DEPARTMENT OF THE ARMY

UNITED STATES ARMY INTELLIGENCE AND SECURITY COMMAND 8825 BEULAH STREET

FORT BELVOIR, VIRGINIA 22060·5246

IAPE

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 following:

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 Id.

IAPE

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 nameN list of all personnel and the date upon which face-toface 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 lAW reference Ie 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, HQ 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 corrunand's inspection program.

2

IAPE

SUBJECT: Performance Management Compliance

5. The INseOM point of contact for civilian performance ratings is Ms. Mary T. Sebero, DSN 328-4649, eOML (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.mil.

2 Encls

1. Perf. Mgt Memo, dated 4 Jan 07

2. DA Form 67-9-1, MG John DeFreitas

DISTRIBUTION:

MSe/SRA Commanders

3

DEPARTMENT OF THE ARMY

UNITED STATES ARMY INTELLIGENCE AND SECURITY COMMAND 8825 BeULAH STREET

FOAT BELVOIR, VIRGINIA 22060-5245

IAPE

SUBJECT: Performance Management(Military/Civilian)

MEMORANDUM FOR SEE DISTRIBUTION

1. References:

a. A4~ 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.

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. Effective and disciplined performance management is the most critical tool to ensuring that all members of this command, military and civilian, are mov-ing 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 spec i f Lc , measurable, realistic, and timely. They must also establish professional development goals and plans;

rAPE

SUBJECT: Performance Management (Military/Civilian)

• Ensuring performance objectives are established, documented and 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 needarises)i 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.2ortal.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 NLT 30 days from the end of each rating cycle.

2

IAPE

SUBJECT: Performanc.e Management (Military/Civilian)

5. Performance plans are not static. docu.rnents, as missions and priorities change, sUpervisors and subordinate personnel should re-evaluate existing plans to ensure that they adequately reflect command priorities and personnel contributions.

6. Effective performance management cannot be athieved 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 develop and mentor our work force.

7. In an effort to ensure the comtnand's performance management program is on the right track, all Senior System Civilian Evaluation Report Support Fo.rtnS (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 Commanding General must be forwarded to the Command Group NLT 9 Feb 07.

8. The INseOM 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 INseOM point of contact for military performance ratings is Ms. Loretta Boulden, DSN 328- 4664, COML (703) 428-4664, or email loretta.boulden@mi.arrny.mil.

Encls as

DISTRIBUTION:

MSC Commanders SRA Commanders

Heads, Staff Elements

3

OFFICER EVALUATION REPORT SUPPORT FORM
I't,,,,,,of 'Iio.fono. ",M823-1115,1IIo __ ilOIlCSFER
_Printy.lc!$D_ .. __ C~f1tit''''
PAn I· RATED OFlIClllIDENTIFICATION
~A"'!: OHATm OFFICER (las, Fim. Mil I RAliK ORGANIZATION
DEFREITAS, JOHN, III MG US Army Intelligence & Security Command
PARTn. - VOUllBAIlNG ~HA11rI 'mR THE I'VUUArIDN PERIOD IS:
NAME RANK POSITIOli
RATER KIMMONS, JOHN F. LTG DeS 0-2
INTfI!MflllUE NAME RANK POSITION
RATER
NAME RANK POSITION
SENI08 RATEI\ CODY, RICHARD A_ GEN VCSA
'ART IU· VERIFICATION Of fACH1J.FAtE DISCUSSION
_""' b"" ",mOF'" """ ""1"'" ",''PO .. , .... ""'m"JTI." .... ~ .. ""
~IlllIlENT RATING PERIOD TOOK PUCEDN , JWIl Ob ro.t.) Ralfll Oft .... hoilieJ;s r RaW 1 .. 601, Sonior Hili! InilieJ;s ---
IRtviol'l)
I'l'RIODlt RAm I RATED omceR fOIlOW·UP fAce·TD fm CQUNSRJNIlS
D,!!;, Rond OlfiC!lln~iaIs HaWlnitialS Sonior Raw I.iti~ ---
lRI.iew) ---
---
PlAT IV - RAnD OFFI~.E~ I~~ "'oJr_I""himrOv~
PfII~CIPAW1TnITLE Commanding General -- I PDSlTICIHOC JaR OOB 00
.I. STATE rOtm SlGNlRCAMT DUmlS liND 8ESPC.IffiIBI.JT1ES
Commander of the US Army Intelligence and Security Command, comprising 14 Colonel level
echelon-above-Corps commands 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, FBI and 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.IB; ensures internal controls are applied lAW regulatory guidance.
b. lOOlCl IE YOUR MAJOR rERFGIOMAM:< QeJfCTNfI
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 CORs through ASCC. Transform MI Bdes.
o 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.
o Expand Army HUMINT and Counterintelligence capabilities to better support global operations with
implementation and expansion of G2X.
o 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.
o Provide aggressive support to Force Protection and Technology Protect efforts; provide effective oversight of
sensitive activities.
o Implement FOUNDRY program in accordance with DeS, G-2 guidance.
o Sustain PANTHEON project. Focus effort to provide technologies that significantly improve intelligence
operations.
o Manage and direct the Army's $lB worldwide Army Linguist Contract.
o Build tough, cohesive, self-confident intelligence teams which integrate Army Values into everything they do.
a Continue spiral development, rapid technology prototyping and rapid fielding of evolving ISR and related
capabilities _
o Perform other duties as assigned. DA FORM 67-9·1, OCT 97

lISAPA~I,Ol

Department of Defense
Executive Performance Apllraisal Fonn
Part A - Performance Plan
!. Name of Executive 2. Position Title 3. Organization 4. Pay Pool Manager I
(Last, First, MIl
HQS, us Army Intelligence
Lance, Darell G. Chief of Staff and Security Command
5. Rating Period Dates: 6. Performance Type 7. Appointment Type:
BeginningjEnding -X Annual SES: Career. Noncareer, LTD Term, LTD Emergency
(yyyymmdd)/(yyyymmdd) - Interim
2006100 1120070930 DISES - Career
Part B 1- Performance Elements and Requirements (See Page 2, Part B, Section 1.)
'I'M tiglWllfCS below aelmowloldge joint devcl~ wi undw"",d~ oith~ Porforman<e El=1S and Pcrf~ Require""", is,
g.~:;~ct a.b. Typed Name of Executive (Last, First. Ml) 8.c. Date
- Lance. Daretl G. ZS~~{,
?a .. Sls_nature of Rating Official 9.b. Typed Name of Rating Official (Last, First, MI) 9.c. Date I
~'~G-' MG DeFreitas. John m ~5.dJ 06
i PartB'I] - ~D-Goll(gFeedback i
I J O(eCordb! performance teed back within the fating period: I
I . ____ Executive: Rating Ofticial _

____ Executive: Rating Official _

II.h. Recommended Performance Score: _

1 I.aInnial SUI11!IlU')' Rating: _

J J .c, Recommended Number oi Shares _

I J.d. Signature, Rating Offidal --,---------

Date (yyyymmdd) _

I ll.e. Signature, Second-Level Reviewer (if required) . Date (yyyymmdd) I
Part D - Executive Acknowledgement of Appraisal !
Si~ure ad,"o",loog<>< ~aI me executive is .~ ohnd ....... provided. copy of Ill;' ",.luruiQl). !
lt does no' oonstitute agrcem.nt or cU sa ~t with the evallUtion.
j 2.a. Signature of Executive 1 J2.b. Date (yyyyrnmdd)
12.(;. __ Higher-level review Executive 's Initials Dare Request Submitted ,
(Check indicates the executive's request for a higher·level review within 7 workdays after receipt oithe Initial Summary Rating.)
Part E - Performance Review Board RecommlllJdatious
113 .a. Performance Rating ___ B.b. Performance Score ___ J 3.c. Performance Shares __
: Pan F • A uthorizina Official - Performance Score Pa Increases and Performance Bonus
J 4.a. Performance l4.b. Basic Pay J4.c, 14.d. Adjustment in Total Payout:
Score Shares Increase: Performance Bonus: Basic Pay Increase: s
-- -- s s Performance Bonus; $

: ! 4 . e, Sienature of Authoririnf! Official 14,f, Date (yyyymmdd)
I - ~ Page I Department of Defense

Executive Performance Appraisal

Part B Section 1- Performance Elemeats, Performance Requirements and Preliminary Score Limited to One Page

(You may use and artach a blank sheer of paper to this form if you cannot fit the Performance Elements and Requiremems on this page, If you choose 10 use a blank sheet of paper. please enter. "See Attached" at the top of this form. To the maximum extent

~sible, you are to use one palle 10 write Performance Elements and ReQUirementS.)

Performance Elements and Requirements

1. __ Leadership/Supervision 30% Weight

a. Develop and direct an SaO-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 Combatant Commanders through INSCOM's assigned Intelligence Brigades; to the DIRNSA as the Service Cryptologic Element; and to the US Army through INSCOM's special purpose brigades and groups. Measure staff performance through 360 degree feedback. (INSCOM Priority Number 1,2)

h. Foster INSCOM's leadership role in Army intelligence operations with special emphasis on evolving the IDC into a Battle Command Training Platform (by Jul 07); building the Joint Interrogation and Debriefing units/Detention Operations Training Range (by Sep 07); establishing the DCGS·A platforms in the TIOs/TIEs (by Aug 07); and implementing the FOUNDRY program lAW DA 0·2 guidance (by Mar 0'7). (IP 6,7,10,11)

c. Ensure a seamless transition from MACOM to DRU by working closely with DA G-2 staff. (1I'1,4,8,9)

d. Establish review councils (by Feb 07) to ensure all employee performance plans are aligned with organizational goals and they are appraised against clear, measurable standards of performance, (NIS)

e. Ensure equal employment opportunity and affirmative action results are achieved by reducing the number of validated EEO complaints within the headquarters while increasing the diversity of the workforce. (£04)

2. __ Contribution to Mission Accomplishment 50% Weight

a. Ensure the 14 Major Subordinate Commands of INS COM are properly manned. equipped and funded to fulfill their Slated missions. Continuously monitor status and be proactive to ensure no MSC goes overall "Red" at any time. Place special emphasis on units deployed and deploying in support of IOF/OEF, (IP 1,3,4)

b. Formalize Long Range Planning (by Dec 06) and update INSCOM's Strategic Plan (by May 07) in support of· the Army's Game Plan and the National Intelligence Strategy. (IF'1,2)

c. Embrace the President's Management Obj ective Agenda of Dec 02 to effecti vely manage the Command's resources and improve performance by executing the command's annual $1.5B budget within 99.9% obligation, while maintaining excellent stewardship (by Sep 07). Realign military and civilian personnel positions to support DA 0·2 and Commanding General's priorities while decreasing the number of overhire positions (by Jul 07). (PMOA)

d. Improve command management oversight and synchronization of significant staff processes and activities through creation of an Oversight and Compliance Council (by Oct 06); refine the SEC Army-directed Contract Acquisition Review Board process (by Feb 07); create a Command Metrics Plan (by Jul 07); and institutionalize the Lean Six Sigma program in the headquarters (by Sep 07). (IP 4,5,B)

3. __ Customer Care ..1Q2LWeight

a. Provide uninterrupted contract linguist support to Commands worldwide by managing the $3B Linguist contract and successfully awarding a new competitive contract (by Dec 06),

b. Attract, retain, and develop the headquarters workforce through more focused training opportunities; decrease (by 10 percent) the amount of time required to hire new civilians; and maintain the average command fill rate for civilians above 94 percent. (JP 1,2)

c. Develop and institute an effective stakeholder engagement strategy as the command pioneers the spiral development of technical advances in intelligence systems, processes and capabilities. Ensure 40 percent of managers are trained in program management skills to facilitate stakeholder interaction. (IP 5)

Preliminary Performance Score

Page 2

OFFICER EVALUATION REPORT SUPPORT FORM For use of this form, see AR 623-3: the proponent agency is DeS, G-1.

I rUI-< UH-lvIAL Ui:)t VIWL r (,"VI/V} SEE PRIVACY ACT STATEMENT IN AR 623-3.

_DATO", "'"'"' "',.., OF"CER ONIT'" "'CE· m-F'CE CO",SEU'G ON D::r~"'''s''' 'ER~FO CE OBJECThiES FOR THE

CURRENT RATING PERIOD TOOK PLACE ON (Dale) Rated SQldler Rater Initials r.l. Senior Raterlnitlals

~ (Review) _

, PERIODIC RATER f RATEO OFFICER FOLLOW-UP FACE-TO-FACE COUNSELINGS.

Dates Rated Soldier Initials Rater 100tiais Senior Rater Initials ---

(Revlew)

I

PART I. RATED OFFICER IDENTIFICATION

NAME OF RATED OFFICER (Last, First, MI) ISSN I RANK DATE OF RANK (YYYYMMDD) I ,BRANCH loESIGNATEDIPMOS

(WO) SPEClAUTlES

DEFREITAS, JOHN III_ MG 20060203 GO OOB

UNIT, ORG., STATION ZIP CODE OR APO, MAJOR COMMAND I STAt'US-C-O-O-E--+-FR-O-M-DA-T.:..E.:....:....:........,)r-'U..;",IC-----'--T IC-M-D--C-O .... O~E~I ... p-S-B-C-O-D. -E----I

us Army Intelligence & Security Cmd WOOY AA AS MD12

PART II - AUTHENTICATION

NAME OF INTER. RATER (Last, First, MI)

RANK

POSITION

NAME OF RA TcR (Last, First, MI) KIMMONS, JOHN F.

RANK LTG

POSITION DCS G·2

NAME OF SENIOR RATER (Last, First, MI) CODY, RICHARD A.

I SSN

RANK POSITION

IGEN VCSA

PART III - VeRIFICATION OF FACE·TO·FACE DISCUSSION

PART IV • RATED OFFICER (Completf! Part IV and Part V below for this rating period)

PRINCIPAL DUn'TITLE Commanding General I POSITION AOe I BR OOBOO

a. STATE YOUR SIGNIFICANT DUTIES AND RESPONSIBILITIES:

Commander of the US Army Intelligence and Security Command, comprising 14 Colonel level echelon-above-Corps commands 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 and other national agencies in support of ground force operations. Serves as Service Cryptologic Element on all issues pertaining to NSA Signals Intel I i genee support. Manages an annual budget of approximately $1.1 B; ensures internal controls are applied lAW regulatory guidance.

b. INDICATE YOUR MAJOR PERFORMANCE OBJECTIVES:

~ Provide continuous full spectrum intelligence support for Army forces deployed or engaged in OIF/OEF, aWOl and other contingency operations.

~ Provide dedicated intelligence support to Theater Commanders through ASCC.

- Provide global Counterintelligence, Counter-espionage, and technology protection operations, Expand CI focus from Foreign Intelligence Service threats to include terrorism and other non-traditional threats to our forces.

- As Anny Cryptologic Chief, fully leverage NSA to provide support to Army operations.

- Build a computer network operation capability within INSCOM.

- Consolidate all Aerial Exploitation Battalions (AEBs) under INSCOM, rapidly baseline ISR and aviation systems,

and 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 Anny material developers develop countermeasures to enemy systems.

- Manage the Army's TROJAN program. Provide critical classified communications capability to Army forces.

-Manage the Amy's security clearance adjudication program through Central Clearance Facility. Achieve

congressionally mandated standards for processing clearance adjudications.

SEE CONTINUATION SHEET

DA FORM 67-9-1, MAR 2006

PREVIOUS EDITIONS ARE OBSOLETE_

Page 1 of 2 APO PE v3.01ES

PART IV b. PERFORMANCE OBJECTIVES CONTINUED MG JOHN DEFREITAS, III

Manage the Army's security clearance adjudication program through Central Clearance Facility. Achieve congressionally mandated. standards for processing clearance adjudications.

Position INSeOM 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.

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