Personnel Service Delivery Transformation, PASS

Transfer and BPM/NPC Focus Area Two

CAPT Hank VitaliPersonnel Service

Delivery Transformation Office (PSDTO/BUPERS-26)

23 May 2012

Navy Pay and Personnel Today and Tomorrow

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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?

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

CurrentModel

TransitionPeriod

TransitionPeriod

FutureVision

Field

Centralized

Self Service

Conceptual view of transformation to future vision

How is the work being done?

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How Initiatives are Identified

Active and

Reserve

Officer an

d

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

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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

Responsible Parties for Focus Areas

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• 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

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