DEPARTMENT OF THE ARMY UNITED STATES ARMY INTELLIGENCE AND SECURITY COMMAND 8825 BEULAH STREET FORT BELVOIR, VIRGINIA 22060-5246 07 SEFTEMBEL. 2002 MEMORANDUM FOR SEE DISTRIBUTION SUBJECT: Performance Management Compliance 1. References: a. AR 623-3, Evaluation Reporting System, 15 May 06. b. DA Pam 623-3, Evaluation Reporting System, 15 May 06. c. AR 690-400, Chapter 4302, Total Army Personnel Evaluation System, 16 Oct 98. d. Memorandum, Headquarters, US Army Intelligence and Security Command, Subject: Performance Management (Military/Civilian), dated 4 Jan 07. (Encl 1) 2. In accordance with the guidance in reference 1d, performance management must be a command priority. All supervisors in this command will ensure that they are familiar with and conduct performance counseling and evaluations in accordance with the requirements contained in the references above. 3. Not later than 21 September 2007, all personnel, military or DA Civilian, assigned to each MSC/SRA who serve as a senior rater will accomplish the followin: a. Provide a copy of their approved support form (DA Form 67-9-1, DA From 2166-6-1 or DA Form 7222-1) to all personnel for whom they have supervisory responsibility. The support form will comply with the references in paragraph 1 and will specifically include the objectives contained in paragraph 4 of reference 1d.TAPE SUBJECT: Performance Management Compliance b. Establish a written plan detailing how they will ensure that all their military and DA Civilian personnel have valid performance management plans in place and that the rater and senior rater have conducted appropriate face-to-face counseling not later than 12 October 2007. The written plan will include a “by name” list of all personnel and the date upon which face-to- face counseling will occur. c. Identify those DA Civilian personnel whose rating period ends on 31 October 2007 and verify that those individuals have valid support forms and will have been performing under approved performance plans for at least 120 days as of 31 October 2007 (1) The senior rater plan referenced in paragraph 2b above will address the milestones which the supervisor has implemented to ensure that all evaluations for the rating period ending on 31 October 2007 are completed and submitted to the servicing personnel office not later than 30 November 2007 (2) If the senior rater determines that a DA Civilian employee will not meet the 120 day requirement, the senior rater will contact Ms. Mary Sebero, INSCOM G-1, to discuss the appropriate remedial mechanisms available IAW reference 1c above. Remedial actions will be included in the senior rater’s written plan and approved in writing by the MSC/SRA Commander. If the MSC/SRA Commander is the senior rater, then the Chief of Staff will be the approval authority for the plan 4. Beginning the week of 24 September 2007, MSC/SRA Commanders will randomly review the plans referenced in paragraph 3b to ensure compliance. Effective 1 October 2007, HO INSCOM will implement a comprehensive inspection program designed to ensure full compliance with the requirements contained in the references above. All MSC/SRA commanders will ensure that the inspection of performance management records is included in their respective command’s inspection programTAPE SUBJECT: Performance Management Compliance 5. The INSCOM point of contact for civilian performance ratings is Ms. Mary T. Sebero, DSN 328-4649, COML (703) 428-4649, or email mary.sebero@mi.army.mil. The INSCOM point of contact for military performance ratings is Ms. Loretta Boulden, DSN 328- 4664, COML (703) 428-4664, or email loretta.boulden@mi.army.mi. 2 Encls 1. Perf. Mgt Memo, dated 4 Jan 07 Commanding 2. DA Form 67-9-1, MG John DeFreitas DISTRIBUTION: MSC/SRA CommandersDEPARTMENT OF THE ARMY UNITED STATES ARMY INTELLIGENCE AND SECURITY COMMAND 12808 BELLAM STREET FORT BELVOIR, VAGINA 220605246 TAPE Of Taney 2008 MEMORANDUM FOR SEE DISTRIBUTION SUBJECT: Performance Management (Military/Civilian) 1. References: @. AR 623-3, Evaluation Reporting System, 15 May 06. b. DA Pam 623-3, Evaluation Reporting System, 15 May 06 cc. AR 690-400, Chapter 4302, Total Army Personnel Evaluation System, 16 Oct 98 2. Mission accomplishment begins with ensuring that everyone understands the command's strategic goals and works toward common objectives. As leaders, each of us has an affirmative responsibility to effectively communicate organizational objectives to our subordinates and to focus everyone's efforts so that their time and energy contributes to the overall effectiveness of this command. 3. Bffective and disciplined performance management is the most critical tool to ensuring that all members of this command, military and civilian, are moving in the same direction Performance management requires clear communication of both goals and expectations. It includes planning, developing, monitoring, rating, and rewarding employee contributions. Central to this process is the rater’s responsibility for: * Communicating organizational goals, priorities, and rating chains, to ratees; * Working with ratees to establish written performance objectives that are aligned with and contribute to organizational priorities. Performance objectives must be specific, measurable, realistic, and timely. They mst also establish professional development goals and plans;TAPE SUBJECT: Performance Management (Military/Civilian) + Ensuring performance objectives are established, documented ang approved (i.e., initialed and dated by the ratee, rater, and senior rater) NLT 30 days from the beginning of each rating cycle; + Conducting and documenting formal performance counseling at the beginning and midpoint of each rating period (or any time the need arises); and * Preparing timely written appraisals of subordinate personnel performance 4. As enclosures to this memorandum, I have included my OER Support Form and the Chief of Staff's approved performance objectives. The command priorities for fiscal year 2007 are located on the SIPRNET at the following website: www.portel.inscom.army.smil.mil/g3/ppr/default aspx. when developing and reviewing performance plans, supervisors should use each of these documents as tools to ensure their performance plans contribute to mission accomplishment. Additionally, all Support Forms for military and civilian supervisors will include (or be modified to include) the following performance objectives *® Ensures Support Forms for all subordinate personnel are established and approved NLT 30 days from the beginning of each rating cycle. © Documents at least two performance counseling sessions for all subordinate personnel (i.e., initial, midpoint, and/or quarterly as appropriate) * Ensures Performance Ratings for all subordinate personnel are finalized NOT 30 days from the end of each rating cycle,TAPE SUBJECT: Performance Management (Military/Civilian) 5. Performance plans are not static documents, as missions and priorities change, supervisors and subordinate personnel should re-evaluate existing plans to ensure that they adequately reflect conmand priorities and personnel contributions 6. Effective performance management cannot be achieved without the timely support and cooperation of all supervisors and subordinate personnel. It is imperative that everyone understands our values and expectations and works together to Gevelop and mentor our work force. 7, In an effort to ensure the command’s performance management program is on the right track, all senior system Civilian Evaluation Report Support Forms (DA Form 7222-1), DA Forms 67-9- 1 (Officer), and DA Forms 2166-6-1 (NCO) for personnel rated or senior rated by the Chief of Staff and/or the Conmanding General must be forwarded to the Command Group NLT 9 Feb 07. 8. The INSCoM point of contact for civilian performance ratings is Ms. Mary T. Sebero, DSN 328-4649, COmL (703) 428-4649, or email mary.sebero@ni.army.nil. The INSCOM point of contact for military performance ratings is Ms. Loretta Boulden, DSN 328- 4664, COM, (703) 428-4664, or email loretta.bouldentmi army.mil. Encls x as jor (Gene¥al, USA Commanding DISTRIBUTION: MSC Commanders SRA Commanders Beads, Staff Elements‘HFCER EVALUATION REPORT SUPPORT FORM — TA Te ores BeTREATEN haar we Fa ‘a | co [DEFRESTAS, JOHN, Itt MG _|US Army Intligence & Securty Command 7 2 A ETON Te nan [rosion ura | KIMMONS, JOHN F. tre_|pese2 aaane RAE a esTon Tae Ta ea = sera | CODY, RICHARD A. GEN_|VESA. "aT NTT Ee {con es ATO FE TO ASTER pena OTe eam ass rae omer exe oo mast SO Tiea BB wa tetera frees ta ‘oe Fenoarar anon uowur error NER: so entries A ric ——— Te OA ae pas Commanding Ceaeal ——— [ean ORT —| (Commander of the US Army Intelligence and Security Command, comprising 14 Colonel level |echelon-above-Corps commants at Over 180 locations worldwide. Provides operational intelligence, information |operations, force protection and security support to Theater Army Commanders, Joint & Combined ‘Task Forces, and tactical units. Provides Army intelligence support for National Intelligence production effort; leverages NSA, DIA, CIA, NGA, FI and other national agencies in support of ground force operations. Serves as Service| Cryptologic Element om all ssues pertaining to NSA Siguals Intaligence support, Manages so aster budget of approximately $1.1B; ensures internal controls are applied IAW regulatory guidance. }o Provide continuous and responsive, full spectrum intelligence support for Army and joint forces deployed or /engaged in OIF/OEF/Global War on Terrorism and contingency operations worldwide: }o Provide dedicated intelligence support to Theater CDRs through ASCC. ‘Transform MT Bdes. }¢ Lead Army and Joint intelligence efforts to achieve integration of all-source intelligence through Information Dominance Center (IDC) fusion nodes worldwide; enhance warning, targeting, collection and situational awareness to tactical forces. ‘0 Expand Army HUMINT and Counterintelligence capabilites to better support global operations with implementation and expansion of G2X. 0 As Service Cryptologic Element, provide dedicated support to DIRNSA and fully leverage NSA resources to improve support to ground forces. o Integrate Aerial Exploitation Battalions (AEBs) into INSCOM structure. Baseline systems to provide interoperability Cr Provide aggtssive support to Force Protection and Technology Protect efforts; provide effective oversight of sensitive activities. © Implement FOUNDRY program in accordance with DCS, G-2 guidance, © Sustain PANTHEON project. Focus effort to provide technologies that significantly improve intelligence operations }o Manage and direct the Army's $1B worldwide Army Linguist Contract. © Buitd tough, cohesive, self-confident intelligence teams which integrate Army Values into everything they do. © Continue spiral development rapid technology prototyping and rapid fielding of evolving ISR and related capabilities. }0 Perform other duties as assigned, DAFORM B71, 007 7 aT a ETT mone[Department of Defense Executive Performance Appraisal Forts | Part A Performance Plan Thuwabeate 7 Raia — oe 1 Pa a tise 205,08 Army Intgase Lance, Darell G. Chief of Staff and Security Command | ia = Eapnctey Shana | Sede wae, 7D Tem LTD Eoueny Scoymmaotpryamds) | tee | pen ite oes Peomanes GR nd Regains Sa Pape P's Sea) cae atari ate ee een ioe iota eae Cae a ae ae Lanse Da 2 Sop txt i Sess Ruy OFT —— 198 Rye as TRE OG a LTT — 23 ut MG DeFreitas, Joho I LBipo 06 trap erd ee 1 % | Date (yyyymméd), Execuive;____ Rating Official Oa Syn) ——— Bec fun a Dest Os a rl Senne ie le tga "at Suma ang 1 on ns 112 Rcoometd Sebe TS [ta Spa ingot owe yan |i. Sta Senne era ——— BS Pad aie coon gpa Sin tes eaters te tatnapanrann Set sniu geet = Sepeenea si eremee a Da Signature of Exscuve [ie Bei Te Higher el eview Excoue sas ‘Bae Request Submiad Ceci des i xc’ oun forabgheve rv nT wads afer of he nil Saray RR) [ Bare «Performance Review Board Recommendations sc Performance Review Board Recommendations 00] | 13a, Pefomance Racing. 18, Parormance Sone 1. Peformance Shares l [Fare F- Authoring Oficial ~ Performance Sen, Pay Tarenss and Performance Doma Tea Peformance TUB Bashy | 1¢e 14, Adjatmnt a Toul Pajoat Soore Sars | Increase Performance Bonus: | Basie Pay Insease:§ {ec — s s | Psrormance Bonus: THE” Sigaiae af Radaing Oficial Troe oR Page‘Department of Defense Executive Performance Appraisal | Part B Section I~ Performance Elemens, Performance Reqalremis abd Prliinary Score nied to Ove Page | (You may use and auch blank sheet of paper to thi form if you cuneate Performance Elements and Requremsus on this ate, you choose use a bank sheet of paper, plese ene, "See Atacha”at he op ofthis form. To he maximum oxet _otsble, yu sen use one page o write Peformance Elerears and Requiemets) Performance Flemens and Requirements 1. __Leadership/Supervision 30% _Weight 8 Develop and direc an 800-person Direct Reporting Unit (DRU) staff to ensure adherence to established policies, accomplishment of standards and synchronization of complex intelligence operations in support to Theater ‘Conibatant Commanders trough INSCOM’s assigned Intelligence Brigades; tothe DIRNSA asthe Service (Cryptologic Element; and tothe US Army through INSCOM'S special purpose brigades and groups. Measure staff performance through 360 degree feedback. INSCOM Priority Number 1.2) Foster INSCOM's leadership role in Army intelligence operations with special emphasis on evolving the IDC into & Battle Command Training Platform (by Jul 07); building the Joint Interrogation and Debceting unisDetetion (Operations Training Range (by Sep 07; establishing the DCGS-A platforms in the TIGATIBS (by Aug U3): and implementing the FOUNDRY program {AW DA G-2 guidance (by Mar 07) (UP 67.10.11) ‘= Ensue a seamless transition from MACOM to DRU by working closely with DA G-2 staf. UP 1.489) 4. Establish review councils (by Feb 07) co ensure all employee performance plans are aligned with ‘organizational gosls and they are epprased against clear, measurable standards of performance. (NIS) ¢. Ensure equal employment oppornnity and affirmative scton results te achieved by reducing the numberof validateg EEO complaints within the headquarters while increasing the diversity of the workforce, (E04) | 2. contibtion o Mision Accomplishment 50% Weigh | & twethe 1 Major Suborine Commands of INSCOM are rope mans, coped in eso | te sted missions. Contiuously montr sats an be proace oeasueno MSC goes oll Rees ay tae Prac pci cps on uns deployed ad deploying in sappr of OBOE. (P 15) |b Foal Long Range Pemig (by De 6) n¢ pate INSCOM' Sire Ban by May 07) insppet ot | te Army's Gane Plan andthe Naina Inlience Seay, (P12) | er" Enbrace he Pesiden’s Maagenent Objecve Agent of Dec 02 effevly meoge the Command's |sscates and improve perorzance by eect the commas anal 1.38 bug wa 9998 biatan, wale | maintaining excellent stewardship (by Sep 07). Realign military and civilian personnel positions to support DA G-2 | snd Commanding Gene's riares wil decesing te nunber of ove postions (by Jul 7) EMOAY | 4: improve conutand manageronovrsigit nd yahrnzaon of ipa ul rces en sees | ssugh ato ofan Ovenight and Complians Cone oy Ox 6, tee te SEC Army cecal Con ‘Aeauision Review Bours proces by FeO eeate a Commend Mets Pan (y JO) an nttonaie he ExanSixSiame progam inte badges (@) Sep 07, Pas) Customer Care 20% Weight ‘4 Provice uninterrupted contact linguist support to Commands worldwide by managing te $3B Linguist contrat and successfully awarding a new compestive enact (by Dec 06). i. Acract, retain, and develop the headquarters workforce trough mare focused taining opportunities; decrease (by 10 percent the amount of time required to hice new civilians; and maintain the average command fill ae for civilians above 94 percent. QP 1,2) ‘. Develop and institute an effective stakeholder engagement strategy asthe command pioneets the spiel evelopment of technical advances in intelligence systems, processes and capabilities. Ensure 40 percem of managers ‘are waned in program management silo fellate stakeholder interaction. (TPS) Preliminary Performance Soore Page 2GS FFICER EVALUATION FOR UPRIGIAL USE UNMET (UYU) ‘OFFICER EVALUATION REPORT SUPPORT FORM SEE SUNOV AGT STATEMENT IN For une fs fo, ree AR 8233 te prepoent apeeys BCS, vache TART I_ RATED OFFICER IDENTIROATION NAME OF RATED OFFICER (an FE 38h TRAN [DATE OF RANK (77FYWOO) — [BRANCH | REDE DEFREITAS, JOHN. MG_| 20060203 Iso 08 UNIT, ORG,, STATION ZIP CODE OR APO, MAJOR COMMAND | STATUSTOSE |FROMDATE [UIC [oNDCODE | PSB CODE US Amy Imelligence & Security Cmd |WOOYAA As MDI2 PARTI. AUTHENTICATION WE OF RATER TH FT 7 ET POSTION— KIMMONS, JOHN F. _ nrc _|pcsc2 Se DETER Ea RTH = [POSTION OE OF ENON RATER TGR FEAT om FX — | POSTION CODY, RICHARD A. jGeN__[vcsa. ‘PART Il VERIFOATION OF FAGE-TO-FAGE DISCUSSION ‘WiNOATORY EATER RATED OFFICER RITA FAGE-TO FACE COUNSELING ON DUTIES, REGPONBMLTICS AD PERFORMJDNCE OBJECTIVES FOR TE "CURRENT RATING PERIOD TOOK PLACE|ON tone) Rate Soe’ Tata Soft PERIODIC RATER RATED OFFICER FOLLOW LP FAGETO FACE COUNSELNGS: aes ——— ier ie le ite ———— Son Rat ts —— aes Gls ines ater ls PARTIV «RATED OFFICER (Copies Pa 355 Pa V bow es eg prod PRNGPALOUTYTME Commanding General POSTION AOC BR OOBOD i STATE OUR SGHFICANT OUTIES AND REEPONSLTIES Commander of the US Army Intelligence and Security Commend, comprising 14 Colonel level echelon-above-Corps lcommands stationed or deployed worldwide. Provides operational intelligence, information operations, force [protection and security support to Theater Army Commanders, Joint & Combined Task Forces, and tactical units. [Provides Army intelligence support for National Intelligence production effort; leverages NSA, DIA, CIA, NGA, FBI land other national agencies in support of ground force operations. Serves as Service Cryptologic Element on all issues pertaining to NSA Signals Intelligence support. Manages an annual budget of approximately $1.1B; ensures internal controls are applied IAW regulatory guidance. FC NGETE YOUR UAIOR PERFORMANCE OBIECTNES |. Provide continuous full spectrum intelligence support for Army forces deployed or engaged in OIF/OEF, GWOT and lother contingency operations. - Provide dedicated intelligence support to Theater Commanders through ASC. - Provide global Counterintelligence, Counter-espionage, and technology protection operations. Expand Cl focus from Foreign Intelligence Service threats to include terrorism and other non-traditional threats to our forces. - As Army Cryptologic Chief, fully leverage NSA to provide support to Army operations. . Build a computer network operation capability within INSCOM, - Consolidate all Acrial Exploitation Battalions (AEBs) under INSCOM, rapidly baseline ISR and aviation systems, land support global operations. Implement program to sustain individual and collective intelligence skills. Ensure that the training program supports rapid technology insertion. (Project FOUNDRY) - Build, train and deploy the Army's only interrogation battalion. - Manage the DoD linguist contract to provide linguists for Iraq, Afghanistan, Guantanamo, and training centers. - Continue spiral development, rapid technology prototyping and rapid fielding of evolving ISR and related capabilities. - Conduct technical analysis of enemy ground and irregular threat weapon systems and TTPs, Assist Army material developers develop countermeasures to enemy systems. - Manage the Army's TROJAN program. Provide critical classified communications capability to Army forces. -Manage the Army's security clearance adjudication program through Central Clearance Facility. Achieve lcongressionally mandated standards for processing clearance adjudications. SEE CONTINUATION SHEET DA FORM 67-0-1, MAR 2006 ‘a OUS EOTION Ae OBSOLETE EE EnxcQosue ZPART IV b. PERFORMANCE OBJECTIVES CONTINUED MG JOHN DEFREITAS, III Manage the Ammy’s security clearance adjudication program through Central Clearance Facility. Achieve congressionally mandated standards for processing clearance adjudications. Position INSCOM for future operations by building a solid foundation of effective fiscal management, contract management, physical infrastructure, and establish an enterprise approach to information technologies. Build tough, capable, and confident teams for world wide missions, Ensure Army ‘Values, safety, intelligence oversight and management controls are integrated into all training and operations.