DFASBRACAllHandsDec15

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Information about DFASBRACAllHandsDec15
Entertainment

Published on October 30, 2007

Author: Heng

Source: authorstream.com

Transformation Update to DFAS Workforce :  Transformation Update to DFAS Workforce <NAME> Site Director Defense Finance and Accounting Service December 2005 Agenda:  Agenda DFAS Transformation Strategic Goals/Balanced Scorecard Human Capital Strategy DFAS Strategic Organizational Alignment Base Realignment and Closure Summary Slide3:  Transformation Blueprint Business Intelligence Benchmarking Information Security High-Performing Organizations Lean6 Human Capital Strategy DBSMC ERPs eCommerce BRAC Centers of Excellence Slide4:  VISION: Transforming Today To Be The Trusted Financial Partner For Tomorrow’s Warfighter Transformation Vision Leadership & Vision 2006 Strategic Plan and Balanced Scorecard :  Leadership & Vision 2006 Strategic Plan and Balanced Scorecard Strategic Plan: Involves senior leaders, external customers, and cross section of internal staff in defining strategic goals and key initiatives Strategy links to OUSD(C) plan, the BMMP, and PMA Cascades to mission areas and corporate organizations Balanced Scorecard: BSC links directly to DFAS Strategy Cascades to mission areas and corporate organizations BSC Measures are: More outcome oriented and focused on results Tied to benchmarked performance targets Measures track to OUSD(C) plan, the BMMP, and PMA Leadership & Vision FY06 Strategic Goals:  Leadership & Vision FY06 Strategic Goals Transform DFAS to become a Center of Excellence Fulfill BRAC requirements Execute NSPS requirements Reshape workforce to meet mission needs Deliver financial information on-demand for decision-makers Provide instant access to comprehensive financial data Provide quality financial analysis and timely advice Establish dynamic partnerships to execute ERP solutions Implement best business practices to increase productivity and reduce costs Integrate e-solutions through state-of-the-art technology Attain operational excellence in finance and accounting services Create Centers of Excellence and HPOs Strategic Goals Strategic Objectives Attain a highly professional workforce with indispensable skills and competencies People Human Capital Strategy:  People Human Capital Strategy National Security Personnel System (NSPS) Status Employees will receive the approved pay raise Implementation is event driven Labor relations voluntarily postponed Implementing issuances are in process Proposed details can be found on NSPS website Continuing collaboration process occurring with the unions at the DoD level Implementation schedules will be provided once determined by DoD Process Accounting High Performing Organization (HPO):  Process Accounting High Performing Organization (HPO) HPO effort began in January 2005 Objectives: Reengineer accounting end to end processes Eliminate redundancy in organizations and operations Anticipate efficiencies through new system implementations Reduce footprint for accounting operations Conclusions: Integrate and enhance end to end processes Develop accounts maintenance and control function Establish a corporate accounting organization Consolidate operations and support functions Outcomes: Accounting operations performed at fewer sites Standardized organization for operations Significant savings realized through implementation Improved business processes Structure 2005 BRAC Law:  Structure 2005 BRAC Law Grow the DFAS site at Cleveland, OH, to not less than 1,500 Full Time Equivalents (FTEs) Grow the DFAS site at Limestone, ME, to not less than 600 FTEs Grow the DFAS site at Rome, NY, to not less than 1,000 FTEs Maintain not less than the current FTEs1 at the DFAS sites at Columbus, OH (2,064 FTEs), and Indianapolis, IN (2,632 FTEs) 1 FTEs effective EOM August 2005 (Geographic Location Report, Military Personnel Report) Business Model for Workload Realignment :  Business Model for Workload Realignment Create Centers of Excellence Incorporate customer requests Align accounting by network Ensure strategic redundancy Meet BRAC staffing floors Use existing excess capacity Slide11:  Structure Business Model under BRAC BRAC Risks Funding Impact on customer rates Date funds will be available Operational Impact Contracts Operational capability at gaining site People Hiring for the right skills Training Attrition of key personnel Security clearance processing Customer Synchronize with customer plans Consider BRAC impact on customers Systems Infrastructure New implementations Interfaces Risk Mitigation Obtain BRAC funding Parallel processing Performance metrics Tiger teams Incentive programs Staff augmentation Centralized hiring program Hiring 90 days in advance of defined needs Initiative Examples Site surveys BRAC implementation planning Customer Advisory Forum Schedule Assumptions End of Fiscal Year requirements and holiday blackout periods were considered: Accounting - September to October Accounts Payable (Vendor Pay) - September Payroll - January and February Holiday period - last 2 weeks of December and first week of January Sites with pending lease termination dates (i.e., San Antonio, Oakland) prior to end of lease to avoid penalties/other costs Complex and comprehensive workload movement and reconstitution requirements - acquisition accounting - are scheduled in 6-month intervals Other events - such as travel pay transformation - may occur in advance of the site closure Implementation of HPOs ERPs and systems consolidation impact Smaller sites considered Early workforce migration potential from closing sites located near remaining sites (i.e., Dayton proximity to Columbus/Indianapolis) Redundancy of operations during closing process Structure Current DFAS Organization:  Structure Current DFAS Organization As of Feb. 28, 2005 Functional Model Structure The Case for Change:  Structure The Case for Change Customer perspective: Better service for less Better information to support decision-making Clients want improved service and quality at lower cost Financial perspective: DoD budget availability declining Internal perspective: ERPs and technology – radical changes in our business BRAC/fewer sites creating more efficient operations Align responsibility for operations at a single site Growth and learning perspective: Changing environment creates human capital challenges New technology – training & skill gaps Location – losing institutional knowledge NSPS – performance based culture Structure Proposed DFAS Organization:  Structure Proposed DFAS Organization Strategic Management Transformation Business Requirements/Integration Policy/Procedures and Performance Accounting and Finance Operations Accounts Payable Accounts Receivable Corporate Accounting Account Maintenance Disbursing Travel Pay Civilian, Military, and Retired Payroll Standards and Compliance Business Intelligence Client Executives Information Technology Corporate Resources Internal Review Acquisition Management Organization Office of General Counsel Chief of Staff Director Deputy Director Key Points Retains focus on clients and customers Provides opportunity to organize along functional lines/Centers of Excellence and consider customer groups Aligns work along service mission lines Operational effectiveness must be sustained during transformation Final organizational structure and staffing to be driven by benchmark standards/HPOs Partnership between DFAS and client/customers must be maintained and enhanced during transformation Note: January 2006 target date for command and control Structure Roles and Responsibilities:  Structure Roles and Responsibilities Lead transformation/transition initiatives Standardize and integrate functional requirements Integrate and operationalize new systems, policies and procedures into agency business processes Lead business integration initiatives Provide client executive services for DFAS customers Provide business intelligence for internal and external customers Oversee HQ Support Organizations Focus on the DFAS core mission Implement new systems and processes Standardize operations across product lines Deputy Director Deputy for Operations Deputy for Strategic Business Management Organizational Structure - January 2006 :  Organizational Structure - January 2006 Deputy for Strategic Business Management Office of Strategic Management Director Policy & Performance Director Business Requirements & Integration Director Transformation Director Cleveland Site Director Columbus Site Director Denver Site Director Indianapolis Site Director Kansas City Corporate Accounting Mission Area Director Accounting Operations Mission Area Director Disbursing Mission Area Director Director Standards & Compliance Finance Mission Area Director Sites included: Charleston Pensacola Norfolk Japan Oakland San Diego Pacific Sites included: Dayton San Bernardino Omaha Limestone Sites included: Lawton Lexington Orlando Rome Rock Island Europe San Antonio Seaside Texarkana St Louis Business Intelligence Client Executives Information Technology Corporate Resources Internal Review Acquisition Management Organization Office of General Counsel Chief of Staff Deputy for Operations Director Deputy Director Organizational Structure - FY 2009:  Organizational Structure - FY 2009 Deputy for Strategic Business Management Office of Strategic Management Director Policy & Performance Director Business Requirements & Integration Director Transformation Director Cleveland Site Director Columbus Site Director Indianapolis Site Corporate Accounting Mission Area Director Accounting Operations Mission Area Director Disbursing Mission Area Director Director Standards & Compliance Finance Mission Area Director Oversight Japan Limestone Rome Europe Texarkana Business Intelligence Client Executives Information Technology Corporate Resources Internal Review Acquisition Management Organization Office of General Counsel Chief of Staff Deputy for Operations Director Deputy Director Process FY2009 End State - Operations Highlights:  Process FY2009 End State - Operations Highlights NOTES: 1. Backup for Travel Pay will reside in Columbus until DTS is fully implemented 2. Arlington Liaison, Bratenahl, Texarkana and OCONUS locations also continue mission operations Retired and Annuitant Pay Garnishments Center of Excellence Columbus Center of Excellence Indianapolis Center of Excellence Limestone Centers of Excellence Rome Centers of Excellence Cleveland Acquisition Accounting including Contract Pay Security Assistance Accounting Transportation Working Capital Fund Accounting Medical Accounting Special Ops Accounting Insert site specific workload realignment chart(s) :  Insert site specific workload realignment chart(s) Closing sites will have one slide - Enduring sites will have multiple slides for outgoing and incoming workload Cleveland (3 slides) Columbus (3 slides) Indianapolis (3 slides) Limestone (3 slides) Rome (3 slides) People Maximum Employee Assistance :  People Maximum Employee Assistance Employee transition options include DFAS will pay PCS costs for employees who move to an enduring site PPP registration Retirement seminars VERA/VSIP Severance pay Other federal agencies Resume and interviewing assistance Private sector employment Realignments outside of BRAC (to reduce footprint or other) may not provide the same comprehensive transition options DFAS Transformation:  DFAS Transformation Fewer locations: 101 9,9152 employees 18 systems $1,368M operating costs3 70% professional / 30% technicians Right employees with right skills Optimum number and mix of civilians/contractors Pay for performance under NSPS 30 locations1 13,8792 employees 92 systems $1,615M operating costs3 70% technicians / 30% professional Aging workforce General Schedule Pay System 1 Includes Europe & Japan 2 Source: HR Flash Report September 2005 (civilian & military) 3 Current$ 1 Includes Europe & Japan 2 Projected Civilian & Military 3 Current$ FY 2005

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