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BUPERS Millington/ Navy Personnel Command

BUPERS Millington/ Navy Personnel Command. Personnel Service Delivery Ms. Ann Stewart Director, Pay and Personnel Management (PERS-2 ). Pay and Personnel Management PERS-2. Mission

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BUPERS Millington/ Navy Personnel Command

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  1. BUPERS Millington/ Navy Personnel Command • Personnel Service Delivery • Ms. Ann Stewart • Director, Pay and Personnel Management (PERS-2)

  2. Pay and Personnel ManagementPERS-2 • Mission • Advisor to the Commander, Navy Personnel Command for management and execution of Navy Pay and Personnel services. Provide management direction for execution of Pay and Personnel processes. Navy-wide Focus 2

  3. Leadership Perspective • Problem Statement:“First, the organization and management of Navy Personnel and Pay policy, process and execution is fragmented across multiple entities.” - Robert O. Work, Under Secretary of the Navy, 18 Oct 10 • Guidance: “I ask that you assign an end-to-end business process owner for Personnel and Pay who will…Resolve governance and organizational alignment issues …. “ - Robert O. Work, Under Secretary of the Navy, 18 Oct 10 • DCNO (MPT&E) (N1) “…designated as Navy’s end-to-end business process owner for Personnel and Pay matters. To this end, you will ensure the most effective alignment and integration of requirements across the Navy, and/or de-conflict divergent priorities, as appropriate.” - ADM J.W. Greenert, Vice Chief of Naval Operations, 16 Dec 10 3

  4. Navy Pay and Personnel Today and Tomorrow 4

  5. PASS Program Transition Status Effective 1 Oct 2013 Global footprint On track to meet 1 October 2013 transfer date 5

  6. Modernization Risk Areas Most of the focus in DoD Technology Organizational Alignment Governance Scope/Requirements 80%+ of risks stem from things other than technology Business Processes People External Strategy Technology will not fix the underlying business problems by itself 6

  7. RRPs Implementation Plan Dev FY 13 FY 14 FY 16+ FY 15 Navy Performance Appraisal Reporting System (80% reduction in paper forms, error rate reduction 25% to <3%, OMPF updates within 48 hours) Personnel BPIs Record of Emergency Data/Dependency App (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 of drill muster) Implement in NSIPS Implement in Modernized NSIPS PCS Round-up (Reduction of ADA $200M MPN risk, increased audit readiness for all PCS orders, reduction of manual order writing) Defense MILPAY Office to NSIPS Migration, Statement of Service Personnel Modernization Development: Retirements and Separations Personnel BPE Business Process Evaluation and Requirements Accessions, PERSTEMPO, Promotions, Assignments, Adverse Actions, Account for Personnel Establish Authoritative Data Environment & Enterprise Service Bus ADE Svc Del Single, Integrated Service Delivery Portal Pay BPR/BPE As-Is/To-Be FM Pay processes Pay Capability Requirements Development Implement Integrated Pay Capability

  8. Pers/Pay Maturity Model Strategic Business Enablement and Enterprise Focus Stage 3 Service Level Excellence Stage 2 Stand up Authoritative Data Environment Deploy Business Process Improvement Initiatives Complete PASS Transition Complexity and Cost Reduction Stage Stage 1 US Navy 8

  9. Navy Pay and Personnel Desired Outcomes Goal - Not Later Than 5 years 9

  10. Navy Pay and Personnel End State 10

  11. Point of Contact • Ms. Ann Stewart • Director, Pay and Personnel Management (PERS-2) • (901) 874-2361 • ann.stewart@navy.mil 11

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