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Personnel Service Delivery Transformation Update to PersPay Conference

Personnel Service Delivery Transformation Update to PersPay Conference. CAPT Hank Vitali Personnel Service Delivery Transformation Office (PSDTO/BUPERS-26) 19 September 2012. Aligning Navy Pay and Personnel. Aligns policy formulation, oversight, compliance and execution

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Personnel Service Delivery Transformation Update to PersPay Conference

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  1. Personnel Service Delivery Transformation Update to PersPay Conference CAPT Hank Vitali Personnel Service Delivery Transformation Office (PSDTO/BUPERS-26) 19 September 2012

  2. Aligning Navy Pay and Personnel • Aligns policy formulation, oversight, compliance and execution • Supports the VCNO appointed “end to end business process owner for personnel and pay matters “Top to bottom, end to end, for ALL of Navy”

  3. Navy Pay and Pers Current State • Too many business process owners • Fragmented policy, process & execution • Weak and limited accountability • N1 resourced and executed by others • Lack of standardization across service delivery outlets

  4. PASS Program Transfer Status Substantive progress since last PersPay • MOA Approved • POA&M Approved • ‘To-Be’ organizational structure (in work) • NC-4 preparation, collaboration and approval • Communicate finalized decision to unions to transfer the program • Current focus on POA&M execution On track for functional transfer NLT 01 October 2013 4

  5. Understanding BPM/NPC BUPERS Core Services NPC Core Services PERS-4 PERS-9 PERS-8 PERS-3 BUPERS-26 BUPERS-3 BUPERS-OOC Enabling Functions

  6. 6 Personnel Service Delivery Methodology • PSDT methodology includes: • Standardizing processes and data elements • Centralizing execution and delivery (where appropriate) • Automating processes (based on ROI) • Measuring performance and assessing impact • All processes are vetted to find the optimal delivery/ execution method while balancing effectiveness and efficiency. Process X Future State S.C.A.M. Optimization Measure of Effectiveness (Quality) Process X Current State Measure of Efficiency (Volume, Time and Costs)

  7. Where is PSDT Heading? • Operationalizing PSDT Methodology (S.C.A.M) • Standardization is key to reducing outcome variability • Supporting transformational initiatives (e-leave, BPI, BPR, CRM/KM, e-forms) • Ongoing Workforce engagement • Military Training (PS A-school, community involvement) • Civilian/ contractor training • Developing an aligned HR Professional Workforce • Developing clarifying policy/guidance • Roles + responsibility for PASS POR Management (replace OPNAVINST 1000.23) • MILPERSMAN article timeliness and accuracy • FRB is venue to submit business needs and compete for capability development resources

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