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

Pay and Personnel Management PERS-2 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

Leadership Perspective 3 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 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

Navy Pay and Personnel Today and Tomorrow 4

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

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

FY 13 Personnel BPIs Pay BPR/BPE Svc Del FY 14 FY 15 Navy Performance Appraisal Reporting System (80% reduction in paper forms, error rate reduction 25% to <3%, OMPF updates within 48 hours) Navy Performance Appraisal Reporting System (80% reduction in paper forms, error rate reduction 25% to <3%, OMPF updates within 48 hours) 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) Enhanced Drill Management (Reduction of $600M RPN audit risk, reduced Navy Reserve labor, increased accuracy of drill muster) PCS Round-up (Reduction of ADA $200M MPN risk, increased audit readiness for all PCS orders, reduction of manual order writing) PCS Round-up (Reduction of ADA $200M MPN risk, increased audit readiness for all PCS orders, reduction of manual order writing) Implement in NSIPS ADE Personnel BPE Single, Integrated Service Delivery Portal As-Is/To-Be FM Pay processes Pay Capability Requirements Development Implement Integrated Pay Capability Implement in Modernized NSIPS Dev Personnel Modernization Development: Retirements and Separations Business Process Evaluation and Requirements Accessions, PERSTEMPO, Promotions, Assignments, Adverse Actions, Account for Personnel Business Process Evaluation and Requirements Accessions, PERSTEMPO, Promotions, Assignments, Adverse Actions, Account for Personnel Establish Authoritative Data Environment & Enterprise Service Bus FY 16+ RRPs Defense MILPAY Office to NSIPS Migration, Statement of Service Implementation Plan 7

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

Navy Pay and Personnel Desired Outcomes 9 OutcomesMinimum Measure Reduce administrative overhead 30% reduction in administrative overhead Increase mission time for sailors and command leadership 75% of sailors and commanders are using self- service capabilities for personnel actions Improve the quality and control of data used to manage military personnel and pay 90% of information requests are met via the Authoritative Data Warehouse. Eliminate use of non-authoritative data sources Decrease reliance on aging technology and complex technical infrastructure Retire 4 of 5 legacy personnel systems Comply with required personnel actions with fewer resources Maintain 97% transaction timeliness goals Strengthen Navy and DoD financial management ( Ensure control over Navy’s $31 billion in MPN and RPN) Implement process standardization and effective internal controls that meet audit requirements Respond to policy and legislative changes Implement routine changes, without manual work- around, in the Pers/Pay system within 6 months Goal - Not Later Than 5 years

10 Navy Pay and Personnel End State

11 Point of Contact Ms. Ann Stewart Director, Pay and Personnel Management (PERS-2) (901)