Personnel and pay modernization by ann stewart opnav
1 like2,077 views
This document provides an update on the Navy's Personnel/Pay Modernization efforts. It discusses the history of failed modernization attempts and the current strategy to improve personnel and pay systems through a staged approach using the NSIPS platform. Stage 1 focuses on reducing complexity and increasing audit readiness. Stage 2 improves quality of personnel services. Stage 3 enhances decision making. Key initiatives include transitioning labor-intensive functions to NSIPS, reengineering processes, and establishing an authoritative data environment. Training and addressing financial/audit issues are also priorities. The timeline outlines FY13-14 projects and business process evaluations and requirements. Input is sought on targeting the right areas for most significant improvement.
![History
• 2009: DIMHRS Program cancelled
“I would say that what we've gotten for a half billion dollars is an unpronounceable acronym [DIMHRS].”
- U.S. Defense Secretary Robert Gates
• 2010: UNDER SECNAV directs BPR and further requirements
determination for Navy IPPS-N
“…FPPS is still at a pre-Milestone A level of effort, and that further development of the requirements is
necessary” - U.S. Undersecretary of the Navy Robert Work
• DEC 2010: VCNO designates OPNAV N1 as Navy’s end to end
business process owner for personnel and pay matters
”…you will ensure the most effective alignment and integration of requirements across the Navy, and/or
de-conflict divergent priorities as appropriate.”
• SEP 2011: IPPS-N CONOPS completed and approved
• MAR 2012: Capability Based Assessment Completed
• MAY 2012: UNDER SECNAV requests cancellation of FPPS and
leveraging its investment in NSIPS for personnel and pay improvement
“…the Department of the Navy will rapidly deliver meaningful increments of personnel capability through
NSIPS modernization.” - U.S. Undersecretary of the Navy Robert Work
2](https://image.slidesharecdn.com/personnelandpaymodernizationbyannstewartopnav-121002155137-phpapp01/85/Personnel-and-pay-modernization-by-ann-stewart-opnav-2-320.jpg)
Personnel and pay modernization by ann stewart opnav
- 1. Personnel/Pay Modernization Update Brief Ann Stewart Special Assistant to OPNAV N1B For Pers/Pay Modernization September 2012
- 2. History • 2009: DIMHRS Program cancelled “I would say that what we've gotten for a half billion dollars is an unpronounceable acronym [DIMHRS].” - U.S. Defense Secretary Robert Gates • 2010: UNDER SECNAV directs BPR and further requirements determination for Navy IPPS-N “…FPPS is still at a pre-Milestone A level of effort, and that further development of the requirements is necessary” - U.S. Undersecretary of the Navy Robert Work • DEC 2010: VCNO designates OPNAV N1 as Navy’s end to end business process owner for personnel and pay matters ”…you will ensure the most effective alignment and integration of requirements across the Navy, and/or de-conflict divergent priorities as appropriate.” • SEP 2011: IPPS-N CONOPS completed and approved • MAR 2012: Capability Based Assessment Completed • MAY 2012: UNDER SECNAV requests cancellation of FPPS and leveraging its investment in NSIPS for personnel and pay improvement “…the Department of the Navy will rapidly deliver meaningful increments of personnel capability through NSIPS modernization.” - U.S. Undersecretary of the Navy Robert Work 2
- 3. Desired Effects of IPPS-N • Generate efficiencies throughout MPTE • Increase accountability and audit readiness • Provide improved service to Sailors • Facilitate informed management decision making • Improve fleet readiness 3
- 4. Capability Gaps Identified • Inefficient personnel and pay systems and processes • Rigid and non-responsive personnel and pay systems • Limited interoperability and information exchange across Navy personnel and pay functions • Inaccuracies across the personnel and pay functions • Lack of information sufficiency to support personnel and pay tasks • Inadequate financial audit capability • Lack of commander’s visibility on personnel within their area of responsibility (AOR) • Ineffective tracking of career transitions and Sailor status (active component and reserve component) (AC and RC) • Lack of an integrated and robust personnel service delivery model 4
- 5. Pers/Pay Maturity Model 2012 2013 2014 2015 2016 Stage 3 Strategic Business Enablement and Enterprise Focus Stage 2 Service Level Excellence Stage 1 Complexity and Cost Reduction Stage US Navy 5
- 6. Stage 1: Reduce complexity to generate efficiencies and increase audit readiness A. Move labor intensive, high audit risk functions into NSIPS environment 1) Navy Performance Appraisal Reporting Solution 2) Record of Emergency Data 3) Dependency Application 4) Enhanced Drill Scheduling 5) Consolidate field level PCS order writing capability B. Build the foundation for an authoritative data environment C. Re-engineer personnel and pay business processes 1) Reduce end-to-end process cost 2) Improve audit capability D. Improve training for problematic processes 1) Activity gains 6
- 7. Stage 2: Improve the quality of personnel and pay services to Sailors and command leaders A. Implement re-designed personnel processes for standardization, efficiency, control, and audit B. Allow self-service where appropriate C. Leverage web technologies where appropriate D. Continue to improve data quality and access for personnel asset visibility and tracking. E. Increase training for military Pers/Pay workforce and command leaders 7
- 8. Stage 3: Enhance informed decision making to support the Navy enterprise A. Implement a single “My Navy” portal to provide one stop shop for Pers/Pay services B. Leverage mobile technologies where appropriate C. Increase information quality and timeliness for analysis and to provide improved personnel asset visibility for commanders 8
- 9. Pers/Pay Modernization Pers/Pay Modernization is bigger than the IPPS-N Technical Solution (additional gaps identified in CBA) • Organizational alignment of Personnel and Pay Enterprise • Defining roles, access and controls for personnel and pay functions – significant concern with protecting PII • Training for all Pers/Pay “Actors” to prevent errors • Financial, Pay and Audit Issues – DOD wide priority • Assess the current military pers/pay workforce and determine future needs • Personnel service delivery • Document retention issues 9
- 10. Status • PASS program transitioning to N1 NLT 1 OCT 2013 • Standardizing processes, growing and maturing the capability of NPC Customer Service Center (PERS-1) • Increasing training support – NSIPS job performance aids, end-to-end process guides, Personnel Specialist Job Duty Task Analysis (PS JDTA) • Re-engineered Navy retirements process (collapses 9 separate retirement processes into 3 processes) • Started re-engineering separations processes • As-is business process mapping for pay and FM underway • Data governance processes in place; initial technical capability for an authoritative data environment in development 10
- 11. Pers/Pay Modernization Timeline FY13 and FY 14 FY 13 FY 14 Navy Performance Appraisal Reporting System Workflow, E-Forms, Digital Signature (80% reduction in paper forms, error rate reduction 25% to <3%, OMPF updates within 48 hours) Personnel BPIs Implement Record of Emergency Data/Dependency Application in NSIPS Automated self-service capability (Audit readiness for entitlements, sailor self-service, reduced manual effort) Enhanced Drill Management (Reduction of $600M RPN audit risk, reduced Navy Reserve labor, increased accuracy Auditable records for drill pay, automated self-service of drill muster) PCS Round-up Standardized, (Reduction of ADA $200M MPN risk, increased audit readiness for all auditable order PCS orders, reduction of manual order writing) writing Data Establish Authoritative Data Environment & Enterprise Service Bus Personnel BPE Separations, Accessions, Promotions, Assignments, Adverse Actions, Retention Business Process Evaluation and Requirements Dev Begin NSIPS Modernization Development: Retirements and Separations FM/Pay BPE Model FM/Pay As-Is processes Model To-Be FM/Pay processes 11
- 12. Questions and Input • Are we hitting the right targets? • What other head-hurters are out there? • Where do we need to focus our collective resources to get the most significant improvement? • Your input is appreciated! [email protected] 12