DOD-WIDE CIVILIAN CAREER PROGRAM FOR GENERAL INTELLIGENCE PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000400810003-1
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 94
• Document Creation Date: December 27, 2016
• Document Release Date: January 2, 2013
• Sequence Number: 3
• Publication Date: February 1, 1978
• Content Type: REPORT

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'
-P,
MANUAL
FEBRUARY 1978
DOD-WIDE
CIVILIAN CAREER
PROGRAM FOR
GENERAL INTELLIGENCE PERSONNEL
DOD 1430.1O-M-3
� OFFICE OF THE ASSISTANT SECRETARY OF DEFENSE
(MANPOWER, RESERVE AFFAIRS, AND LOGISTICS)
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DEPARTMENT OF DEFENSE
PUBLICATION SYSTEM
CHANGE TRANSMITTAL
OFFICE OF THE SECRETARY OF DEFENSE
Assistant Secretary of Defense
(Manpower, Installations, and
Logistics)
CHANGE 2
DoD 1430.10-M-3
PROGRAM MANUAL
16 JULY 1984
DoD-WIDE CIVILIAN CAREER PROGRAM FOR
GENERAL INTELLIGENCE PERSONNEL
The Deputy Assistant Secretary of Defense (Civilian Personnel Policy and Requirements), has au-
thorized the following changes to DoD 1430.10-M-3, "DoD-Wide Civilian Career Program for General
Intelligence Personnel," issued February 1978 (Change 1 was issued October 1, 1981):
This change is issued for the information and guidance of all DoD and Federal Research Division of
the Library of Congress general intelligence personnel.
The following pen and ink changes will be made:
Page 7
Page 9
Page 10
Page A-1
Page A-3
Page A-4
Page A-6
Page C-1.1
Page C-1.2
Page C-1.3
Page E-1.1
Page E-1.1
Page E-1.2
Paragraph XII.C, Line 4: Change "ACD" to read "OT-1."
Paragraph XIV, next to last line, Change "ACD" to read "OT-1."
Paragraph XVI.A, Line 7, Change "Office" to read "Division."
Paragraph XVI.C, Lines 4, 7, and 9, Change "Office" to read "Division."
Paragraph A.2, Line 1: Change "ASD(MRA&L)" to read ASD(MI&L)."
Paragraph E.2.c, Line 3: After the word "Appraisal" delete the word "Form" and
add "/Development Plan." After "DD Form 1917" delete "(Test)."
Paragraph F.2.c, Line 3: Change "Course" to read "Program" and "(Master's De-
gree Program)" to read "(MSSI)."
Line 4: Change "School" to read "College."
Paragraph I, Line 3 and Paragraph J, Line 5: Change "November 1976" to read
"March 1984."
Paragraph A, Line 3: After the word "Appraisal" delete the word "Form" and add
"/Development Plan." After "DD Form 1917" delete "(Test)."
Paragraph C, Last sentence: Delete.
Paragraph E.1.d(3): Change to read "Training Compendium for General ICDP
Personnel."
Add to Paragraph E.1.d: "(4) Rotational Assignment Compendium."
Paragrpah E.3.a. Lines 2 and 4: After "DD Form 1917" delete "(Test)."
Paragraph F.3, Line 1: After "DD Form 1917" delete "(Test)."
SENIOR LEVEL GS-13-14-15; MANDATORY, Item 1, Line 1: Change "Course" to
read "Program."
JOURNEYMAN GS-11-12, Item 2, Lines 1 and 2: Delete "Information Science for
Intelligence Functions."
ENTRY LEVEL, MANDATORY, Item 1, Line 2: "Analyst" is misspelled � delete
the "h."
WHEN PRESCRIBED ACTION HAS BEEN TAKEN. THIS TRANSMITTAL SHOULD BE FIELD WITH THE BASIC DOCUMENT
SD FORM 106-2
81 MAR
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Page E-2.1 Item 1, LOCATION: Change "School" to read "College" and "(DIS)" to read
"(DIC)." Throughout the remainder of Appendix E change "DIS" to read "DIC."
Page E-2.1 The asterisk footnote should be changed to read: "* These courses are programmed
sequentially and scheduled consecutively."
Page E-2.5 Item 1, COURSE, Line 2: Change "Course" to read "Program."
Page E-3.1 SENIOR LEVEL, GS-13-14-15, MANDATORY, Item 1, Line 1: Change "Course" to
read "Program."
Page E-3.1 JOURNEYMAN GS-11-12, Item 2, Lines 1 and 2: Delete "Information Science for
Intelligence Functions."
Page E-4.2 Delete Item 2.
COURSE, Item 6, Line 2: Change "Course" to read "Program."
Page E-4.4 COURSE, Item 1, Line 2: Change "Course" to read "Program."
Page F-1 Paragraph 2, Line 4: Change "(6 weeks)" to read "(4 weeks)," and change "School"
to read "College."
Paragraph 5, Line 2: Change "School" to read "College."
Changes to this manual include:
a. Revised appraisal and counseling form (DD Form 1917), Employee Career Appraisal/Develop-
ment Plan, is included in Appendix C.
b. The "Information Science for Intelligence Functions" course is no longer offered by the CIA Infor-
mation Science Center. This course is being deleted from the Training and Education Requirements
for the GS-0132 and Scientific and Technical (S&T) Intelligence Personnel.
c. The DoD Intelligence Career Development Program (ICDP) Office has been redesignated the DoD
Intelligence Career Development Program (ICDP) Division, Office of Training. This resulted in neces-
sary changes to office symbol references: References to ACD have been changed to OT-1.
d. The DoD-Wide Training Agreement is to be in effect until revised, superseded, or revoked in
accordance with DoD memorandum dated October 29, 1981.
e. A subparagraph was added to XII to include the Senior Executive Service (SES).
f. Civil Service Commission references were changed to Office of Personnel Management. Assistant
Secretary of Defense (Manpower, Reserve Affairs, and Logistics) (ASD(MRA&L)) references were
changed to Assistant Secretary of Defense (Manpower, Installations, and Logistics) (ASD(MI&L)).
The Defense Intelligence School references were changed to the Defense Intelligence College.
The reprinted sheets attached hereto will be inserted and the corresponding sheets removed. Revised
pages are indicated by change number and date.
Remove Insert
Pages 1 through 6
Page 11
Appendix C Contents page
Page C-2.1 through C-2.4
Pages E-2.3 and E-2.4
2
Pages 1 through 6.1
Page 11
Appendix C Contents page
Page C-2.1 through C-2.4
Pages E-2.3 and E-2.4
(
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Effective Date
This change 2 to DoD 1430.10-M-3 is effective immediately.
&
. J. WILLIF D, DIRECTOR
Correspondence and Directives
Attachments a/s
DISTRIBUTION: Distribution Statement � This publication is required for official use or for ad-
ministrative or operational purposes only. Distribution is limited to U.S. Gov-
ernment agencies. Other requests for this document must be referred to the
Defense Intelligence Agency, ATTN: OT-1, Washington, D.C. 20301.
DISTRIBUTION LIST � Part 2 to DoD 1430.10M3-TNG
3
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DEPARTMENT OF DEFENSE
PUBLICATION SYSTEM
CHANGE TRANSMITTAL
OFFICE OF THE SECRETARY OF DEFENSE
DEFENSE INITELUGENCE AGENCY
CHANGE 1
DOD 1411.111-M-3
PROGRAM MANUAL
October 1. 1311
DOD-WIDE CIVILIAN CAREER PROGRAM FOR
GENERAL INTELLIGENCE PERSONNEL
The Dwelt, Assiistamt Secrettaty of Defense Civilian Persommell Poollicy)) has autlimerizadl the fonoar-
Mg changes to DoD 1431111.110-141-3� -DoD-Wide Civilians Career Program flaw Gemara lattellignoce Per-
muting:" assailed February 197/8..
This Anne iis lissom!' for doe information and guidanoce off an Degoartamemt of Defense amid Federal
Research Dion of ttHoe Library of Congress ggemand bottenigesoce perassamet. Thais chlorine inchoodera
newiiseall statteenematt comocensing the Exceptiorms to the DNB Priarity Placement Pronsamo PPP)) and
twined trainimg and mincarian requirements for GS-41)132 and scientific amd ttechnicall intellfigesoce
asmatilystm; and Mk cloamogpas aure included to make changes in office antivenin= amok office symbol'
infinalled Defense Inatelthigence Agency iletter� 11/1-15.183/ACD� dated 31 Anima 197/9.. The mailed
Imes ams Mamma by the change nummlber 1 amid the effective date WI L 1011//1�
Ilas ffahlkawing pan and in& changes will be made:
!NW 3
!NW -17
Paw C-13
Page C-2..I
Pawagragok NTIC� Line IL:: alone -loostnnawatiom" to mod -Directive.-
Paragraph X11..C� Line 4: Clionne IftrItar" to '1ATIN: ACD).."
Panagrapho F.3,, Liime 2: Chains -1111119CASA" to nmmiull -the DoD ICDP
Sandi= IL Item 3: Change ""DISCASA" to read ""I D 1CDP Offfice.."
Chows tbm ttliiis anaravall McDade:
a. The MBINES4111/160)111 off the DODD haallitril Calmar Deswellognmonst Panama= tlICIDIN Divination to the
DeD liattelhismop Caesar Devedsposeet Pincgrase KIICDP1) Office. Moils au:sated in maternally dountss
to affixes anall 'strifes spared refferences: Reffansmces to -TOMAS Activity- halve beam diamond to
-Dan IICDP Mime" and netharosoces to ""RP" %awe ham dimmed to -ACD.."
h. Am exponalisall statement coneerming the Exceptiisms to the DoID Pffiraritty Pllacamarit Programa umi
Panagnagreii X111..D. Guidancecomeansing goallifficattiam anljnailicattimm doe gaining ougamarattasom as
ateallesh.
Aufitthittism and &autism off camases to the SI aster Training arra Futikuratilem Phan ter the GS-61132 Im-
teniqunce Amethysts and doe Scieuratific and Tatibeicall Ivitelnigence Amallystus. Commes arlidedl awe:
kart IIntbraitemor Caussa, Inateltiggence Amethyst Cousers, Joint bottenigence 3021auggsmaartt Carause� Ad-
vanced DIIAOLS/COMS� INAOLS/COINS far tetamargens� and Thrittanggance Canadian Maimups-
mint Comma Corommes alletatediata: Intenigamte Amethyst Ilnattunodkorttomy Costarse and Jena thattellibigemre
erikettattiorm COCUMBE.
%WEN BIESENCR2IBIE ID) .(111101% HIM* lifflir.44 ITAKIEW. INK IIIILVS614111111AIL N1110111110 tilt. WIIIII3D) MIME "MOE IDX0XCIPOIIEWIr
Sit WINNIN I1ODS2
611 MINIM
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The reprinted sheets attached hereto will be inserted and the corresponding sheets removed. Revis-
ed pages are indicated by change number and date.
REMOVE INSERT
Ay Pages 1 and 2
/ Pages 9 and 10
Pages A-1 and A-2
1 Pages E-1.1 through E-2.8
'1 Pages E-3.1 and E-3.2
V Pages E-4.1 through E-4.8
,/ Pages F-1 and F-2
EFFECTIVE DATE
This change 1 to DoD 1430.10-M-3 is effective immediately.
Attachments a/ s
Pages 1 through 2.1
k Pages 9 through 11
� Pages A-1 and A-2.1
^ Pages E-1.1 through E-2.7
,/ Pages 3.1 and E-3.2
^ Pages E-4.1 through E-4.6
Pages F-1 and F-2
. J. WILLIF4RD, DIRECTOR
Correspondence and Directives
Washington Headquarters Services
Department of Defense
DISTRIBUTION: Distribution Statement�This publication is required for official use or for ad-
ministrative or operational purposes only. Distribution is limited to U.S. Gov-
ernment agencies. Other requests for this document must be referred to the De-
fense Intelligence Agency, ATTN: ACD, Washington, D.C. 20301.
DISTRIBUTION LIST�Part 2 to DoD 1430.10M3-TNG
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DOD-WIDE
CIVILIAN CAREER
PROGRAM FOR
GENERAL INTELLIGENCE PERSONNEL
DOD 1430.10-M-3
OFFICE OF THE ASSISTANT SECRETARY OF DEFENSE
(MANPOWER, RESERVE AFFAIRS, AND LOGISTICS)
This manual supersedes DoD 1430.10-M-3, July 1973. *'s in
the margin indicate significant changes.
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ASSISTANT SECRETARY OF DEFENSE'.
WASHINGTON. I). C. 20301
FOREWORD
3 October 1977
The Presidential Memorandum of 5 November 1971 concerning the Organization and
Management of the U.S. Foreign Intelligence Community stressed the need for an
improved intelligence product and greater efficiency in the use of intelligence resources_
More specifically, it emphasized the need for a determined effort to upgrade analyst
personnel by providing "more rewarding careers for intelligence analysts."
Ensuing steps to implement the career development aspect of the Presidential
Memorandum resulted in the issuance of DoD Directive 5010.10 to formalize an
Intelligence Career Development Program. This Directive chartered the way toward
developing a professionally competent and highly motivated civilian intelligence work
force, and DoD Manual 1430.10-M-3. July 1973, established a DoD-Wide career
development program for general intelligence civilian personnel.
This revised Manual 1430.10-M-3 implements the appropriate sections of DoD Directive
5010.10 and includes program requirements, changes, and refinements which have been
established since the issuance of the original Manual in July 1973.
This Manual provides the framework for a career development program which has as
its goals more rewarding and satisfying careers for intelligence professionals, more efficient
use of these professionals, and, ultimately, an improved intelligence product.
.1c4in P. White
Assistant Secretary of Defense
(Manpower, Reserve Affairs, and
Logistics)
Gerald P. Dinneen
Assistant Secretary of Defense
(Communications, Command, Control,
and Intelligence)
,1044...14
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DOD-WIDE CIVILIAN CAREER PROGRAM FOR GENERAL INTELLIGENCE PERSONNEL
CONTENTS
I. General
II. Role of Civilian General Intellience Personnel
III. Objectives
Page
1
1
1
IV. Applicability
2
V. Scope
2
VI. Standards
2
VII. Responsibilities
2
VIII. Work Force Assessment
3
IX. Intake System
4
X. Career Appraisal, Counseling, and Performance
5
XI. Career Pattern
5
XII. Training and Development
6
XIII. Training Plan
7
XIV. Entry Level Development Plan
8
XV. Development Through Rotational Assignments
9
XVI. Special Program Procedures
9
XVII. Registration, Inventory, and Referral
10
XVIII. Amendments
10
XIX. Reporting Requirements
10
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APPENDICES
Appemdfix A - Intelligence Omer Dere anent Program (ICDP) Organization
B - Terms and Deffimittioms in Cancer Areas
C - Appraisal aumd Commie
D - Career Patton
E - Master Tnaiiniong amid Ealuucation Plan
F - Entry Level Trainee Program
G - Represcintatim List off SaLT taigamoe
Re Occunpattomoll Snits
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DoD-WIDE CIVILIAN CAREER PROGRAM
FOR GENERAL INTELLIGENCE PERSONNEL
L GENERAL
This manual issued pursuant to DoD Directive 1430.2� "'Assignment of Responsibility for Ci-
vilian Career Program,'" May 9, 1966, and DoD Directive 501010, "Intelligence Career
Development Program,'" dated August 9, 1972, establishes a DoD-Wide Civilian General Intel-
ligence Career Development Program thereafter referred to as the civilian ICDP) which shall
be administered in accordance with the policies, requirements, and procedures contained herein_
The procedures and requirements in this manual and appendices are supplemented by the Pro-
cedural Manual for the Defense Intelligence Special Career Automated System (DISCAS)� DoD
1430.10-M (Annex 3: General Intelligence), March 1984, operated by the Defense Intelligence
Agency (DIA) as an independent subsystem of the Automated Career Management Sys-
tem (ACMS).
IL ROLE OF CIVILIAN GENERAL INTELLIGENCE PERSONNEL
Civilian general intelligence personnel are those civilians engaged in the collection, processing,
analysis, production, and dissemination of intelligence information, or involved in the planning,
programming, and management of intelligence resources. Intelligence information is data-relat-
ed to one or more aspects of foreign countries or areas which is immediately or potentially signif-
icant to the development and execution of plans, policies, and operations. The term 'Intelligence
analyst" used throughout this manual is a short title description for personnel involved in
career areas defined in Appendix B..
III. OBJECTIVES
A.. The civilian ICDP is designed to improve the career development of DoD civilian general
intelligence personnel and thereby improve the DoD intelligence capability through aggres-
sively pursuing and obtaining the following objectives. All objectives must be accom-
plished in accordance with U.S_ Office of Personnel Management (OPM) and DoD policies
governing Equal Employment Opportunity (EEO) Program goals and concepts.
1. Insure timely, planned development on a long-range basis, effective motivation and ef-
ficient use of the required numbers and types of civilian intelligence personneL
2. Provide to all career civilian intelligence personnel opportunities for education, train-
ing, rotation, and promotion equal to other DoD civilian career personnel to meet the
needs of the community..
3. Insure that career intelligence personnel are carefully selected, provided opportunities
and incentives to increase their skills and broaden their experience, and are motivated
toward primary careers in one or more areas of intelligence.
4. Achieve an appropriate balance of skills and experience to insure an effective and
meaningful long-range career program and correct shortcomings such as restrictive
mobility. �
B. Emphasis will be placed on improving career development and advancement opportuni-
ties by:
1. Projecting and effecting planned work assignments that follow dear lines of progres-
sion to higher skill and grade levels and to successivay more responsible positions.
2. Integrating these work assignments with the DoD Component's Plan for Executive
Development as provided for by DoD Instruction 1430.8 and Federal Personnel Man-
ual Letter 412-1, "'Guidelines for Executive Development in the Federal Service."
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3. Affording the opportunity of cross-movement and promotion to positions in and
among DoD components requiring intelligence professionals. Cross-movement of in-
telligence personnel will be accomplished in accordance with the "U.S. DoD Special
Training Agreement; Delegation Agreement, June 13, 1980 and DoD Memorandum,
29 October 1981," (to be in effect until revised, superseded, or revoked).
4. Affording appropriate educational and training opportunities.
IV. APPLICABILITY
This manual applies to the Office of the Secretary of Defense, the Military Departments, the Or-
ganization of the Joint Chiefs of Staff (OJCS), the Unified and Specified Commands, and the
DIA, hereafter referred to collectively as DoD Components.
V. SCOPE
* The provisions of this manual apply to DoD civilian positions and employees, grades GS-05 and
above, that meet the criteria for the job series described below. Cryptologic personnel and those
enrolled in the National Security Agency (NSA) career system are excluded.
A. GS-0132 Intelligence Series positions which are concerned with advising, administering, su-
pervising, or performing work in the collection, processing, analysis, production, evalua-
tion, interpretation, dissemination, and estimation of intelligence information.
B. All scientific and technical positions engaged in targeting and/or the engineering, physical,
or technical sciences in an intelligence function, which are assigned to an organizational
component performing an intelligence function. A representative list of S&T-related occu-
pational series, which may be included in the civilian ICDP, is contained in Appendix G.
C. Professional positions: (1) which are assigned to an organizational component performing
an intelligence function; (2) in which a majority of the incumbent's time is spent advising,
administering, supervising or performing work in the collection, processing, analysis, pro-
duction, evaluation, interpretation, dissemination, and estimation of intelligence informa-
tion or in the planning, programming and management of intelligence resources; and (3)
when a requirement for staffing the position includes specialized experience in intelligence
work. (Entry level positions should be placed in the civilian ICDP if the full performance
level of that position requires specialized intelligence experience.) A representative list of
occupational series within which such positions might fall is listed in Appendix G under
"Intelligence Related Series."
D. Other positions related to the general intelligence function will be included as this program
develops and as appropriate.
E. The following criteria will be used as a guide to determine the inclusion of non-DoD intelli-
gence organizations or activities in the Intelligence Career Development Program (ICDP):
(1) employees must be Federal employees currently serving on a career, career-conditional
or excepted service appointment; (2) employees must be U.S. citizens; (3) the duties of the
employee's current position must meet criteria of the SCOPE statement as defined in para-
graphs A through C above; and (4) the employee must be clearable for a security clearance
up to TOP SECRET.
VI. STANDARDS
The provisions of this manual establish standards applicable to all DoD personnel engaged in or
pursuing careers in general intelligence.
VII. RESPONSIBILITIES
A. The Assistant Secretary of Defense (Commmunications, Command, Control, and Intelli-
gence) (ASD(C3I)), as the DoD principal staff assistant for intelligence, has overall responsi-
bility in accordance with the provisions of DoD Directive 5010.10 for overseeing, guiding,
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and coordinating the civilian ICDP consistent with overall manpower policies and stand-
ards issued by the Assistant Secretary of Defense (Manpower, Installations, and Logistics)
(ASD(MI&L)). ASD(C31) has established and, at his discretion, will convene as his chief ad-
visory body a joint "Intelligence Career Development Steering Group," chaired by the
Principal Deputy ASD(C31) and composed of senior military and civilian representatives
(Intelligence and Personnel) from each of the Military Departments, OJCS, DIA, NSA, and
ASD(MI&L).
B. ASD(MI&L) will provide overall guidance to ASD(C31) in the operation, evaluation, and im-
plementation of the civilian ICDP.
C. The Director, DIA, in accordance with provisions of DoD Directive 1430.2, has been desig-
nated by DoD Directive 5010.10 as functional director, under the guidance and direction of
ASD(C31) for establishing a DoD career development program designed to provide civilian
general intelligence career personnel for duty with DIA, Service Intelligence Staffs, and
Unified and Specified Commands.
1. In exercising this responsibility, the Director, DIA, is charged with:
a. Acting as executive agent for the development of an overall career development
program for all DoD civilian general intelligence personnel in accordance with
DoD Directive 1430.2.
Delineating the civilian general intelligence field and establishing and maintain-
ing a referral system for all identified billets and personnel.
c. Establishing in consonance with the referral system an overall assignment and
promotion opportunity for civilian general intelligence personnel and appropri-
ate cross assignments among DoD Components for professional broadening.
d. Submitting proposals, including possible required legislation, to upgrade career
opportunities by providing more rewarding careers for the civilian general intelli-
gence community, including the opportunity to reach higher salary levels while
remaining analysts.
e. Evaluating the adequacy of the civilian ICDP and providing appropriate com-
ments and recommendations to ASD(C31) on the achievements, problems, and
plans for solving the problems.
2. To facilitate development and operation of the civilian ICDP, the Director, DIA, has
established a civilian ICDP Planning Group, a joint DIA-Departmental group, design-
ed to exchange information and achieve coordination in planning for and developing
the civilian ICDP.
3. As executive agent for the civilian ICDP, DIA is responsible, under general guidance
of ASD(MI&L), for developing changes and revisions to this manual as required.
D. The head of each DoD Component will implement the civilian ICDP within the Component.
The organizational structure and responsibilities for the implementation of the civilian
ICDP within specified DoD Components is found in Appendix A.
VIII. WORK FORCE ASSESSMENT:
This is a first step in the ICDP development process. It is considered indispensable to the proc-
ess of isolating and identifying areas in need of improvement or adjustment. The assessment
process will provide the Director, DIA, and the functional chiefs with the basic informa-
tion needed to determine which improvements and adjustments the workforce must undergo to
more effectively meet the organizational requirements. During the assessment process managers
must be sensitive to work-force characteristics, such as age, retirement eligibility and plans,
education, performance, qualifications, mobility, and career objectives of each employee. Each
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of these can produce a major impact upon an activity's capability to perform its mission and
therefore must be taken into account when plans for work force change or adjustments are
being considered.
IX. INTAKE SYSTEM
A. General. Intake of highly qualified personnel into the civilian ICDP on a planned basis is
essential to development and maintenance of an effective general intelligence program.
Each DoD Component will develop a system for identifying and meeting intake require-
ments in accordance with the following:
1. Intake shall be related to replacement needs based upon long-range personnel require-
ments with due consideration given to known and projected attrition rates, planned
expansions or contractions, and technological advances. Each Component should pro-
vide, within their respective manpower accounting systems, the means of accommo-
dating entry level personnel intake. Entry level personnel should be given permanent
placement in the organization upon completion of training or as soon thereafter
as possible.
2. Although primary emphasis is placed on entrance into the civilian ICDP at the entry
level, intake of qualified individuals may be accomplished at the journeyman or higher
level. Through effective selection and training of employees at the entry level, the
ICDP will have an employee population with potential for career advancement. Selec-
tion of personnel from outside the civilian ICDP for vacancies above the entry level
will normally be made only when qualified candidates are not available within the
career field. The decision to concurrently consider personnel outside the ICDP will be
based upon applicable OPM regulations and/or Component directives. Intake above
the entry level is also subject to the mandatory referral requirements as outlined in the
procedural manual for DISCAS.
B. Recruitment Sources. Recruitment and selection practices for the general intelligence
career field will follow the principle of obtaining the best qualified candidate for the posi-
tion to be filled. Each DoD Component is responsible for designing an effective system to
attract and assure consideration of all prospective candidates without regard to race, color,
religion, sex, age, or national origin. Recruitment brochures or literature, paid advertising,
or other appropriate and authorized publicity measures will be employed as necessary to
support career intake recruitment. College and university relations and recruiting pro-
grams will be used as a means for attracting promising students for employment in the in-
telligence career field. Each entry level candidate will meet all basic eligibility and
qualification standards prescribed by the OPM and/or by the DoD Component. Types of
individuals from the various sources include:
1. College graduates with good academic qualifications.
2. DoD employees who have necessary qualifications and demonstrated ability to per-
form effectively.
3. Employees from industry or other federal agencies who possess technical or specializ-
ed skills and abilities appropriate to the general intelligence field.
4. DoD employees who are eligible and qualified and who have been displaced as a result
of base closures, transfers of function, and reductions-in-force.
5. DoD employees who are eligible and qualified and who have return rights from over-
seas assignments.
6. DoD employees who are eligible and qualified who wish to leave intelligence positions
overseas, but who do not have return rights to positions in CONUS.
C. Resource Support for Career Trainees. Personnel entering the general ICDP at the entry
level as trainees should be trained and utilized in accordance with the entry level trainee
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program (Appendix F). To assure continuity of training and to eliminate possible conflict
between long- and short-range objectives, resources for trainee intake will be provided and
allocated to DoD Component level as additive operational resources and may be delegated
under appropriate controls to the major activity or command level. DoD Component func-
tional chiefs will review annually with the appropriate DoD principal staff assistant the re-
quirement and allocation determinations for this purpose and will assure, in coordina-
tion with ASD(MI&L), proper allocation and utilization of resources earmarked for trainee
intake.
X. CAREER APPRAISAL, COUNSELING, AND PERFORMANCE
* A. Appraisal and Counseling: The system for appraisal and counseling of employees in the ci-
vilian general ICDP is described in Appendix C. The prescribed appraisal form, DD Form
1917, Mar 84, has been developed by the Intelligence Career Development Program Plann-
ing Group and approved by ASD(MI&L) for use by general intelligence personnel only. It
replaces DD Form 1917 (Test), 1 Oct 76. Career appraisals will, as a minimum, be conducted
and recorded at least annually. The scheduling of annual appraisals is at the discretion of
the component. It is suggested that the career appraisal be accomplished in conjunction
with the performance appraisal. Approved appraisals will be filed in DISCAS in accord-
ance with the instructions in the DISCAS Procedural Manual, DoD 1430.10-M (Annex 3:
General Intelligence), March 1984, Chapter III, Paragraph C.1.b.
Career Plans: All personnel registered in the DISCAS will, on an annual basis, indicate
their career plans in the appropriate sections of the Employee career Appatiail/Qtytlop-
ment Plan. These plans will be the result of a joint counseling effort between the eLn219yee
and the s.Lipprvisor with the advice and assistance of the LsogaliCae Advisor and the use of
the information in paragraph X and XI and Appendices C, D, and E. All career plans will
represent those training and development requirements that can reasonably be planned
/
ahead for 5 years with emphasis on specific development opportunities during the ensuing
year. Plans are to be reviewed periodically, updated, and revised annually. It is important
that the various developmental activities be related to the development and/or improve-
ment of the employee's qualifications as they relate to the qualification standards of the
position occupied as well as to the next career position and the general career progression
goals (see Appendix C & E).
C. Performance: Use of career appraisal forms does not replace the need for performance eval-
uation. DoD Components in carrying out their personnel management responsibilities
should, when justified, take appropriate action to remove from the program or the rolls,
any employee who is not fully meeting acceptable training criteria and/or work perfor-
mance standards.
B.
XI. CAREER PATTERN
A. Career Program participants will have the opportunity to advance to key positions in one of
the functional specialities. Vertical movement or progressive advancement is the common
desire of careerists who change positions. However, to advance beyond the individual
specialty areas, individuals should be encouraged to participate in developmental or later-
al assignments.
B. The particular pathway through the intelligence career pattern by employees will depend
largely upon their training and development. Therefore, it is essential that employee inter-
ests, abilities, and potential be continually addressed and that employees be advised by
their supervisors and local ICDP advisor of the training and developmental assignments
required to qualify them for career advancement. Training plans and qualification stand-
ards provide for promotion and lateral movement between occupational specialities.
* C. An individual may move from one occupational series or specialty to another within the ca-
reer field provided the employee possesses or acquires the necessary experience and educa-
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tion needed to meet the requirements identified in applicable Qualification Standards. The
pathways in advancing from the entry level to the highest positions of technical and
managerial responsibilities are contained in Appendix D-1; these progressive steps include
both the vertical and horizontal scope of the career program. The pattern is divided between
the Generalist (Management) and Specialist (Analyst) career development pathways.
Appendices D-2 and D-3 display typical Developmental Assignments that GS-0132 and
S&T personnel should complete to be fully qualified for a key position within the intel-
ligence function.
XII. TRAINING AND DEVELOPMENT
A. The Master Training and Education Plan, and pertinent course information, Appendices
E-1 through E-4, outline and describe the mandatory and desirable training available to the
employee for development and improvement of technical knowledge and skills throughout
the employee's career in the general intelligence career field. In addition to job-related in-
struction, either formal or informal, the Master Training and Education Plan delineates
other training for the career levels described below.
1. Entry Level (GS-05 through GS-09): The range of grade levels in which employees nor-
mally enter the career field and progress through mandatory training assignments to-
ward full performance in an occupation. Employees at this level will normally possess
a Bachelor's degree or show equivalent education and/or experience. Entry level
civilian intelligence personnel will receive a foundation in specialized training, to-
gether with a general orientation with respect to the position and role of the employing
activity in accomplishing the DoD mission. Progressively responsible work assign-
ments, job-related training, formal courses of instruction and self-development activ-
ities will be included.
2. Journeyman Level (GS-11 and GS-12): The range of grade levels in which employees
receive training and developmental assignments to increase technical knowledge, skill
and general job competence. Work assignments are selected which add to the depth
and breadth of technical competence. At this career level, increasing emphasis is plac-
ed upon administrative ability and experience. Training and developmental activities
generally are concerned with increasing emphasis on human relations and supervisory
skills as well as technical matters. Self-development activities should be accelerated
and training opportunities provided on a selective basis. Personnel will receive ad-
vanced technical training and progressively responsible work assignments. In addi-
tion, individuals identified for supervisory positions will be given appropriate courses
in supervision.
3. Senior Level (GS-13 through GS-15): The range of grade levels in which employees who
are technically competent and have demonstrated potential are expected to attain top
level competence in an occupational field and assume high level duties and responsi-
bilities, either in management and supervision or in advanced technical or profes-
sional specialization. Training and development will be provided to enable employees
to keep abreast of technical changes and advanced management skills. Training be-
comes more generalized with greater emphasis on self-development. Employees in this
career level will be given opportunities to gain experience and demonstrate potential
for executive positions.
4. Executive Level (GS-16 and above): The range of grade levels representing the cap-
stone of the Federal Civil Service System. The training and executive development of
employees at their career level is covered in individual career programs and by the fed-
eral-wide Executive Assignment System under OPM Rule IX. Employees at this level
are practically concerned with new developments, top management programs, and
research activities. Development is oriented toward the highest professional capabil-
ities, top managerial skills, and advanced study of Government policy and operations.
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5. Executive Level (Senior Executive Service): The responsibility for developing Senior
Executive Service members is shared by the individual executive, his or her super-
visor and agency Executive Resources Board (ERB). The development for and within
the Senior Executive Service (SES) is specifically covered by 5 USC 3396. Agency pro-
grams must include the preparation, implementation, regular updating, and ERB ap-
proved IDP for each SES member. SES executives must be knowledgeable about such
areas as: technological developments, new legislation, innovative management prac-
tices, and current policy and program initiatives. Agency SES Candidate Develop-
ment Programs are also under the overall direction and management of the ERB and
should focus on individuals just below the SES, at the GS/GM-15 level.
6.1
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B. In addition to being arranged in four levels, the formal courses have been further identified as
mandatory or desirable in accordance with the relationship of the course content to the mission
of the general intelligence function. DoD components have the authority to designate desirable
courses as mandatory to their mission requirements. Additional courses pertinent to individual
components may also be added.
C.
1. Mandatory - Those areas of training providing basic skills required for an employee to advance
within a career field consistent with mission requirements. Normally, employees will be
expected to complete the mandatory training or creditable training/experience prescribed in
Appendix E for their current career level before advancement to the next career level. However,
an otherwise qualified employee who has not had the opportunity to receive the mandatory
training for a particular career level may, nevertheless, be advanced if he/she is scheduled
to take such training within 12 months after the promotion. Upon achieving the next career
level, employees should receive, as soon as feasible, the mandatory training required for that
career level.
2. Desirable - All other areas of training recognized as important but not mandatory.
In order to maintain a dynamic training program, the Director, OR, is responsible for assuring
the continual review of the Master Training and Education Plan by the Civilian ICDP Planning
Group for necessary or desirable changes. Likewise, DoD components, through their ICDP
Functional Chief, are encouraged to recommend to the Director, DIA, (ATTN: OT-1 ) revisions,
deletions, or additions to formalized training or course offerings. This includes requested course
substitutions or equivalent course determinations. Approved changes will be made in accordance
with paragraph XVIII.
* D. The following special provisions have been made for meeting mandatory training requirements:
1. During the inception of this program in July 1973, it was assumed that all GS-0132 general
intelligence personnel had satisfied the mandatory training requirements for the career level
they had achieved. These 0132 personnel will be expected to complete the mandatory training
requirements for each career level attained subsequent to July 1973 before advancement to
the next higher career level (see Appendix E).
2. It is also assumed that all S&T general intelligence personnel as of February 1978 have satisfied
the mandatory training for the career level they have achieved. These S&T personnel will
be expected to complete the mandatory training requirements for each career level attained
subsequent to February 1978 before advancement to the next higher career level (see
Appendix E).
3. Creditable training/experience will be accepted in lieu of mandatory training. Determination
of additional creditable training/experience for specific courses will be made by the Civilian
ICDP Planning Group.
XIII. TRAINING PLAN
A. Each DoD component will prepare annually a civilian ICDP Training Plan covering the succeeding
5 fiscal years. The objective of this plan is to provide a systematic and long-range program of
training and education as an integral part of the civilian ICDP. Training and education courses
are essential tools for the successful development of professional intelligence personnel. In developing
this training plan, it is essential that priorities of needs and projections for long-range
accomplishment be developed concurrently. Priorities for each of the 5 succeeding fiscal years
are to be formulated in accordance with criteria established by DoD Instruction 1430.5 (listed
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below) or by comparable criteria established by each DoD component.
1. Priority I - Training that must be accomplished in the ensuing fiscal training cycles or it
will have a direct adverse effect on mission accomplishment. The highest priorities will be
given to those training and educational opportunities listed as part of the approved Master
Training and Education Plan.
2. Priority II - Training which is required to provide for systematic replacement of skilled
employees as required by career management programs and if deferred beyond the ensuing
training cycles will have an adverse effect on mission accomplishment in the period following.
3. Priority III - Training which is required for an employee who is performing at an adequate
level of competence to increase the employee's efficiency and productivity. This training may
be accomplished after Priority I and Priority II needs have been met but would not be in
the DoD or public interest to defer beyond the ensuing training cycles.
B. Projections for meeting training needs should be based on a 5-year cycle or force structure (the
ensuing fiscal year, plus the 4 following fiscal years).
C. A Training Plan to be effective must reflect all requirements as they exist regardless of cost. The
amount of funds available will have a great impact on how much of the Training Plan can be
implemented, hence the importance of listing all requirements in priority order.
D. In determining the training requirements to be included in the 5-year Training Plan the following
suggestions are provided:
1. Utilize the information in DISCAS as a primary means of determining individual current and
long term training needs. The Employee Career Appraisal Form will be a basic document
for establishing training requirements on next career positions and overall career progression.
2. Consult with individual supervisors/managers and Local ICDP Advisors to surface training needs
that otherwise might be overlooked.
3. Counsel employees on their training needs and how these needs can be met.
E. As training requirements are determined, this information is to be incorporated into documentation
far enough ahead in fiscal year programming so that funds can be allocated to meet justifiable
requirements.
F. Procedures for the accomplishment of training are the responsibility of each component.
G. Each DoD component should submit a copy of their 5-year (fiscal) training plan to the Director,
DIA, the Executive Agent for the DoD-wide Civilian Career Program for General Intelligence
Personnel, no later than 1 April of each year. Report Control Symbol RCS: DD-M(A)1280 is
assigned for this purpose.
XIV. ENTRY LEVEL DEVELOPMENT PLAN
Each DoD component will design and administer a comprehensive Entry Level Development Plan for
newly-hired personnel which will include and implement Master Training and Education Plan mandatory
courses. These programs will cover the selection, appointment, and training of civilian ICDP trainees
to assure that these trainees receive planned, concentrated training and phased, related work experience
necessary to perform effectively in their jobs and to qualify them for journeyman level positions in
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any one of the job series covered by the career program. The programs and supporting train-
ing plans will be developed in coordination with the appropriate DoD component functional
chief. Completion of a formal civilian ICDP general intelligence trainee program will be a
major factor in considering employees for promotion to journeyman level. Trainee programs
should cover a sufficient period of time to accomplish optimum development of the trainee.
Appendix F should serve as a model for the development of an appropriate plan. Each DoD
component shall provide the Director, DIA (ATTN: OT-1 ) with a copy of the Entry Level
Development Plan.
DEVELOPMENT THROUGH ROTATIONAL ASSIGNMENTS
As an important element of an individual's development,, every opportunity will be provided
for rotational assignments within and between organizational segments of each DoD compo-
nent as well as between DoD components. The head of each DoD component will assure that
a continuing program of developmental assignments is established. (For ICDP personnel,
the guidelines for programs cross-training and exchange of individuals between installations
within a DoD component and between DoD components are outlined in DoD Instruction
1430.8, paragraph VII.C.5 and accomplished as indicated in paragraph III.B.3 of this
manual.) This program will include regular surveys of all resources for the identification of
individuals at all echelons possessing the skills, knowledge, abilities, and personal
characteristics needed to perform successfully in specific developmental assignments.
Likewise, projects and assignments within an activity suitable for use as vehicles in the
development of employees through official detail to such projects or assignments will be
identified. Individuals responsible for appraisal of the potential of employees will recom-
mend individual developmental assignments at the time of the employee's career appraisal.
* XVI. SPECIAL PROGRAM PROCEDURES
In keeping with the objectives of planned development, effective motivation and efficient use
of civilian general intelligence personnel the following special program procedures have been
developed:
A. Placement Assistance for Overseas Personnel (PA FOP) is designed to provide assistance
to ICDP employees who wish to leave intelligence positions overseas but who do not
have return rights to positions in the CONUS. In order to be eligible for PAFOP,
employees must be serving in a position within the scope of the general ICDP, must
have a current DISCAS registration, and must have satisfactorily completed their
overseas service obligation. To participate in PAFOP, employees will apply through
their overseas servicing Civilian Personnel Div (CPO). Upon receipt of a PAFOP re-
quest, the CPO will supply the DoD ICDP Office with the employee's name,
geographical preferences, lowest acceptable grade for placement (which may not ex-
ceed the highest grade held in the ICDP), and a statement that the employee has
satisfactorily completed duty assignment and any transportation agreement. The
ICDP Office will then forward notification of the employee's desire for placement in
the CONUS to the DoD CPO's which staff intelligence positions.
B. Return Reemployment Rights for overseas positions will be granted, effective 2 June
1976, by DoD components to any ICDP employee who: (1) is recruited from the 50
states or the District of Columbia by any Defense component; (2) is a bona fide
registrant in DISCAS; (3) is referred for selection through DISCAS; (4) is selected for
assignment in the U.S. territories or possessions, foreign areas, Hawaii, Alaska or the
Canal Zone; (5) satisfactorily completes the prescribed tour of duty in an ICDP posi-
tion and any official extensions; and (6) makes proper application within 90 days
before completion of such overseas duty. Return Rights will be granted for the initial
tour and approved extensions for an aggregate period not to exceed five years. This
agreement will not apply to employees serving in overseas positions prior to June 1976
who were not granted return rights before the time of departure for duty overseas.
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C. Reduction-In-Force (RIF) Administrative Procedures have been implemented to give
visibility to the qualifications of those civilian ICDP personnel identified for separa-
tion by RIF. It is the CPO's responsibility to: assure that ICDP employees presented
with a notice of separation due to RIF are identified to the DoD ICDP Div ; assure
that employees are fully registered in DISCAS and that their records are kept current
until actual separation. Also, DoD component CPO's will: receive from the DoD ICDP
Div a list of RIF-affected employees along with their qualification records, provide
for the consideration of these employees for appropriate vacant positions, notify the
DoD ICDP Div of employment offers extended to RIF-affected candidates and the
final disposition of the offer including furnishing a copy of the SF-50 (Notification of
Personnel Action) if the offer is accepted. Candidates will remain on the list and in
DISCAS for a period of one year from the effective date of separation. However, can-
didates will be removed from the list if they decline an offer of employment at the same
or higher grade within the same commuting areas as the position from which they will
be or have been RIFed, or if they accept a position in�the DoD intelligence community.
These administrative procedures are in accordance with the non-application of DoD
Priority Placement Program "Stopper Lists" when placing selected excepted in-
telligence community surplus employees.
D. Exceptions to the DoD Priority Placement Program (PPP)
1. General: Employees serving in positions within the scope of the DoD-Wide
General ICDP who are scheduled for separation under reduction-in-force or
declination of transfer of function outside of the commuting area, may be
reassigned to vacant positions in the excepted service intelligence community
which are also within the scope of the ICDP, as an exception to the DoD Priority
Placement Program. Therefore, CPO's need not consult "Stopper Lists" if there
is an ICDP employee scheduled for separation, as described above, and if there is
a vacant position within the ICDP community to which the employee can be
reassigned.
2. Qualifications Adjudication: In staffing positions in the excepted service under
the .DoD-Wide Priority Placement Program (PPP), the final adjudication of
qualified/not-qualified is made by the gaining intelligence organization (either
the head of that organization who has the authority to make appointments, or the
civilian personnel office to which appointment authority has been delegated). In
staffing excepted service positions, the gaining activity is the final adjudicating
authority. Regional, zone and theater coordinators are not requested to resolve
conflicts in determination of qualified/not-qualified for excepted service
positions.
3. Managers may waive the requirement for security procedures in emergency
cases. If a competitive service candidate under the PPP is offered an excepted
service position, and if it is otherwise appropriate, the person can be advi3ed that
the offer is contingent on the completion of a security investigation. If they do not
wish to undergo the investigation, they can decline the offer with no avt. verse ef-
fect since such a PPP declination to excepted service work does not constitute a
valid PPP offer and does not remove the employee from the PPP. If they do agree
to the investigation, they would remain under the PPP and on the "Stopper List"
for referral for another vacancy which may offer more timely placement. If they
are picked up for another vacancy sooner, they are dropped from he PPP and the
intelligence/personnel manager would proceed to other "Stopper List" can-
didates; and if none exists, to other staffing methods.
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XVII. REGISTRATION, INVENTORY, AND REFERRAL
A. Terms and definitions to be used in identifying the career areas are in Appendix B.
B. Instructions relative in registration of personnel in this program, including inventory,
referral, and selection procedures are covered in the Procedural Manual for DISCAS, DoD
1430.10-M (Annex 3: General Intelligence), March 1984.
XVIII. AMENDMENTS
A. Amendments to this manual will be in the form of "changes" issued by ADS(MI&L)
through the Executive Agent responsibilities for developing, coordinating, and maintain-
ing a record of changes, in coordination with the ASD(C3I). DoD Components may submit
amendment proposals in writing to the Director, DIA, (ATTN: OT-1).
B. Personnel at all levels are encouraged to submit, through appropriate channels, sugges-
tions for improving the effectiveness of this career program.
XIX. REPORTING REQUIREMENTS
Reporting requirements will be in accordance with DoD Directive 5010.10, DoD Instruction
1430.10, and this manual.
1. Five-year Training Plan, Report Control Symbol RCS: DD-M(A)1280, by 1 April each year.
2. Annual Status Report, Report Control Symbol RCS: DD-I(A)1200 by 2 January each year.
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APPENDIX A
INTELLIGENCE CAREER DEVELOPMENT PROGRAM (ICDP) ORGANIZATION'
CONTENTS
Organization for Implementing the Civilian ICDP
Functional Chiefs
The Civilian ICDP Planning Group
Senior Civilian ICDP Advisor
Local ICDP Advisor
Civilian ICDP Board
Civilian ICDP Panels
Unified and Specified Commands
Management
Civilian Personnel Officers
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APPENDIX A
INTELLIGENCE CAREER DEVELOPMENT PROGRAM
(ICDP) ORGANIZATION
A. ORGANIZATION FOR IMPLEMENTING THE CIVILIAN ICDP
The general organizational structure for implementing the DoD-wide civilian ICDP consists
of the following:
1. The DUSD(C3I) serves as principal assistant to the Secretary of Defense for oversee-
ing, guiding, and coordinating all DoD component ICDP' s (see paragraph VILA.).
* 2. The ASD(M I &L) provides overall guidance to DUSD(C31) with respect to the
civilian ICDP (see paragraph VII.B.).
3. The Director, DIA, serves as Functional Director for the civilian ICDP (see paragraph
VII.C.).
4. DoD Functional Chiefs (see B. below).
5. The Civilian ICDP Planning Group (see C. below).
6. The Senior Civilian ICDP Advisor (see D. below).
7. Local ICDP Advisors (see E. below).
8. Civilian ICDP Board (see F. below).
9. Civilian ICDP Panels (see G. below).
10. Unified and Specified Commands (see H. below).
11. Management (see I. below).
12. Civilian Personnel Officers (see J. below).
B. FUNCTIONAL CHIEFS
1. To provide effective representation as well as effective career management of the
civilian general intelligence communities within the Military Departments, the Ser-
vice Functional (Intelligence) Chiefs will act as the Functional Chiefs for ICDP. The
Functional Chiefs, in addition to representing and managing the careers of general
civilian intelligence personnel, will be responsive to the Director, DIA, in his capacity
as the Functional Director for the overall civilian ICDP.
2. The following are designated as Functional Chiefs for implementing the civilian ICDP
within their Dol components:
a. The Assistant Chief of Staff for Intelligence, Department of the Army.
b. The Commander, Naval Intelligence Command, Department of the Navy.
c. The Assistant Chief of Staff, Intelligence, Department of the Air Force.
d. The Chief of the Federal Research Division (FRD), Library of Congress (LOC), in
conjunction with the Chief of the DoD ICDP Office.
A-1
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APPENDIX A
3. Functional Chiefs in their respective Services will be responsible for:
a. Providing the leadership, direction, coordination, and continuous evaluation of
their Service's part of the civilian ICDP.
b. Serving as the DoD component focal point with the Functional Director (Director,
DIA).
c. Appointing the Senior Civilian ICDP Advisor within their Service, who will
serve as representative to the Civilian ICDP Planning Group (see C. and D.
below) and who may be designated as the Chairman of the component Civilian
ICDP Board (see F. below).
d. Providing appropriate organization to maintain the viability of the ICDP at all
levels. As a minimum, by:
(1) Establishing a Civilian IC DP Board for the DoD component (see F. below).
(2) Establishing such additional Panels at those locations where the number of
personnel within the ICDP require them for efficient program operations (see G.
below).
(3) Insuring the appointment of Local ICDP Advisors at the organization
levels where intelligence personnel are employed (see E. below).
e. Supporting and promulgating instructions for the DISCAS with respect to the
referral of all personnel occupying delineated general intelligence positions.
f. Assuring coordination with the Civilian Personnel Officer of their Service on
civilian personnel matters.
g. Assuring adequate resources are planned, programmed, and provided for to meet
immediate and long-range requirements.
C. THE CIVILIAN ICDP PLANNING GROUP
1. The Civilian ICDP Planning Group shall consist of the Senior Civilian ICDP Ad-
visors and appropriate civilian personnel representatives from the Military Depart-
ments, the DIA, and the FRD. The Functional Chiefs of each Component may
nominate alternate representatives as deemed necessary.
2. The Chief, DoD Intelligence Career Development Program Office, DIA, will chair the
Civilian ICDP Planning Group.
3. The ICDP Planning Group will meet as required to exchange information, achieve
coordination in planning for, and developing procedures for the accomplishment of the
civilian general ICDP.
D. SENIOR CIVILIAN ICDP ADVISOR
1. The Functional Chief will appoint a Senior Civilian ICDP Advisor to serve as the ad-
visor to the Functional Chief for the civilian ICDP within the component. The Senior
Civilian ICDP Advisor should be a high level civilian knowledgeable of the available
resources and criteria for employee development as well as the administrative re-
quirements for funding and budgeting, training, and programmed objectives of
management.
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APPENDIX A
2. Responsibilities
a. The Senior Civilian ICDP Advisor will promote, monitor, and integrate the
career program within the areas for which the component is responsible. This in-
cludes:
(1) Assisting the Functional Chief in implementing the ICDP at all levels.
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APPENDIX A
(2) Insuring full dissemination of information on the ICDP to all Local ICDP Advisors and
servicing CPO's.
(3) Serving as the component's primary member on the Civilian ICDP Planning Group.
(4) Providing an advisory service to Board and/or Panels, Local ICDP Advisors, and all
management levels.
(5)
Evaluating the adequacy and effectiveness of the ICDP (in each career field) and advising
the Functional Manager and Board of findings.
(6) Providing the Board and Panels with information on school quotas, criteria for admission,
and any other pertinent data.
(7)
Providing each Panel and/or Board with current data identifying the personnel and jobs
included within the constituency of the Panels/Board.
(8) Providing pertinent information as to qualifications, appraisals, and other data on candidates
being screened for training, reassignment, or promotion by the Board/Panels.
Reviewing the propriety of the actions proposed by the Board/Panels.
(9)
E. LOCAL ICDP ADVISORS
1. The Senior Civilian ICDP Advisor will be assisted by such Local ICDP Advisors as may be necessary
for efficient operation of the program, Local ICDP Advisors will normally be located in field
organizations and could also be:
a. A member or the organization's Board/Panel.
b. A Personnel Officer servicing the organization.
c. An Employee Development Officer servicing the organization.
d. A Training Committee representative or an individual responsible for human resources needs
for the organization in which delineated civilian general intelligence personnel are employed.
2. The Local ICDP Advisor will assist the Senior Civilian ICDP Advisor at the local level and will be
responsible for:
a. Insuring full dissemination of information on the ICDP to all employees in the general intelligence
career field within the organization.
b. Providing guidance to both supervisor/manager and employee regarding selection of the next
career position(s).
c. Providing guidance to supervisors and management regarding the
commitment of training funds. This may be accomplished at the time of
the supervisor and the employee are completing the Employee Career
Appraisal/Development Plan, DD Form 1917. Local ICDP Advisors are
responsibleforinsuringthatthetrainingandeducationrequirementsare
valid and consistent with paragraph XII above.
d. Analyzing and determining the feasibility of each of the individual career
development plans in relation to programmed objectives of management.
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APPENDIX A
e. Providing advice about the nature of competition surrounding the employee's career plan,
management needs, career patterns, specific qualifications requirements, and other factors
affecting opportunities for achieving the specific career goal.
f. Furnishing information about available resources and criteria for career development as well as
the administrative requirements for funding and budgeting for training.
F. CIVILIAN ICDP BOARD
I. Each Military Department and the Defense Intelligence Agency will establish, as a minimum, a Civilian
ICDP Board consisting of the following voting members:
a. Senior Civilian ICDP Advisor.
b. Chairman of each Civilian ICDP Panel (if panels are needed or used) or senior representatives
from each career field.
c. The Director of Equal Employment Opportunity or his/her designated representative.
d. The Federal Women's Program Coordinator or his/her designated representative.
e. A senior civilian personnel specialist/officer (may be one of the previously listed).
f. One military officer, 06 or above.
g. An ad hoc management representative to participate, as required, in the activities described in
paragraph 2.e. below.
2. The component Civilian ICDP Board will report directly to the Functional Chief for the DoD
component concerned and will:
a. Assure that the Panels (if needed or used) are adequately and effectively discharging their assigned
responsibilities.
b. Screen, for the approval of the Functional Chief of the component concerned, those personnel
whose names will be submitted as general intelligence nominees for selection to the National
War College, Industrial College of the Armed Forces, the Service War Colleges, and the Armed
Forces Staff College. Screening criteria is outlined in Appendix E-5.
-4( c. Recommend to the Chief of the DoD component concerned nominees for
selection to the Federal Executive Institute Resident Course, person-
nel for courses of a full semester or more at civilian col 1 eges/uni ver-
s i ti es , personnel for attendanceat thePostGraduate I ntell i gence Program
(MSSI), Defense Intelligence College, and for attendance at any career
course designated as requiring Board consideration.
d. Consider management requests for review of Panel actions and recommend
resolutions to the Chief of the component concerned.
e. Participate in the screening and/or selection of candidates on a DoD-
wi de basis for position vacancies at Grades GS-15 and above in accordance
with personnel policies and procedures establ i shed by the respective DoP
component.
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APPENDIX A
G. CIVILIAN ICDP PANELS
1. When necessary because of large numbers of positions, separate Panels may be established in the
following career areas which are defined in Appendix B.
a. Intelligence Career Area. When circumstances dictate, the Intelligence Career Area may be
organized into appropriate Panels which address the career fields within the Intelhence Career
Area. Representative groupings of these career fields are:
Intelligence Management.
Military Capabilities and Estimates.
Strategic Mobility.
Military Geography.
Collection.
Imagery Interpretation.
Production Support and Resources.
b. Scientific and Technical (S&T) Career Area. When circumstances dictate, the S&T Career Area
may be organized into appropriate panels which address the career fields within the S&T Career
Area. Representative groupings of these career fields are:
Biological Science
Engineering
Physical Science
Mathematics
c. Intelligence Related Career Areas.
2. Civilian ICDP panels will, if necessary, be established within the respective components in accordance
with procedures established by those components and will:
a. In conjunction with the Civilian Personnel Officer, participate in the development of educational,
experience, and physical requirements for employment in each professional career level in each
career field as requested by the component Senior Civilian ICDP Advisor.
b. Screen and nominate to the Board personnel for the joint colleges, Service war colleges, and
general intelligence career courses.
c. Participate in the screening and/or selection of candidates to fill vacant positions on a DoD-wide
basis at grades GS-13 and above. Managers, if they desire, may request panel action for any
position at grade GS-I2 and below.
d. Prepare an annual report to the Civilian ICDP Board at the end of the fiscal year on the
effectiveness of the ICDP within their career field.
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APPENDIX A
H. UNIFIED AND SPECIFIED COMMANDS
The Director, DIA, will act as the functional advisor for the U&S Commands and work closely with
them in implementing the ICDP for those U&S Command civilians who fall within the purview of this
program.
I. MANAGEMENT
Management at all levels will implement the general civilian ICDP within their organizational elements
in accordance with the provisions in this Manual and the DISCAS Procedural Manual, DoD 1430.10-M
(Annex 3: General Intelligence) March 1984.
* J. CIVILIAN PERSONNEL OFFICERS
The Civilian Personnel Officers, or their representatives, will provide guidance and assistance to the Local
ICDP Advisors, Civilian ICDP Board/Panels, Management and employees in effective operation of the
program in accordance with the Federal Personnel Manual (FPM), Civil Service regulations, and
DoD/Service/Local regulations. (More detailed instructions are given in Chapter I, paragraph B.I of the
DISCAS Procedural Manual, DoD 1430.10-M (Annex 3: General Intelligence), March 1984.
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A-6
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�
BJ
0
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APPENDIX B
TERMS AND DEFINITIONS USED IN CAREER AREAS
CONTENTS
The Intelligence Career Area
The Intelligence Management Career Field
The Military Capabilities and Estimates Career Field
The Strategic Mobility Career Field
The Military Geography Career Field
The Collection Career Field
The Imagery Interpretation Career Field
The Production Support and Resources Career Field
The Scientific and Technical (S&T) Career Area
* The Biological Science Career Field
* The Engineering Career Field
* The Physical Science Career Field
* The Mathematics Career Field
* The Intelligence Related Career Areas
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APPENDIX B
TERMS AND DEFINITIONS USED IN CAREER AREAS
A. THE INTELLIGENCE CAREER AREA embraces all those nonscientific, general intelligence positions
involving the activities of collection, processing, evaluation, analysis, integration, production, interpretation,
dissemination, and management of information and resources. These activities concern one or more aspects
of foreign nations or areas of operations and are immediately or potentially significant to military planning
and operations. The Intelligence Career Area may include among others the following career fields:
1. The Intelligence Management Career Field includes those general intelligence positions involved in
the management of intelligence programs and resources.
2. The Military Capabilities and Estimates Career Field includes general intelligence positions involved
in the production of intelligence on military ground, naval, air and paramilitary forces, the assessment
of capabilities and vulnerabilities of military forces, and the development and production of intelligence
estimates concerning foreign farce structures, weapons systems, and overall military capabilities,
strategy, and defense policies.
3. The Strategic Mobility Career Field includes general intelligence positions involved in the production
of intelligence on transportation systems and individual system elements, including railways, highways,
inland waterways, airfield, civil air facilities, merchant marine, and ports, and the assessment of
capacities, vulnerability, and constraints on the military use of transportation systems and lines of
communication (LOC) facilities.
4. The Military Geography Career Field includes general intelligence positions involved in the development
and maintenance of a military intelligence data base and production of finished intelligence on physical
and cultural geography, coasts and landing beaches, petroleum, oil, lubricants (POL), natural gas and
electric power facilities and fixed civil and military telecommunications; the assessment of significance
of terrain, urban areas, and coasts and landing beaches with respect to military operations, and the
assessment of the operational capacity, relative importance and vulnerability of POL, electric power,
and telecommunications installations and facilities.
5. The Collection Career Field includes those general intelligence positions involved in the management,
operations, and coordination of intelligence collection and surveillance activities and the processing
and initial exploitation of derived data.
6. The Imagery Interpretation Career Field includes those general intelligence positions involved in the
interpretation and analysis of multisensor imagery.
7. The Production Support and Resources Career Field includes those general intelligence positions
involved in the development and maintenance of the intelligence data base and the production of
intelligence, in the areas of medicine, meteorology, military economics, civil defense, escape and
evasion, demography, and ground, naval, and aerospace materiel production as well as plants and
shipyards engaged in such production, repair, or maintenance.
B. THE SCIENTIFIC AND TECHNICAL (S&T) CAREER AREA includes those positions engaged in targeting
and/or the engineering, physical, or technical sciences in an intelligence function, which are assigned to
an organizational component performing an intelligence function. The main functions of these activities
are to manage DoD S&T intelligence collection requirements and production programs, to evaluate S&T
intelligence data, to produce S&T intelligence, and to evaluate S&T intelligence studies in support of
weapons systems development and force determination. The S&T career area may include among others
the following career fields:
* 1. The Biological Science Career Field includes those positions in an intelligence function involved in
scientific and professional work dealing with living organisms and vital processes and their
B-I
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APPENDIX B
characteristics, plant or animal, and the analysis of the effects of biological processes on various
areas of the environment.
* 2. The Engineering Career Field includes those positions in an intelligence function engaged in professional
and scientific work of a special or miscellaneous character in any engineering area involving application
of a knowledge of engineering fundamentals or professional work involving several branches of
engineering.
* 3. The Physical Science Career Field includes those positions in an intelligence function involved in
professional and scientific work in physical science and related science and technology. These include
the areas concerned with matter, energy, physical space, time nature of physical measurement,
fundamental structural particles, and the nature of the physical environment.
* 4. The Mathematics Career Field includes those positions in an intelligence function engaged in
professional work involving research on basic mathematical principles, methods, procedures, techniques,
or relationships, and the development of mathematical methods in the solution of scientific,
engineering, economic, and military related problems. Also, work involving the translation of
mathematical formulations to computer languages as an adjunct to the mathematical analysis in the
resolution of problems.
* C. THE INTELLIGENCE RELATED CAREER AREA includes all those nonscientific, general intelligence
positions which meet the criteria established in paragraph V.0 of this manual.
B-2
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APPENDIX C
APPRAISAL AND COUNSELING
CONTENTS
1. The DoD-Wide Career Appraisal and Counseling System for Civilian General Intelligence Career
Development Program.
2. Instructions for Preparing DoD Employee Career Appraisal/Development Plan, DD Form 1917.
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APPENDIX C-1
THE DOD-WIDE CAREER APPRAISAL AND COUNSELING SYSTEM FOR CIVILIAN
GENERAL INTELLIGENCE CAREER DEVELOPMENT PROGRAM
A. PURPOSE
The purpose of this Appendix is to describe the system for appraising and counseling employees participating
in the DoD-wide civilian ICDP and to outline the procedures to be followed in completing DoD Employee
Career AppraisaVDevelopment Plan, DD Form 1917.
B. OBJECTIVES
1. To assess employee potential for further development and advancement to the next career position
and for general career progression through periodic consultation.
2. To establish an orderly career progression plan and a training and developmental assignment plan to
accomplish such progression.
C. BASIC PROVISIONS
Counseling and appraisal are two essential elements in the career of an individual. It is not a periodic process;
it is the supervisor's continuing day-to-day responsibility. However, formal counseling and appraisal will be
conducted annually on a mutual basis between the individual and the supervisor. The objective of this process
is to bring into focus those factors around which the employee's career development can be systematically
planned. The process begins with a supervisory evaluation of the employee's performance in terms of potential
skill requirements of the occupation represented by an identified next career position. This assessment of
potential should take into consideration such factors as the individual's health, the employee's willingness
to move from one career position to another, which contributes to career enhancement, the appropriateness
of the individual's overall career goals, past employee training, education and assignments, as well as changes
in employee proficiency and attitude as a result of past training/education and developmental assignments.
This assessment of potential is used as a basis for career counseling, estimating potential for career advancement
and formulating specific career goals and training plans.
D. DEFINITIONS
1. Career Appraisal - Career appraisal is that process of inventorying and evaluating the attributes and
potential capabilities of each employee. It includes analysis of career training needs for orderly progression
within the career field, and the. planning for the fulfillment of these career training needs.
2. Career Counseling - Counseling is a helping process which permits supervisors and employees, through
constructive discussions, to bring into focus performance and behavioral factors around which an
employee's career and personal development can be systematically planned. Through counseling,
understanding and insight are gained for stimulating the employee to improve the employee's performance
and to accept the challenge for development.
3. Career Plan - The career plan is part of the career appraisal process and is developed jointly by the
employee and supervisor to establish the employee's next career position (consistent with his/her ultimate
career objective), to determine the next career position requirements, and to establish a realistic training
and developmental plan to meet those requirements.
* 4. Local ICDP Advisor - The Local ICDP Advisor is a senior intelligence careerist sufficiently knowledgeable
of the intelligence career program, its structure, training and promotion opportunities, and occupational
content to provide the necessary guidance/advice, information and counsel to both management and
employees concerning career planning and general career program management.
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5. Next Career Position - A position which an employee and immediate supervisor have concluded would
be the next logical developmental assignment in the employee's overall career development plan.
Identification of the next career position does not preclude the employee from being considered for
other positions or employment opportunities.
E. RESPONSIBILITIES
1. Individuals
a. lndividuats are responsible for recognizing their aptitudes, strengths, and developmental needs. They
must undertake training and development to meet these needs and consider their development
in terms of their career goals which may include assignment to other positions within the DoD.
Employees must demonstrate their willingness to take advantage of the opportunities offered, work
hard to achieve the goals they have set, and assume the responsibility for their own development.
The development of any one employee is dependent upon the degree of promise of the employee
and the training and education pursued to meet the individual's particular immediate needs and
long-range goals.
b. Prior to the discussion with the immediate supervisor on the annual career appraisal, the employee
should have established a personal plan to meet the career development needs for the upcoming
years. The personal plan should encompass training and educational requirements, as well as specific
developmental assignments, that can reasonably be planned for with emphasis on those
developmental opportunities desired during the ensuing year.
c. After formulating a personal plan, the employee should, in conjunction with the supervisor, assure
that the plan is realistic and consistent with the achievement of the organization's goals.
d. In establishing goals for particular training/education needs and developmental assignments, the
employee should consult the following sources for assistance:
(1)
Appendices D and E. These appendices list the typical developmental assignments and the
mandatory/desirable training/education requirements for the career field.
Local ICDP Advisor/Civilian Personnel Officer/Training and Education Specialist/ Employee
Development Specialist within the activity
Training Compendium for General ICDP Personnel.
Rotational Assignment Compendium.
2. Senior and Local Civilian ICDP Advisors. See Appendix A, paragraphs D. and E. for specific
responsibilities of the advisors.
3. Immediate Supervisor
* a. The immediate supervisor is responsible for day-to-day counseling and appraisal of the individual's
career progression. However, following the structure provided by DD Form 1917 formal
counseling and appraisal will be conducted at least annually between the individual and the
supervisor. The supervisor will assess and record on the DD Form 1917 the employee's
level of potential relative to the next career position and general career progression. Particular
attention will be directed toward career training and developmental assignments for advancement
to the designated next career position.
b. Insuring that the employee understands the next career position, its performance requirements,
and that the identification of the next career position does not preclude the employee from being
considered for other positions or employment opportunities.
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APPENDIX C-1
c. Assuring that the employee's training/development plan is consistent, realistic, and applicable to
meeting the overall goals of the organization as well as developing the employee's overall career
requirements.
4. All personnel participating in the career counseling process will seek to develop and record a realistic
career plan so as to reach the highest level that the individual is capable and desirous of attaining
and one which is consistent with known and anticipated staffing needs in the career field.
F. PROCEDURES
1. General: Career appraisal and counseling provides an examination of an employees's demonstrated abilities
and potential for advancement. It is also a vehicle for systematically planning training/developmental
assignments to meet the requirements for career progression.
* 2. Frequency: Career appraisal will be accomplished at least annually and whenever there has been a
significant change of position that warrants completion of a new appraisal. The scheduling of annual
appraisals is at the discretion of the component.
* 3. Forms Distribution: DD Form 1917 will be completed in at least four copies to be distributed
to the employee, supervisor, employee's personnel folder, and the DoD ICDP Office.
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APPENDIX C-2
INSTRUCTIONS FOR COMPLETING EMPLOYEE CAREER APPRAISAL
DO FORM 1917
PRIVACY ACT STATEMENT
The Privacy Act requires a copy of a standardized statement be provided
the individual at such time the personal information is requested.
DD Form 1917 Employee Career Appraisal/Development Plan
Edition Date: March 1984
Prescribing Issuances: DoD Directive 1430.2
DoD Manual 1430.10-M
DoD Manual 1430.10-M-3
DoD Manual 1430.10-M (Annex 3: General
Intelligence)
AUTHORITY: 10 U.S.C. 133d, 44 U.S.C. 3101, 5 U.S.C. 301 and 302,
Executive Order 9397.
PRINCIPAL PURPOSES: The purpose of the form is to appraise
employees participating in the DoD-Wide Civilian Career Program for
intelligence. It is used to (1) assess employee potential for further train-
ing and development, (2) establish an orderly career progression plan,
and (3) record employee's availability for development/rotational
assignment to other positions within DoD.
ROUTINE USES: The career appraisal of an employee is jointly devel-
oped by the employee and supervisor and indicates the employee's
readiness for development and promotional opportunities. The next
career position and the training/developmental assignments will be
printed on the DD Form 1932. This appraisal form is used as a planning
document by civilian personnel and training/education officers to deter-
mine employee training needs and attendant scheduling and funding
considerations.
DISCLOSURE: Disclosure of the information required by the form is
voluntary. Absence of a current completed form could result in inade-
quate identification of training and developmental needs in conjunction
with career objectives and limited performance data available to select-
ing officials in the referral process.
IDENTIFYING INFORMATION must be completed unless other-
wise stated.
SOCIAL SECURITY NUMBER: Self-explanatory.
NAME: Enter last name, followed by first name and middle
initial
APPRAISAL DATE: Use numbers: year, month and day.
SERIES: Current CSC job series, e.g., C132.
GRADE: Enter current grade, e.g., GS-13, GM-13, ES-01,
ST-00.
POSITION TITLE: Enter current position title as shown on
SF-50.
DOD COMPONENT: Enter the appropriate DoD Component,
i.e., Army, Navy.
NAME AND LOCATION OF EMPLOYING ACTIVITY: Self-
explanatory.
ORGANIZATIONAL ELEMENT: Self-explanatory.
SECTION I.
NEXT Career Position: 1. The next career position is that position
which the employee and the immediate supervisor, with the assistance
of the Senior/Local Civilian ICOP Advisor(s) or civilian personnel office,
consider as the next most logical progression step for the advancement
of the individual. The careerist must play a major role with the assistance
from the immediate supervisor in the determination of the next career
position. Enter the series, pay plan and grade, e.g., 0132, GS-15, GM-15,
ES-01, or ST-00, the normal position classification title, (using no more
than 15 characters and spaces. e.g.. INTEL RES SPEC.)and organiza-
tional position title, e.g., Senior Analyst. NOTE: If the employee's current
position fulfills his/her immediate career desires, wr. te the word NONE
in blocks 16-19. (Employee should insert NONE in blocks 16-19 only if
the current position, series and grade fulfills career desires within the
next twelve months. Keep in mind the next higher level or another
desirable position/series at the same grade level may become available
in the current organization.) If the current position fulfills the employee's
immediate career desires, proceed to Section III. (Section III.B may be
omitted). NOTE: Training needed to maintain technical update for the
current position should be listed in Section II.
2. Position Requirements: List technical knowledge, skills, abilities,
or personal characteristics; i.e., knowledge of foreign spacecraft/
missiles electronic/radar devices; resource management; oral and/or
written communication ability.
SECTION II. List specific training and education course titles, OJT/
specialized experience, rotational assignments, and other training/
development needed to progress to next position or for career broaden-
ing purposes. (Maximum 8 line entries) (Review Appendix E training
requirements for grade levels and the Training Compendium and the
Rotational Assignment Compendium for specific entries.) NOTE:
TRAINING should be planned realistically for the ensuing 5 years so
that the data can be used for component 5-year training plan and
budget purposes.
1. Block 16- Use appropriate category code:
a. Code 1 = DoD/Government Training (any Department of Defense
and/or other Government agency/Service training).
b. Code 2= Academic Educational Development (any course taken
at a college or university for credit [semester/quarter hours)).
c. Code 3 = Rotational/Temporary assignments (details to other
positions under normal temporary detail procedures and/or de-
tails for longer periods under rotational assignment procedures).
d. Code 4 = OJT/Specialized Experience (any on the job training or
special training needed to meet the requirements for the next
career position or general progression).
e. Code 5 = Other Training/Development (any continuous educa-
tion course/state-of-the-art course for major discipline at college
or university, and related seminars).
2. Blocks 17-51 - Training/Developmental Assignments (title of
training/academic course, brief description of OJT/specialized training/
development, or desired position, organization and location if for rota-
tional/temporary assignment). (Review Appendix E training require-
ments for grade levels and the Training Compendium and the Rotational
Assignment Compendium for specific entries.)
3. Blocks 52-55 - Leave Blank (DoD ICDP Office use only for
subject code).
4. Block 56 - Use appropriate priority code:
C-2.1
a. Priority 1= Training that must be accomplished in the ensuing
fiscal training cycles or it will have a direct adverse effect on
mission accomplishment. The highest priorities will be given to
those training and educational opportunities listed as part of the
approved Master Training and Education Plan.
b. Priority 2 = Training which is required to provide for systematic
replacement of skilled employees as required by career manage-
ment programs and if deferred beyond the ensuing training
cycles will have an adverse effect on mission accomplishment in
the period following
c. Priority 3 = Training which is required for an employee who is
performing at an adequate level of competence to increase the
employee's efficiency and productivity. This training may be
accomplished after Priority 1 and Priority 2 needs have been met
but would not be in the DoD or public interest to defer beyond the
ensuing training cycles.
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5. Block 57- Type Training in accordance with appendix E of DoD
1430.10-M-3:
a. Mandatory = M
b. Desired = D
6. Blocks 58-59- Fiscal Year (give last two digits of fiscal year in
which training is to be taken, e.g., 87).
SECTION III.
ITEM A. Immediate Supervisor's Comments. The immediate super-
visor will record any comments concerning the employee's readiness
for DoD career development and progression. Supervisors will date
and sign in appropriate spaces. Typed name (LAST, FIRST, MI) and title
will not exceed 25 spaces. The immediate supervisor will indicate in the
appropriate box (Blocks 39-40) the most recent official adjectival perfor-
mance rating consistent with each DoD component's rating system
listed below. Indicate year and month of the performance rating using
two digits for each, e.g., 83 12 (Blocks 41-44).
The following codes apply to Blocks 39-40:
ARMY PERSONNEL: Al Exceptional
A2 Highly Successful
A3 Fully Successful
A4 Minimally Satisfactory/Marginal
A5 Unsatisfactory
NAVY PERSONNEL: Ni Outstanding
N2 Superior/Highly Satisfactory
N3 Fully Successful/Satisfactory
N4 Marginal
N5 Unsatisfactory
AF PERSONNEL:
DIA PERSONNEL:
LOC PERSONNEL:
(FRD)
OSD PERSONNEL:
CH 2, 7/16/84
Fl Superior
F2 Excellent
F3 Fully Successful
F4 Minimally Acceptable
F5 Unacceptable
D1 Outstanding
D2 Exceeds Fully Successful/Superior
D3 Fully Successful/Satisfactory
D4 Minimally Satisfactory
D5 Unsatisfactory
Ll Outstanding
L2 Satisfactory
L3 Unsatisfactory
01 Outstanding/SES Fully Successful
02 Exceptional
03 Fully Successful
04 Minimally Satisfactory
05 Unsatisfactory
ITEM B. The Employee Career Appraisal requires the supervisor to
appraise and discuss with the individual the seven items listed (Item 7 is
optional for careerists not currently in a supervisory position). An
assessment of A through E will be given for the next career position
(Sec. l). This assessment of potential is to be used as a basis for career
counseling, estimating potential for career advancement and formulat-
ing specific career goals and training plans. This part of the appraisal
form will not be included in the ICDP/DISCAS data base. The assess-
ment from A to E for each item should be based on the following
definitions:
Level A = Employee's skills, knowledge, and training significantly
exceeds all requirements for next career position. (See OPM
X118 Qualification Standards and DoD 1430.10-M-3, APP E.)
Level B = Employee's skills, knowledge and training satisfies all require-
ments for next career position, (See OPM X118 Qualification
Standards and DoD 1430.10-M-3, APP E.)
Level C = Employee needs minor development/training/education to
acquire skills, knowledge for progression to next career
position.
Level D = Employee needs major development/training/education to
acquire skills, knowledge for progression to next career
position.
Level E = Employee's skills, knowledge, and training reveal serious
deficiencies which appear to restrict reasonable prospects
for career progression.
NOTE: This is career potential not current performance
ITEM C. Employee Comments. The employee will check the block if
appropriate. Any comments by the employee on the career appraisal
and/or plan will be made in this block. Employee will date and sign in
appropriate spaces.
ITEM D. Reviewing Supervisor's Comments, The Appraising Offi-
cial's immediate supervisor will review the career appraisal/plan and
furnish any additional comments that are pertinent and add significance
to the overall career appraisal/plan. Information should be supplied in
this item only to the extent that the reviewer has direct knowledge of the
employee being appraised. Reviewer will date and sign in appropriate
spaces. NOTE: The reviewing supervisor should make it known to the
immediate supervisor that the immediate supervisor will be evaluated
as a supervisor on the basis of how well the appraisals are made as well
as how the supervisor assists the employee with overall career
development.
ITEM E. Local ICDP Advisor's Comments. The Local ICDP Advisor
will review Section II carefully to verify consistency of training require-
ments with the next career position and general career progression
requirements. The Local Advisor will record an evaluation of how the
career appraisal and career plan relate to the overall organization's
mission and the objectives of the career field. The Local ICDP Advisor
will date and sign in appropriate spaces. NOTE: When the Local ICDP
Advisor and the immediate supervisor are the same, the immediate
supervisor should still sign as the Local ICDP Advisor. The Local ICDP
Advisor's appraisal will be signed by the next higher level in the ICDP
Please detach this instruction sheet before submitting DD Form 1917.
C-2.2
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APPENDIX C-2
NOTE: READ INSTRUCTIONS and PRIVACY ACT STATEMENT BEFORE COMPLETING FORM.
EMPLOYEE CAREER APPRAISAL/DEVELOPMENT PLAN
3-11
SOCIAL SECURITY NO.
NAME (Last, First, MI)
12-15 APPRAISAL DATE
YEAR
MONTH
Series Grade
Position Title
DoD Component
Name and Location of Employing Activity
Organizational Element (Division, Branch, Etc.)
SECTION 1
Next Career Position (consult appropriate sources such as career advisors, knowledgeable civilian personnel specialists, or Position
Classification Standards and Qualification Standards). NOTE: If the employee's current position fulfills his/her immediate career desires
write NONE in Series blocks 16-19 and proceed to Section II. Do not complete the remainder of Sec. 1.
Series Pay Plan-Grade
16 17 18 19 20 21 22 23
24-38 Position Classification Title
Organ. Pos. Title
(optional)
1.
2. Position
I I
requirements
I
I
(Technical
knowledge,
1
skills, abilities,
1 Dl 11
personal characteris
ics
)
SECTION II: Specific training and developmental needs for position identified in Section I. and general career progression should be
listed below. See detailed instructions.
TRAINING/DEVELOPMENTAL ASSIGNMENTS (BE SPECIFIC)
I�
<
0
Course title or training/developmental assignment
CODE
.>,
8
eL
21

I�
FY
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
SECTION III A. (39-70) Immediate Supervisor's Comments:
Fill in the most recent official performance rating. Fill in year and month using two digits each, e.g. 84 10. YR MO
Code number should be taken from Section III. Item A of instructions. 39 40 41 42 43 44
CODE
DATE
Date
45-70 Name & Title (last, First, MI)
Signature of Supervisor
DD FORM al 7
84 MAR
PREVIOUS EDITION IS OBSOLETE
C-2.3
(For use by general intelligence personnel only.)
CH 2,7/16/84
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APPENDIX C-2
B Discuss the following
(NOTE: This is a career
Enter a level from A
Level A - Exceeds all
Satisfies all requirements
development/ training/education;
El 1 Technical
items with the employee relative to the .ext career position.
potential appraisal not a current performance appraisal.)
to E for each item (only item 7 is optional for nonsupervisors) based on the following:
requirements for next career position (CSC X118 Qualification Standards and DoD 1430.10-M-3, App. E); Level B -
for next position (CSC X118 Qualification Standards and DoD 1430.10-M-3, App. E); Level C - Needs minor
Level D - Needs major development/training/education; Level E - Serious deficiencies.
Competencies: (In this block indicate the average of items a through d below.)
of decisions & recommendations.
of solutions.
of work.
and Timeliness (meeting deadline schedules and accomplishment of workload in order of priority).
(expression of ideas in a clear, concise and convincing manner).
(expression of ideas in a clear, concise and convincing manner).
(tact, diplomacy and maintaining interpersonal relationships).
and effectiveness under pressure and adverse or changing conditions).
and Management: (In this block indicate the average of Items a through h below.)
appropriate decisions under stressful/adverse conditions.
organizational policy and ensuring high standards.
responsibility.
authority, defining assignments and accepting consequences.
others through leadership capacity.
subordinates.
planning and organizing, coordinating and controlling diversified activities.
the principles of Equal Employment Opportunity and Affirmative Action Plans.
� a. Soundness
. b. Development
� C. Innovativeness.
M d. Quality
� 2. Quantity
� 3. Written Communication
0 4. Oral Communication
� 5. Cooperation
� 6. Stability (composure
M 7. Supervision
0 a. Making
� b. Supporting
0 C. Accepting
0 d. Delegating
� e. Motivating
0 f. Developing
� g. Effective
� h. Upholding
C. Employee Comments:
career position described in Section I.A is appropriate. This career appraisal and plan have been discussed with me
as follows:
. I agree that the next
and my comments are
Date
Signature of Employee
D. Reviewing Supervisor's Comments: (To what extent do you agree or disagree with the above career appraisal and plan?)
Date
Name, Title & Organization
Signature of Reviewer
E. Career Advisor's Comments:
Date
Name, Title & Organization
Signature of Career Advisor
CH 2, 7/16/84
C-2.4
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Declassified and Approved For Release 2014/06/24: CIA-RDP90-00530R000400810003-1
APPENDIX D
CAREER PATTERN
CONTENTS
1. DoD-Wide Intelligence Career Development Program Career Pattern
2. Typical Developmental Assignments for GS-0132 Personnel
3. Typical Developmental Assignments for S&T Personnel
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� Declassified and Approved For Release 2014/06/24: CIA-RDP90-00530R000400810003-1
DOD-WIDE INTELLIGENCE CAREER DEVELOPMENT PROGRAM CAREER PATTERNt
Generalist (management) At some point during Specialist (analyst)
the GS-12 level determi-
EXECUTIVE LEVEL nation will be made EXECUTIVE LEVEL
--.- ---4.-
/ and above
\ as to Generalist I and above
k, (Manager:all
II UI potential and/or 1 \
SENIOR LEVEL Specialist I I I SENIOR LEVEL
�0- Grades GS-13 -15 -.I-- (analyst) �..- Grades GS-13 -15 -....�
[Staff Development Phase] \\ potential. it 1 [Staff Development Phase]
1
Intake *
JOURNEYMAN LEVEL
Grades GS-11&12
1[Technical Development Phase]
\\
ENTRY LEVEL
Grades GS-5 -9
[ Intern Phase ]
College
Upward Mobility Program
* Intake- From industry, other government agencies, and
from related occupations in Department of Defense
tCareer pattern denotes a schematic grade structure for illustrative purposes only. Position titles, series
and grades are established by authorized positions in accordance with Civil Service Commision
position classification standards.
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Intake *
I-0 XIUNgdcIV
Declassified and Approved For Release 2014/06/24:
TYPICAL DEVELOPMENTAL ASSIGNMENTS
CAREER LEVEL GENERALIST
Executive - Policy determination assignment
GS-16 & above - Responsibility for supervision
of entire staff
- Team Leader
- Assignments to Task Force/
Committee dealing with National
Policy matters
Senior - Assignments requiring supervision
GS-13 - 15 of others
- Assignments that require inputs
from others to complete a finished
report
- Assignment to overseas commands
and attache offices
- Assignments requiring responsibility
for coordination and final completion
- Task Force/Committee assignments
- Team Leader
CIA-RDP90-00530R000400810003-1
APPENDIX D-2
FOR GS-0132 PERSONNEL
SPECIALIST
- Assignments requiring a high degree
of specialized professional competency
- Assignments to Task Force/Committee
dealing with National policy matters
Assignments that require inputs from
others to compJete a finished report
Assignments to overseas commands and
attache offices
Assignments requiring responsibility
for coordination and final completion
Task Force/Committee assignments
Team Leader
Journeyman
GS-11 & 12
- Assignments having responsibility
for coordination and completion of
a final/finished product
- Assignments requiring coordination
with others
- Assignments to overseas commands and
attache offices
- Task Force/Committee assignments
- Regular and rotated jobs to be
completed with minimum supervision
- Same as Generalist
Entry - Assignments under supervision
GS-05 - 09 - Two or more rotated job assignments
(Not less than 6 months duration;
Geographical/Functional assignments.)
- Progressive assignments with more
responsibility
D-2
Same as Generalist
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Declassified and Approved For Release 2014/06/24: CIA-RDP90-00530R000400810003-1
APPENDIX D-3
* TYPICAL DEVELOPMENTAL ASSIGNMENTS FOR S&T PERSONNEL
CAREER LEVEL GENERALIST
Executive
GS-16 & above
Policy determination assignment
- Responsibility for supervision
of en tire staff
- Task force/commit tee assignments
dealing with national policy
matters
SPECIALIST
- Assignments requiring
specialized professional
expertise essential to
accomplishment of mission
- Task force/committee assign-
ments dealing with national
policy matters
Senior
GS- I 3 - IS
- Assignments requiring
vision of others
- Rotational assignment
skills and experiences
- Task force/committee
- Team leader
- Assignments requiring extensive
contacts with key officials
Staff assignments requiring
extensive coordination, evalu-
ation, comprehensive reporting
and final completion
super-
to broaden
assignments
Assignments requiring special-
ized professional expertise
essential to accomplishment
of mission
Assignments that require analysis
of inputs to complete a finished
report
Rotational assignment to expand
technical competence
- Assignments requiring responsi-
bility for coordination and final
completion
- Task force/committee assignments
- Team leader
- Assignments requiring per-
formance of staff advisory,
consulting and reviewing
services
- Assignments which involve ex-
tensive planning, research,
and analysis
Journeyman
GS-11 & 12
Assignments having responsibility
for coordination and completion of
a final/finished product
Assigninen ts requiring coordination
with others
Rotational assignment to expand
technical competence and maintain
currency
Assignments requiring supervision
of others
Special project assignments
Task force/committee assignments
Participation in conferences
and meetings
Assignments to more complex func-
tions and projects requiring
increased independence and
creativity
D-3.1
- Same as Generalist
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CAREER LEVEL GENERALIST SPECIALIST
Entry - Assignments to specific functions
GS-05-09 and projects with extensive super-
vision
- Two or more rotated job assign-
ments (not less than 6 months)
- Progressive assignments with more
complexity and responsibility
D-3.2
- Same as Generalist
APPENDIX D-3
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Declassified and Approved For Release 2014/06/24: CIA-RDP90-00530R000400810003-1
APPENDIX E
MASTER TRAINING AND EDUCATION PLAN
CONTENTS
I. Training and Education Requirements for GS-0132 Intelligence Personnel.
2. Career Courses GS-0132 by Career Level.
3. Training and Education Requirements for Scientific and Technical (S&T) Intelligence
Personnel.
4. Career Courses for S&T Series by Career Level.
5. Criteria for Selection for Educational Opportunities.
NOTE: Due to the diversity of Intelligence Related Occupational Series represented in the ICDP,
a training and education plan has not been designed. However, ICDP personnel in these job series
may use, as a guideline, the training and education plans for GS-0132 and S&T personnel displayed
in Appendix E.
E-1
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APPENDIX E-1
*TRAINING AND EDUCATIONAL REQUIREMENTS
FOR GS-0132 INTELLIGENCE ANALYSTS
CAREER
LEVELS
EXECUTIVE
GS-16 and above
SENIOR
GS-13-14-15
MANDATORY
1. Component-designated Management
Training (e.g., Brookings Institute of
Management, Federal Executive In-
stitute, Defense Management Systems
Course, Office of Personnel Management
Executive Seminars, Academic Manage-
ment Courses or other appropriate
management training)
* 1. National Senior Intelligence PrO5rd"
(for selected key personnel whose present
or projected duties include national/joint
level intelligence responsibilities and/or
projects)
� 2. Technical and/or Area Studies
� 3. Component-designated Management/
Supervisory Training (e.g., Brookings In-
stitute of Management, Defense Manage-
ment Systems Course, Office of Personnel
Management Executive Seminars, Aca-
demic Management Courses, Service/
DoD Management Courses or other appro-
priate management training)
4. DIAOLS/COINS for Managers
JOURNEYMAN 1. Supervisory Training (for personnel in
GS-11-12 supervisory positions and for selected
personnel with recognized supervisory
potential)
2. Information Science (e.g., 4efertwaritrrr
Seietwee-fer-littollisbeese=EaRefriene; Sur-
vey of Intelligence Information Systems,
OPM ADP courses or other appropriate
Information Science Training)
� 3. Technical and/or Area Studies
� 4. Briefing Techniques (e.g., DoD, in.
house or contractor training)
ch
DESIRABLE
1. National War College (National De-
fense University (NDU))
2. Service War Colleges
3. Industrial College of the Armed Forces
(NDU)
4. Senior Executive Information Manage-
ment Course
5. Information Sciences (e.g. Information
Science for Managers I or other ap-
propriate information science training)
1. National War College (NDU)
(GS-14/15)
2. Industrial College of the Armed Forces
(GS-14/15) (NDU)
3. Service War Colleges
4. Armed Forces Staff College
5. Information Sciences (e.g., Information
Science for Managers I or H, or other ap-
propriate information science training)
6. Advanced academic study (full time or
after hours)
7. Intermediate Executive Orientation
8. Reading Improvement
9. Oral and Written Communication Im-
provement
10. Rotational Assignment within/out-
side component to appropriate organiza-
tion
11. Intelligence Collection Management
Course
1. Post Graduate Intelligence Course/
MSSI
2. Nuclear Weapons Orientation Advanc-
ed Course (for selected personnel)
3. Armed Forces Staff College (GS-12)
4. Advanced Academic Study (full time or
after hours)
5. Foreign Language Training (for
selected personnel)
6. Reading Improvement
7. Oral and Written Communication Im-
provement
8. Rotational Assignment within/outside
component to appropriate organization
9. Intelligence Indications and Warning
Course
10. Joint Intelligence Management Course
11. Advanced DIAOLS/COINS (for se-
lected personnel)
12. DIAOLS/COINS for Managers (for
selected personnel)
� See creditable training/experience in career course description section
E-1.1
CH 1,10/1/81
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APPENDIX E-1
CAREER
LEVELS
ENTRY
GS-05-09
MANDATORY
� 1. Joint Intelligence Course or Intelli-
gence Analyst Course
2. Scientific & Technical Intelligence
Analyst Introductory Course (for S&TI
production analysts)
� 3. Technical and/or Area Studies
� 4. Report Writing
� 5. Basic Photo Interpretation (for select-
ed personnel in the Imagery Analysis
Career Field)
6. Defense Sensor Interpretation and Ap-
plications Training Program (for selected
personnel in the Imagery Analysis Career
Field)
DESIRABLE
1. Joint Intelligence Course (for S&TI
production analysts) or Intelligence Ana-
lyst Course (for S&TI production ana-
lysts)
2. ADP Courses (for selected personnel)
3. DIAOLS/COINS Course (for selected
personnel)
4. Reading Improvement
5. Oral Communications/Briefing Tech-
niques (for selected personnel)
6. Advanced Academic Study (full time or
after hours)
7. Foreign Language Training (for select-
ed personnel)
8. Ballistic Missile Staff Course (for se-
lected personnel)
9. Survey of Intelligence Information
Systems
� See creditable training/experience in career course description section
CH 1, 10/1/81
E-1.2
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Declassified and Approved For Release 2014/06/24: CIA-RDP90-00530R000400810003-1
COURSE
* I. 'Joint Intelligence Course WC)
D for S&TI Production Analysts
t:D
18/1/01 `I 110
*CAREER COURSES GS-0132 BY CAREER LEVEL
MANDATORY�M
DESIRED�D
ENTRY LEVEL GS-05 THRU 09
LOCATION
Defense Intelligence College
DIC
or
2.
'Intelligence Analyst Course
DIC
D for S&TI Production Analysts
3.
Scientific & Technical In-
telligence Analyst Introductory
DIC
Course (STIAIC)
M (for S&TI Production
Analysts)
4.
Technical and or Area Studies
In-House, Foreign Service Insti-
tute, other
5.
Report Writing
In-House contractor
6.
Basic Photo Interpretation (for
selected personnel in the Im-
agery Analysis Career Field)
Lowry AFB, CO
7.
Defense Sensor Interpretation
and Applications Training Pro-
gram for selected personnel in
the Imagery Analysis Career
Offutt AFB. NE
Field)
These courses are programmed sequentially
CREDITABLE
TRAINING/EXPERIENCE
I year experience as analyst in
telligence
OBJECTIVE
in. To provide intelligence analysts with an understanding of the
purpose and major functions of joint and combined intelli-
gence and the application of the components of strategic in-
telligence to the study of the worldwide challenge posed by
communism.
JIC and I year experience as intelligence
analyst or 2 years experience as in-
telligence analyst
1 year experience as analyst in S&T in-
telligence
Previous duty assignment in geographic
area concerned
Comparable course from government or
educational sources prior to assignment.
Met if attended IAC.
Comparable military or government
sponsored course in photo interpretation
and scheduled
To provide intelligence analysts with an understanding of the
role of the analyst; fundamental intelligence research techni-
ques; analysis techniques; how to prepare an estimate; the
purpose and management of intelligence collection re-
quirements; and purpose and use of other pertinent in-
telligence documents and reports.
To provide newly assigned S&T intelligence analysts an
orientation to the organizations and processes of the in-
telligence community, practice in basic communication skills,
and identification of key reference and guidance documents
for future use.
To enable analyst to keep abreast of current developments in
assigned technical area or to obtain essential background in-
formation in assigned geographic area.
To guide personnel in use of techniques for making their writ-
ten communications more effective.
To provide Entry-Level professionals hired as Photo Inter-
preters with an understanding of fundamental administrative
procedures and interpretation techniques in the imagery field.
To provide professional imagery interpreters with skills in
advanced multisensor intelligence gathering and interpreta-
tion.
consecutively.
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Z-3 XYINHddV
18/1/01 '1 113
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COURSE LOCATION
8. ADP Courses (for selected per- In-House contractor
sonnel)
9. D1AOLS/COINS Course (for se-
lected personnel)
10. Reading Improvement
11. Oral Communications /Briefing
Techniques (for selected person-
nel)
DIC
In-House contractor
In-House contractor
12. Advanced Academic Study (full Civilian College or University
time or after hours)
13. Foreign Language Training (for Foreign Service Institute, USDA
selected personnel) Graduate School, Other
14. Ballistic Missile Staff Course
(for selected personnel)
Vandenburg AFB, CA
15. Survey of Intelligence Informs- Central Intelligence Agency (CIA)
tion Systems
1. Supervisory Training (for person In-House
nel in supervisory positions and
for selected personnel with
recognized supervisory potential)
CREDITABLE
TRAINING/EXPERIENCE
Comparable course from government or
educational sources prior to assignment.
Comparable course from government or
educational sources prior to assignment.
Met if attended IAC.
OBJECTIVE
To provide inexperienced professional personnel with the
basic knowledge and skill necessary to do productive work
utilizing ADP in the intelligence function.
Course designed to provide the trainee with a user capability
in and an understanding of a basic automated tool of in-
telligence analysis.
To enable personnel to increase rate and comprehension in
reading skills and adjust reading techniques to varied types
of material.
To increase the effectiveness of analyst's oral communica-
tions and professional briefings.
To foster creative thinking, encourage intellectual curiosity,
and maintain a high degree of competency among profession-
al personnel.
To maintain and/or increase proficiency sufficient to meet
job requirements in language(s) previously studied.
Provides training for analysts assigned to a specialty requir-
ing knowledge of the U.S. Ballistic Missile Program.
To provide intelligence personnel with an overview of infor-
mation and intelligence systems of the intelligence commu-
nity, with special emphasis on automated and/or computer
assisted systems.
JOURNEYMAN LEVEL GS-11 AND GS-12
To equip potential and newly appointed supervisors with the
basic skills and knowledge necessary to understand and apply
effective technique's to supervising employees.
z-a xiaNadcw
� �
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V8/9T/L `3 HO
COURSE
2. Survey of Intelligence Infor-
mation Systems
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LOCATION
SEE ENTRY LEVEL
3. Technical and/or Area Studies SEE ENTRY LEVEL
4. Briefing Techniques In-House contractor
5. �� Joint Intelligence Manage- DIC
ment Course (JMIC)
6. Post Graduate Intelligence
Program (MSSI)
7.
8.
Nuclear Weapons Orientation
Advanced (for selected
personnel)
Armed Forces Staff College
9. Advanced Academic Study
(full time or after hours)
10. Foreign Language Training (for
selected personnel)
11.
12.
Reading Improvement
Oral and Written Communica-
tion Improvement
13. Rotational Assignment within/
outside component to ap-
propriate organization
DIC
Kirtland AFB, NM
Norfolk, VA
SEE ENTRY LEVEL
SEE ENTRY LEVEL
SEE ENTRY LEVEL
In-House contractor
Army, Navy, Air Force, DIA,
other DoD, government, or
private industry
14. Intelligence Indications and DIC
Warning Course
CREDITABLE
TRAINING /EXPERIENCE
OBJECTIVE
Comparable course from government To increase effectiveness of professional briefings.
education sources prior to assignment
� One information science course required during Journeyman Level.
This course is programmed sequentially and scheduled consecutively with the JIC and IAC.
To provide intellgience analyst in or to be assigned to
management positions with an understanding of current
management principles and techniques as they apply to
intelligence resources, processes, and information.
To provide personnel with a graduate level program of
study in the principles of strategic intelligence,
methodologies of intelligence research, the role of intelli-
gence for joint operations, and the management of
intelligence.
Provides training for analysts assigned to a specialty
requiring knowledge of the national nuclear weapons
program.
To provide an understanding of total U.S. military
capability and the environment in which it operates with
special emphasis on Joint Service applications.
To increase the effectiveness of analyst's oral and writ-
ten communications.
Used for cross-training and development of individuals
demonstrating high potential at the middle, senior and
executive levels.
To provide an understanding of the fundamentals of
warning analysis and the DoD I&W organization, func-
tion, operation, and relationships with other elements of
intelligence.
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a XICIUsladdV
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15.
Advanced DIAOLS/COINS
DIC
(for selected personnel)
D
16.
DIAOLS/COINS for Managers
DIC
(for selected personnel)
D
17.
Intelligence Collection
DIC
Management Course
D
To enable students to develop complex single and multi-
ple file queries for retrieval of intelligence information
from the DIAOLS/COINS System, and be able to write
Report Program Generator programs to output DIAOLS
System One data; and to know the basic concept of online
maintenance for DIAOLS System One files.
To enable managers to know the basic capabilities of the
DIAOLS/COINS system and what may be achieved by
using this sytem.
To enable students to be congnizant of intelligence collec-
tion activities, knowledgeable of major systems'
capabilities and limitations, capable of tasking various
organizations and systems and qualified to manage col-
lection results.
a xicusiadcw
� � II
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COURSE
1. National Senior Intelligence
Program � (for selected key person-
nel whose present or projected
duties include national/joint
level intelligence responsibilities
and/or projects)
SENIOR LEVEL GS-13-14-15
LOCATION
DIC
2. Technical and/or Area Studies SEE ENTRY LEVEL
3. Management/Supervisory TrRin-
ing
4. DIAOLS/COINS for Managers
ttl
CT 4.a. National War College
18/1/01 '1 HD
5. Industrial College of the Armed
Forces
6. Service War Colleges
7. Armed Forces Staff College
8. Information Science for
Managers I
DoD, In-House contractor
DIC
National Defense University (NDU)
Ft. McNair Washington, D.C.
NDU, Ft. McNair Washington, D.C.
Army: Carlisle
Barracks, PA
Navy: Newport, RI
Air Force: Montgomery, AL
SEE JOURNEYMAN LEVEL
CIA
CREDITABLE
TRAINING/EXPERIENCE
6 years prior intelligence experience (3
years of which at the National Level)
Comparable course from government or
education sources
Can be taken by correspondence
Attendance at one or more courses in in-
formation science at local facility
OBJECTIVE
To enhance the preparation of selected key DoD civilian per-
scnnel for important policy making positions in the national
and international security structure.
To provide training in personnel practices and procedures,
communication skills and techniques, interpersonal relation-
ships, and work planning and control.
To enable managers to know the basic capabilities of the
DIAOLS/COINS system and what may be achieved by using
this system.
To acquaint key civilian personnel with high level military
command and policy functions and strategic planning. To
prepare participants for more effective performance in joint in-
telligence functions.
To provide graduate level study for key civilians in national
security, with-emphasis on management of resources, including
national and international military, economic, political, scien-
tific, and social factors.
To prepare selected senior civilians for higher level intelligence
responsibilities within DoD.
Stresses the application of information systems and systematic
methods of analysis by systems users to a variety of in-
telligence, support, and management tasks. Intended for those
who need only an introduction and overview of the subject.
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COURSE
9. Information Science for
Managers Il
LOCATION
CIA
10. Advanced Academic Study (full SEE ENTRY LEVEL
time or after hours)
11. Intermediate Executive Orienta- DoD Computer Institute
tion
12. Reading Improvement
13. Oral and Written Communication
Improvement
14. Rotational Assignment within/
outside component to appropriate
organization
15. Intelligence Collection Manage-
ment Course
1. Management Training
2. National War College
oo 3. Service War Colleges
SEE ENTRY LEVEL
SEE JOURNEYMAN LEVEL
SEE JOURNEYMAN LEVEL
DIC
CREDITABLE
TRAINING/EXPERIENCE
Attendance at one or more courses in in-
formation science at local facility
OBJECTIVE
Develops elementary skills in the application and use of infor-
mation science. Makes extensive use of student exercises and is
intended for those who need more than a brief introduction and
overview of the subject.
To understand fundamentals of digital computer capabilities,
limitations and applications. Designed for senior level
employees who have had little or no training/experience in
ADP.
To enable students to be cognizant of intelligence collection ac-
tivities, knowledgeable of major systems' capabilities and
limitations, capable of tasking various organizations and
systems and qualified to manage collection results.
EXECUTIVE LEVEL GS-16 AND ABOVE
SEE SENIOR LEVEL
SEE SENIOR LEVEL
SEE SENIOR LEVEL
�
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W 0
CREDITABLE
COURSE LOCATION TRAINING/EXPERIENCE OBJECTIVE
4. Industrial College of the Armed SEE SENIOR LEVEL
Forces
D
5. Senior Executive Information DoD Computer Institute To provide executives with an orientation designed to teach
Mangement Course fundamentals of digital computer capabilities, limitations, and
D applications.
6. Information Sciences SEE SENIOR LEVEL
D
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Z-3 xiamaadv
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APPENDIX E-3
*TRAINING EDUCATIONAL REQUIREMENTS FOR
SCIENTIFIC AND TECHNICAL INTELLIGENCE ANALYSTS
LEVELS
MANDATORY
EXECTUIVE � 1. Component-designated Management
GS-16 and above Training (e.g., Brookings Institute of
Management, Federal Executive In-
stitute, Defense Management Systems
Course, Office of Personnel Management
Executive Seminars, Academic Manage-
ment Courses or other appropriate
management training)
2. Technical/Specialty Courses, Advanc-
ed Academic study, or Professional Con-
ference/Seminars (as required to maintain
state-of-the-art knowledge in specialty
field)
SENIOR � 1. National Senior IntelligencePrograil
GS-13-14-15 (for selected key personnel whose present
or projected duties include national/joint
level intelligence responsibilities and/or
projects)
� 2. Component-designated Management/
Supervisory Training (e.g., Brookings In-
stitute of Management, Defense Manage-
ment Systems Course, Office of Personnel
Management Executive Seminars, Aca-
demic Management Courses, Service/
DoD Management Courses or other ap-
propriate management training).
3. Technical/Specialty Courses, Advanc-
ed Academic Study, or Professional Con-
ferences/Seminars las required to main-
tain state-of-the-art knowledge in special-
ty field)
4. DIAOLS/COINS for Managers
JOURNEYMAN 1. Supervisory Training (for personnel in
GS-11-12 supervisory positions and for selected
personnel with recognized supervisory
potential)
� 2. Information Science (e.g.,
OPM
ADP courses or other appropriate infor-
mation science training)
3. Technical/Specialty Courses, Advanc-
ed Academic Study, or Professional Con-
ferences/Seminars (as required to main-
tain state-of-the-art knowledge in special-
ty field)
* 4. Briefing Techniques (e.g., DoD in-
house, or contractor training)
DESIRABLE
1. National War College (National De-
fense University IN DU))
2. Service War Colleges
3. Industrial College of the Armed Forces
(NDU)
4. Senior Executive Information Manage-
ment Course
5. Information Science (e.g., Information
Science for Managers I or other appro-
priate information science training)
1. National War College (NDU)
(GS-14/15)
2. Industrial College of the Armed Forces
(GS-14/15) (NDU)
3. Service War Colleges
4. Armed Forces Staff College
5. Information Science (e.g., Information
Science for Managers I or II or other ap-
propriate information science training)
6. Intermediate Executive Orientation
7. Oral and Written Communication Im-
provement
8. Reading Improvement
9. Rotational assignment or training with-
in/outside component to S&T, R&D or
appropriate organization.
1. Post Graduate Intelligence Course/
MSSI
2. Nuclear Weapons Orientation Advanc-
ed Course (for selected personnel)
3. Reading Improvement
4. Oral and Written Communication Im-
provement
5. Foreign Language Training (for
selected personnel)
6. Rotational Assignment or training
within/outside component to S&T, R&D,
or appropriate organization
7. Armed Forces Staff College (GS-12)
8. CIRCOL Training (for selected person-
nel)
9. Joint Intelligence Management Course
10. Advanced DIAOLS/COINS (for se-
lected personnel)
11. DIAOLS/COINS for Managers (for
selected pefsonnel)
� See creditable training/experience in career course description section.
E-3A
CH 1, 10/1/81
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APPENDIX E-3
LEVELS
ENTRY
GS-05-09
MANDATORY
� 1. Scientific and Technical Intelligence
Analysts Introductory Course
2. Technical/Specialty Courses, Advanc-
ed Academic Study or Professional Con-
ference/Seminars (as required to maintain
state-of-the-art knowledge in specialty
field)
� 3. Report Writing (i.e., effective writing,
technical writing, writing techniques)
DESIRABLE
I. Reading Improvement
2. Oral Communications/Briefing Tech-
niques (for selected personnel)
3. ADP Courses (for selected personnel)
4. DIAOLS/COINS Course (for selected
personnel)
5. Ballistic Missile Staff Course (for se-
lected personnel)
6. Foreign Language Training (for select-
ed personnel)
7. Survey of Intelligence Information
Systems
8. Joint Intelligence Course (for S&TI
production analysts)
� See creditable training/experience in career course description section.
CH 1,10/1/81
E-3.2
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* Representative List of Technical/Specialty Training and
Personnel.
APPENDIX E-3
Education for Scientific and Technical Intelligence
I. Engineering Field - Advanced Academic Study or Technical/Specialty Courses as appropriate for selected
personnel would include, but not be limited to:
Aerospace/Aerodynamics
Applied Physics
Electronics
Engineering Management
Engineering Mathematics
Flight Mechanics
Guidance & Control
Hydrodynamics
Lasers
Optics
2. Physical Science Field - Advanced Academic Study
selected personnel would include, but not be limited to:
Ballistics
Chemistry
Geography
Geology
Materiels Science
3. Biological Science Field - Advanced Academic
selected personnel would include, but not be limited
Bacteriology
Behavioral Sciences
Biochemistry
Biology/Biophysics
Biotechnology
Botany
Cell Physiology
Cybernetics
Cytogenetics
Cytology
Ecology
Orbital Mechanics
Propulsion
Radar
R&D Facility Engineering
Structures
Systems Engineering
Telemetry
Test Facility Engineering
The
Weapons Effects
or Technical/Specialty Courses as appropriate for
Metallurgy
Meteorology
Oceanography
Physics/Geophysics
Propulsion
Study or Technical/Specialty Courses as appropriate for
to:
Epidemiology
Genetics
Human Factors Engineering
Human Physiology
Microbiology
Molecular Biology
Pharmacology
Radiation Biology
Stress Physiology
Zoology
4. Mathematical Field - Advanced Academic Study or Technical/Specialty Courses as appropriate for selected
personnel would include, hut not be limited to:
Applied Mathematics
Decision Theory
Engineering Principles
Information Science
Operations Research
Statistics
E-3.3
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*CAREER COURSES FOR S&T SERIES BY CAREER LEVEL
COURSE
� I. Scientific and Technical In-
telligence Analysts Introductory
Course ISTIAICI
2. Technical. Specialty Courses,
Advanced Academic Study or
Professional Conference
Seminars
� 3. Report Writing
� 4. Joint Intelligence Course JIC)
for S&TI production analysts
MANDATORY�M
LOCATION
Defense Intelligence
DIC
DESIRED�D
ENTRY LEVEL GS-05 Thru 09
College
DoD Facilities, Civilian college or
university, other
In-House contractor
DIC
5. Reading Improvement In-House contractor
6 Oral Communications Briefing In-House contractor
Techniques for selected personnel)
0
� 7 ADP Courses for selected personnel) In-House contractor
� 'Or 8. DIAOLS)COINS Course for DIC
co selected personnel)
CREDITABLE
TRAINING /EXPERIENCE
I year experience as S&T analyst
telligence.
OBJECTIVE
�
in in. To provide newly analysts an
orientation to the organizations and processes of the in-
telligence community, practice in basic communication skills,
and identification of key reference and guidance documents
for future use.
Comparable course from government or
educational sources prior to assignment.
Met if attended IAC.
I year experience as analyst
telligence
assigned S&T intelligence
To enable analyst to keep abreast of current developments in
assigned technical area and to maintain competency in pro-
fessional field.
To guide personnel in use of techniques for making their writ-
ten communications more effective.
in in- To provide intelligence analysts with an understanding of the
purpose and major functions of joint and combined in-
telligence and the application of the components of strategic
intelligence to the study of the worldwide challenge posed by
communism.
Comparable course from government or
educational sources prior to assignment.
Comparable course from government or
educational sources prior to assignment.
Met if attended IAC.
To enable personnel to increase rate and comprehension in
reading skills and adjust reading techniques to varied types
of material.
To increase the effectiveness of analysts' oral communica-
tions and professional briefings.
To provide inexperienced professional personnel with the
basic knowledge and skill necessary to do productive work
utilizing ADP in the intelligence function.
Course designed to provide the trainee with a user capability
in and an understanding of a basic automated tool of in-
telligence analysis.
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COURSE
9. Ballistic Missile Staff Course
(for selected personnel)
10. Foreign Language Training (for
selected personnel)
11. Survey of Intelligence Informa-
tion Systems
1. Supervisory Training (for person-
nel in supervisory positions and
for selected personnel with
recognized supervisory potential)
2.
3. Survey of Intelligence Informa.
tion Systems
M*
4. Technical! Specialty Course, Ad-
vanced Academic Study or Pro.
fessional Conferences/Seminars
5. Briefing Techniques
6. Post Graduate Intelligence
Program IMSSII
� One information science course required during Journeyman Level
LOCATION
Vandenburg AFB, CA
Foreign Service Institute, USDA
Graduate School, other
Central Intelligence Agency (CIA)
� CREDITABLE
TRAINING /EXPERIENCE
OBJECTIVE
Provides training for analysts assigned to a specialty requir.
ing knowledge of the U.S. Ballistic Missile Program.
To maintain and/or increase proficiency sufficient to meet
job requirements in language(s) previously studied
To provide intelligence personnel with an overview of infor-
mation and intelligence systems of the intelligence communi-
ty, with special emphasis on automated and/or computer
assigned systems.
JOURNEYMAN LEVEL GS-11 AND GS-12
In�House contractor
SEE ENTRY LEVEL
SEE ENTRY LEVEL
In-House contractor
DIC
To equip potential and newly appointed supervisors with the
basic skills and knowledge necessary to understand and apply
effective techniques to supervising employees.
Comparable course from government or To increase the effectiveness of professional briefings.
educational sources within past 5 years.
To provide personnel with a graduate level program of study in
the principles of strategic intelligence, methodologies of in.
telligence research, the role of intelligence for joint operations.
and the management of intelligence.
111 111
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t-a XICIN3c1c1V
�
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COURSE
7. Nuclear Weapons Orientation Ad-
vanced Course (for selected per-
sonnel)
8. Reading Improvement
9. Oral & Written Communication
Improvement
10. Foreign Language Training (for
selected personnel)
11. Rotational Assignment or train-
ing within/outside component to
S&T, R&D or appropriate organi-
tri zation
0
co
12. Armed Forces Staff College
13. CIRCOL Training (for selected
personnel)
14. Joint Intelligence Management
Course IJIMC)
15. Advanced DIAOLS/COINS (for
selected personnel)
LOCATION
Kirtland AFB, NM
SEE ENTRY LEVEL
In-House contractor
SEE ENTRY LEVEL
Army, Navy, Air Force, DIA, other
DoD or private industry.
Norfolk, VA
Dayton, OH
DIC
DIC
CREDITABLE
TRAINING /EXPERIENCE
�
OBJECTIVE
Provides training for analysts assigned to a specialty requiring
knowledge of the national nuclear weapons program.
To increase the effectiveness of analysts' oral and written com-
munications.
Used for cross-training and development of individuals
demonstrating high potential at the middle, senior and ex-
ecutive levels.
To provide an understanding of total U.S. military capability
and the environment in which it operates with special emphasis
on Joint Service applications.
Course designed to provide the S&T analyst with a user
capability in and an understanding of a basic automated tool of
intelligence analysis.
To provide intelligence analysts in or to be assigned to manage-
ment positions with an understanding of current management
principles and techniques as they apply to intelligence
resources, processes and information.
To enable students to develop complex single and multiple file
queries for retrieval of intelligence information from the
DI AOLS/COINS System, and be able to write Report Program
Generator programs to output DIAOLS System One data; and
to know the basic concept of online maintenance for DIAOLS
System One files.
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18/I /i* 1 HD
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COURSE
16. DIAOLS/COINS for Managers
(for selected personnel)
1. National Senior Intelligence
Program tfor selected key person-
nel whose present or projected
duties include national/joint
level intelligence responsibilities
and/or projects)
2. Management Training
3. Technical/Specialty Courses,
Advanced Academic Study, or
Professional Conference/
Seminars
4. DIAOLS/COINS for Managers
5. National War College
6. Industrial College of the Armed
Forces
7. Service War Colleges
8. Armed Forces Staff College
LOCATION
DIC
DIC
DoD, In-House contractor
SEE ENTRY LEVEL
DIC
CREDITABLE
TRAINING/EXPERIENCE
SENIOR LEVEL GS-13-14-15
National Defense University INDU)
Fort McNair Washington, D.C.
NDU, Fort McNair Washington,
D.C.
6 years prior intelligence experience (3
years of which at the national level)
Comparable course from government or
education sources.
Army: Carlisle Barracks, PA; )Can be taken by correspondence.)
Navy: Newport, RI; Air Force:
Montgomery, AL
SEE JOURNEYMAN LEVEL
OBJECTIVE
To enable managers to know the basic capabilities of the
DIAOLS/COINS system and what may be achieved by using
this system.
To enhance the preparation of selected key DoD civilian per-
sonnel for important policy making positions in the interna-
tional and national security structure.
To provide training in personnel practices and procedures,
communication skills and techniques, interpersonal relation-
ships, and work planning and control.
To enable managers to know the basic capabilities of the
DIAOLS/COINS system and what may be achieved by using
this system.
To acquaint key civilian personnel with high level militarr
command and policy functions and strategic planning. To
prepare participants for more effective performance in joint in-
telligence functions.
To provide graduate level study for key civilians in national
security with emphasis on management of resources, including
national and international military, economic, political, scien-
tific, and social factors.
To prepare selected senior civilians for higher level intelligence
responsibilities within DoD.
�
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�

COURSE
9. Information Science for
Managers I
10. Information Science for ,
Managers II
11. Intermediate Executive Oriente-
tion
12. Oral & Written Communication
Improvement
13. Reading Improvement
14. Rotational Assignment or Train-
ing within/outside component to
S&T, R&D or appropriate
organization
1. Management Training
2. Technical/Specialty Courses,
Advanced Academic Study, or
Professional Conferences/
Seminars
c-)
3. National War College
4. Service War Colleges
LOCATION
CIA
CIA
DoD Computer Institute
SEE JOURNEYMAN LEVEL
SEE ENTRY LEVEL
SEE JOURNEYMAN LEVEL
CREDITABLE
TRAINING /EXPERIENCE
Attendance at one or more courses in in-
formation science at local facility.
Attendance at one or more courses in in-
formation science at local facility
OBJECTIVE
Stresses the application of information systems and systematic
methods of analysis by systems users to a variety of in-
telligence, support and management tasks. Intended for those
who need only an introduction and overview of the subject.
Develops elementary skills in the application and use of infor-
mation science. Makes extensive use of student exercises and is
intended for those who need more than a brief introduction and
overview of the subject.
To understand fundamentals of digital capabilities, limitations
and applications. Designed for senior level employees who have
had little or no training/ experience in ADP.
EXECUTIVE LEVEL GS-16 AND ABOVE
SEE SENIOR LEVEL
SEE ENTRY LEVEL
SEE SENIOR LEVEL
SEE SENIOR LEVEL
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C") CREDITABLE
COURSE LOC 11'10N TRAINING /EXPERIENCE OBJECTIVE
; 5. Industrial College of the Armed SEE SENIOR LEVEL
Forces
co
tri
cr)
6 Senior Executive Information DoD Computer Institute
Management Course
7. Information Sciences SEE JOURNEYMAN LEVEL
To provide executives with an orientation designed to teach
fundamentals of digital computer capabilities. limitations, and
applications.
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APPENDIX E-5
CRITERIA FOR SELECTION FOR ADVANCED EDUCATIONAL OPPORTUNITIES
A. GENERAL
In order to foster creative thinking, encourage intellectual curiosity, and maintain a high degree of competency
among personnel in the civilian ICDP, it is essential to provide educational opportunities far and above
those generally associated with normal level maintenance training. To this end, DoD components are
encouraged to include as a part of their training plan educational opportunities at one or more of the following
educational institutions:
I . The National War College (National Defense University (NDU))
2. The Industrial College of the Armed Forces (NDU)
3. The Army War College
4. The Naval War College
5. The Air War College
6. Defense Intelligence School, Postgraduate Intelligence Course (Master's Degree Program)
7. The Armed Forces Staff College
8. Selected civilian colleges and universities (above the Bachelor level)
9. Other educational opportunities of comparable duration and quality
B. CRITERIA FOR SELECTION
The opportunity of having civilian employees attend the above educational institutions affords the DoD
components another means of assuring that key civilian personnel are properly equipped to carry out
responsible duties. It is important that management personnel, the Career Panels and the Civilian ICDP Career
Board devote the necessary time and attention to the proper selection of nominees if each component is
to take advantage of this opportunity. In the selection of these personnel, the following criteria will be
observed:
1. The employee must have arrived at a point in overall career development where the educational
opportunity offered is appropriate and desirable for his/her development within the DoD component.
Therefore, the employee must:
2.
a. Be employed in a position in which the education received will be of benefit to the employee,
and enhance his/her effectiveness.
b. If selected, be earmarked for a definite assignment to a position which utilizes the education
received. Arrangements for assignment to such position should be completed prior to completion
of the course.
The employee must have an appointment without time limitation and he willing, if selected, to agree
to remain with the Department of Defense for a period of not less than 3 years upon completion
of the course at either the National War College or the Industrial College of the Armed Forces. If
selected to attend any other course, the trainee must be willing to agree to remain with the Department
of Defense for a period of not less than three times the length of the time spent in training, upon
completion of the course, or for such lesser period of time as the employee's service may be required.
E-5.1
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APPENDIX E-5
3. The employee must have demonstrated overall potential for advancement in the DoD component.
Evidence of potential may be received from a review of past appraisal ratings and the number and
kinds of awards the employee has received.
4. The employee must occupy a position in the grade of GS-11 and above. Since growth potential of
the individual is even more important than grade level, careful consideration should be given to employees
in the lower grades of eligibility who demonstrate a potential for advancement.
5. Employees must possess the educational background, maturity, and poise required to meet all other
students on an equal footing.
6. Because of the extremely broad scope of advanced educational courses, and particularly the courses
offered at the National War College and the Industrial College of the Armed Forces, employees nominated
should have demonstrated a capability to adjust themselves to a variety of substantive fields, to master
complex subject matter quickly, and to appreciate the problems and understand the implications involved
in economic, political, and military planning.
7. One of the techniques used by the National War College, Industrial College of the Armed Forces, and
the Service War Colleges is the development of projects by small teams or task forces. Students assigned
to these teams contribute to the development of the project, jointly examine their individual work
and collaborate in the completion of the project. Employees nominated for attendance at one of these
colleges should, therefore, have demonstrated an adaptability for teamwork as an approach to the solution
of specific problems.
8. A minimum age limit is not prescribed for nominees for advanced education; however, grade criteria
for employees selected for the joint military colleges are:
a. For the National War College or the Industrial College of the Armed Forces employees must occupy
a position in Grade GS-15 or above. Employees in grade GS-14 who have demonstrated an
exceptionally high potential for advancement may be considered for selection.
b. For the Armed Forces Staff College, employees must be in grade GS-12 or above.
E-5.2
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APPENDIX F
ENTRY LEVEL TRAINEE PROGRAM
CONTENTS
I. Entry Level Trainee Program.
2. Suggested Guidelines for Evaluation of Trainee's Progress.
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APPENDIX F
ENTRY LEVEL TRAINEE PROGRAM
1. Each DoD component should strive to develop and enlarge upon the professional abilities and
skills within its workforce throughout an individual's career. An entry level development plan fur-
thers this objective by providing for the hiring and orderly progression of young employees
through a logical pattern of positions designed to both attract these individuals to a career in in-
telligence and to develop their abilities so as to qualify them to fill responsible intelligence posi-
tions at the journeyman level.
2. As soon as practical after hiring, all new civilian general intelligence personnel should be given
a formal orientation concerning the military and intelligence environment in which they will work.
All GS-0132 Series general intelligence personnel will attend the Joint Intelligence Course (2
weeks) or the Intelligence Analyst Course et weeks) offered at the Defense Intelligence College or an
equivalent formal training course. S&T production personnel will attend the S&T Intelligence
Analysts Introductory Course (2 weeks) or an equivalent formal training course. This formal orien-
tation should be followed by organized on-the-job orientation within the elements to which entry
level trainees are assigned.
3. Depending upon initial and planned job assignments, additional entry level training may be re-
quired. Individuals who will work in areas wherein their specific academic disciplines will primar-
ily apply, specifically all scientific and technical personnel, should receive the necessary training
and education and developmental assignments to provide for progression to journeyman.
4. In the first 2 years, Intelligence Analysts Trainees should receive two or more rotated job
assignments in a geographic and/or functional area. Assignments should be based upon the skills
each newly-hired employee brings to the job and the needs of the component concerned. The newly-
hired employee should be made fully aware of the entry level career plan prior to entry on duty so
that the individual is fully aware that directed assignments, including organizational and
geographic mobility, can be made at the option of the employing unit.
5. The performance of the entry level professional employee should be evaluated by the Defense
* Intelligence College when the trainee attends the Joint Intelligence Course, the Intelligence Analyst
Course, or the Scientific & Technical Intelligence Analyst Introductory Course. As a minimum,
each entry level employee's performance should be evaluated 6 months after the employee's entry
on duty or upon completion of major training/work assignment(s) during this period. Thereafter,
for as long as the employee is in training status, the employee should be evaluated upon completion
of a training segment/job assignment. These evaluations, normally written, are in addition to the
annual performance appraisal prescribed by statute and the career appraisal described in para-
graph X. Additional evaluation procedures of trainee's progress will be the responsibility of each
DoD component.
6. These evaluations and other pertinent information will be available to assist supervisors and
other operating officials in assessment of a trainee's progress, developmental assignments, growth
potential and selection for courses of instruction. Suggested Guidelines for Evaluation of Trainee's
Progress are found in this Appendix (Page F-2).
F-1 CH I, 10/1/81
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APPENDIX F
SUGGESTED GUIDELINES FOR
EVALUATION OF TRAINEE'S PROGRESS
A. The trainee may be evaluated as to each of the following:
1. Overall progress.
2. Demonstrated ability to apply the training subject matter to the job.
3. Capacity to perform assignments at a higher level of difficulty and/or with greater in-
dependence and responsibility.
4. Rate of progression toward capability to perform the duties of the next career position.
5. Ability or inability to demonstrate adaptability.
6. Need for reassignment or removal from the program.
B. In the event a trainee's evaluation does not reflect successful progress, the trainee should be (I)
counseled by the supervisor regarding progress, (2) given special tutoring as required, and (3) allow-
ed to continue training. When, in the best judgment of those responsible for the training, it is ap-
parent that the trainee is unable to successfully progress in the prescribed program, his/her trainee
status should be terminated.
CH 1, 10/1/81
F-2
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APPENDIX G
REPRESENTATIVE LIST OF S&T AND INTELLIGENCE RELATED
OCCUPATIONAL SERIES
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JOB SERIES
APPENDIX G
REPRESENTATIVE LIST OF S&T OCCUPATIONAL SERIES
TITLE
JOB SERIES
TITLE
401
General Biological Science
896
Industrial Engineering
403
Microbiology
1301
General Physical Science
602
Medical Officer
1310
Physics
801
General Engineering
1313
Geophysics
806
Materials Engineering
1320
Chemistry
808
Architecture
1321
Metallurgy
810
Civil Engineering
1340
Meteorology
830
Mechanical Engineering
1360
Oceanography
840
Nuclear Engineering
1370
Cartographer
850
Electrical Engineering
15 15
Operations Research
855
Electronic Engineering
1520
Mathematics
861
Aerospace Engineering
1529
Mathematical Statistician
893
Chemical Engineering
REPRESENTATIVE LIST OF
INTELLIGENCE RELATED OCCUPATIONAL
SERIES
JOB SERIES
TITLE
JOB SERIES
TITLE
110
Economics
1082
Writing & Editing
301
General Administration
1083
Technical Writing and Editing
334
Computer Specialist
1084
Visual Information Specialist
340
Program Management
1386
Photographic Technology
343
Management Analysis
1410
Librarian
345
Program Analysis
1412
Technical Information
1001
General Arts and Information
1670
Equipment Specialist
1020
Illustrator
1710
Education & Vocational
1045
Translator
Training
1060
Photographer
1712
Instructor
G-1
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