Personnel Service Delivery Transformation, PASS Transfer and BPM/NPC Focus Area Two CAPT Hank Vitali Personnel Service Delivery Transformation Office (PSDTO/BUPERS-26)

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Presentation transcript:

Personnel Service Delivery Transformation, PASS Transfer and BPM/NPC Focus Area Two CAPT Hank Vitali Personnel Service Delivery Transformation Office (PSDTO/BUPERS-26) 23 May 2012

Navy Pay and Personnel Today and Tomorrow 2

PSDT Vision, Mission, & Guiding Principles Vision - Simple, accessible, easy to use processes and capabilities enabled by technology to enhance the quality and accuracy of customer service and improve operational efficiency Mission - To provide reliable, responsive, and timely personnel service delivery in support of all Navy Sailors Four guiding principles provide foundational concepts directing transformational priorities and efforts for personnel service delivery transformation:  Simplified programs, processes and interfaces  Remove barriers to executing Sailors’ intent by streamlining processes and providing timely feedback  Service delivery in Afloat and Deployed environments must acknowledge bandwidth considerations  Enable the continuum of service for all personnel (AC to RC, RC to AC, AC to GS, etc.)

Navy-wide Personnel Service Delivery Tiered service delivery model is essential to way forward Goal is to handle the majority of interactions at Tier 0/1 Utilizing a CRM application, resp. PERS code would resolve Field level activity PSD/CSD/ NOSC Personnel Service Delivery involves the execution of a personnel action that impacts an individual Sailor. These actions may impact pay or support events in a Sailors career lifecycle. Subject Matter Expert Policy or Program Interpretation Navy Personnel Customer Service Center Subject Matter Experts Navy Personnel HR Portal

What is the goal of PSDT? Conceptual view of transformation to future vision How is the work being done? 5

How Initiatives are Identified Active and Reserve Officer and Enlisted Pay and Personnel Afloat and Ashore PASS and Non-PASS Holistic look at transactional volume and timeliness identifies those business processes with greatest ROI potential and impact

Critical to PASS Transfer Execution  NC-4 preparation, collaboration and approval  MOA Approved  POA&M Approved  ‘To-Be’ organizational structure  Communicate finalized decision to unions Next steps required for management decision on timing to shift resources 7 CNIC requirement before any portion can transfer ….. CNPC concurs

PASS TWG POA&M Update Next Steps Master POA&M approved (NLT 90 days after MOA approval) – Targeted for May 2012 ‘To-Be’ organizational structure Shared services knowledge transfer Joint basing knowledge transfer Organizational Change Request (OCR) Focus – Track progress of functional transfer of PASS POR Major Focus AreaLeadWing Total Force Personnel / Org StructureBUPERS-05CNIC Shared ServicesBUPERS-07CNIC PPBEPERS-5CNIC/ NPPSC IT EnhancementsBUPERS-07CNIC Strategic CommunicationsNPPSCPERS-00R Responsible Parties for Focus Areas 8 PASS TWG makeup: BUPERS-00U, 05, 07, 26; PERS-00R,1,5; CNIC, NPPSC, N10 and NRMW  Meeting bi-weekly  Meetings started in June 2011  Minutes approved by PASS TWG PASS TWG tasked with developing the POA&M  Focus areas (FA) identified  Lead/Wing identified to develop/manage POA&M  Receiving organization maintains master POA&M PASS Transition Working Group Actions to Date MOA approved NC-4 approved Union notification on the decision to transfer the PASS POR from CNIC to DCNO N1. Regional Commanders, Installation Commanding Officers and PSD/CSD OICs notification has been completed FA Leads reviewed Master POA&M

POA&M Dashboard 9