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Defense Finance and Accounting Service. DFAS Transformation Update March 2003. Outcomes. Provide overview of DFAS Transformation Explain the process Outline the next steps. Why Transformation?. Transformation supports DFAS Mission and Vision
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Defense Finance and Accounting Service DFAS Transformation Update March 2003
Outcomes • Provide overview of DFAS Transformation • Explain the process • Outline the next steps
Why Transformation? • Transformation supports DFAS Mission and Vision • Continue to drive best value for the customer through • Greater effectiveness • Increased efficiency • Continued productivity gains • President’s Management Agenda calls for improved financial management, improved budget and performance integration, and better competition in commercial activities • Quadrennial Defense Review (QDR) concludes DoD must transform to meet future challenges • Defense Planning Guidance (DPG) required Transformation Roadmaps
Transformation Principles • Leadership - Key vision and Transformation Goals provided by senior DFAS leadership • Inclusion - Transformation is a team effort • Openness - The process is clear and published • Integration - Incorporate current and future initiatives from Business Lines, Support Services, and HQ Elements into one plan
Leverage Integrate Current State Current State Transformation Moving Forward Future State Future State • Leverage operational excellence • Develop client partnerships • Deliver business solutions Customer Focused • Implement collaborative process that leverages BCA activities to integrate transformation efforts across DFAS Value Driven • Efficient • Generate results based on best value to the customer Transact Transact Analyze Analyze Partner Process Process Advise Establish transformation outcomes and business strategy Current State Current State Build & Operate System Build & Operate System • • Build Build Process Transactions Process Transactions • • Respond to Customers Respond to Customers • • Own Own
Transformation - Our Strategy • DFAS transformation decisions will be based on Business Case Analysis (BCA) studies of Business/Product Lines • Theme - Business Process Improvement • Key evaluation criteria is “best value”
Business Case Analysis Results • BCA is an analysis tool used to present alternatives and supporting information to DFAS leadership for a decision • BCAs include: • Clearly defined organization with manpower, cost, and resources • Options for consideration with an analysis of the benefits and drawbacks, costs, personnel impact and risk assessment • Recommended course of action
Conduct BCAs Implement Transformation Actions • A-76 • MEO Plus • Competitive Procurement (FAR Part 15) • Public-Private Venture PL PL PL PL Dec 03 Draft Site Selection Criteria Feb 04 Final Site Selection Criteria May 05 SECDEF Site Selection Jan 06 Implement BRAC Transformation Schedule - Long Term • Conduct 20 BCAs from FY 2003-2006 • Start with Marine Corps Accounting & Vendor Pay
Transformation - Accomplishments • Submitted Transformation Roadmap to SECDEF on June 30, 2002 • Publicized DFAS Transformation Strategy on Nov. 27, 2002 • Commenced analysis of Product Lines to identify transformation options • Established Executive Steering Group (ESG) and Corporate Transformation Team to integrate DFAS long-term transformation actions
Corporate Transformation Team Corporate Transformation Team • Corporate Planning, Chair • Accounting Services • Military & Civilian Pay Services • Commercial Pay Services • Site Directors (2) • Technology Services • General Counsel • Corporate Resources • Resource Management • Human Resources • Acquisition Services • Administrative Services • Corporate Communications • Union Representative
Next Steps • Continued communication and updates: • ePortal • Currently on Competitive Sourcing page • Developing new “Transformation Central” • Periodic briefings • “Ask the Expert” • Appoint Transformation ESG and Corporate Transformation Team representatives • Kick-off Transformation Team