Personnel: Internal Management Control

1. Personnel: Internal Management Control

2. Executing with Precision

3. What are Internal Management Controls? Internal Management Controls are defined as an integration of activities, plans, attitudes, policies, systems, resources and efforts of the people of an organization working together to provide reasonable assurance that the organization will achieve its objectives and mission.

4. Why are Personnel Management Controls Important? Personnel costs represent an average of 70% of your activity’s expenses! • Commands make decisions based on data • MHS move to make performance based decisions…PPS, MERCHF, etc. • Data is useful for measuring and accessing goals and objectives • Current versus planned • Accounting data is used for operating decisions and long range strategic decisions

5. How are Internal ManagementControls Useful? • Support monitoring and compliance of HA/TMA, BUMED, Regional, and activity level initiatives • Promote effectiveness and efficiency of operations • Assure reliability of Financial Reporting • Guarantee compliance with applicable laws and regulations • Management can leverage to: • Provide value and integrity at every step of each financial, business and program process; • Provide timely and accurate information for management decision-making; • Support the effectiveness and efficiency of every step of each financial, business and program process; • Provide continual feedback to management; and • Provide trust and confidence in accounting and reporting practices. • Allows management to focus efforts on its key mission as opposed to managing one crisis after another.

6. Internal Management Controls and YOU! • DMHRSi is the tri-Service Human Capital Information System Tool! • Command Responsibility: • Maintaining complete and accurate personnel HR data at all times • Meeting 100% timecard reporting requirements • Creating a 100% compliant SMART and EAS output file each month • BUMED has provided policy and procedures for maintaining complete and accurate HR data, meeting 100% timecard compliance, and creating a 100 % compliant SMART and EAS output file. • BUMED Policy and Procedures for DMHRSi reporting that will provide your command with the necessary tools to achieve compliance.

7. DMHRSi & Personnel Internal Management Controls “Go Hand in Hand”

8. Using DMHRSi to Develop Personnel Internal Management Controls Recommendation#1: Labor Hours Reporting • Sample 30-50 unique personnel records in DMHRSi • What personnel category is the record being reviewed? (e.g. military, contractor, civilian)? What is the person’s skill? (e.g. clinician, admin, non para-professional, etc.) • If military, has the person reported 8 hours a day to the same task with no distribution of time? • Has Physical Readiness Training (PRT) been reported? • Is the person deployed? If so, has their available time been reported to the appropriate deployment task? • If the person is a physician, where have they reported workload in CHCS? Has their labor hours been reported to show distribution of time among inpatient, outpatient, and APV activities? • Is the person’s salary tied to earmarked dollars, which require reporting of time to specific task(s)? (e.g. PDHRA, etc.)

9. Using DMHRSi to Develop Personnel Internal Management Controls Recommendation #2: Assignments • Sample 30-50 unique personnel records in DMHRSi • Compare “Organization” and “People Group” assignments to where person is spending the majority of their available time (> 50%). Is the assignment logical? • Are AMD diary changes required? • Compare occupation code and skill type assignment. Does it reconcile? Does the occupation code assignment relate to where the person is spending their available time? Is it logical?

10. Using DMHRSi to Develop Personnel Internal Management Controls Recommendation #3: Are all personnel accounted for? • CHCS- DMHRSi Reconciliation: Do all clinical personnel listed on the provider file (active) in CHCS have a personnel record in DMHRSi? Where are the gaps? Is there a trend: specific clinics with larger gaps then the majority of clinics? • Readiness Reconciliation: Are all personnel listed as deployed (Source: POMI office) accounted for in DMHRSi? • General Reconciliation: Are all personnel with facility badges (as issued through Security) accounted for in DMHRSi?

11. Using DMHRSi to Develop Personnel Internal Management Controls MTF/DTF Determinations: • What is the frequency of the controls performed? • Who will receive the internal management control results? • Who is the action officer?

12. What is Your Role? Responsibilities of the HR Specialist • Utilize DMHRSi Tutor Processes and Navy Business Rules • Promptly check-in and check-out personnel • Assign personnel to appropriate positions within the command • Correct all source system data when necessary • Assign Skill Type and Skill Suffix based on Navy Business Rules • Run and validate HR reports on a timely basis • Correct all HR data issues prior to the creation of the monthly SMART & EAS files Responsibilities of the Timekeeper • Train personnel on creation of a timecard template • Monitor timecard submissions for accuracy • Record hours for individuals without individual timecard authority Responsibilities of the Timecard Approvers • Validate timecard entries for accuracy and completeness • Approve timecards within 7 days of submission

13. What is Your Role? Responsibilities of the LCA Specialist • Provide oversight of all DMHRSi data –review and validation • Ensure labor hours are reported in compliance with published policy/guidance • Train Timekeepers and Timecard Approvers • Analyze data prior to creating end of month files for SMART and EAS • Complete Civilian Pay Reconciliation and Distribute Labor processes • Follow LCA end of month checklist procedures • Run and validate month end reports on a timely basis • Create a 100% DMHRSi LCA file for SMART and EAS.

14. Upcoming Programs and Compliance Initiatives Impacting Personnel • Patient Centered Medical Home • Tri-Service NCA Realignment • Crazy 8s • Labor Hours and Workload Reconciliation

15. Government POC Colleen Rees, Colleen.Rees@med.navy.mil 202-762-3538 CAI Team Nicole Meyers, NMeyers@changearchitect.net 877-897-0691 ext. 601 Randy Van Nostrand, RandyVanNostrand@changearchitect.net 877-897-0691 ext. 602 Kate Burchess, KBurchess@changearchitect.net 877-897-0691 ext 104 Bonnie Rehbein, BRehbein@changearchitect.net 877-897-0691 ext. 603 Points of Contact

16. Questions