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BUPERS Millington/ Navy Personnel Command. Personnel Service Delivery Ms. Ann Stewart Director, Pay and Personnel Management (PERS-2 ). Pay and Personnel Management PERS-2. Mission

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bupers millington navy personnel command

BUPERS Millington/ Navy Personnel Command

  • Personnel Service Delivery
  • Ms. Ann Stewart
    • Director, Pay and Personnel Management (PERS-2)
pay and personnel management pers 2
Pay and Personnel ManagementPERS-2
  • Mission
  • Advisor to the Commander, Navy Personnel Command for management and execution of Navy Pay and Personnel services. Provide management direction for execution of Pay and Personnel processes.

Navy-wide Focus


leadership perspective
Leadership Perspective
  • Problem Statement:“First, the organization and management of Navy Personnel and Pay policy, process and execution is fragmented across multiple entities.” - Robert O. Work, Under Secretary of the Navy, 18 Oct 10
  • Guidance: “I ask that you assign an end-to-end business process owner for Personnel and Pay who will…Resolve governance and organizational alignment issues …. “ - Robert O. Work, Under Secretary of the Navy, 18 Oct 10
  • DCNO (MPT&E) (N1) “…designated as Navy’s end-to-end business process owner for Personnel and Pay matters. To this end, you will ensure the most effective alignment and integration of requirements across the Navy, and/or de-conflict divergent priorities, as appropriate.” - ADM J.W. Greenert, Vice Chief of Naval Operations, 16 Dec 10


pass program transition status
PASS Program Transition Status

Effective 1 Oct 2013

Global footprint

On track to meet 1 October 2013 transfer date


modernization risk areas
Modernization Risk Areas

Most of the focus in DoD


Organizational Alignment



80%+ of risks stem from things other than technology

Business Processes




Technology will not fix the underlying business problems by itself


implementation plan


Implementation Plan


FY 13

FY 14

FY 16+

FY 15

Navy Performance Appraisal Reporting System

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

Personnel BPIs

Record of Emergency Data/Dependency App (Audit readiness for entitlements, sailor self-service, reduced manual effort)

Enhanced Drill Management

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

Implement in NSIPS

Implement in Modernized NSIPS

PCS Round-up

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

Defense MILPAY Office to NSIPS Migration, Statement of Service

Personnel Modernization Development: Retirements and Separations



Business Process Evaluation and Requirements

Accessions, PERSTEMPO, Promotions, Assignments, Adverse Actions, Account for Personnel

Establish Authoritative Data Environment & Enterprise Service Bus




Single, Integrated Service Delivery Portal



As-Is/To-Be FM Pay processes

Pay Capability Requirements Development

Implement Integrated Pay Capability


Pers/Pay Maturity Model

Strategic Business Enablement and Enterprise Focus

Stage 3

Service Level Excellence

Stage 2

Stand up Authoritative Data Environment

Deploy Business Process Improvement Initiatives

Complete PASS Transition

Complexity and Cost Reduction Stage

Stage 1

US Navy


navy pay and personnel desired outcomes
Navy Pay and Personnel Desired Outcomes

Goal - Not Later Than 5 years



Point of Contact

  • Ms. Ann Stewart
    • Director, Pay and Personnel Management (PERS-2)
    • (901) 874-2361
    • ann.stewart@navy.mil