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Organization

Chief Financial Officer - What We Do

Monday, April 09, 2012

Chief Financial Officer

What We Do

The Chief Finanical Officer's responsibilities include:

  • Lead for the NIP budget guidance:  Draft Performance, Procedural, and Fiscal guidance
  • Advise DNI and senior leadership: Provide strategy for budget formulation, justification, and execution
  • Build and defend the NIP budget:  Develop DNI Decision Documents, CBJB, Budget Testimony, Appeals, Supplemental Appropriations, OMB Topline Requests, and lead IC IPBS Reviews
  • Manage budget performance planning:  Develop IC Annual Report, Quarterly Scorecard, Metrics, and lead IC Performance Reviews
  • Ensure effective execution of the NIP budget:  Prepare Apportionment documents, Reprogramming Actions, and Quarterly Congressional Budget execution Report, lead IC Execution Reviews
  • Participate in the development of the Military Intelligence Program
  • Lead IC financial auditability efforts: Coordinate Agency Financial Reports
  • Develop IC financial management policy guidelines and standards
  • Maintain the “IRIS” resource data base and ensure data integrity
  • Support ODNI requirements for NIP resource information and collaborate with ODNI staff
  • Liaise with the IC, OMB, DoD, and Congress on budget matters

 

Chief Financial Officer - Who We Are

Monday, April 09, 2012

Chief Financial Officer

Who We Are

The Chief Finanical Officer (CFO) ensures the most effective financial management of National Intelligence Program resources in support of national security objectives.

The CFO supports the Director of National Intelligence in formulating and justifying the National Intelligence Program (NIP) budget, overseeing budget execution, developing budget performance objectives, and facilitating Intelligence Community fiscal accountability and financial management improvement.

Marilyn Vacca was appointed the Associate Director of National Intelligence and Chief Financial Officer (CFO) in April 2009.

Workforce Planning & Worklife

Tuesday, July 31, 2012

Chief Human Capital Office

Workforce Planning & Worklife

Workforce Planning

The ADNI/HC provides IC enterprise strategic workforce planning guidance, oversight and venues for sharing best practices. The goal of the organization is to help agencies and elements develop mature systems that ensure the right person with the right skills, experience, education and training is at the right place at the right time and at a supportable cost. The ADNI/HC is providing pilot programs to provide workforce planning for small IC elements with limited resources. One focus is to assist IC mission partners to identify requirements, capabilities, and gaps, and to have enterprise-level visibility of the state of the IC workforce to potentially manage human resources corporately. The Workforce Planning team collects and consolidates data for all 17 IC agencies to perform Federal Activities Inventory Reform (FAIR) Act reporting on which IC activities are inherently governmental and which must be performed by government employees, along with an a service contractor invertory to provide an opportunity for integrate the two inventories to support balanced workforce analyses. The IC CHCO workforce planning organization also conducts IC-wide employee climate surveys to provide IC leadership insight into workforce attitudes and job satisfaction levels.

WorkLife, Family Support and Benefits Programs

Worklife is the name given to a set of programs designed to help employees better manage their work and family responsibilities. Traditionally, the goal of Worklife programs is to assist employees in achieving balance between personal and professional responsibilities. Worklife programs are designed to help employees better manage their work, personal and professional lives and include Worklife, Family Support and Benefits services.

Worklife Programs within the ODNI and IC are designed to:
  • Build a collaborative, competitive and comprehensive benefits programs to attract, recruit and retain employees
  • Address issues and concerns of workers in the 21st century to help the IC “Win the War on Talent”
  • Continue to develop and offer "best practice" programs provided by other government agencies and industry to attract America's best and brightest talent
  • Strengthen the sense of “Community” across the intelligence enterprise to facilitate interagency shared practices, movement and mobility

Policy and Outreach

Tuesday, July 31, 2012

Chief Human Capital Office

Policy and Outreach

Policy

The IRTPA of 2004 directs the DNI to “prescribe, in consultation with the heads of other agencies or elements of the intelligence community, and the heads of their respective departments, personnel policies and programs” governing IC human capital matters.

The policy function in the Assistant Director for Human Capital (ADNI/HC) supports the ADNI/HC (the accountable ODNI official for human capital related issues), with developing, coordinating, and adjudicating IC policy issuances – including IC Directives (ICDs), IC implementing Guidance (ICPGs), IC Standards (ICSs), and other policy documents – in coordination with the Office of the ADNI for Policy and Strategy. The ADNI/HC is also responsible for all human capital related legislative issues for the IC. Additionally, the ADNI/HC is charged with providing support to the Office of Personnel Management (OPM) for human capital Initiatives.

Outreach

The Outreach function in the ADNI/HC coordinates IC agency and element recruitment efforts and encourages Americans from diverse heritage communities to learn about and support the national security interests of the U.S. by understanding IC values and employment opportunities.

Performance Management

Tuesday, July 31, 2012

Chief Human Capital Office

Performance Management and Competency Development

Competency Development

The ADNI/HC has analyzed numerous career fields in the framework of ICD 610 across the IC to produce a competency library that supports IC agencies and elements in building standardized occupational series and in defining the components of jobs and work roles to include knowledge, skills, and abilities (KSAs) common to functions performed across the IC enterprise. Through a combination of scientific observation, interviews with incumbents, and focus groups, the ADNI HC has provided, and continues to provide, competency definitions for all levels of occupations, assigning priority according to mission needs. Current endeavors include competency subdirectories for cybersecurity and responsible information sharing.

Performance Management

Adhering to systematic, purposeful, consistent Performance Management standards and practices engenders mutual trust among employees and their supervisory chain. The IC Performance Management function provides Knowledge Portals that deliver policy guidance, best practices, fact sheets, and training modules on all aspects of rating performance. Performance appraisals are the basis for vital personnel decisions that affect the workforce, including assignments, promotions, and awards. The ADNI/HC has provided a standardized performance management framework in Intelligence Community Directives (ICDs) 651 and 656; adherence to the principles and standards in the ICDs will result in fair and productive treatment of employees and will promote mission accomplishment.

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