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Personnel/Pay Modernization Update Brief. Ann Stewart Special Assistant to OPNAV N1B For Pers/Pay Modernization September 2012. History. 2009 : DIMHRS Program cancelled

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Personnel/Pay Modernization

Update Brief

Ann Stewart

Special Assistant to OPNAV N1B

For Pers/Pay Modernization

September 2012


  • 2009: DIMHRS Program cancelled

  • “I would say that what we've gotten for a half billion dollars is an unpronounceable acronym [DIMHRS].” - U.S. Defense Secretary Robert Gates

  • 2010: UNDER SECNAV directs BPR and further requirements determination for Navy IPPS-N

  • “…FPPS is still at a pre-Milestone A level of effort, and that further development of the requirements is necessary” - U.S. Undersecretary of the Navy Robert Work

  • DEC 2010: VCNO designates OPNAV N1 as Navy’s end to end business process owner for personnel and pay matters

  • ”…you will ensure the most effective alignment and integration of requirements across the Navy, and/or de-conflict divergent priorities as appropriate.”

  • SEP 2011: IPPS-N CONOPS completed and approved

  • MAR 2012: Capability Based Assessment Completed

  • MAY 2012: UNDER SECNAV requests cancellation of FPPS and leveraging its investment in NSIPS for personnel and pay improvement

  • “…the Department of the Navy will rapidly deliver meaningful increments of personnel capability through NSIPS modernization.” - U.S. Undersecretary of the Navy Robert Work

  • Generate efficiencies throughout MPTE

  • Increase accountability and audit readiness

  • Provide improved service to Sailors

  • Facilitate informed management decision making

  • Improve fleet readiness

  • Inefficient personnel and pay systems and processes

  • Rigid and non-responsive personnel and pay systems

  • Limited interoperability and information exchange across Navy personnel and pay functions

  • Inaccuracies across the personnel and pay functions

  • Lack of information sufficiency to support personnel and pay tasks

  • Inadequate financial audit capability

  • Lack of commander’s visibility on personnel within their area of responsibility (AOR)

  • Ineffective tracking of career transitions and Sailor status (active component and reserve component) (AC and RC)

  • Lack of an integrated and robust personnel service delivery model

Pers/Pay Maturity Model

2012 2013 2014 2015 2016 

Strategic Business Enablement and Enterprise Focus

Stage 3

Service Level Excellence

Stage 2

Complexity and Cost Reduction Stage

Stage 1

US Navy

  • Stage 1:Reduce complexity to generate efficiencies and increase audit readiness

  • Move labor intensive, high audit risk functions into NSIPS environment

    • 1) Navy Performance Appraisal Reporting Solution

  • 2) Record of Emergency Data

  • 3) Dependency Application

  • 4) Enhanced Drill Scheduling

  • 5) Consolidate field level PCS order writing capability

  • B. Build the foundation for an authoritative data environment

  • Re-engineer personnel and pay business processes

    • Reduce end-to-end process cost

    • Improve audit capability

  • Improve training for problematic processes

    • Activity gains

  • Stage 2:Improve the quality of personnel and pay services to Sailors and command leaders

Implement re-designed personnel processes for standardization, efficiency, control, and audit

Allow self-service where appropriate

Leverage web technologies where appropriate

D. Continue to improve data quality and access for personnel asset visibility and tracking.

E. Increase training for military Pers/Pay workforce and command leaders

  • Stage 3:Enhance informed decision making to support the Navy enterprise

Implement a single “My Navy” portal to provide one stop shop for Pers/Pay services

Leverage mobile technologies where appropriate

Increase information quality and timeliness for analysis and to provide improved personnel asset visibility for commanders


  • Pers/Pay Modernization is bigger than the IPPS-N Technical Solution (additional gaps identified in CBA)

  • Organizational alignment of Personnel and Pay Enterprise

  • Defining roles, access and controls for personnel and pay functions – significant concern with protecting PII

  • Training for all Pers/Pay “Actors” to prevent errors

  • Financial, Pay and Audit Issues – DOD wide priority

  • Assess the current military pers/pay workforce and determine future needs

  • Personnel service delivery

  • Document retention issues

  • PASS program transitioning to N1 NLT 1 OCT 2013

  • Standardizing processes, growing and maturing the capability of NPC Customer Service Center (PERS-1)

  • Increasing training support – NSIPS job performance aids, end-to-end process guides, Personnel Specialist Job Duty Task Analysis (PS JDTA)

  • Re-engineered Navy retirements process (collapses 9 separate retirement processes into 3 processes)

  • Started re-engineering separations processes

  • As-is business process mapping for pay and FM underway

  • Data governance processes in place; initial technical capability for an authoritative data environment in development

Pers/Pay Modernization Timeline FY13 and FY 14

FY 13

FY 14

Navy Performance Appraisal Reporting System

(80% reduction in paper forms, error rate reduction 25% to <3%, OMPF updates within 48 hours)

Workflow, E-Forms, Digital Signature

Implement in NSIPS

Record of Emergency Data/Dependency Application

(Audit readiness for entitlements, sailor self-service, reduced manual effort)

Automated self-service capability

Personnel BPIs

Enhanced Drill Management

(Reduction of $600M RPN audit risk, reduced Navy Reserve labor, increased accuracy of drill muster)

Auditable records for drill pay, automated self-service

PCS Round-up

(Reduction of ADA $200M MPN risk, increased audit readiness for all PCS orders, reduction of manual order writing)

Standardized, auditable order writing


Establish Authoritative Data Environment & Enterprise Service Bus



Separations, Accessions, Promotions, Assignments, Adverse Actions, Retention

Business Process Evaluation and Requirements

Begin NSIPS Modernization Development: Retirements and Separations




Model To-Be FM/Pay processes

Model FM/Pay As-Is processes


Questions and Input

  • Are we hitting the right targets?

  • What other head-hurters are out there?

  • Where do we need to focus our collective resources to get the most significant improvement?

  • Your input is appreciated!