

Workforce reshaping procedures shall be consistent with
section 1610 of reference (a), which provides that,
among other factors, an individual's performance may
be a factor in selecting an individual for separation
when the force is being reduced or adjusted.

E4.6.  OUT-PLACEMENT PROGRAMS 

Selecting officials shall comply with the requirements
of DoD 1400.25-M (reference (h)) and provisions of DoD
1400.20-1-M (reference (i)).

E4.7.  RECORDS MAINTENANCE 

Director, P&S, shall develop a records maintenance system,
ensuring access to all documentation on staffing actions
for at least 2 years from the effective date of the
action.

E4.8.  DIVERSITY 

The Assistant Secretary of Defense (Command, Control,
Communications, and Intelligence), consulting with Director,
P&S, shall analyze attitudinal, structural, or personnel
barriers to women, minorities, and disabled individuals
in DCIPS and shall develop policies to remove such barriers
to the extent consistent with law.

E5.  ENCLOSURE 5

CAREER DEVELOPMENT AND TRAINING

  

Career development and training develops and sustains
a Defense Civilian Intelligence Personnel System (DCIPS)
work force capable of meeting mission requirements.
  All DCIPS career development and training objectives
shall be administered fairly and equitably, consistent
with merit systems principles.   Developmental assignments
are encouraged and facilitated between the DoD Intelligence
Community and other elements of the Intelligence Community
(e.g., Intelligence Community Officer Programs).   OSD
DCIPS career development and training shall take advantage
of existing DoD and Intelligence Community career enhancement
opportunities and OSD/WHS Components shall program sufficient
resources to meet Department career development requirements
and participate in ongoing Intelligence Community programs.

E6.  ENCLOSURE 6

COMPENSATION

E6.1.  RATES OF BASIC PAY 

Consistent with section 1602 of reference (a):

E6.1.1.  Grade Levels 1-15 or Equivalent Grade Bands.
  The rates of basic pay are fixed in relation to rates
for grade levels 1-15 positions under references (b)
and (e), which have corresponding levels of duties and
responsibilities.

E6.1.2.  Prevailing Rate Systems.   The Federal Wage
System (FWS) wage schedules shall use the basic pay
schedules for employees in trade, craft, and laboring
occupations, including leaders and supervisors established
under reference (e), unless specifically modified.

E6.1.3.  Defense Intelligence Senior Executive Service
(DISES).   The rates of pay are between the maximum
rate and the minimum rate of basic pay established for
the Senior Executive Service (SES) under section 5382
of reference (e).

E6.1.4.  Defense Intelligence Senior Level (DISL). 
 The rates of pay shall not be less than 120 percent
of the minimum rate of basic payable for grade level
15 of the General Schedule or greater than the maximum
rate of basic pay established for the Senior Executive
Service under section 5382 of reference (e).

E6.2.  WITHIN-GRADE PAY INCREASES. 

Except as provided in this AI (paragraph E6.4.4. and
subparagraph E7.2.1.4.), DCIPS shall retain the Federal
within-grade increase policies and procedures established
pursuant to reference (e), as implemented within OSD/WHS,
unless separate provisions for DCIPS employees are developed
and approved.

E6.3.  DCIPS SPECIAL SALARY RATES 

E6.3.1.  Special salary rates approved by OPM apply
equally to DCIPS employees, unless specifically superseded
by a DCIPS special salary rate or approved by prior
administrative action.   OSD/WHS Components may propose
DCIPS special salary rates through the Director, P&S,
for approval by the Secretary of Defense, or designee,
in response to market conditions that do, or are likely
to, adversely impact the ability to recruit and retain
highly qualified employees in a specified occupation,
specialty, or recruitment area.   Approved special salary
rates may be applied within DCIPS wherever specified
criteria are met.

E6.3.2.  OPM-approved special salary schedules apply
unless a DCIPS schedule, band, or rate specifically
supersedes them.

E6.4.  RECRUITMENT COMPENSATION 

The Director, P&S, may develop programs to supplement
the compensation in the provisions above in addition
to existing programs available under reference (e).
  These supplemental programs shall provide management
with tools to attract and retain quality or scarce skill
(shortage category) employees.   The following list
includes options that may be used alone or in combination,
as appropriate.   The list is not intended to be all
inclusive.

E6.4.1.  Recruitment Bonus.   A recruitment bonus may
be authorized for an individuals new to the Federal
civilian service or individuals who have not been employed
in any Federal civilian position within the last 90-calendar
days, who accepts a shortage category and/or hard-to-fill
position, or possesses scarce skills.   It may not be
used when converting employees in their existing positions
to DCIPS.

E6.4.1.1.  A bonus payment shall be calculated as a
percentage of the employee's annual rate of basic pay
(not to exceed 25 percent).   It shall not be considered
part of an employee's rate of basic pay for any purpose.

E6.4.1.2.  A payment may not be made to an individual
unless such individual has entered into a service agreement
with the Head of the OSD/WHS Component that provides
that:

E6.4.1.2.1.  He or she shall continue in a DCIPS position
in the service of OSD or the affected OSD/WHS Component
for a period of time not less than 1 year.

E6.4.1.2.2.  If he or she voluntarily accepts a change
of position to a non-DCIPS position, resigns from the
Federal service, or is voluntarily separated from DCIPS
in OSD/WHS before the end of the period agreed to, he
or she shall repay the Government on a pro rata basis
any part of the bonus already paid.   (See analogous
provisions in part 575.107(a) of reference (f).)

E6.4.1.3.  If an individual fails to repay any amount
required under subparagraph E6.4.1.2.2., the Government
may recover pursuant to debt collection procedures established
in DoD 7000.14-R, "DoD Financial Management Regulation"
(reference (j)).

E6.4.1.4.  The Head of the OSD/WHS Component shall pay
the full amount of a bonus under this section, whether
in a lump sum or in the form of periodic payments, before
the end of the period of service agreed to under subparagraph
E6.4.1.2.1.   The method of payment shall be documented
in the service agreement.

E6.4.1.5.  The Head of the OSD/WHS Component shall document
each use of this authority, including the reason for
its use, the amount granted, and the required length
of continued service for post audit and for program
evaluation purposes.

E6.4.1.6.  A payment under this paragraph is not part
of the basic pay of an individual and is not subject
to retirement contributions.

E6.4.2.  Advanced Hiring Salary.   This allows management
to set starting basic pay above the first step of the
applicable GS or FWS pay scale for a new DCIPS employee.
  However, the procedures and rules that govern the
advanced in-hire rate under OPM regulation, including
any limitation on grade level or series for application,
shall not apply to DCIPS.   This compensation tool may
not be used when converting employees in their existing
positions to DCIPS.   The Head of the OSD/WHS Component,
coordinating with the Director, P&S, shall:

E6.4.2.1.  Limit the use of this authority to individuals
new to the Federal civilian service or individuals who
have not been employed in any Federal civilian position
within the last 90-calendar days.

E6.4.2.2.  Limit the number of pay steps or salary range,
at a minimum, to meet base salary, bona fide offers,
or current compensation (comparing basic pay and fringe
benefit packages other employers offer with the total
compensation otherwise possible for the DCIPS position).

E6.4.2.3.  Document the basis for each use of this authority
and each step granted, for post-audit and program evaluation
purposes.

E6.4.3.  Payment of Travel and Transportation Expenses
to an Interview and/or to the First Duty Station.  
The Head of the OSD/WHS Component may pay for travel
expenses to an interview or first duty station according
to the provisions of the Joint Travel Regulations, Volume
2 (reference (k)).   Use of this authority shall be
documented for post-audit and program evaluation purposes.

E6.4.4.  Pay Setting and Step Increase on Reassignment.
  Pay setting rules shall be consistent with those established
by OPM for GS and other comparable positions, for promotions,
and other actions, except that Director, P&S, may provide
for pay setting rules or pay increases covering the
movement of Federal employees to shortage category and/or
hard-to-fill positions, or to attract high-quality skills.

E6.4.4.1.  Such pay increases may not be used for DCIPS
employees who are transferring or being reassigned within
the same geographic commuting area.

E6.4.4.2.  Such pay increases also may not exceed the
equivalent of two steps up from the employee's current
grade in the applicable GS or FWS salary schedule, and
may not exceed the equivalent of step 12.

E6.4.4.3.  Director, P&S, shall document the basis for
each use of this authority for audit and program evaluation
purposes.

E6.5.  PREMIUM PAY 

The Head of the OSD/WHS Component may provide for administratively
uncontrollable work pay, consistent with procedures
established by OPM for GS and FWS positions.   Approval
authority may be delegated.   The Head of the OSD/WHS
Component shall document use of this option for post-audit
and later program evaluation.

E6.6.  ALLOWANCES IN FOREIGN AND OVERSEAS AREAS 

If applicable, present allowances shall remain in effect
until additional DCIPS allowances are developed.

E6.7.  PAY FOR PERFORMANCE 

Policy and guidance on monetary performance awards are
in enclosure 7.

E6.8.  RANK-IN-PERSON (RIP) PROMOTION 

The Head of the OSD/WHS Component may promote an employee
one grade (or grade band) level above the otherwise
approved classification of the position, when he or
she has a significant value that goes beyond the classifiable
duties of the position.   RIP promotions do not apply
to DISES.

E6.8.1.  The OSD/WHS Component Head is the approval
authority.   This authority may be delegated only to
the Principal Deputy.

E6.8.2.  Only employees who have a minimum of 1 year
in the position and 2 years in the DCIPS shall be considered
for a RIP promotion.

E6.8.3.  Failure to receive a RIP promotion is not a
grievable matter under the grievance system.

E6.8.4.  RIP determinations shall be fully documented
and be made part of the program evaluation system.

E7.  ENCLOSURE 7

PERFORMANCE MANAGEMENT AND RECOGNITION

E7.1.  PERFORMANCE MANAGEMENT 

E7.1.1.  The Heads of OSD/WHS Components shall convert
GM employees to grade levels 13-15 (or equivalent grade
band) upon their entry into DCIPS, applying OPM and
DoD procedures for determining pay adjustments.   After
converting DCIPS employees to GS equivalent, WHS shall
notify affected employees and determine initial waiting
periods for within-grade increases.

E7.1.2.  Administrative Instruction 63 and DoD 1402.3-H,
chapter 4 (references (l) and (m)) shall apply for performance
planning and appraisal for covered DCIPS personnel.
  However, budget constraints shall not drive ratings.
  The Director, P&S shall approve any modifications
of existing systems and/or the development of a new
system for DCIPS employees.

E7.2.  PERFORMANCE RECOGNITION 

E7.2.1.  Except as specifically provided in this AI,
the procedures established in Administrative Instruction
29 (reference (n)) apply.   The Director, P&S, may develop
and implement regulations for administering either a
separate performance recognition program for the DCIPS
or supplementing existing systems.   Provisions contained
in Section 4501 of reference (e), reference (m), or
other existing regulations for employees subject to
reference (e) shall not apply to DCIPS employees covered
when they conflict with:

E7.2.1.1.  Linkage to Retention.   Use of monetary performance
awards to retain superior performers, as well as for
recognition and motivation.

E7.2.1.2.  Performance Recognition Criteria.   Established
performance recognition criteria based on overall performance
and management considerations rather than solely on
technical rules or tables.   The following criteria
may be considered when determining monetary performance
awards:  the employee's most recent performance appraisal;
prior rating and recognition history; present compensation;
type of position; level of responsibility; and organizational
accomplishments that demonstrate the value of the contributions.

E7.2.1.3.  Forms of Performance and Incentive Recognition.
  Various forms of performance recognition must be available
to motivate individuals and groups.   Management may
use the following forms of recognition with basic pay
to create compensation packages appropriate to each
employee's contributions and value to the organization:

E7.2.1.3.1.  Performance Award (e.g., Quality Step Increase
(QSI) or Performance Award).

E7.2.1.3.2.  Supervisor cash awards.

E7.2.1.3.3.  Special Act Awards.

E7.2.1.3.4.  Honorary Awards (for example, established
Intelligence Community and DoD awards).

E7.2.1.4.  Exemplary Performance Award.   An Exemplary
Performance Award (EPA) is an increase in basic pay
equivalent to two within-grade increases.   It recognizes
employees at grade levels 1-15 (or equivalent bands)
whose continued exemplary performance far exceeds the
standards expected for their grade level and whose documented
performance is consistently at the highest adjectival
performance rating level.   To receive an EPA, employees
shall have been at the same grade level for the last
3 years and been officially rated at the highest level
for the last three performance ratings, including their
current rating.   EPAs may result in pay at a rate equivalent
to the eleventh or twelfth step of the employee's grade
but not higher.   EPAs shall be documented with an SF-50,
which shall be placed in the employee's Official Personnel
Folder.   EPAs shall be a part of the program evaluation
system.

E7.2.1.5.  Management to Budget.   Managers shall be
able to determine the frequency and amount of awards
based on overall budget constraints.

E7.2.1.6.  Limitation on Delegation of Approval Authority.
  Individual monetary performance awards shall not exceed
$10,000 without prior review and approval by the Director,
P&S.   OSD/WHS Component Heads may approve monetary
awards up to and including $10,000.   This authority
may be further delegated to the lowest practical level
consistent with the delegation of other similar personnel
authorities.

E7.2.1.7.  Retention of Management Discretion.   Monetary
awards based on performance shall not be mandatory for
any assigned performance rating, grade level, or type
of position.

E7.2.1.8.  Limitation on Right to Grieve.   Not receiving
an award for performance and the amount or type of an
award is not grievable under the Department's grievance
procedures for DCIPS employees.

E8.  ENCLOSURE 8

DoD ADMINISTRATIVE GRIEVANCE SYSTEM

E8.1.  GENERAL PROVISIONS 

OSD/WHS Components covered by this AI shall follow Administrative
Instruction 37 (reference (o)) for processing grievances
of DCIPS employees with their organizations.   DCIPS
policies and procedures, including those set forth in
this AI, shall be fully considered and applied in making
decisions on such grievances.

E8.2.  GRIEVANCES 

E8.2.1.  Grievance Coverage.   Matters covered by the
grievance procedures shall include, in addition to the
matters identified in reference (o), decisions on adverse
actions not appealable to the Merit Systems Protection
Board, except decisions made pursuant to section 1609
of reference (a) (see enclosure 9), and the identification
and conversion of an employee's position to DCIPS when
the decision to include or exclude results from the
application of OSD policy on coverage and coverage is
not otherwise mandated by this AI.

E8.2.2.  Matters Excluded.   In addition to matters
excluded from Subchapter 771 of reference (h) and reference
(o), matters excluded from coverage of the grievance
procedures shall include:

E8.2.2.1.  The content of DoD-approved classification
and qualification standards.

E8.2.2.2.  Failure to receive a RIP promotion.

E8.2.2.3.  The SES exclusions in reference (o) for DISES.

E8.2.3.  Adverse Actions and Appeals.   Adverse actions
as defined in reference (e), taken against DCIPS personnel
shall comply with the provisions of reference (e) and
Administrative Instruction 8 (reference (p)), as amended.
  Except as provided in enclosure 9 of this AI, other
adverse actions and appeals shall be covered by regulations
of such actions under references (a) and (e).

E8.2.4.  Disciplinary Actions.   Disciplinary actions
as defined in reference (e), taken against DCIPS personnel,
shall comply with the provisions of references (e) and
(p), as amended.

E9.  ENCLOSURE 9

SPECIAL TERMINATION AUTHORITY UNDER 10 U.S.C. §1609

E9.1.  GENERAL PROVISIONS 

E9.1.1.  Section 1609 of reference (a) provides that
the Secretary of Defense may terminate the employment
of any civilian intelligence officer or employee of
OSD/WHS whenever the Secretary both:

E9.1.1.1.  Considers the action to be in the interests
of the United States; and

E9.1.1.2.  Determines that following the procedures
in other provisions of law that authorize the termination
of the employment of such an officer or employee is
not consistent with national security considerations.

E9.1.2.  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 the Office of Personnel
Management declares him or her eligible.

E9.2.  PROCEDURES 

E9.2.1.  Basic Procedures.   The employee shall be provided:

E9.2.1.1.  Written notification from the Assistant Secretary
of Defense (Command, Control, Communications and Intelligence
(ASD(C3I)) listing the charge(s) or other cause(s) of
action, stated as specifically as national security
and Privacy Act provisions permit.

E9.2.1.2.  An opportunity to answer charges to the Secretary
of Defense or an individual assigned by the Secretary
to receive such reply, normally within 30 days of receiving
the proposal, consistent with national security requirements.
  Any reply must be in writing and may include affidavits,
and be addressed to the ASD(C3I), Room 3E172, Pentagon,
Washington DC 20301-6000.   It shall contain, at a minimum,
the following information:

E9.2.1.2.1.  Name and current mailing address of the
employee.

E9.2.1.2.2.  Copy of the ASD(C3I)'s notification and
the employee's written response.

E9.2.1.2.3.  Statements, affidavits, or other information
that show why the Secretary of Defense should not accept
the ASD(C3I)'s recommendation.

E9.2.1.3.  The Secretary's decision is final and may
not be appealed or reviewed outside the Department of
Defense.

E9.2.2.  Right to Representation.   An attorney or other
representative of his/her choice may represent the employee.
  The employee must name the representative in writing.
  Representatives shall be restricted from access to
classified information unless they have or are able
to obtain required clearance and access within a reasonable
period.   ASD(C3I) may not allow the following people
to represent an employee:

E9.2.2.1.  An individual whose activities as a representative
would cause a conflict of interest or position.

E9.2.2.2.  An individual who cannot be released from
official duties because of priority needs of the Government.

E9.2.2.3.  An employee whose release would create unreasonable
costs to the Government.

E9.3.3.  Employee Status.   Subject to national security
considerations, the OSD/WHS Component Head may retain
an employee in duty status, including detail, through
the final decision stage of the termination action.
  The OSD/WHS Component Head may also place the employee
in a non-duty status with pay if national security considerations
so warrant.

E9.3.4.  Relationship to Security Clearance.   Withdrawal
of security access shall not necessarily be a prerequisite
for exercising this special termination authority nor
shall it be required that withdrawal of access be fully
adjudicated prior to proposing termination under this
provision.

E10.  ENCLOSURE 10

PROGRAM EVALUATION

  

The Director, Personnel & Security, in coordination
with the Assistant Secretary of Defense for Command,
Control, Communications, and Intelligence, shall ensure
the comparability of position classification standards,
compensation, and other major Defense Civilian Intelligence
Personnel System provisions across organizational lines
consistent with the distinct missions and functions
of each component covered by this AI.

E11.  ENCLOSURE 11

DCIPS GRADING STANDARD FOR ASSIGNING GRADES OR GRADE
BANDS

E11.1.  INTRODUCTION 

The DCIPS Grading Standard is a standard for assigning
grades or grade bands to classify all positions, grade
levels 1-15 and DISL (or equivalent bands).

E11.1.1.  The non-supervisory grading standard in section
E11.2. uses five factors to grade positions by measuring
the position's worth in the following areas:

E11.1.1.1.  FACTOR A.   Essential Knowledge.   The kind
or nature of knowledge, experience, and education necessary
to accomplish the assigned work.

E11.1.1.2.  FACTOR B.  Guidelines.   The references
used for performing the work, and the judgment and originality
necessary to apply the references or develop new guidelines.

E11.1.1.3.  FACTOR C.   Scope of Authority and Effect
of Decisions.   The purposes, scope, and effect of the
work.

E11.1.1.4.  FACTOR D.   Work Relationships.   The people,
conditions, and reasons for which contacts are made
as well as the skill necessary to accomplish work through
person-to-person activities.

E11.1.1.5.  FACTOR E.   Supervision Received.   The
manner in which the work is assigned, carried out, and
reviewed by the supervisor.

E11.1.2.  The supervisory standard in section E11.3.
is the method for assigning grade levels to both supervisory
and managerial positions.   This standard also uses
five factors to grade positions by measuring the position's
worth in the following areas:

E11.1.2.1.  FACTOR A.   Guidelines.   The references
used for performing the work, and the judgment and originality
necessary to apply the references or develop new guidelines.

E11.1.2.2.  FACTOR B.   Scope and Variety of Operations.
  Workload and variety of work supervised.

E11.1.2.3.  FACTOR C.   Work Relationships.   The people,
conditions, and reasons for which contacts are made,
as well as the skill necessary to accomplish work through
person-to-person activities.

E11.1.2.4.  FACTOR D.   Supervision Exercised.   The
degree of both technical and administrative supervision
over the subordinate staff.

E11.1.2.5.  FACTOR E.   Complexity of Work Supervised.
  Grade level of highest non-supervisory work both technically
and administratively supervised.

E11.1.3.  General Guidelines 

E11.1.3.1.  Each factor degree description serves as
a reference point with corresponding point values for
each degree.

E11.1.3.2.  The classification official may adjust the
point values for any factor based on his or her sound
management and position classification judgment.   The
classification official translates the total point score
to each grade from 1 through 15 and DISL by using the
applicable Grade Conversion Table (E11.T1. or E11.T3.).
  This method encourages uniformity of approach and
allows the greatest management flexibility.

E11.1.3.3.  Supplementing Occupational Guides define
coverage, titles, grade bands for the covered career
ladders, and the skill areas and performance levels
typically found in those grade bands.   They may also
contain specific classification guidance such as benchmark
job descriptions or specific factor degree descriptions.
  DCIPS Guides may not supersede the DCIPS Grading Standard.

E11.1.3.4.  Typically, grade bands differ by the type
of work and qualification requirements of the various
occupations or specialties.   Each band consists of
two or more grades commonly found within the career
ladder for any occupation or specialty.   Grade bands
do not establish targets for all positions.   Rather,
they represent occupational grade levels that may be
appropriate, based on the work assigned to the position,
the needs of that organization, and established position
management requirements.   The grade bands for DCIPS-wide
career paths are shown on the applicable Grade Conversion
Tables (E11.T1. or E11.T3.) and shown in Table E11.T4.
  They represent a tool to check consistency between
series and occupations, and are also listed below.

E11.1.3.4.1.  Clerical Specialties (e.g., Clerk-Typists,
Lower Level Secretaries, Work Processors, Voucher Examiners,
File Clerks).

E11.1.3.4.1.1.  Band 1 (equivalent to grade levels 1
through 4):  Entry Level.

E11.1.3.4.1.2.  Band 2 (equivalent to grade levels 5
through 9):  Full Performance Level.

E11.1.3.4.2.  Technician and Assistant Specialties (e.g.,
Engineering and Science Technicians, Computer Technicians,
Intelligence or Security Assistants, Personnel and Budget
Assistants, Computer Operators).

E11.1.3.4.2.1.  Band 1 (equivalent to grade levels 1
through 4):  Entry Level.

E11.1.3.4.2.2.  Band 2 (equivalent to grade levels 5
through 9):  Full Performance Level.

E11.1.3.4.2.3.  Band 3 (equivalent to grade levels 10
through 13):  Expert Level.

E11.1.3.4.3.  Professional and/or Administrative Specialties
(e.g., Engineers, Scientists, Budget, Supply, other
analysts and/or specialists).

E11.1.3.4.3.1.  Band 2 (equivalent to grade levels 5
through 9):  Entry or Developmental Level.

E11.1.3.4.3.2.  Band 3 (equivalent to grade levels 10
through 13):  Full Performance Level.

E11.1.3.4.3.3.  Band 4 (equivalent to grade levels 14
through 15):  Expert Level.

E11.1.3.4.3.4.  Band 5:  DISL.

E11.1.3.5.  Terminology used throughout all classification
guides is sometimes misinterpreted.   The terms "program"
and "project" are defined in enclosure 2.

E11.2.  NON-SUPERVISORY POSITIONS. 

The following are the Factor and Degree Descriptions
for Non-supervisory DCIPS Positions.

E11.2.1.  FACTOR A.   Essential Knowledge.   This factor
measures the nature and extent of information or facts
that employees must understand to do acceptable work
(e.g., steps, procedures, practices, rules, policies,
theories, principles, and concepts) and the nature and
extent of the skills necessary to apply their knowledge.

E11.2.1.1.  Degree A-1 - 5 Points.   Knowledge of simple,
routine, or repetitive tasks or operations that typically
includes following step-by-step instructions, and skills
to operate simple equipment that both require little
or no previous training or experience to acquire.

E11.2.1.2.  Degree A-2 - 15 Points.   Knowledge of basic
or commonly used rules, procedures, or operations, and
basic skills to operate equipment, such as keyboard
equipment and reproduction equipment, that both typically
require some previous training or experience to acquire.

E11.2.1.3.  Degree A-3 - 20 Points.   Knowledge of a
body of standardized rules, procedures, or operations
requiring considerable training and experience to apply
to the full range of standard clerical and non-clerical
assignments and resolve recurring problems; and the
skill, acquired through considerable training and experience,
to operate and adjust varied equipment to, for example,
perform numerous standardized tests or operations.

E11.2.1.4.  Degree A-4 - 30 Points.   Knowledge of an
extensive body of rules, procedures, or operations requiring
extended training and experience to apply to a wide
variety of interrelated or non-standard procedural assignments
and resolve a wide range of problems; and practical
knowledge of standard procedures in a technical field
requiring extended training or experience to perform
such work as:

E11.2.1.4.1.  Adapting equipment by considering the
functioning characteristics of that equipment.

E11.2.1.4.2.  Interpreting the results of tests based
on previous experience and observations (rather than
directly reading instruments or other measures).

E11.2.1.4.3.  Extracting information from various sources
by considering the applicability of information and
the characteristics and quality of the sources.

E11.2.1.5.  Degree A-5 - 40 Points.   Knowledge of the
basic principles, concepts, and methodology of a professional
or administrative occupation that requires a pertinent
baccalaureate educational program or its equivalent
in experience, training, or independent study to acquire.
  And skill in applying this knowledge to elementary
assignments, operations, or procedures; and/or in addition
to the practical knowledge of standard procedures in
Degree A-4 above, practical knowledge of technical methods
to perform assignments such as carrying out limited
projects that involve specialized, complicated techniques.

E11.2.1.6.  Degree A-6 - 60 Points.   Knowledge of the
principles, concepts, and methodology of a professional
or administrative occupation as previously described
in degree A-5 that is supplemented either by:

E11.2.1.6.1.  Skills gained through job experience to
independently perform recurring assignments.

E11.2.1.6.2.  Expanded professional or administrative
knowledge gained through relevant graduate study or
experience, which has provided skill in carrying out
assignments, operations, and procedures that are significantly
more difficult and complex than those in degree A-5.

E11.2.1.6.3.  Practical knowledge of a wide range of
technical methods, principles, and practices similar
to a narrow area of a professional field and skill in
applying this knowledge to such assignments as the design
and planning of difficult projects with a lot of precedence.

E11.2.1.7.  Degree A-7 - 80 Points.   Knowledge of a
wide range of concepts, principles, and practices in
a professional or administrative occupation, such as
would be gained through extended graduate study or experience
and skill in applying this knowledge to difficult and
complex work assignments; and/or a comprehensive, intensive,
practical knowledge of a technical field and skill in
applying this knowledge to the development of new methods,
approaches, or procedures.

E11.2.1.8.  Degree A-8 - 95 Points.   Assignments require
a mastery of one or more professional or administrative
fields.   The expert applies experimental theories and
new developments to problems not susceptible to treatment
by accepted methods; makes decisions or recommendations
significantly changing, interpreting, or developing
important policies and programs.

E11.2.1.9.  Degree A-9 - 115 Points.   Assignments at
this level require a mastery of a professional or administrative
field in order to generate and develop new hypotheses
and theories.   The expert is a leading authority in
the specialty not only within OSD but also throughout
the Defense establishment and the Intelligence Community.

E11.2.2.  FACTOR B.   Guidelines.   This factor measures
the nature of the guidelines used (e.g., regulations,
procedures, precedents, methods, techniques and other
guidelines that govern the work) and the degree of interpretation
required of these references, including elements of
judgment and originality.

E11.2.2.1.  Degree B-1 - 10 Points.   Specific, detailed
guidelines covering all important aspects of the assignment
are provided to the employee.   The employee works in
strict adherence to the guidelines; the supervisor must
authorize any deviations.

E11.2.2.2.  Degree B-2 - 25 Points.   Procedures for
performing the work are established and a number of
specific guidelines are available.   The number and
similarity of guidelines and work situations require
the employee to use judgment in locating, selecting,
and applying the most appropriate guidelines, references,
and procedures and in making minor deviations to adapt
the guidelines in specific cases.

E11.2.2.3.  Degree B-3 - 50 Points.   Guidelines are
available, but are not completely applicable to the
work or have gaps in specificity.   The employee uses
judgment in interpreting and adapting guidelines such
as the Activity policies, regulations, precedents and
work directions to specific cases or problems.   The
employee analyzes results and recommends changes.

E11.2.2.4.  Degree B-4 - 70 Points.   Administrative
policies and precedents are applicable but are stated
only in very general terms.   Guidelines for performing
the work are scarce or of limited use.   The employee
uses initiative and resourcefulness in deviating from
traditional methods or researching trends and patterns
to develop new methods, criteria, or policies.

E11.2.2.5.  Degree B-5 - 95 Points.   Guidelines are
broadly stated and nonspecific (e.g., broad policy statements
and basic legislation that require extensive interpretation).
  The employee must use judgment and ingenuity in interpreting
the intent of guides that do exist and in developing
applications to specific areas of work.   Frequently,
the employee is recognized as an authority in the development
and interpretation of guidelines.

E11.2.2.6.  Degree B-6 - 115 Points.   Guidelines are
virtually non-existent.   Precedents are obscure or
not available.   Originality, creativity, and/or long-term
experience are required to deal with or to plan theoretical,
experimental, or complex programs of such advanced and
novel character that the employee must develop new concepts
and methodology.   The employee develops definitive
plans and heads pioneering efforts to solve problems
that extend current theory.

E11.2.3.  FACTOR C.   Scope of Authority and Effect
of Decisions.   This factor covers the relationship
between the nature of the work (e.g., purpose, breadth,
and depth of assignments) and the effect of the work,
products, or services both within and outside the organizational
element.   Effect also measures such things as whether
the work output facilitates the work of others, provides
timely service of a personal nature, or impacts the
adequacy of research conclusions.

E11.2.3.1.  Degree C-1 - 15 Points.   Employee takes
or recommends actions on routine assignments or portions
of special assignments where errors in decisions or
commitments can be readily detected and corrected. 
 The primary consequence of the employee's errors is
localized loss of time.

E11.2.3.2.  Degree C-2 - 30 Points.   Employee makes
decisions on how to apply established procedures, and
initiates actions that affect various organizational
units.   Errors that he or she makes in decisions or
commitments are not immediately apparent but reveal
themselves in subsequent operations.   An error may
result in loss of time in other organizational units.

E11.2.3.3.  Degree C-3 - 50 Points.   Employee makes
decisions based on his or her interpretation of regulations
and practices, and initiates actions that affect various
organizational units.   His or her commitments that
do not involve interpretation of policy or the setting
of precedents may have an adverse effect upon the activities
of the assigned element.   Errors may cause delays and
waste time and resources within the element.

E11.2.3.4.  Degree C-4 - 70 Points.   Employee interprets
policy or sets precedents.   He or she also makes authoritative
determinations and advises on technical problems.  
His or her decisions and commitments often involve large
expenditures of resources and have a strong impact on
important programs.

E11.2.3.5.  Degree C-5 - 90 Points.   Employee makes
recommendations and decisions that materially affect
the scope and direction of large and complex programs
of significance, or technical and scientific activities
of crucial importance to the mission.   His or her commitments
may initiate major programs, or cancel or modify existing
major programs.

E11.2.3.6.  Degree C-6 - 110 Points.   Employee makes
recommendations and decisions that directly affect whether
the overall mission is achieved and may result in major
policy changes that affect not only the DoD Component
or major subdivision of the Component, but others as
well.   Employee has the authority, limited only by
governing policy and precedents, to commit a major subdivision
of a DoD Component to a course of action that is directly
related to its overall mission.

E11.2.4.  FACTOR D.   Work Relationships.   This factor
includes contacts with persons not in the supervisory
chain, and is based on what is required to take the
initial contact, the difficulty of communicating with
those contacted, and the degree to which the employee
and those contacted recognize their relative roles and
authorities.   The purpose of the contacts ranges from
factual exchanges of information to situations involving
significant or controversial issues and differing viewpoints,
goals, or objectives.

E11.2.4.1.  Degree D-1 - 15 Points.   Person-to-person
work relationships are a regular and necessary part
of the job and are for the purpose of giving or obtaining
factual information that is easy to convey and simple
to understand.

E11.2.4.2.  Degree D-2 - 35 Points.   Person-to-person
work relationships are for the purpose of giving or
obtaining information on problems where some explanation
or interpretation of facts is required in order to render
service, implement regulations and policies, or maintain
coordination.

E11.2.4.3.  Degree D-3 - 55 Points.   Person-to-person
work relationships are for the purpose of giving or
obtaining information on non-routine problems requiring
not only explanation or interpretation of facts, but
also discussion of implications and inferences in order
to gain concurrence or persuade to action.

E11.2.4.4.  Degree D-4 - 75 Points.   Person-to-person
work relationships are for the purpose of discussing
policy matters and major changes in program emphasis
in order to provide authoritative advice on their effect
and feasibility, to gain necessary cooperation and support,
or to persuade to action.

E11.2.4.5.  Degree D-5 - 95 Points.   Person to-person
work relationships are for the purpose of securing acceptance
or indispensable support of, or explaining and defending,
policies and programs that represent the most controversial
or crucial phases of the programs.   Personal contacts
are typically with high-ranking officials at national
or international levels, with executives of large industrial
firms, or with policy makers and senior staff of other
DoD organizations or the Intelligence Community.

E11.2.5.  FACTOR E.   Supervision Received.   This factor
covers the nature and extent of the controls that the
supervisor directly or indirectly exercises; the employee's
responsibility; and the methodology for reviewing completed
work.

E11.2.5.1.  Degree E-1 - 5 Points.   The supervisor
makes specific assignments that are accomplished by
clear, detailed, and specific instructions.   As the
employee gains familiarity with the work, instructions
are not detailed for repetitive tasks, but the employee's
responsibilities remain clearly defined.   The employee
works as instructed and consults with the supervisor
as required on matters that are not in the original
instructions.   The supervisor reviews the work for
such things as accuracy, adequacy, and adherence to
instructions and established procedures.

E11.2.5.2.  Degree E-2 - 20 Points.   The supervisor
maintains control over work through checking for accuracy,
adequacy, and adherence to instructions.   Instructions
given to the employee are well defined, but the employee
may recommend modifications to these instructions if
the assignment is new, difficult, or unusual.   The
employee carries out routine assignments but may refer
unforeseen problems and unusual situations to the supervisor
for help or decisions.

E11.2.5.3.  Degree E-3 - 35 Points.   The supervisor
directs the work of the employee by defining objectives,
priorities, and deadlines, and assists the employee
with unusual situations that do not have clear precedents.
  The employee plans and carries out successive steps
and handles problems and deviations in the work assignment
according to instructions, previous training, or accepted
practices in the occupation.   Finished work is reviewed
for accuracy, quality, and compliance with more complex
instructions and guidelines.

E11.2.5.4.  Degree E-4 - 55 Points.   The supervisor
sets the overall objectives and resources available.
  The employee and supervisor, while consulting with
one another, develop the deadlines and projects.   The
employee is responsible for planning and carrying out
the assignment, resolving most of the conflicts that
arise, and interpreting policy in terms of established
objectives.   The supervisor is kept informed of progress
and any controversial matters.   The supervisor reviews
the finished work and methods for accuracy, effectiveness,
and compliance with complex instructions and guidelines.

E11.2.5.5.  Degree E-5 - 75 Points.   The supervisor
generally only provides administrative direction with
assignments in terms of broadly defined missions or
functions.   The employee has responsibility for planning,
designing, and carrying out programs, projects, studies,
or other work independently.   The supervisor is kept
informed of significant developments.   The supervisor
reviews the completed work only from an overall standpoint
of feasibility, compatibility, effectiveness, or expected
results and for its contribution to the overall project
or program.

E11.2.5.6.  Degree E-6 - 95 Points.   The supervisor
provides direction in terms of overall activity missions
and policies.   The employee selects objectives, plans,
and methods independently of any review.   Authority
delegated by the supervisory to the employee is complete.
  The employee resolves broad policy questions or major
problems of coordination with advisors and/or personnel
of other OSD elements.   Recommendations by the employee
for new projects and alterations of objectives are usually
evaluated for the availability of funds and other resources,
broad program goals, or national priorities.   Results
of the employee's completed work are technically authoritative
and are normally accepted within the Department and/or
joint organizations without significant change.

E11.2.5.7.  Degree E-7 - 115 Points.   The employee
is often the most authoritative professional in a particular
field within the Department and/or joint organization.
  The employee's work is generally considered to be
pioneering in a particular specialty.   Supervision
is minimal.   The independence of his or her action
inherent at this level is limited only by the availability
of funds and other resources and/or major program goals
and national priorities.

Table E11.T1.   Grade Conversions for Non-supervisory
Positions

This table converts total points values from the standard
to all non-supervisory positions from grades GS-1 through
Defense Intelligence Senior Level (DISL).

TOTAL POINTS                                       

GRADE LEVEL                                    

BAND DESCRIPTION

0 - 19

1

Entry Level for Technician and Clerical Bands

20 - 29

2

30 - 44

3

45 - 79

4

80 - 104

5

Full Performance Level for Technician and Clerical

105 - 129

6

Bands and Entry Level for Professional and

130 - 159

7

Administrative Band

160 - 179

8

180 - 204

9

205 - 224

10

Expert Level for Technician

Band and Full Performance

225 - 244

11

Level for Professional and Administrative Band

245 - 294

12

295 - 339

13

340 - 379

14

Expert Level for Professional and Administrative Band

380 - 424

15

425+

Defense Intelligence Senior Level (DISL)

E11.3.  SUPERVISORY POSITIONS 

The following are the Factor Degree Descriptions for
Supervisory DCIPS Positions.

E11.3.1.  FACTOR A.   Guidelines.   This factor measures
the degree to which judgment and originality play a
role in the supervisor's assignment.   It is the availability
and strict adherence to guidelines that gauges the level
of independent judgment and initiative in a supervisory
position.   The supervisor:

E11.3.1.1.  Degree A-1 - 15 Points.   Works in strict
adherence to guidelines; and his or her immediate supervisor
must authorize deviations.

E11.3.1.2.  Degree A-2 - 35 Points.   Works in adherence
to guidelines but may utilize some independent discretion
in locating and selecting the most appropriate guidelines
or reference.

E11.3.1.3.  Degree A-3 - 55 Points.   Utilizes judgment,
resourcefulness, and initiative in adapting and applying
guidelines.   Is responsible for analyzing results and
recommending changes to deal with the more difficult
or unusual assignments.

E11.3.1.4.  Degree A-4 - 75 Points.   Uses judgment
and ingenuity to interpret existing guidelines.   May
have to make major or novel adaptations to existing
guidelines to accomplish the mission.

E11.3.1.5.  Degree A-5 - 95 Points.   Exercises a very
high degree of originality and sound judgment in formulating,
evaluating, and monitoring the organization's programs.
  Guidelines at this level have only limited application
in the most significant areas of work.   When new concepts
or technologies are developed, he or she has no precedents
and/or guidelines to predict expected results and develop
appropriate criteria, methods, procedures, and techniques.
  Also uses judgment and ingenuity to guide personnel
in the analysis of these unique problems and develop
new and improved techniques and methods for the organization's
mission.

E11.3.1.6.  Degree A-6 - 115 Points.   Develops plans
and programs that sometimes are in involved in pioneering
efforts, which require a great deal of ingenuity and
originality to apply in specific areas of the organization's
mission.   The only available guidelines are broad statements
of policy.   Precedents are obscure or non-existent.
  A supervisor at this level has full and final technical
responsibility for the work of the organization.

E11.3.2.  FACTOR B.   Scope and Variety of Operations.
  This factor is intended to measure the extent to which
size, workload, and a variety of functions of the organization
that the supervisor supervises contribute to the difficulty
of the supervisor's position.   The supervisor is:

E11.3.2.1.  Degree B-1 - 25 Points.   Responsible for
supervising the day-to-day work in which the operations
are well defined and the work methods are firmly established.
  Only one kind of work is normally represented.   Supervisor
directs work-flow, guides employees in applying established
procedures, assigns new or additional work when required,
trains new employees, and initiates personnel actions.
  Reviews work in progress or once it is complete for
its overall quality and to ensure that it complies with
instructions.

E11.3.2.2.  Degree B-2 - 65 Points.   Responsible for
planning and supervising the work of an element or work
center for which the programs and objectives are clearly
defined and the organizational structure is fully established.
  More than one kind of work may be present, requiring
an additional body of knowledge.   The supervisor's
workload may vary moderately due to cyclic fluctuations.
  The incumbent plans workflow and directs the work
by adjusting workloads and adapting or modifying procedures
to alleviate backlogs or delays.   He or she also reviews
completed work for technical adequacy and to see if
it complies with instructions, and is responsible for
its quality and quantity.

E11.3.2.3.  Degree B-3 - 95 Points.   Responsible, directly
or through subordinate supervisors, for organizing,
planning, and directing the work program of an element
for which program objectives and limitations are established.
  This level of supervision has a greater variety of
work and activities requiring frequently shifting work
assignments and diversified occupational specialties.
  The supervisor may need to alter the organizational
structure of the element and work methods to meet changes
in requirements and shifts in workload.   He or she
assigns personnel and consults with superiors on major
technical and administrative problems, and is responsible
for the effective use of assigned personnel and for
the quality and quantity of work produced.

E11.3.2.4.  Degree B-4 - 125 Points.   Responsible for
directing and coordinating diverse work programs through
intermediate levels of supervision, and efficiently
and economically managing personnel and material resources.
  Within the framework of policy, he or she determines
organizational structure and approves work plans and
methods.   Work at this level requires the supervisor
to be constantly adjusting to the unpredictable consequences
of added pressure.   Additional supervisory problems
may exist because he or she supervises:

E11.3.2.4.1.  Subordinates that are located in widely
separated locales.

E11.3.2.4.2.  Assignments, deadlines, and goals that
constantly change.

E11.3.2.4.3.  A wide variety of distinct occupations.

E11.3.2.4.4.  Shift operations, or activities that are
carried out through two or more shifts.

E11.3.2.5.  Degree B-5 - 150 Points.   Responsible for
executing a primary mission by managing and administering
a group of major work programs.   He or she is fully
accountable for the economy and efficiency of operations,
compliance with policy, and program goals and objectives.
  The variety and nature of the work that he or she
supervises is often at the technical frontiers of not
only OSD but also throughout the Department of Defense
and the Intelligence Community.

E11.3.3.  FACTOR C.   Work Relationships.   This factor
deals with the difficulty of attaining work goals and
objectives through personal contacts both within and
outside the Activity and the nature, frequency, and
purpose of person-to-person work relationships that
the position requires.

E11.3.3.1.  Degree C-1 - 15 Points.   The supervisor
has highly structured contact with personnel in his
or her immediate element of an incidental nature that
does not play any role in overall performance.

E11.3.3.2.  Degree C-2 - 35 Points.   Person-to-person
work relationships are required but are not essential
in the supervisor's overall daily performance.   Contacts
at this level would normally be within the supervisor's
organization to explain changes in work patterns or
to explain deviations in work processes or methods.
  The supervisor occasionally coordinates with other
organizations that have a similar mission; relationships
may develop if guidelines or instructions require the
supervisor and other organizations to coordinate to
avoid backlogs or delays.

E11.3.3.3.  Degree C-3 - 55 Points.   Contact is a regular
and necessary part of the supervisor's function and
is generally to clarify or give facts or information
for subject matter that requires some interpretation.
  At this level, most contacts are within the supervisor's
own assigned organization; however, occasional contacts
may be with external organizations whose missions differ
considerably from the supervisor's element.

E11.3.3.4.  Degree C-4 - 75 Points.   The supervisor
must have daily contact with personnel in a wide variety
of Activity elements having mission-related activities
and occasionally with operating personnel within the
Department of Defense and the Intelligence Community.
  Purpose of contacts is to resolve non-routine problems
affecting the overall activities of the element.   At
this level, he or she must be able to persuade or influence
others to concur on major issues that affect the supervisor's
element.

E11.3.3.5.  Degree C-5 - 95 Points.   The supervisor
has person-to-person work relationships to justify,
demand, negotiate, or settle matters involving significant
or controversial issues.   Contacts are generally with
high-ranking officials both within and outside the DoD
Component.   He or she is expected to provide authoritative
advice and guidance, be a spokesman for the organization,
and be able to win support for the organization's programs.

E11.3.3.6.  Degree C-6 - 115 Points.   The supervisor
has person-to-person work relationships to negotiate
or solve issues relating to the most significant programs
of OSD or the DoD Component.   He or she must defend
extremely controversial or critical long-range plans
of the Activity.   These contacts would be at the highest
levels of OSD or the DoD Component, with ranking officials
of other Government Agencies, or with executives of
corporations having dealings with OSD or the DoD Component.

E11.3.4.  FACTOR D.   Supervision Exercised.   The factor
measures are the degree to which the supervisor is responsible
for the various facets of technical and administrative
supervision, including having a substantive knowledge
of the work performed by subordinates; his or her involvement
in such things as planning and organization, work assignment,
and review; and the exercise of supervisory personnel
functions.   This is, in effect, an expression of the
extent of supervision received from higher levels and
the extent of the supervisor's responsibility for the
work.

E11.3.4.1.  Degree D-1 - 25 Points.   At this level,
the supervisor performs only basic supervision, such
as ensuring that work schedules are met, the work force
is adequate to accomplish assigned tasks, and that adequate
equipment and supplies are available for employees.
  He or she reviews work in progress or once it is complete,
explains any special instruction, and ensures that new
employees receive proper training to perform the work.
  Oversees attendance and leave, approves sick and annual
leave and vacation schedules, and evaluates the performance
of subordinates through the performance appraisal system.
  The supervisor must refer any controversial or disciplinary
measures to higher-level supervisors for adjudication.

E11.3.4.2.  Degree D-2 - 65 Points.   At this level,
the supervisor performs the following supervisory functions
in an addition to those in Degree D-1:

E11.3.4.2.1.  Plans work schedules and the sequence
of operations for subordinates on a regular basis for
his or her assigned element, ensuring that deadlines
are met and that there is an even flow of work.

E11.3.4.2.2.  Revises work schedules, including overtime
when appropriate, to meet changes in workload.

E11.3.4.2.3.  Gives special instructions on difficult
or unusual operations, answering technical questions
about the work.

E11.3.4.2.4.  Informs higher-level supervisors of anticipated
vacancies, increases in workload, or other circumstances
requiring replacements or additional staff.

E11.3.4.2.5.  Informally recommends promotions, reassignments,
and recognition of outstanding performance by recommending
awards.

E11.3.4.2.6.  Resolves the informal complaints of employees
that are within their jurisdiction, contacting higher
levels of supervision for information and to correct
unsatisfactory conditions.

E11.3.4.2.7.  Directs on-the-job training for employees
and provides back-up skills by cross training.

E11.3.4.2.8.  Advise employees of their performance
requirements and informs them individually on their
progress toward meeting requirements.

E11.3.4.2.9.  Holds corrective interviews with employees
and refers disciplinary problems to higher-level supervision.

E11.3.4.2.10.  Prepares formal evaluations of employee
performance.

E11.3.4.2.11.  Explains to employees the main features
and general procedures of promotion plans, training
programs, and opportunities; and seeks answer to more
technical questions from higher-level supervisors or
staff specialists.

E11.3.4.2.12.  Informs employees about the policies,
procedures, and goals of management as they relate to
the work of the element.

E11.3.4.2.13.  Informs superiors of employee participation,
suggestions, and reactions.

E11.3.4.3.  Degree D-3 - 95 Points.   In addition to
the functions in D-2, a supervisor at this level has
the authority to organize work to achieve efficient
and economical operations within allowable costs, staffing
levels, and policies that higher levels of supervision
established.   He or she also has the authority to define
the standards for the work and prepare and issue internal
instructions and procedures to accomplish it.   In addition
to responsibilities for keeping employees and higher-level
supervisors informed of personnel matters that affect
them, supervisors at this level can prepare formal and
follow-up actions for most supervisory personnel functions.
  Also, at this level the supervisor shall have a substantial
measure of responsibility for how technically sound
the work is that he/she supervises.   He or she:

E11.3.4.3.1.  Seeks advice and assistance from other
available sources on particularly difficult and out-of-the-ordinary
technical problems.

E11.3.4.3.2.  Provides input to supervisors on the element's
budgeting requirements based on anticipated workload
and production capability.

E11.3.4.3.3.  Provides for all of the normal personnel
and administrative functions for the element and is
usually the supervisory level that provides the primary
input for promotions and award recommendations within
an organization.

E11.3.4.4.  Degree D-4 - 125 Points.   At this level,
in addition to the functions in D-3, the incumbent is
responsible for supervising an organization through
one or more levels of subordinate supervisors.   In
addition to the authority to make changes in the organization
of work within allowable costs and established policies,
he or she has the authority to develop plans and schedules
that guide subordinate supervisors to meet program goals,
objectives, and broad priorities established by higher
levels of management.   The incumbent has full technical
and/or administrative responsibility for the work of
the organization.

E11.3.4.5.  Degree D-5 - 150 Points.   At this level,
the incumbent has full and final technical responsibility
for the work of the organization and its programs. 
 He or she:

E11.3.4.5.1.  Directs, through subordinate supervisors,
the work of a major component of the Activity.

E11.3.4.5.2.  Develops program goals and plans for the
organization independently or jointly with senior managers
or their equivalent in the DoD Component; and is held
responsible for the success or failure of programs that
have a direct bearing on major activities of the Department
of Defense or the Intelligence Community.

E11.3.4.5.3.  Determines resources needs and allocates
resources and accounts for their effective use and the
need of organizational changes that have considerable
impact on OSD (e.g., operating costs, key positions,
etc.).

E11.3.4.5.4.  Sets policy for the organization, such
as determining program emphasis and operating guidelines,
and coordinating program efforts with other key elements
or with the activities of other agencies.

E11.3.4.5.5.  Delegates authority to subordinate supervisors
and holds them responsible for the performance of their
organizational elements.

E11.3.5.  FACTOR E.   Complexity of Work Force Supervised.
  This factor indicates the nature, level, and difficulty
of the work supervised or managed.   The level for this
factor that applies to the employee must be the highest
full-performance level of non-supervisory work found
in the subordinate work unit, as shown in table E11.T2.,
below.

Table E11.T2.   Levels of Non-supervisory Work Supervised

POINTS                                         

GRADE LEVEL (S)

35

1 through 4

40

5 through 6

45

7 through 8

50

9 through 10

55

11

60

12

65

13

70

14

75

15

80

Over 15

Table E11.T3.   Grade Conversions for Supervisory Positions

POINTS                                         

GRADE LEVEL (S)

120 - 139

6

140 - 164

7

165 - 184

8

185 - 204

9

205 - 227

10

228 - 249

11

250 - 289

12

290 - 344

13

345 - 394

14

395 - 444

15

445+

Over 15

Table E11.T4.   Grade Bands

BAND 1

BAND 2         

BAND 3     

BAND 4         

BAND 5     

Grade Levels

1 2 3 4

5 6 7 8 9

10 11 12 13

14 15

Above 15

Professional & Administrative*

N/A                

Entry Development

Full Performance**

Expert**          

Senior Expert**

Technician

Entry

Full Performance **

Expert **/***

Clerical

Entry

Full Performance **/***

__________ 

* The grade bands for both Professional and Administrative
career paths are identical and depicted together.

** Depicted grade bands for these career paths are not
meant to preclude the "dual track" concept.   Supervisory
and managerial jobs may also be found in these grade
bands.   First and second line supervisory positions
are most frequently equated with the Full Performance
band, managerial positions with the Expert band, and
executive positions with the Senior Level band.

*** Clerical employees nearing or reaching the limit
of the top grade band for their career path may, in
some cases, be considered for progression by promotion,
reassignment, or change to lower grade, after on-the-job
development or other training and education, to the
Technician or Administrative career paths.   Technicians
may be considered for similar progression to jobs in
the Administrative or Professional career paths.

E12.  ENCLOSURE 12

CONDITIONS OF EMPLOYMENT

E12.1.1.  Before employment in a DCIPS position, each
individual shall sign a statement of understanding to
document any employment conditions.

E12.1.1.1.  Failing to document or retain the employee's
statement accepting all the conditions of employment
shall not release the employee from any of the conditions
if he or she knew or should have known about them.

E12.1.1.2.  The Head of the OSD/WHS Component, as applicable,
shall determine the conditions of employment for DCIPS
personnel in his/her organization, incorporating all
relevant statutory requirements, Executive Branch policies,
and DoD Directives into the decision.   The OSD/WHS
Component shall comply with controlling regulations,
if any, for each condition of employment.

E12.1.2.  The Head of the OSD/WHS Component, as applicable,
shall impose the conditions of employment when doing
so is in the best interests of the DCIPS, the national
security, or to otherwise comply with law or a controlling
Directive.   Examples of possible conditions of employment
are the requirements to obtain and maintain access to
the level of classified information required for a position,
to undergo a periodic polygraph examination, to be mobile,
or to obtain and maintain professional certification
or license.

E12.1.3.  Applicants failing or refusing to meet applicable
conditions of employment may not be appointed.   Employees
failing or refusing to maintain a condition of employment
shall be removed from a position requiring that condition
of employment by reassignment, demotion, or removal
from the Federal service per part 752 of reference (f)
and/or enclosure 8.

E13.  ENCLOSURE 13

CRITERIA FOR DESIGNATING ORGANIZATIONS & POSITIONS AS
DCIPS

E13.1.  ORGANIZATIONAL 

All positions in organizations that have a primary intelligence
mission may be designated as intelligence organizations,
pursuant to reference (b) and this AI.

E13.2.  OCCUPATIONAL 

Positions in DoD organizations that are not DoD Intelligence
Components may be designated as DCIPS when the functions
of the positions require engagement in intelligence
and related work requiring a significant degree of specialized
intelligence skills (references (b) and (q)), including
specifically:

E13.2.1.  Positions in the GS-132 (Intelligence) or
GS-134 (Intelligence Aid and Clerk) series.

E13.2.2.  Positions in GS-080 (Security Administration)
or GS-086 (Security Clerical and Technician) series,
the duties of which are predominately intelligence-related.
  Intelligence-related GS-080 positions involve directing,
planning, developing, implementing, coordinating, controlling,
inspecting, or conducting 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:

E13.2.2.1.  Personnel.

E13.2.2.2.  Information.

E13.2.2.3.  Industrial.

E13.2.2.4.  Technology.

E13.2.2.5.  Foreign Disclosure.

E13.2.2.6.  Communications.

E13.2.2.7.  Electronic.

E13.2.2.8.  Operations.

E13.2.2.9.  Automation.

E13.2.3.  Scientific and technical positions engaged
in targeting and/or engineering, physical, or technical
sciences that are in an intelligence function (e.g.,
General Military Intelligence Analyst).   These positions
are classified in two-grade interval series such as
the GS-800 (Engineering & Architecture) and GS-1300
(Physical Sciences) occupational groups.

E13.2.4.  Other non-clerical positions under the excepted
service appointment authority of Schedule A, section
213.3106(d)(1).

E13.3.  DISCRETIONARY 

Other positions that directly support intelligence functions
within non-intelligence organizations in the Department
of Defense at the discretion of ASD(C3I) and the Head
of the OSD/WHS Component concerned pursuant to references
(b) and (q).

E14.  ENCLOSURE 14

DEFENSE INTELLIGENCE SENIOR EXECUTIVE SERVICE (DISES)

E14.1.  INTRODUCTION 

This enclosure prescribes authorities and assigns responsibilities
for the administration of Defense Intelligence Senior
Executive Service (DISES) positions.

E14.2.  RESPONSIBILITIES 

E14.2.1.  The Assistant Secretary of Defense for Command,
Control, Communications, and Intelligence (ASD(C3I))
shall:

E14.2.1.1.  Oversee and direct policy for implementing
and administering DISES covered by this AI.

E14.2.1.2.  Review DISES allocations ensuring consistency
with function and mission priorities and forward approval
to the Director, Administration and Management.

E14.2.1.3.  Designate positions as DISES with the concurrence
of the Head of the OSD Component or Defense Agency to
which the position reports.

E14.2.2.  The Director, Administration and Management
(DA&M)/Director, Washington Headquarters Services (WHS),
shall:

E14.2.2.1.  Ensure that DISES allocations do not exceed
the number of positions authorized by 10 U.S.C. §1606.

E14.2.2.2.  Provide personnel servicing for DISES positions
pursuant to Deputy Secretary of Defense Memorandum dated
May 17, 2002 (reference(c)).

E14.2.2.3.  Execute other applicable executive priorities
and guidance issued by the Secretary and the Deputy
Secretary of Defense.

E14.2.3.  The General Counsel, Department of Defense/Director,
Defense Legal Services Agency (DLSA) shall:

E14.2.3.1.  Approve selection, promotion, and assignment
of individuals to DISES positions for the DLSA.

E14.2.3.2.  Approve details, rotation assignments, and
reassignment of DISES members in the DLSA.

E14.2.3.3.  Approve an increase or decrease in pay for
personnel in DLSA DISES positions.

E14.2.4.  The Heads of the OSD Components and Agencies
with DISES positions receiving personnel services from
the Director, P&S, shall, within their respective Components/Agencies:

E14.2.4.1.  Select individuals for competitive appointment
and noncompetitive assignment (e.g., reassignment, transfer,
reinstatement, detail) to the DISES.

E14.2.4.2.  Identify DISES members to serve on Boards
and Panels, as necessary.

E14.2.4.3.  Approve pay adjustments of eligible DISES
members up to Level 4.

E14.2.4.4.  Appraise the performance of DISES members
in accordance with established performance plans (e.g.,
critical elements and standards).

E14.2.4.5.  Recommend performance awards (bonuses) for
DISES members.

E14.2.4.6.  Recommend DISES members for Presidential
Rank Awards.

E14.2.4.7.  Upon classification of position by the Director,
P&S, and identification of executive allocation, establish
positions in the DISES.

E14.2.4.8.  Request removals or suspensions for more
than 14 days of DISES members.   (See subparagraph E14.3.9.1.)

E14.3.  PROCEDURES 

E14.3.1.  Classification.   In accordance with §1606
of reference (a), the Director, P&S, shall classify
DISES positions consistent with the requirements set
forth in 5 U.S.C. §3132(a)(2) (reference (e)).

E14.3.2.  Establish and Set Pay.   Upon classification,
the Director, P&S, shall establish DISES positions and
set pay according to provisions outlined herein and
reference (c).

E14.3.3.  Boards and Panels.   The Director, P&S, shall
establish, as necessary, boards or panels to determine
candidate qualifications, evaluate performance, and
provide opportunities for executive development, among
other executive management matters.

E14.3.4.  Selection, Appointment, Promotion, and Assignment


E14.3.4.1.  The Director, P&S, shall appoint, adjust
pay and assign individuals to DISES positions consistent
with the law, regulation, and this enclosure, and subject
to the provisions of reference (r) for positions in
DLSA.

E14.3.4.2.  The Director, P&S, shall detail, effect
rotation assignments, transfers, and reassignment of
DISES members within OSD Components or to external DISES
or equivalent positions, with the concurrence of the
receiving DoD Component and consistent with reference
(b).

E14.3.4.3.  The Director, P&S, shall effect increases
and decreases in pay according to law, applicable DoD
policies and regulations, and this enclosure.

E14.3.4.4.  The Director, P&S, shall notify employees
occupying positions in non-DCIPS personnel systems,
such as the SES or equivalent, according to each system's
applicable laws and regulations before conversion to
DISES.   If an employee refuses to convert to DISES
and the SES or equivalent position is abolished, he
or she may be subject to removal or other procedures
according to the laws and regulations that apply to
their system.   Once he or she has converted to a DISES
position, an appointee must serve a 1-year trial period
unless he or she has already successfully completed
a probationary period of at least 1-year in an SES or
equivalent position.

E14.3.5.  Performance Appraisal and Awards System 

E14.3.5.1.  The Director, P&S, shall establish a single
system for appraising how its personnel perform in DISES
positions, consistent with the requirements set forth
in subchapter II, Chapter 43 of 5 U.S.C. (reference
(e)) by:

E14.3.5.1.1.  Providing an appraisal methodology permitting
the evaluating official to sufficiently measure and
objectively evaluate how an incumbent performs in any
position and any critical element of the position.

E14.3.5.1.2.  Enabling the evaluating official to systematically
appraise how executives perform.

E14.3.5.1.3.  Complying with reference (r) to appraise
how personnel in DLSA positions perform and grant awards.
  The General Counsel, Department of Defense/Director,
DLSA, approves all performance evaluations and awards
for DLSA personnel.

E14.3.5.1.4.  The awards shall be consistent with amounts
reference (e) authorizes.

E14.3.6.  Rank Awards 

E14.3.6.1.  Rank awards recognize DISES members overall
high-level exceptional performance over a period of
years and are comparable to awards for members of the
SES in 5 U.S.C. 4507 (reference (e)).   The two levels
of rank awards in the DISES are:

E14.3.6.1.1.  Distinguished Executive - for "sustained
extraordinary accomplishment."

E14.3.6.1.2.  Meritorious Executive - for "sustained
accomplishment."

E14.3.6.2.  OSD Component Heads may submit recommendations
of DISES members for rank awards annually through DA&M
to the Secretary of Defense, according to established
OSD Component procedures and a schedule that DA&M determines.
  Awards for DLSA DISES members must be approved by
the General Counsel, Department of Defense/Director,
DLSA, according to reference (r) and procedures established
by the DA&M.

E14.3.6.3.  The Secretary of Defense reviews, approves,
and submits the nominations to the President.   A DISES
member awarded either a Distinguished or Meritorious
Rank Award may not receive the same award during the
4-fiscal years following the one for which the award
was given.   This includes Presidential Rank Awards
that the President may have awarded to the DISES member
as a Career SES member.

E14.3.6.4.  An individual who receives either the Distinguished
Executive or Meritorious Executive-level award is entitled
to a lump-sum payment consistent with amounts that the
SES receives.   The respective DoD Intelligence and
Non-Intelligence Component pays this lump sum in addition
to the basic pay and any other award payment using funds
from the fiscal year in which the individual receives
the award.

E14.3.7.  Compensation 

E14.3.7.1.  Rates of pay shall be equal to one of the
six rates of basic pay that 5 U.S.C. 5382 (reference
(e)) establishes for the SES.   The appointing official
may adjust pay at the same time and to the same extent
as the Executive order adjusts the basic rates for SES.

E14.3.7.2.  The appointing official shall use management
assessments of individuals to determine individual pay-settings
when establishing initial pay rates or adjusting existing
pay rates.   When the appointing official assigns the
basic rate of pay for any new position assignment, he
or she shall consider the level of responsibility of
the position, the qualifications of the appointee, availability
of other qualified personnel, and geographic and organizational
location.   The General Counsel, Department of Defense/Director,
DLSA, coordinates on the recommended rate of basic pay
for DLSA DISES positions.

E14.3.7.3.  Initial pay-level adjustment must be after
completing 12 months at a previous lower level.   Thereafter,
once in any 12-month period, the appointing official
may increase a DISES member's rate of basic pay to any
higher rate of the SES schedule based on his or her
performance and the supervisory chain-of-command endorsement.

E14.3.7.4.  The appointing official may only reduce
a DISES member's rate of basic pay one pay level when
he or she adjusts the pay.   The appointing official
shall issue written notice with reason(s) (e.g., performance)
for reducing pay at least 15 days before the effective
date.   Reductions in rates of basic pay for DLSA DISES
positions are determined by the General Counsel, Department
of Defense/Director, DLSA, in consultation with the
Head of the Intelligence Component/Defense Agency concerned.

E14.3.7.5.  The appointing official authorizes additional
compensation to recruit, relocate, and retain DISES
members consistent with limitations in reference (e).
  For DLSA DISES positions, the General Counsel, Department
of Defense/Director, DLSA, is the approving official
(reference (r)).

E14.3.7.6.  The aggregate amount paid to a DISES member
during any calendar year (e.g., rate of basic pay, performance
awards, and rank award) may not exceed the annual pay
rate for Level I positions at that year's Executive
schedule according to 5 U.S.C. §5384 (reference (e)).
  Any excess pay carries over as a lump sum at the beginning
of the next calendar year and shall be applied toward
the Level I limitation (5 U.S.C. §5307 (reference (e))).

E14.3.7.7.  When DISES members involuntarily separate
from the Federal service, not for reasons of cause,
5 U.S.C. §5595(a)(2)(i) (reference (e)) covers severance
pay.

E14.3.7.8.  ASD(C3I), or designee, may grant DISES members
sabbaticals consistent with 5 U.S.C. §3396(c) (reference
(e)).

E14.3.7.9.  5 U.S.C. §6304 (reference (e)) limits the
amount of annual leave DISES members may accumulate.

E14.3.8.  Workforce Reshaping 

E14.3.8.1.  The Director, P&S, shall conduct a Reduction
in Force (RIF) or Adjustment in Force (AIF) consistent
with SC1004 of reference (h).

E14.3.8.2.  The General Counsel, Department of Defense/Director,
DLSA, shall, in consultation with the Head of the Intelligence
Component affected, conduct RIF and AIF for DISES members
in DLSA.

E14.3.9.  Adverse Actions 

E14.3.9.1.  The approving official may take action against
DISES members for removal or suspension for more than
14 days.   Such actions shall be taken consistent with
the requirement established in 5 U.S.C. §3592 and 5
U.S.C. §7543(a), (b), and (c) (reference (e)), and established
WHS procedures.   Any hearing or appeal shall be decided
within the Department of Defense and is not reviewable
outside the Department.

E14.3.9.2.  Adverse actions taken against DISES members
in DLSA are conducted under procedures established by
the General Counsel, Department of Defense/Director,
DLSA, consistent with 5 U.S.C. 3592 and 5 U.S.C. 7543(a),
(b), and (c) (reference (e)).

E15.  ENCLOSURE 15

DEFENSE INTELLIGENCE SENIOR LEVEL (DISL)

E15.1.  INTRODUCTION 

This enclosure prescribes authorities and assigns responsibilities
for the administration of Defense Intelligence Senior
Level (DISL) positions covered by this AI.

E15.2.  RESPONSIBILITIES 

E15.2.1.  The Assistant Secretary of Defense for Command,
Control, Communications, and Intelligence (ASD(C3I))
shall:

E15.2.1.1.  Oversee and direct policy for implementing
and administering DISL positions.

E15.2.1.2.  Review DISL allocations ensuring consistency
with function and mission priorities and forward approval
to the Director, Administration and Management (DA&M).

E15.2.1.3.  Designate positions as DISL with the concurrence
of the Head of the OSD Component or Defense Agency to
which the position reports.

E15.2.2.  The Director, Administration and Management
(DA&M)/Director, Washington Headquarters Services (D,
WHS) shall:

E15.2.2.1.  Authorize the allocation of DISL resources.

E15.2.2.2.  Provide personnel servicing for DISL positions.

E15.2.3.  The General Counsel, Department of Defense
(GC, DoD)/Director, Defense Legal Service Agency (D,
DLSA) shall:

E15.2.3.1.  Approve selection, promotion, and assignment
of individuals to DISL positions for Defense Legal Service
Agency.

E15.2.3.2.  Approve details, rotation assignments, and
reassignment of DISL employees in the Defense Legal
Services Agency.

E15.2.3.3.  Approve an increase or decrease in pay for
Defense Legal Services Agency personnel in DISL positions.

E15.2.4.  The Heads of the OSD Components and Agencies
with DISL positions receiving personnel services from
the Director, P&S, shall, within their respective Components
and/or Agencies:

E15.2.4.1.  Select individuals for competitive appointment
and noncompetitive assignment (e.g., reassignment, transfer,
reinstatement, detail) to the DISL.

E15.2.4.2.  Identify DISL employees to serve on Boards
and Panels, as necessary.

E15.2.4.3.  Approve pay adjustments of eligible DISL
members up to Level 4 of the DISL pay scale.

E15.2.4.4.  Establish performance plans (critical elements
and performance standards) in accordance with the performance
system established pursuant to this AI.

E15.2.4.5.  Communicate critical elements and standards
to the DISL member at the beginning of the rating period,
where practicable, but not less than 90 days prior to
the end of the rating period.

E15.2.4.6.  Appraise the performance of DISL members
in accordance with established performance plans.

E15.2.4.7.  Recommend awards for DISL members.

E15.2.4.8.  Upon classification of position by the Director,
P&S, and identification of allocation, establish positions
in the DISL.

E15.2.4.9.  Request removals of DISL members or suspensions
of more than 14 days.   (See subparagraph E15.3.9.1.)

E15.3.  PROCEDURES 

E15.3.1.  Classification.   The Director, P&S, shall
classify DISL positions consistent with 10 U.S.C. 1607(a)
(reference (a)).

E15.3.2.  Establish Positions and Set Pay.   Upon classification,
the Director, P&S, shall establish DISL positions and
set pay according to provisions outlined herein and
reference (c).

E15.3.3.  Boards and Panels.   The Director, P&S, shall
establish, as necessary, boards or panels to determine
candidate qualifications, evaluate performance and provide
opportunities for senior-level employees, among other
DISL matters.

E15.3.4.  Selection, Appointment, Promotion, and Assignment


E15.3.4.1.  The Director, P&S, shall appoint, promote,
and assign individuals to DISL positions consistent
with the law, regulation, and this enclosure, and subject
to reference (r) for positions in the DLSA.

E15.3.4.2.  The Director, P&S, shall notify employees
in non-DCIPS personnel systems positions -- such as
senior-level, scientific and professional, or equivalent
-- according to each system's laws and regulations before
conversion to DISL.   If an employee refuses to convert
to DISL and the position is abolished, he or she may
be subject to removal or other procedures according
to the applicable laws and regulations that apply to
their system.

E15.3.5.  Performance Appraisal and Awards System 

E15.3.5.1.  The Director, P&S, shall establish a single
system for appraising how personnel perform by:

E15.3.5.1.1.  Providing an appraisal methodology permitting
the evaluating official to sufficiently measure and
objectively evaluate how a DISL member performs in the
position as well as any critical element of the position.

E15.3.5.1.2.  Complying with reference (r) to appraise
how personnel in DLSA positions perform and granting
awards.

E15.3.5.1.3.  Ensuring the evaluating officials comply
with reference (r) regarding performance appraisals
and performance awards for personnel in DLSA positions.
  The General Counsel, Department of Defense, DLSA,
is the approval authority for all performance evaluations
and awards for DLSA personnel.

E15.3.5.1.4.  Reviewing awards for DISL personnel for
consistency with the criteria and limitations established
by 5 U.S.C. §5384 (reference (e)) for members of the
Senior Executive Service and with this enclosure.

E15.3.6.  Special DISL Awards 

E15.3.6.1.  The Director, P&S, may approve annual special
awards for DISL members consistent with reference (e)
by considering their contributions as DISL appointees
over at least 3 years.   The General Counsel, Department
of Defense/Director, DLSA, shall approve all such special
awards for DISL members who are in DLSA positions (reference
(r)).

E15.3.6.2.  An individual may receive a non-monetary
or monetary award, where he or she is entitled to a
lump-sum payment in addition to the basic pay or any
other award payment, consistent with reference (e).

E15.3.7.  Compensation 

E15.3.7.1.  Rates of pay shall not be less than 120
percent of the minimum rate of basic pay payable for
GS-15 of the General Schedule or greater than the maximum
rate of basic pay established for the SES under 5 U.S.C.
§5382 (reference (e)).   The appointing official may
adjust pay at the same time and to the same extent as
the annual cost of living increase for senior level
positions in the Department of Defense.   Pay for the
DISL System will consist of six ranges, each having
a minimum and maximum dollar amount.   The minimum for
each range will exceed the next lower corresponding
DISES level by $1.   The maximum for each range will
be equivalent to the corresponding existing DISES pay
level.  (Example:  If DISES Level 1 is $116,500 and
Level 2 is $122,000, the DISL Level 1 range is $116,501
- $122,000).   Pay may be set at any dollar amount within
the range.

E15.3.7.2.  When the appointing official establishes
initial pay rates or adjusts existing pay rates, he
or she shall decide individual pay-setting based on
a management assessment of the level of responsibility
of the position, the qualifications of the appointee,
availability of other qualified personnel, and geographic
and organizational location.   The General Counsel,
Department of Defense/Director, DLSA, shall coordinate
on the recommended rate of basic pay for each DLSA DISL
position.

E15.3.7.3.  Initial pay level adjustment must be after
completing 12 months at a previous lower level.   However,
once in any 12-month period, the appointing official
may increase a DISL member's rate of basic pay to any
higher rate of schedule, based on the DISL member's
performance and the supervisory chain-of-command endorsement.

E15.3.7.4.  The appointing official may reduce a DISL
member's rate of basic pay according to OSD/WHS Component
procedures, subject to the approval of the General Counsel,
Department of Defense/Director, DLSA, for personnel
in DLSA positions (reference (r)).

E15.3.7.5.  The aggregate amount paid to a DISL member
during any calendar year (e.g., rate of basic pay, performance
awards, or other awards) may not exceed the annual pay
rate for Level I positions of that year's Executive
Schedule.   Any excess pay carries over as a lump sum
at the beginning of the next calendar year and shall
be applied toward the Level I limitation (5 U.S.C. 5307
(reference (e))).

E15.3.7.6.  When DISL members are involuntarily separated
from the Federal service, not involving reasons for
cause, they shall be eligible for severance pay consistent
with 5 U.S.C. 5595(a)(2)(i) (reference (e)).

E15.3.7.7.  A member of the SES, or equivalent, permanently
appointed to a DISL position, shall retain all accumulated
annual leave.   Any annual leave exceeding 240 hours
remains to the DISL member's credit.   Subsequently,
if a DISL member uses more annual leave than they earned
in a leave year and it is greater than 240 hours then
the reduced balance carries forward.

E15.3.8.  Workforce Reshaping 

E15.3.8.1.  The Director, P&S, shall conduct a RIF and
AIF consistent with reference (h).

E15.3.8.2.  The General Counsel/Department of Defense/Director,
DLSA, shall in consultation with ASD(C3I), conduct RIF
and AIF for DLSA DISL members.

E15.3.9.  Adverse Actions 

E15.3.9.1.  The approving official may take action against
DISL members for removal or suspension for more than
14 days according to 5 U.S.C. 7513 (reference (d)) and
DoD Intelligence Component procedures.   The exception
is that non-preference eligible members may not appeal
an action to the Merit Systems Protection Board.

E15.3.9.2.  Adverse Actions taken against DISL members
covered by reference (c) are conducted under procedures
established by the General Counsel, Department of Defense/Director
DLSA, consistent with applicable provisions of reference
(d).