Navy Personnel Ser

Delivery Transform
Navy Personnel Service Delivery Transformation

Navy Personnel Service Delivery Transformatio

Personnel Service Delivery Transformation is aligned with strategic DoD and Navy g

result in evolved methods of personnel service delivery in a resource constrained e

To deliver a Total Force to 

meet the joint demand, Navy 

must manage its people 

through agile and flexible 

human resource programs, 

services, and solutions.

- Navy’s Total Force 

Vision for the 21st Century

We will pursue those initiatives and informsystems, such as a siintegrated pay and pesystem that facilitatecontinuum of service Sailors over their careWe will assess the ROdo, appreciating that time and money are fownership and manpowill be key componenprogrammatic discussdecisions." 

-

“Executing our Maritim

Executing our Maritim

CNO Guidance (CNOG 20

Ensure the trust of the 

Total Force, their 

families, and the nation 

through superior care 

and support

- DoD Strategic 

Management Plan

We must be innovatividentify new methods service delivery to invigorate the way in we support the Fleet individual Sailors.

- BUPERS / NPC 2020 Vi
Table of Contents

PSDT Strategy Map 31PSDT Conceptual Timeline 30

Appendices

Driving Transformation 29Integrating Transformation 27

Facilitating Transformation 25Managing Transformation 23

Way Ahead

Enabling Technology & Infrastructure 21

Human Resource Professional Workforce 20Human Resource Organizational Roles 19

Customer Interaction & Service Delivery 17Delivery Through Service Capabilities 16Navy Personnel Human Resource Portal 15

Tiered Service Delivery Model 14

End User Delivery & Support 13Navy’s Future State Human Resources Delivery Environment 11

Future Delivery Model

Vision, Mission, Goals & Objectives 5

Vision & Strategy

Problem Context 3

Current State

Goals of Transformation 2

Executive Summary 1

Introduction
Navy Personnel Service Delivery Transformation 1

Navy Personnel Service Navy Personnel Service Delivery Transformation’s (PSDT) vision is the delivery 

s (PSDT) vision is the delivery 

accessible and easy to use capabi accessible and easy to use capabilities and processes enabled by technology for 

technology for 

the quality and accuracy of cust the quality and accuracy of customer service and improving operational efficiency. tional efficiency. 

Executive Summary

Personnel Service Delivery in the Navy is manpower centric utilizing legacy IT systems. Current methods of delive

including the Pay/Personnel Administrative Support System (PASS) are unsustainable because they are unable to 

responsive personnel services to technology savvy Sailors and are too costly. Antiquated personnel services delivery 

the needs of Sailors, commands, and senior Navy leaders. Responsibility and authority to deliver personnel services 

Bureau of Naval Personnel (BUPERS), Navy Personnel Command (NPC), Commander Navy Installations Command (C

Navy Reserve Forces Command (CNRFC). Especially problematic for Sailors is a confusing, redundant, and sometim

service providers and information sources making it extremely difficult to obtain basic human resources support.

PSDT will fundamentally change service delivery methods from primarily human to human based interaction with limite

service, centralized transaction execution model with a Sailor Service Center component. Sailors receive feedback thro

the service delivery process. PSDT spans the Navy enterprise and integrates well‐intentioned disparate, unsynchroniz

activities into a comprehensive and coherent future service delivery model responding to the needs of individual Sailo

requires coordination between multiple organizations, stakeholders, and key partners. No single organization curre

over the numerous initiatives and working groups underway affecting personnel service delivery. This document 

mission, goals, objectives and action plans for Navy PSDT efforts and enterprise level strategy for delivering transform

Service delivery transformation is a mandate pursued with a broad collaborative focus fully aligned with both DoD and N

Four guiding principles provide foundational concepts directing transformational priorities and efforts for persotransformation:

•Simplified programs, processes and interfaces. Strive for clarity, directness and ease of use in capabilities and pr

Provide for high quality, accurate and timely data supporting metrics and analytical foundation driving personn

processes by senior decision makers.

•Remove barriers to executing Sailors’ intent by streamlining processes and providing timely feedback. En

mechanisms provide successful resolution of desired or required events recognizing the variability of the Sailor initia
Goals of Transformation

The comprehensive PSDT strategy encompasses all aspects of personnel service support, from policy form

field level service delivery. Four main goals were established for managing, directing and focusing tran

efforts. These overarching focus areas are:

1. Drive enterprise wide transformation of Navy personnel services delivery programs, policies, and 

2. Build, enhance and sustain the Human Resources professional workforce to successfully deliver tr

personnel services at all organizational levels.

3. Ensure the successful identification, implementation, and adoption of modernized personnel ser

fully support Fleet needs.

4. Develop and deploy responsive, integrated technical capabilities to achieve optimal personnel ser

delivery and consistent customer experiences.

•Service delivery in Afloat and Deployed environments must acknowledge bandwidth considerations. Afloat and d

and operational considerations may potentially limit access to functionality of evolved service delivery methodologies.

•Enable the continuum of service for all personnel (AC to RC, RC to AC, AC to GS, etc.) Transformation of personnel s

the Sailor to enhance their quality of service by facilitating transition between Navy components.

Transformation priorities will be based on a business case approach utilizing transaction level analysis. Manpower cost

majority of personnel service delivery expenses providing significant opportunity for cost management and reduction. 

supporting transformation will combine a thorough understanding of personnel service delivery requirements throug

lifecycle and a cost per transaction methodology.

Transformation of Navy personnel service delivery is vital for providing a “true continuum of service’ for Sailors and 

human resource solutions.” Additionally, PSDT strategy and execution will be guided by mechanisms ensuring that we “a

do, appreciating that our people, time and money are finite.”

This new service delivery model leverages modern communications and information technologies as well as streamlin

standardizing and integrating active and reserve component personnel actions. OPNAV N1, with the help of CNIC, U.S. F

(USFF), CNRFC and other stakeholders will be responsible for developing, implementing and executing the newly develo

delivery model.

2
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current State

Problem Context

The Navy’s current personnel services delivery methodology is not meeting the needs of

Sailors and senior leaders and suffers from some key problems:

• Confusing Array of Service Providers and Career Tools

• Service Delivery Standards that are Not Meaningful to Sailors

• Inconsistent Execution at Many Levels Leads to Non‐Standard Outcomes

• Struggling to Meet OSD Performance Standards

• Bandwidth Considerations for Afloat and Deployed Units

• Conflicting and Inaccurate Data Contained in Corporate Systems

• Cost, Including Manpower, Per Transaction is Unsustainable

The Bureau of Naval Personnel is the Navy’s sponsor for human resource and personnel

management services to the Fleet and individual Sailors. BUPERS holds this responsibility,

however, it relies on service delivery providers and mechanisms that are not centrally

managed, lack standardization, and require extensive “face‐to‐face” transactional support

in the field. Execution of Navy personnel service delivery processes including PASS are the

responsibility of field activities. Frequently these field activities execute personnel

services delivery processes in a non‐uniform manner, with service delivery and technology

employment occurring inefficiently, placing an undue burden on Sailors. Current

personnel services delivery methods fail to consistently meet OSD mandated performance

standards and are unresponsive to the expectations of Sailors, commands, and the Navy

enterprise. Policy and management decisions span multiple organizations making it

difficult to coordinate actions, capture costs, and manage manpower and total

infrastructure required to execute the personnel services function.

3

Multiple efforts are attempting to improve present conditions but they lack overarching strategy, executive 

coordinated program management. By developing and funding a cohesive and overarching Personnel Service Delive

(PSDT) effort, the Navy will be able to more effectively manage required enterprise change, implement new 

recapitalize savings further enhancing service delivery standards.

OPNAV N1 leadership understands that attempting to improve the enterprise’s capability requires a formalized 

transformation strategy aligning key organization design elements, processes, and systems with a vision for a future 

delivery model. OPNAV N1 also realizes that pursuing such a transformation effort requires significant coordinatio

enterprise and planned investments over a multi‐year period.
• Navy lacks a cohesive PSDT strategy that

encompasses all aspects of personnel service

support, from policy formulation to field level

service delivery.

• Funding reductions to legacy personnel and pay

systems in anticipation of DIMHRS development

have stalled Navy’s forward progress toward a

large scale effort to dramatically upgrade to a

more modern personnel service delivery model.

• As Navy prepares for development and

deployment of Future Pay and PersonnelSolution (FPPS), and responds to continuing

labor reductions, Navy needs to identify not only

what the system is required to do, but how the

new system will be integrated into service

delivery model that includes self service,

centralized transaction processing, and a robust

Sailor support center.

• N1, BUPERS, CNIC, and associated stakeholders

need to form a more cohesive governance

structure to ensure plans and decisions

impacting personnel service delivery and the

implementation of FPPS are fully vetted, and

action plans are carefully coordinated across the

entire spectrum of manpower management and

personnel support.

4

Issues / Background

Duplicative & Complex Array 

of HR Systems 

Reliance Upon Paper-based

Business Processes

Face

In

D

Inc

Tim

& 

Sailors

Minim

Se

Capa

Multi

Provi

Sta

Pr

<2%

<2%

Personnel 

Transactions and 

Inquiries

L

Ce

Custo

>95%

Current Delivery Mode

High Total Ownership Costs, Labor In

Redundant Services/Systems/Da
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current StateVision & Strategy for Navy Personnel Service Delivery Transform

The vision for Navy Personnel Service Delivery Transformation is to deliver simple, accessible and easy to use capabilities and processes enabled by technology for enhancing the quality and accuracy of customer service and improving operational efficiency. This vision moves the Navy beyond the current decentralized, non‐ standardized, face‐to‐face transactional model of pay and personnel services into a future where human resource management becomes a critical strategic asset and enterprise enabling function. The mission of Personnel Services Delivery Transformation is to provide reliable, responsive, and timely service delivery in support of all Navy Sailors. PSDT strategy utilizes an iterative and cascading approach for achieving the mission while driving toward the overriding PSDT Vision. Moving from the current personnel service delivery model requires effectively developing strategies and implementing action plans which are crucial to successfully accomplishing the transformational change envisioned by PSDT. Given today’s operating environment, strategic drivers, and fiscal constraints, unifying Navy‐ wide efforts and resources is important to ensure effectively meeting collective mission responsibilities while applying sound investment decision‐making and planning to realize the future business capabilities and results desired. The PSDT strategy provides the necessary framework to effectively align goals, objectives, roadmap action plans, and resources and investments to drive transformation and make the PSDT Vision a reality. 

Formulating PSDT strategy involves an iterative and cascading approach, concentrated on five elements – vision, mission, goals, objectives, and roadmap action plans with defined performance measures for each element. The PSDT vision is the starting point for this cascading methodology describing the future of desired Navy personnel service delivery capabilities. The PSDT mission supports the vision by defining purpose and functions. Goals define the high‐ level strategic elements necessary for accomplishing this vision, with objectives providing the detail regarding how the Navy will work to accomplish each goal and achieve the desired effects. Detailed roadmap action plans will provide specificity to the objectives. These roadmap action plans will contain the tactical level activities and schedules required for developing and implementing desired capabilities critical and essential for realizing successful transformation. Performance measures will ensure continual evaluation of strategy execution by providing the means to

manage transformation utilizing a performance based approach.

Strategic Planning Approach

5

Execute and

Manage from a

Performance

Based Standpoint

VISION

MISSION

GOALS

OBJECTIVES

ROADMAP ACTION PLAN

PERFORMANCE MEASURES Execute and Manage from a Performance Based Standpoint 

VISION

MISSION

GOALS

OBJECTIVES

ROADMAP ACTION PLAN

PERFORMANCE MEASURES
Build, enha

the 

workforc

deli

personn

orga

successf

impl

adoptio

person

fu

Develop and deployresponsive, integratedtechnical capabilities toachieve optimal personnel

services delivery and

consistent customer

experiences

Drive transformation of

Navy personnel services

delivery programs,

policies, and processes

6

MISSION:

To provide reliable, responsive, and timely personnel service delivery in support of all 

VISION:

Simple, accessible, easy to use capabilities and processes enabled by technology fo

the quality and accuracy of customer service and improving operational effi
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current StateGoal One Drive transformation of Navy personnel services delivery programs, p

processes DESIRED EFFECTS

3⁄4 Single personnel ser

organizational structumanaged.

3⁄4 Consistent processes 

service levels that a

continually improved.

3⁄4 Centralized and in

service supports custthe enterprise

3⁄4 Complimentary polici

support more effici

service delivery.

3⁄4 Clear and consistent c

key initiatives affectin

single source

1.1 ORGANIZATION

& STRATEGY:

Establish Navy‐wide PSDT plans, governance and organizational structures to support

transformation of personnel service delivery (Key Components: Transformation Planning,

Governance Structure, Organizational Design)

1.2 PROCESS DESIGN

& INTEGRATION:

Standardize, centralize, integrate, and streamline personnel delivery processes and

supporting mechanisms (Key Components: Standardization, Centralized Customer Service,

Continuous Process Improvement)

1.3 POLICIES

& PROCEDURES:

Update, synchronize, and implement polices, instructions and procedural guidance that

enable enterprise‐wide transformation (Key Components: Policies, Guidance, Procedures)

1.4 CHANGE MANAGEMENT:

Plan, manage and continually support enterprise‐wide organizational change to ensure

the adoption of transformed personnel services (Key Components: Change Readiness, Strategic

Communications, Change Management)

Supporting Objectives

7

Goal one is focused on ensuring development and implementation of a unified strategy for Navy PSDT efforts to reali

transformation of programs and processes to realize the desired capabilities and benefits envisioned by the future delivery env

more effective programmatic success, goal one involves enterprise‐wide transformation planning and management, instituting f

to provide direction and oversight for transformation efforts, as well as a focus on clarifying organizational roles, responsibilities, a

more effectively manage the delivery of personnel services. Additionally, goal one includes efforts to evaluate current business 

policies, and work to optimize these through standardization, centralization, redesign to incorporate the future delivery model a

technologies, and institutionalize continuous process improvement methodologies. Finally, development of enterprise‐wide 

strategies designed to effectively engage stakeholders across the Navy enterprise and at all organizational levels will be used to su

efforts and ensure buy‐in, stakeholder involvement, successful implementation and adoption of transformed service delivery mec
Goal Two

Build, enhance, and sustain the HR professional workforce to suc

deliver transformed personnel services at all organizational levels

DESIRED EFFECTS3⁄4 The right mix of Military, Civilia

personnel with the right skill‐sdeliver superior personnel manag

all organizational levels.

3⁄4 Human resource professionals 

right tools , training, and inforeffectively manage the workforce

3⁄4 HR professionals are effective

developed to ensure they unders

their impact on the Navy Total Fo

3⁄4 A strong community of practice e

management, sharing of beprovides access to subject matte

the HR professional workforce.

2.1 WORKFORCE PLANNING:

Define HR workforce roles and responsibilities, Total Force composition, and

competencies required to support future delivery model concepts (Key

Components: Workforce Risk Analysis, Workforce Strategy, Workforce Modeling)

2.2 WORKFORCE DEVELOPMENT:Develop and deliver the training and professional development necessary to

build and maintain an HR workforce (Key Components: Competencies/Career Paths,

Training, Education)

2.3 WORKFORCE MANAGEMENT:

Ensure effective sponsorship of the HR workforce through leadership,

professional career paths, and continual support (Key Components: Leadership,

Community of Practice, Talent Management)

Supporting Objectives

8

Realizing the customer value and benefits of the future delivery environment ultimately relies upon the people supporting it. Th

is to define, build, and continually enhance a human resource professional workforce capable of providing the level of service n

leader in HR solutions. Goal two involves focusing upon the entire value‐stream of activities involved in future Navy human resou

and using this analysis to more clearly identify future workforce requirements, required skill sets and competencies, and clearly d

and roles (mil, civ, ctr). Critical to the success of goal two will be thorough workforce risk analysis related to today’s wo

development of a sound workforce strategy capable of both mitigating current manning issues while simultaneously defining, pl

the HR professional workforce of the future. This is also true for efforts related to workforce development, which will be focused 

training needs to close existing gaps and improve consistency of delivery, while working to define the competencies, career path

plans required to ensure an effective and sustainable workforce for the long‐term. Finally, strong leadership and sponsorship wi

galvanize members of the Total Force (mil,civ, ctr) HR workforce, and build a community of practice where mentoring, know

continual support enables continual enhancement of the workforce at all organizational levels.
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current StateGoal Three Ensure the successful identification, implementation, and adop

modernized personnel services that fully support Fleet needs DESIRED EFFECTS

3⁄4 Performance levels ar

and established based needs

3⁄4 Service delivery and 

seamless regardless 

Ashore environment.

3⁄4 Standardized tr

communications are d

a variety of media an

to all.

3.1 SERVICE PREFERENCE

& EXPECTATIONS:

Identify and manage stakeholder expectations to establish achievable

performance standards and determine change readiness (Key Components:

Customer Design Input, Performance Management, Service Level Agreements)

3.2 DEPLOYED FORCES DELIVERY:Ensure delivery mechanisms support deployed and disconnected members of

the Force without disadvantage (Key Components: Accessibility/Usability, Platforms

&

Infrastructure, Integrated Testing

& Implementation)

3.3 CUSTOMER TRAINING

& SUPPORT:

Deliver effective communications, training and support to Sailors and the Fleet

in order to access and use PSDT services and capabilities (Key Components:

Customer Awareness, Customer Training, Customer Feedback)

Supporting Objectives

9

Central to goal three is the assurance of both Sailor and Fleet involvement in the design, implementation, and evaluation of tr

processes and service delivery mechanisms. Efforts will focus on ensuring capability solutions are derived and informed b

customer” by taking a Sailor‐centric design approach. Additionally, thorough analysis of design concepts will be performed 

mechanisms support both the Ashore and Afloat environments, with a major focus on defining service level agreements to 

and evaluate performance and quality of service. Finally, change management activities will be directed to effectively comm

with Sailors and stakeholders across the Fleet regarding transformation efforts, provide a strong focus on end‐user training 

capabilities are implemented, as well as use of feedback mechanisms to evaluate adoption and effectiveness.
Goal Four

Develop and deploy responsive, integrated technical capabilities to 

optimal personnel services delivery and consistent customer experience

DESIRED EFFECTS3⁄4 Technologies employe

adapt to changinrequirements

3⁄4 HR system that is 

eliminating duplicatiutilizes singular sourcdata

3⁄4 Single access po

information, and service support

3⁄4 Sailor’s are able to 

personnel transactioat any time from any 

3⁄4 Processes, policies, 

information are 

maintained from a sin

4.1 IT PLANNING & INTEGRATION:

Plan, develop, and implement reliable, integrated, and cost effective information technology

solutions to enable personnel service delivery transformation (Key Components: Enterprise Planning &

Integration, Authoritative Data Management, Future Pay Personnel System)

4.2 HR SERVICES PORTAL:

Utilize portal consolidation to provide a singular access point for Sailors to fulfill their personnel

needs and enable self‐service options (Key Components: Single Point of Access, Content/Relevance,

Usability/Uniformity)

4.3 ENABLING TECHNOLOGIES:

Design and deliver secure and accessible IM/IT capabilities that meet Sailor’s expectations and

reduce the costs associated with face‐to‐face delivery (Key Components: Web‐based

Applications/Service, Customer Initiated Self‐Service, Process Automation)

4.4 KNOWLEDGE MANAGEMENT:

Provide an integrated capability for creating, capturing, organizing, accessing, and using the

knowledge needed by Sailors, the Fleet, and HR professionals to successfully use and deliver

personnel services (Key Components: Knowledge Management Strategy, Knowledge Capture, Knowledge

Sharing)

Supporting Objectives

10

The ability to leverage and integrate enabling technologies is critical for realizing the desired capabilities described in the future de

and effectively transforming from today’s reliance upon manual intervention for transactional processing and service delivery. Goa

coordination with Navy IM/IT provider organizations to ensure IT planning and integration efforts result in responsive design, develo

of capability in support of Navy PSDT. From a planning perspective, goal four will be focused on further defining required service com

and working to ensure delivery of solutions is occurring in both an incremental and continuous fashion, as well as fully integrated 

enterprise plans such as FPPS. As many of the identified capability needs are not unique to PSDT (i.e. unified portal, self‐service, cu

management, process automation, digital signature, knowledge management, etc...) planning efforts will focus upon leveraginvestments and plans to ensure timely, cost‐effective solutions are deployed and available for re‐use across the Navy enterprise.
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current StateNavy’s Future State Human Resources Delivery Environment The intent of this future delivery model and operating concept is to provide an initial comprehensive view of the desired environment and capabilities for Navy personnel service delivery, serve as a baseline to stimulate stakeholder discussions, and provide a blueprint for further analysis, planning, and development of desired capabilities. Purpose Navy personnel and pay functions support active and reserve service members throughout their careers and beyond their 

The accuracy and timeliness of these functions inform Navy's ability to effectively manage the force and help to facilitate asse

impact to emerging requirements. This future state delivery model involves enterprise‐wide personnel service delivery 

designed to realize more effective and efficient service delivery, reduced transaction costs, effective use of technology, and e

the end user experience and associated service satisfaction. Fundamental to the design of this operating concept is a foc

needs and expectations for both individual Sailors as well as the unique requirements faced by deployed units and platf

quality of service in both Ashore and Afloat scenarios. Additionally, this view of the future service delivery environment mo

current transactional model of pay and personnel services to a future end state where human resource (HR) management 

critical strategic asset and enterprise enabling function. Conceptually, the future delivery model is designed to fundamentally change the way in which personnel services are provide

from primarily face‐to‐face interactions with a Sailor to a tiered service delivery model. This tiered service model enables t

access and perform the majority of HR services through a consolidated Navy Personnel HR Portal providing reliable access to i

self‐service capabilities, resulting in timely personnel services delivery twenty‐four hours a day, seven days a week, from any 

the world. For those HR inquiries or processes requiring direct customer service interaction and support, the primary inte

centralized Navy Personnel Customer Service Center providing access to services based upon standardized processes, 

accurate information, enabled by seamless customer relationship management to ensure customer issue identification

resolution. This model effectively transitions the majority of transactions away from face‐to‐face delivery, allowing person

field level and deployed units more time to focus their efforts on providing value added human resource advisory and sup

their local commands versus time consuming manual processing of pay and personnel transactions. This future delivery model construct will be enabled by the integration and use of complementary technologies, such as 

automation to enhance the access, timeliness, and quality of service available to individual Sailors, operational units and c

improve the quality of information available to Navy’s personnel planners and leaders. The required technical transformati

result in an integrated HR systems environment, based upon authoritative data, and providing the necessary service co

infrastructure to support the future delivery environment. The ability to move toward and realize this level of enterprise change will rely upon the inherent design and quality o

organizational structures, and capabilities of the workforce supporting service delivery under this operational concept. The 

model is designed to better align organizational roles to ensure more effective delivery, as well as provide the HR profess

with a defined career path and development continuum, and a strong community of practice focused on best‐practices.

The following chart provides a comprehensive view of the operational concept and framework for the HR Future Delivery Env

Future Human Resources Delivery Environment

& Operational Concept

11

To deliver a T

To deliver a T

the joint d

the joint d

manage 

manage 

agile 

agile 

resource p

resource p

Vis
12
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current StateEnd User Delivery & Support The future delivery concept will provide Sailors with similar methods of delivery they have come to expect and regularly use on an everyday basis (i.e. on‐line banking, web‐portals, enterprise customer service centers, etc...) and based upon the operational realities of available platforms and infrastructure. The Sailor's voice, to the maximum extent possible, will have input to existing, developing, and planned service delivery models. In the future, the Sailor’s (Afloat

& Ashore) primary interface will

be through a consolidated Navy Personnel HR Portal providing an

accessible self‐service delivery platform. This portal will provide

the Sailor with all HR related information and the ability to

perform the majority of pay and personnel related transactions via

web‐enabled applications supporting such things as personnel

records management, benefits, leave, re‐enlistments, retirements,

separations, and more.Complimenting this self‐service capability will be a centralizedcustomer service center to support customer interaction,

transaction processing, and issue resolution. Face‐to‐face

transactional support will only be required to perform tasks that

cannot be automated, such as validating identity, collecting

biometric data, or presenting documentation that cannot be

collected electronically.

End User DeliveryCritical to the successful implementation, adoption, and use of transformed business processes and modes of delivery will be Sa

HR services provided via the future delivery model. End user recommendations, various information exchange mechanisms a

experimented with to identify the most timely and effective potential service delivery solution sets. To enhance and support t

centralized coordination of communications and training will be required to more effectively support the implementation of provide consistency of information, and capture important feedback from the Fleet to continually understand their needs, gaug

and prioritize future enhancements.End User Support

& Satisfaction

13

We must be innovative 

We must be innovative 

methods of service del

methods of service del

the way in whi

Fleet and 

Fleet and 

- BUPE

Within the future delivery model, thorough analysis of design concepts will be performed to ensure delivery mechanisms sup

Afloat environments, providing personnel services to deployed and disconnected members without disadvantage. Particula

upon the business processes associated with pre‐deployment and evaluation of technical gaps between Ashore and Afloat en

will then be used to more effectively use HR support personnel in specific operational scenarios and clearly define service level 

Delivery, Personnel, and IT/Infrastructure. The use of comprehensive pilots, rigorous operational testing, and Sailor provide

integration and implementation of process design changes in all environments.
Tiered Service Delivery Model

Delivery Mode & Service Type Service Characte

Service tiers within the future delivery environment include Tier Zero, Tier One, Tier Two, Tier Three, and Face to Face (Field‐level Sup

is initiated and completed entirely through self‐service using a consolidated Navy Personnel HR Portal. The majority of all Tier One 

through a centralized Navy Personnel Customer Service Center greatly reducing the need for Face to Face service support at the field

will involve more complex questions that cannot be resolved at the Tier One level using mid‐to‐more senior level HR specialists as ca

support refers to inquiries and processes requiring specific HR functional domain expertise and authority to review, interpret, and ap

make final determinations regarding service issues and requests. The following chart provides an overview of the mode of delivery 

service provided at each tier, the pyramid serving to depict the volume of work at each service tier level (i.e. majority of all service o

Portal) and Tier One (Customer Service Center) with a greatly reduced need for Tier One (Face to Face) type services occurring at the f

14
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision

& Strategy Current StateNavy Personnel Human Resource Portal 

The Navy Personnel Human Resource Portal is a central feature of the desired future delivery environment and model. Accessed 

and Afloat environments, the portal will provide a single access point for Sailors to fulfill their personnel needs. By consolidating c

range of applications, the portal will present a unified look, feel, and ease of use that enables the self‐service aspect of future st

the portal will provide seamless access to both HR information and automated business processes, as well as other tiers of cu

facilitated through service capabilities designed to integrate information, applications, HR back office functions, and supported t

relationship management to ensure effective delivery of service.

For example, within the future delivery environment, the Portal would support the redesigned process by which Sailors could req

would log into the Navy Personnel HR Portal to access information about reenlistment policy, eligibility, criteria, and docume

would then complete the reenlistment application by entering required data electronically. The completed application is then 

Sailor’s chain of command for approval and then to the centralized reenlistment organization where it is checked for errors and 

the Sailor, and the Sailor’s command designated representative, would be electronically notified that the reenlistment documen

executing. The HR Portal could be further used to provide amplifying instructions to understand the next steps after the re

disposition of the executed reenlistment document). At any time, if the Sailor has questions or needs assistance during the a

request additional information by searching on FAQ’s, or by calling the centralized Navy Personnel Customer Service Center t

service specialist.

Single Point of Access to HR Information & Services

15
A critical foundation of the entire future delivery

environment and model is the implementation of aservice‐based approach towards transformation of the

Navy’s HR business capabilities. The old paradigm of

functionality aligned to specific systems will need to bereplaced by one in which multiple “services” are

orchestrated to provide and enable the inter‐workings

of capabilities across the HR value stream and

enterprise. This approach provides a new way of

thinking about business capability development and

the investments required to develop technological

solutions.Taking this service‐based approach, each time a new

capability is needed by the organization, the central

issue will not be how to modify a specific IT system, but

instead how best to assemble existing or new services

to provide that capability, extend it across multiplebusiness processes, and realize enterprise‐wide benefit

and return on investment. Utilizing this approach will

provide transformation efforts with improved agility

and flexibility to institute change across the enterprise

by focusing on the interplay between HR programs,

services, and IT solutions, and make the most out of

required investments through modular design,acquisition, and integration.

SERVICE CAPABLITIY KEY COMPONENTS

CUSTOMER SERVICES

•Customer Preference•Customer Initiated Assistance•Customer Relationship Management•Case Management

PROCESS AUTOMATION

SERVICES

•Tracking and Workflow

•Routing and Scheduling

DIGITAL ASSET SERVICES

•Content Management•Knowledge Management•Document Management•Records Management

SUPPORT SERVICES

•Search•Communication / Collaboration

•Forms Management (e‐forms)

•Security Management (secure access, dig

BUSINESS MANAGEMENT

SERVICES

•Process Management•Organizational Management

BACK OFFICE SERVICES

•Human Resource Management (personne

•Human Capital/Workforce Management 

•Data Management

BUSINESS ANALYTIC SERVICES

•Knowledge Discovery•Business Intelligence

•Analysis and Statistics•Reporting

Value of a Service‐Based Approach

The integration of enterprise‐wide service capabilities

are vital to realizing and enabling the Navy’s desired

future delivery environment. These service capabilities

range from direct customer facing service mechanisms

supporting self‐service, process automation, and

customer relationship management to enterprise‐wide

capabilities such as knowledge management, records

management, and business analytics.

Required Service Capabilities

Using the DoD Service Component Reference Model, service capa

components seen as vital to enabling the future delivery environm

identified, and are listed in the following chart:

Delivery Through Service Capabilities

16
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current StateCustomer Interaction & Service Delivery With the portal providing Sailors with their first line of access to service, the next layer of the future delivery model will be 

Navy Personnel Customer Service Center supporting customer contact, interaction and assistance. The centralized cu

constitute an enterprise‐wide customer service capability providing multiple tiers of service to support processing, resol

customer inquiries/issues between these tiers and back office HR functional domains (i.e. functional departments such a

Promotions/Advancement, Re‐Enlistments, etc...). Like the HR portal, the customer service center will provide a single place for Sailors to contact when in need of direct supp

assist in processing or tracking business transactions. In the future, if a Sailor has a question while using the portal, they 

phone, email, live‐agent chat) the centralized Navy Personnel Customer Service Center to interact directly with an HR custo

will identify their need and provide assistance based upon standardized business processes and customer service protocols. 

request, the HR customer service specialist will be able to capture the caller’s information using an integrated customer 

capability, be able to view the caller’s personal profile, categorize the nature of the request/need, provide tailored custom

“trouble‐ticket” tracking number to ensure successful issue routing and resolution. The service components described previously will provide seamless integration and flow between HR portal transaction

interaction, and back office processing of HR transactions and inquiries. For example, if a Sailor had previously used the por

reenlistment and was becoming concerned while awaiting notification that the request had been completed, he/she could ca

a HR customer service specialist, and inquire as to the status of the reenlistment request. Upon receipt of the call, the HR 

would view a pre‐populated screen containing both the caller’s profile information as well as the nature of the call based up

“press one for inquiry, press 3 for reenlistments”). The HR customer service specialist would then proceed to provide assista

answers provided by the knowledge management repository which would be based upon policies and standardized business 

reenlistment program. During this time, the HR customer service specialist would access the integrated human resourc

further check the status of the Sailor’s reenlistment package, identifying the appropriate channel to escalate the “trouble‐t

information or problem resolution. Upon completion of the call, the HR customer service specialist would continue to t

coordinate resolution in collaboration with Tier Two and Tier Three providers. The Sailor would then be able to log back into 

status of the inquiry, or call the customer service center, and using the ticket‐number request further status.

Centralized Navy Personnel Customer Service Center

In the future delivery environment, the Navy Personnel HR Portal and Navy Personnel Customer Service Center will effecti

of interactions away from face‐to‐face delivery, allowing personnel supporting field level and deployed units more time 

transactions requiring direct interaction and manual intervention. The need for face‐to‐face transactional support will o

tasks that cannot be automated, such as validating identity, collecting biometric data, or presenting documentation 

electronically or perform functions manually when there is no access to web‐based capabilities due to technical constraints

be (under current policies) the need for a Sailor to show physical proof of marriage by bringing a copy of his/her marriage 

front to initiate spouse benefits. The HR support specialist would then verify this documentation and process the transac

integrated service environment used by the Navy Personnel Customer Service Center. The future delivery environment 

reduction of the manually processed transactions that take place today, alleviating the work load for field‐level HR suppo

focus their efforts on providing value added HR advocacy, advisory, and support services to their local commands.

Face‐to‐Face Interactions

& Support

17
Knowledge Management (KM) is an integrated, holistic approach to creating, capturing, organizing, accessing, using, and re‐using the knowledge needed by Sailors to successfully access and use HR services, and by Navy HR professionals to successfully deliver personnel services within the future delivery environment. Effective HR KM is foundational to the realization of the future delivery model. Self‐service depends on customers having access to the contextual information needed to effectively use the HR portal to transact their personnel services and manage their careers. Similarly, HR providers, whether at the Navy Personnel Service Center or the field level must have shared access to the same knowledge base, policies, standard operating procedures, and subject matter expertise to respond to customer inquiries and provide a consistent customer experience. Robust KM capabilities, processes, and tools for creating, sharing, accessing, and re‐using HR knowledge will: • Save Sailors time spent searching for information about how to access and use personnel services. Reducing time spent searching for information will in turn reduce time spent on personnel processes and increase Sailor productivity in the field. • Save the HR professional workforce time spent searching for knowledge about how to deliver personnel services. Reducing provider time spent searching for information will increase provider productivity and improve the accuracy of service delivery to the Sailor and Fleet. Additionally, improved communications, collaboration, and sharing of best practices will support the HR

workforce in becoming a Leader in HR

Solutions.

Knowledge Management

18
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current StateHuman Resource Organizational Roles The Navy Total Force Vision for the 21st Century identifies the desire for the Navy to b

resource solutions” as one of its five strategic imperatives. In order to achieve that 

benefits of the future delivery environment, organizations across the Navy’s HR value st

effectively aligned and managed than they are today. The following section outline

responsibilities, and alignment involved in effectively managing HR service delivery and 

delivery environment. Face‐to‐Face Delivery Organizations: Responsible for field‐level support where f

required and handle manual HR processing when access to web‐based services is not 

assist customers with unresolved issues, service concerns and provide customer adv

these organizations will provide field‐level communication and training to end u

stakeholder acceptance and adoption of the future delivery model. Centralized Navy Personnel Customer Service Center: Serve as the enterprise‐wide 

centralized customer interaction and service delivery. Primary role is customer servic

across all service tiers, communication with customers, tracking of unresolved iss

functional domain case and program managers. Additionally, responsible for coordin

capture and dissemination across the Navy enterprise. HR Program Management (Service Delivery): Accountable for the management an

organizations and programs. Responsible for program management, progra

management, and HR workforce management. Manages the implementation 

standardization, workforce training, and coordination and communication across 

functional domains. Leads and promotes enterprise‐wide HR transformation and change 

the Navy enterprise. HR Program Management (Functional Domain): Responsible for the functional manag

(i.e. Reenlistments, Exceptional Family Member, Casualty Assistance, Retirements, etc..)

organizations to facilitate customer service delivery and make final determinations 

customer issues and transactions. Additionally, supports the coordination and pro

policies, processes, and information to ensure the accuracy of information within the repository. Supports HR transformation through engagement in continuous process im

on streamlining and/or automation of HR business processes. HR Policy Formulation

& Resourcing: Responsible for the review, interpretation, and 

and guidance for promulgation and application throughout the Navy enterprise. Res

review of HR programs (Service Delivery and Functional Domain) to ensure program co

Additionally, supports HR transformation efforts through the identification of policy imp

of proposed policy and legislative changes.

Improving our organizatio

Improving our organizatio

workforce is vital to o

workforce is vital to o

- BUPE

Organizational Alignment

& Effectiveness HR ORGANIZATIONAL ROLES

Centralized 

Customer Service 

Center

Program 

Management

Face-to-Face 

Delivery 

Organizations 

Policy Formulation 

& Resourcing

19
Human Resource Professional Workforce

LEVEL ONE: (HR Support Specialists and Customer Service Specialists)

Primary job function is to utilize customer service skill sets to interact with customers in either face‐to‐face or virtual environments

and perform Tier One related HR services. Required skills include: (basic understanding of HR functions, attention to detail,

communications, conflict resolution)

LEVEL TWO: (HR Case Managers)

Primary job function is to utilize case management and customer service skill sets to interact with both customers, other customer

service professionals, and HR functional domain subject matter experts to perform Tier Two related services. Required skills

include: (advanced understanding of HR functions, attention to detail, communications, conflict resolution, problem solving, and

decision making)

LEVEL THREE: (HR Program Managers)

Primary job function is to utilize program management skill sets to execute HR service and functional domain policies and business

processes. Interact with both customers, customer service professionals, case managers and HR functional domain subject matter

experts to perform Tier Three related functions. Required skills include: (advanced HR subject matter expertise, attention to detail,

communications, collaboration, conflict resolution, team building, advanced problem solving, and decision making)

LEVEL FOUR: (HR Executive Management)

Primary job function is to oversee the review, interpretation, development, and promulgation of HR policies, and interact with HR

service and functional domain program managers to ensure program effectiveness. Required skills include: (advanced HR subject

matter expertise, understanding of legislative processes, financial management, leadership, communications, business analysis,

advanced problem solving, and decision making)

The ultimate success of Navy PSDT efforts will be dependent upon structuring, building, and continually developing an HR

professional workforce capable of implementing the business and organizational changes required to realize the future

delivery environment. Transitioning from the current delivery construct that is highly dependent upon manual

processing to a multi‐tiered service delivery model presents the opportunity to completely transform the human capital

strategies associated with the Navy’s HR workforce. Members of the future Navy HR professional workforce will not only

have a clearer view of their individual job functions, but will have increased visibility and awareness of HR functions and

career progression opportunities across the entire HR value stream (both service provider and functional domains).

Within the future workforce model, a junior employee (military, civilian, or contractor) starting in his/her career as an HR

Support or Customer Service Specialist, will be presented with a more viable HR career path and development continuum

that could grow this member of the workforce from a tier one service delivery position, to become a tier two HR Case

Manager, and then ultimately into a Program or Executive Management role within the HR functional domain.

Another important aspect for the future will be the creation of a formalized HR Community of Practice with the goal of

capturing and sharing information and experiences across the entire HR workforce, presenting members with the

opportunity to learn from each other, capture best practices, and provide mentoring to assist in both personal and

professional growth within the HR field. Studies have shown that workers spend a third of their time looking for

information and are five times more likely to turn to a co‐worker rather than an explicit source of information (book,

manual, or database) (Davenport

& Prusak 2000). The HR Community of Practice will not only save time, but build a

greater sense of cohesion within the HR professional workforce, and improve service levels. For example, one person can

share the best way to handle a situation based on his experiences, capture this within the HR knowledge management

repository, which may enable another person to avoid mistakes and shorten the learning curve.

HR Workforce Career Path Levels

20
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current StateEnabling Technology & Infrastructure The systems in the current MPTE IM/IT portfolio are not adequate to meet the desired capabilities of the future delivery model and require transition towards an environment capable of delivering shared enterprise services, authoritative data sources, and an enabling and interoperable IT infrastructure. The future IM/IT environment will need to be characterized by: open architecture; common, authoritative data stores; server and web‐based technology; information that is accessible across the domain; a common web access point; robust Sailor self‐service; and ubiquitous support for a mobile workforce. Currently efforts are underway to transition to a Navy Future Pay and Personnel Solution, but to fully operationalize the future delivery model requires not only

a focus on Pay and Personnel capabilities, but an

integrated HR systems environment that spans across all

functional lines of business; Recruiting and Accessions,

Workforce Development and Training, Distribution, Fleet

and Family Support, Position Management, and Enterprise

Business Services. Additionally, critical for future success

will be enterprise‐wide accessibility to a single source of

authoritative data supporting both back office systems

and service delivery capabilities such as customer

relationship management, forms automation, routing and

workflow, and digital signature.It is important to understand that business and IM/IT capabilities converge, and in today’s world, that convergence is entire

interdependent. As transformational efforts proceed, it is critical to understand this interdependence and approach both bus

planning with the realization that neither will be successful without the other. To realize an improved and fully integrated hum

environment, business transformation and technology integration must occur together. This will ensure that future busines

and technical solutions are designed in concert to effectively deliver functionality and service seamlessly across the entire HR v

initial Recruitment and Accessions (Street), to Distribution (Fleet), to Reserves (Continuum of Service), and even full retireme

(Continuum of Care).

Driving Business Value Through Information

21

MPTE Systems Environment

(Current Environment)

To realize an improved and 

To realize an improved and 

human resource IM/IT environ

viron

transformation and techno

transformation and techno

must 

must 
INTEGRATED HUMAN RESOURCE SYSTEMS ENVIRONMENT AUTHORITATIVE DATA ENVIRONMENT FISCAL MANPOWER RECRUITING/ ACCESSIONS TRAINING/ EDUCATION CAREER MANAGEMENT PAY/ PERSONNE

MODELING, ANALYTICS, & BUSINESS INTELLIGENCE ENTERPRISE INFRASTRUCTURE FACILTIES TELEPHONY CONSOLIDATED DATA CENTER NE

KNOWLEDGE MANAGEMENT SERVIC

CA

HUMAN RESOURCES INFORMATION WEB-ENABLED APP

CUSTOMER RELATIONSHIP MANAGEMENT

SHORE BASED DELIVERY

DEPLOYED F

DE

CONSOLIDATED AFLO

ENTERPRISE SER

Afloat strategy designe

footprints, migration o

hardware into a centraliz

greater ability to col

information, and provide 

to shore infr

CUSTOMER SELF SERVICE

Transformation of business processes, modes 

of delivery, and service component capabilities 

designed to provide web-based customer 

initiated service, access to a full spectrum of 

HR information, and use of web-enabled 

applications that fully integrate with back office 

HR systems and an authoritative data 

environment

SERVICE DELIVERY 

INTEGRATION

Fully integrated portal and 

customer relationship 

management capabilities 

• An integrated and standardized human

resource delivery capability enablingeffective management of the Total Force,able to quickly adapt to changing needs

and requirements.

• A consistent, reliable, and accessible single

source of authoritative data that supports

business processes and stakeholdersacross the Navy.

• Information, self‐service, and automated

solutions deliver superior human resource

programs and services efficiently and cost

effectively.

• Pertinent career management information

guides career decisions and supporting

professional growth is readily available to

Sailors, commands, career counselors, anddetailers.

• Accurate personnel information enables

timely access to proper compensation andbenefits for Sailors and their families.

• Human resource professionals are

provided full visibility of the spectrum of

information needed to effectively manage

the workforce.

• Strategic manpower forecasting,

modeling, and analytic capabilities enablesound Navy decision making and policy

formulation.

Integrated Human Resource IM/IT Environment

Desired IM/IT Outcomes

22
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current State Capability C Capability

A

Capability B

Managing Transformation

Successful transformation will require applying a strategic management approach that effectively unifies and directs transfor

development and implementation of new capabilities, and ensures stakeholder buy‐in and adoption of transformed service d

guide execution of the PSDT vision and strategy, a management framework has been defined in terms of three concurrent pro

used to ensure both long‐range transformation, ongoing capability delivery, and continual enterprise‐wide change managem

approach involves; Transformation Management, Capability Delivery, and Enterprise Change Management.

• Stakeholder Identification

&

Engagement

• Change Readiness Evaluation

&

Planning

• Communication Strategies

&

Management

• Change Implementation

& Evaluation

Enterprise Change Management

• Project Planning

& Control

• Process Optimization

• Solution Design

& Development

• Testing

& Implementation

• Solution Evaluation

&

Continuous Improvement

New Capability Delivery

Ongoing Change Management

Overarching transformation

planning, program management,

roadmap integration,

stakeholder coordination,

evaluation of strategy execution

and performance

Ongoing stakeholder

engagement, evaluation of

change readiness,

communication strategies,

ownership building, end‐user

support and training

Execution of the

Concurrent Management Processes PSDT Strategy

Strategy

Performance

& Evaluation

Stakeholder

Engagement

& Input

Stakeholder

Validation

&

Feedback

Solution Implementation

&

Stakeholder Training

23

STRATEGY ENABLING MANAGEMENT PROCESSES 

Capability Delivery

• Governance

& Oversight

• Strategy Formulation

& Business

Planning

• Roadmap Development,

Integration

& Coordination

• Performance Measurement

&

Evaluation

Transformation Management

Unified

&

Coordinated

Management

Multi‐Year Planning

& Management

Roadmap

implementation through

prioritized, time‐phased

action plans,

emphasizing incremental

and ongoing capability

delivery

New capabilities and

enhanced existing

systems and applications
Enabling Management Processes To guide execution of the PSD

To guide execution of the PSD

strategy, a management strategy, a management framewo

framewo

defined in terms of three concurrent pr

defined in terms of three concurrent p

perspectives used to ensure bot

transformation, ongoing capability d

transformation, ongoing capability d

and enterprise-wide change m

wide change m

Transformation Management: Leadership engagement and strategy formulation designed to provide overall strategic direction and governance to identify, integrate, and coordinate activities to achieve enterprise‐wide transformation. These efforts will ensure a unified strategic approach to transformation planning supported by sound business case development and management. Vital to success, will be the development of integrated roadmap action plans used to coordinate capability development and integration in support of the PSDT strategy. Additionally, implementation of a performance based management approach will result in the ability to continually measure and evaluate progress being made. New Capability Delivery: Implementation of roadmap action plans involving tactical level solution design, development , deployment, and management of future state capabilities to achieve and implement the PSDT vision. This approach will include both near‐term and long‐term work initiatives ensuring continual progress and delivery of desired capabilities. Key activities will include employing rigorous project planning and control, business process optimization, solution testing, implementation, and evaluation. This will include applying a doctrine, organization, training, materiel, leadership, personnel, and facilities (DOTMLPF) approach to ensure capability development occurs in the most cost‐ effective and sustainable manner. Enterprise Change Management: Securing of stakeholder understanding, involvement, and commitment to drive and manage transformation throughout the Navy enterprise and at all organizational levels. An enterprise approach to change management will be required to ensure effective stakeholder management, evaluation of change readiness, and development of clear communications and messaging, education and outreach efforts. Critical for ensuring transformation efforts result in lasting and meaningful change, will be the development of feedback mechanisms to capture the “voice of the customer” and provide the means to evaluate the degree to which changes are being adopted and used to guide further implementation to the new environment and support a successful transition.

24

Personnel Services Delivery TranManage transformation:•Use an analytical foundation to support 

plans•Change the delivery method of personn

more efficient and effective•Provide a tiered service model

•Minimize face to face interaction

•Emphasize support for deployed Sa

•Centralize appropriate transaction

service center

•Evaluate customer satisfaction wit

•Align organizational roles/responsibiliti

develop the required HR workforce, and 

processesManage execution:

•Lower cost per transaction

•Implement tiered service delivery 

•Electronic applications eliminates pape

timeliness and accuracy by reducing vari•Transition appropriate work to a centra

can process transactions and facilitate p

delivery

•CRM Department established to ce

automate and assess performance s

•Requires growth in personnel, proc

and advanced technologies
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision

& Strategy Current StateFacilitating Transformation The PSDT effort will require coordination across multiple organizations, stakeholders, and key partners. This includes bringing together disparate working groups with similar missions and intent, but currently operating without an overarching strategy or executive sponsorship to guide them. To overcome these challenges an effective governance and management structure must be in place to manage and coordinate transformation activities across the Navy enterprise.

25

Governance Structure will

• Define hierarchy and over• Identify critical capabilitie

support transformation

• Empower participants to 

respective enterprises

CNP (Chair), CNIC, OCNR

CNPC (Chair), D

CNIC, CNRFC, US

PACFLT N1

DCN

PSD

USF

SUR

AIR

PMW
Current State Vision & Strategy Future Delivery Model Way Ahead Appendices

The proposed governance model provides the structure to ensure executive sponsorship, policy guidance, advice, and assistance in

the definition, design, and implementation of transformation efforts. In order to ensure coordination and strategic management of

PSDT efforts going forward, PSDT governance will be organized into four layers that work together to collectively ensure the

integrated execution of program activities by monitoring the cost, schedule, and performance of PSDT to achieve successful

transformation. This governance structure involves a combination of oversight, execution and advisory panels with responsibilities as

follows:

The Executive Management Board (EMB): The EMB will consist of Flag level members who set the overall strategic direction of

PSDT and represent the interests of the program to the overarching Navy Enterprise. The EMB will be chaired by the Chief of

Naval Personnel (CNP) and consist of three-star Flag level members including representation from U.S. Fleet Forces Command

(USFF), Commander Navy Installations Command (CNIC), and the Chief of Navy Reserve (CNR). The EMB will meet annually or

more frequently if required.

The Performance Management Board (PMB): The role of the PMB will be to validate, prioritize, and approve stakeholder

recommendations, approve major deliverables, and serve as the primary senior decision making body within PSDT. The PMB

will be chaired by the Deputy Chief of Naval Personnel (DCNP)/Commander Navy Personnel Command (CNPC) and will consist

of one or two-star Flag level representatives from USFF, CNIC, and Commander, Navy Reserve Forces Command (CNRFC). The

PMB will meet semiannually or more frequently if required.

The PSDT Advisory Council (PAC): The PAC will monitor program progress, resolve specific cross-functional issues pertaining to

implementation, prioritize work efforts, and serve as the key decision making body within PSDT. The PAC will also serve as the

“voice of the customer” ensuring Fleet needs are considered during solution design and implementation, and working in

conjunction with provider organizations. The PAC will be chaired by the Assistant Deputy Chief of Naval Personnel

(ADCNP)/Deputy Commander, Navy Personnel Command (DCNPC) and consist of O-6 level members (primarily representing

N1s). Membership will include USFF, CNIC, CNRF, Commander, Navy Surface Force (SURFOR), Commander, Navy Air Force

(AIRFOR), Commander, Navy Submarine Force (SUBFOR), Space Warfare Systems Command (SPAWAR), Defense Finance and

Accounting Service (DFAS), and PSDTO. The PAC will meet at least quarterly or as necessary to build a responsive battle rhythm.

Proposed PSDT Governance Structure

The PSDT effort will require coordination across multiple organizations, 

stakeholders, and key partners...to overcome these challenges an effective 

governance and management structure must be in place to manage and 

coordinate transformation activities across the Navy enterprise.

26
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current State PROGRAM MANAGEMENT Provide executive level leadership, direction, and sponsorship Resourcing, oversight, and evaluation of HR programs to ensure effectiveness Refinement and promulgation of policies and processes designed to optimize service delivery Creation and management of service level requirements with key stakeholder organizations Identification and evaluation of performance measures to gauge quality of service and customer satisfaction CUST

Involvplannoptimand dEngagenterpmanaefforts Assistand aprocemechOngoperforcusto

PROGRAM EXECUTION Coordination and implementation of enterprise-wide HR transformation and change management efforts Integration of provider organizational functions in support of PSDT (i.e. HR program management, business process optimization, IM/IT planning and capability delivery) Management and oversight of provider programs and organizational responsibilities Tracking and reporting of key performance metrics CUSTOMER STAKEHOLDERS PROGRAM EXECUTION NAVY PSDT

P

R

O

G

R

A

M

M

A

N

A

G

E

M

E

N

T

POLICY & 

PROGRAM 

OVERSIGHT

SERVICE 

LEVEL 

REQUIREMENTS

SERVICE 

DELIVERY & 

SUPPORT

Integrating Transformation

PSDT is the intersection of program management, program execution and enterprise stakeholders. The Personnel Services 

Office (PSDTO) is the integrating mechanism for successful achievement of PSDT Goals and Objectives across the full spectr

initiatives. PSDTO working with PERS‐1’s customer relationship management functionality including the Sailor Service Center w

improve personnel service delivery through a collaborative process by garnering enterprise‐wide support for transformation an

on improving and enhancing service delivery to the Fleet and Sailor.

27

Defin

Defin

respons

respon

element within 

element within 

and det

and det

Enterprise cons

Enterprise cons

most effect

most effect

into headqua

- 2
Personnel Service Delivery Transformation Office

The PSDT Transformation Office (PSDTO) was established in January 2010 and will play an integral role in the management of 

primary role of the PSDTO will be to serve as the lead change agent for transforming the delivery of Navy personnel service

programs, processes and capabilities to enhance support to the Fleet and Sailors. By serving as the integration agent, the PSD

mission of developing a reliable, responsive, and timely personnel service delivery model. PSDTO will proactively address the impe

by planning, managing, and coordinating enterprise‐wide efforts to enable the N1 domain in becoming a Leader in HR Solutions for 

28

Chief of Naval Personnel – Echelon I

Navy Personnel Command – Echelon II

(Deputy Chief of Naval Personnel)

PSDTO Resides within BUPERS (BUPERS 26)

Execution Level Agencies

Echelon III Commands

Personnel Services Delivery Transformation =

Analytically Driven Management Processes + Evolved Cap

+ Effective, Resourced, Execution Focused Agencie

Echelon alignmen

understanding 

responsibilities across th

increases effectiveness a

needs of Sailors, co

senior N

Delivery of transformed personnel services and realization of a future delivery environment includes both the critically 

concurrent management processes and knowledgeable, well functioning field level business units singularly focused on 

superior service to individual Sailors. Alignment and a clear understanding of roles and responsibilities across the ente

effectiveness and meets the needs of Sailors, commands and senior Navy leaders.
Navy Personnel Service Delivery Transformation

Appendices Way Ahead Future Delivery Model Vision & Strategy Current StateDriving Transformation Across the Four Main Goal Areas The PSDTO is actively working to formalize executive sponsorship, governance, and stakeholder engagement around the PSDT strategy to ensure 

momentum for Navy‐wide transformation efforts. The following outlines PSDTO’s current activities and near‐term focus, which are viewed as cr

• Obtain Sponsorship and Establish Governance: PSDT strategy has been briefed to senior Navy leadership to establish

leadership direction and sponsorship. The proposed governance structure has been documented as a draft OPNAV

instruction, and is under review by key stakeholders.

• Formalize Personnel Advisory Council and Integrated Teams: Initial meeting was held in early March to discuss and

formalize both the PAC and integrated teams to begin execution of the PSDT strategy.

• Identify Resourcing for PSTDO: The PSDTO was established in January 2010, with an accompanying POM 12

submission. Additional efforts are underway to define a shared‐resource model to identify available personnel across

current provider organizations.

• Develop Business Case and Determine ROI to Guide Roadmap Development: A critical next step will be further

development of the PSDT strategy and a formalized business case analysis to guide tactical level planning in the form of

roadmap development.

• Promote Short Term Initiatives to Demonstrate Results: Multiple initiatives are currently underway (i.e. E‐Leave,

Electronic Service Record, etc..) and will be integrated and leveraged to demonstrate transformation benefits and build

momentum for PSDT efforts.

• Further Define Required Capabilities and Identify Associated Plans: Currently working with provider organizations to

further analyze capabilities described in the future delivery environment and identify enterprise‐wide plans underway

to ensure compatibility and eliminate duplication of effort (i.e. FPPS, forms automation, customer relationship

management, etc...).

• Integrate and Build Upon Current Investments: PSDTO is working to be fully engaged with efforts related to FPPS,

Sailor‐Centric Design, Digital Signature, Authoritative Data, CANES and other related initiatives to ensure full

integration of IM/IT planning and associated work efforts.

• Identify Key Stakeholders and Socialize PSDT Strategy: Efforts are underway to identify key stakeholders and begin

socializing the PSDT vision and strategy—this is viewed as a high‐priority item and was a focus of initial PAC meeting

and Pay/Personnel Conference. Recent briefings include the NTF Working Group and NTF Flag Working Group.

• Evaluate Change Readiness and Implement Meaningful Change Validation Measures: A critical next step will be to

formally evaluate change readiness associated with PSDT and begin development of an enterprise‐wide change

management and communication strategy designed to engage Navy stakeholders at all organizational levels.

• Develop Comprehensive Communication Strategies: Critical to overall transformation efforts is the development of

coordinated communications to effectively inform PSDT stakeholders and promote collaboration enterprise‐wide.

Current CapActivities:

• E‐Leave

EliminaRecord

• Evaluat

Service 

• Senior 

Improv

PSDTO Will Manage TransformationPSDTO Will Monitor Capabilities DeliveryPSDTO Will Be the Lead Agent for Change

29

Current Tra

Manageme

• Draft O• Inaugu

Govern

• Identif

• Establis

Rhythm

Current ChaActivities:

• Stakeh

Evaluat

• Socializ

and FuConcep

• Commu
Navy Personnel Service Delivery Transformation: Conceptual Multi‐Year T

CONCEPTUAL TIMELINE

30

This is mea

conceptua

related to 

and object

PSDT Strat

will be the roadmaps 

conjunctio
Navy Personnel Service Delivery Transformation

NAVY PSDT MISSION:

To provide reliable, responsive, and timely personnel service delivery in support of all Navy Sa

NAVY PSDT VISION:

Simple, accessible, easy to use capabilities and processes enabled by technology

for enhancing the quality and accuracy of customer service and improving operational efficie

GOAL ONE

Drive enterprise wide transformation

of Navy personnel services delivery

programs, policies, and processes

Drive enterprise wide transformation

of Navy personnel services delivery

programs, policies, and processes

Ensure the successful identification,

implementation, and adoption of

modernized personnel services that fully

support Fleet needs

Ensure the successful identification,

implementation, and adoption of

modernized personnel services that fully

support Fleet needs

Build, enhance, and sustain the HR

professional workforce to successfully

deliver transformed personnel services

at all organizational levels

Build, enhance, and sustain the HR

professional workforce to successfully

deliver transformed personnel services

at all organizational levels

Devel

integra

achieve 

delive

Devel

integra

achieve 

delive

1.1 ORGANIZATION & STRATEGY: EstablishNavy‐wide PSDT plans, governance and

organizational structures to support

transformation of personnel service

delivery (Key Components: Transformation

Planning, Governance Structure,

Organizational Design)1.2 PROCESS DESIGN & INTEGRATION:

Standardize, centralize, integrate, and

streamline personnel delivery processes

and supporting mechanisms (Key

Components: Standardization, Centralized

Customer Service, Continuous Process

Improvement)1.3 POLICIES & PROCEDURES: Update,

synchronize, and implement polices,

instructions and procedural guidance to

enable enterprise‐wide transformation

(Key Components: Policy & RegulatoryAnalysis, Policy & Procedural Design, PolicyImplementation)1.4 CHANGE MANAGEMENT: Plan, manage

and continually support enterprise‐wide

organizational change to ensure the

adoption of transformed personnel services

(Key Components: Change Readiness,

Change Management, Strategic

Communications)

2.1 WORKFORCE PLANNING: Define HR

workforce roles and responsibilities, Total

Force composition, and competencies

required to support future delivery model

concepts (Key Components: Workforce RiskAnalysis, Workforce Strategy, Workforce

Modeling)2.2 WORKFORCE DEVELOPMENT: Develop

and deliver the training and professional

development necessary to build and

maintain an HR workforce (Key Components:

Competencies, Career Paths, Training &

Education)2.3 WORKFORCE MANAGEMENT: Ensure

effective sponsorship and management of

the HR workforce through leadership, talent

management, and continual community

support (Key Components: Leadership,

Talent Management, Community of Practice)

3.1 SERVICE PREFERENCE & EXPECTATIONS:

Identify and manage stakeholder expectations

to establish achievable performance standards

and determine change readiness (Key

Components: Customer Design Input,

Performance Management, Service Level

Agreements)3.2 DEPLOYED FORCES DELIVERY: Ensure

delivery mechanisms support deployed and

disconnected members of the Force without

disadvantage (Key Components:

Accessibility/Usability, Platforms &

Infrastructure, Integrated Testing &

Implementation)3.3 CUSTOMER TRAINING & SUPPORT: Deliver

effective communications, training and support

to Sailors and the Fleet in order to access and

use PSDT services and capabilities (Key

Components: Customer Awareness, CustomerTraining, Customer Feedback)

4.1 IT PLANN

develop, an

and cost eff

solutions to 

transformat

Planning & I

Managemen

4.2 HR SERV

consolidatio

for Sailors to 

enable self‐

Single Point 

Usability/Un4.3 ENABLIN

deliver secu

that meet Sa

costs associ

Components

Customer In

Automation4.4 KNOWLE

integrated c

organizing, a

needed by S

professiona

personnel seKnowledge M

Capture, Kno

GOAL TWO GOAL THREE 

31
U.S. Navy photos.

Navy Personnel Service Delivery Transformatio

“The desired effect of Personnel Service Delivery Transformation is to 

quality of personnel service while lowering the cost per transact

Transformed personnel service delivery reduces the burden on Sailors the

more time for Sailors to be Sailors on duty or off duty!
BUPERS MILLINGTON BUPERS MILLINGTON NAVY PERSONNEL C

Navy Personnel Service Delivery Transforma

Personnel Services Delivery Transformation Office

PSDTO – BUPERS 26

901‐874‐4768, DSN 882‐874‐4768

http://www.npc.navy.mil/CommandSupport/PayPersSupport/PASS/