1. Personnel/Pay Modernization
Update Brief
Ann Stewart
Special Assistant to OPNAV N1B
For Pers/Pay Modernization
September 2012

2. History
• 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
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3. Desired Effects of IPPS-N
• Generate efficiencies throughout MPTE
• Increase accountability and audit readiness
• Provide improved service to Sailors
• Facilitate informed management decision making
• Improve fleet readiness
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4. Capability Gaps Identified
• 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
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5. Pers/Pay Maturity Model
2012 2013 2014 2015 2016 
Stage 3 Strategic Business Enablement
and Enterprise Focus
Stage 2 Service Level
Excellence
Stage 1 Complexity and Cost
Reduction Stage
US Navy
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6. Stage 1: Reduce complexity to generate efficiencies
and increase audit readiness
A. 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
C. Re-engineer personnel and pay business processes
1) Reduce end-to-end process cost
2) Improve audit capability
D. Improve training for problematic processes
1) Activity gains
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7. Stage 2: Improve the quality of personnel and pay
services to Sailors and command leaders
A. Implement re-designed personnel
processes for standardization,
efficiency, control, and audit
B. Allow self-service where appropriate
C. 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
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8. Stage 3: Enhance informed decision making to support
the Navy enterprise
A. Implement a single “My Navy”
portal to provide one stop shop for
Pers/Pay services
B. Leverage mobile technologies
where appropriate
C. Increase information quality and
timeliness for analysis and to
provide improved personnel asset
visibility for commanders
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9. Pers/Pay Modernization
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
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10. Status
• 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
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11. Pers/Pay Modernization Timeline FY13 and FY 14
FY 13 FY 14
Navy Performance Appraisal Reporting System Workflow, E-Forms, Digital Signature
(80% reduction in paper forms, error rate reduction 25% to <3%, OMPF updates within
48 hours)
Personnel BPIs
Implement
Record of Emergency Data/Dependency Application in NSIPS
Automated self-service capability
(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 Auditable records for drill pay, automated self-service
of drill muster)
PCS Round-up Standardized,
(Reduction of ADA $200M MPN risk, increased audit readiness for all auditable order
PCS orders, reduction of manual order writing) writing
Data
Establish Authoritative Data Environment & Enterprise Service Bus
Personnel
BPE
Separations, Accessions, Promotions, Assignments, Adverse Actions, Retention
Business Process Evaluation and Requirements
Dev
Begin NSIPS Modernization Development: Retirements and Separations
FM/Pay
BPE
Model FM/Pay As-Is processes Model To-Be FM/Pay processes
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12. 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! Ann.stewart@navy.mil
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