Overview of the Case Study (UVA OM 1447)

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© 2010 IBM Corporation

Overview of the Case Study (UVA OM 1447)

USAF
-

IBM Financial Management


9 September 2100

© 2010 IBM Corporation



Scenario

Air Force Financial Management


The Air Force Financial Management community has contacted IBM after hearing about our
success with large
-
scale transformation efforts. Presently, each of the approximately 100
Air Force Bases around the world has its own local Financial Services Office that provides
pay and travel processing and customer support. Similar processes are performed at each
location. Staffing and quality assurance are managed locally, and legacy systems have
been modified over time in response to local preferences. Following a Presidential Directive,
the Air Force Financial Management community is under pressure to significantly reduce
manpower while continuing to deliver high
-
quality customer service to Airmen and their
families.

© 2010 IBM Corporation



Air Force Installations

The bulk of the service delivery
model resided in 93 separate
base
-
level Financial Services
Offices (FSOs) at bases
allocated around the world

© 2010 IBM Corporation



Base Financial Service Offices (FSOs)


Personnel utilized this walk
-
in facility for
pay inquiries and related financial services.


Functions performed were largely
transactional in nature.


Services ranged from generic requests for
information to customized service inquiries.


Staffed by Air Force personnel
-

trained
within the Air Force FM career field and
were not dedicated experts in any one
process.


Workload and staffing varied from base to
base and typically corresponded to the
population of the base (i.e. higher volume).


© 2010 IBM Corporation



Primary Customers

FSO

Customer Support

(Back Office)

Travel, Mil Pay and Related Data

FSO

Customer Service

(Lobby)

FSO

Inquiry Channels

Outside Support

(If required)

Active Duty
Airmen

Senior leaders/
Commanders

Civilians

Families/Retirees

Reservists and
National Guard

Face to face
interaction with
customer



Answer Customer
Inquiries




Assist with
document prep




Verify paperwork
is complete



Route work to
customer support
for processing

FSO Accounting
Liaison Office

Defense Finance &
Accounting Service
(DFAS)


Mil: Military


Civ
: Civilian


TDY: Temporary
Duty


PCS: Permanent
Change of
Station

Face To Face (65%)

Phone (20%)

Limited IT Systems

(10%)

Mail (5%)



Misc

9.
Casualty cases

10.

Civ timecards

11.

Debt mgmt



Travel

5.
TDY processing

6.
Mil/Civ PCS

7.
PCS In & Out
-

processing

8.
Travel Audit

Pay

1.
Separation &
retirement

2.
Mil/Civ pay

3.
Mil leave

4.
Pay audit

Process

documents

Processing time varied for each type of document or review. Often, paperwork
was not submitted correctly and was routinely returned for rework.
The customer could be required to visit several times prior to completion.

© 2010 IBM Corporation



Pay Processes


Ensure all
military and civilian personnel were paid accurately and in a timely manner.


This
could include up to several dozen pay
-
related sub
-
processes; dependent upon the
requirement of the
customer as each
entitlement required a separate and unique
process to ensure proper payment.


Documents
were completed and processed at the FSO and were frequently forwarded to
other
organizations for
further
processing.


Incorrect
or delayed documents led to the disruption of pay and other entitlements.


Other pay
-
related processes
included


Payment upon separation
or retirement from the military or government
service.


Pay documents
pertaining to military or civilian leave (i.e., vacation hours).


Verification
, review or auditing of pay related documents.


Military


& Civilian

Pay

Audit

&

Review

Separation

&

Retirement
Pay

Military

Leave

© 2010 IBM Corporation



Travel Processes


Ensured
military and civilian personnel received timely and accurate reimbursement for
travel related expenses. FSO personnel processed all documents relating to military and
civilian temporary duty (TDY)
.

The
percentage of vouchers returned for corrections or
rework also varied.


Other processes included:


Pay
and entitlements due a military member or civilian employee who made a
permanent change of station (PCS) move
.



PCS in & out processing for inbound & outbound base personnel


Reviews
and audits pertaining to travel and expense documents.



Military


& Civilian

TDY

Audit

&

Review

PCS In & Out
Processing

Military &
Civilian PCS

© 2010 IBM Corporation



Miscellaneous Processes


FSO
personnel routinely performed other finance
-
related functions.


Upon
the death of a military member, FSO personnel determined entitlements due to the
next
-
of
-
kin. Within a few days, personnel prepared and (personally) delivered the
entitlement to the deceased’s beneficiary.


FSO
personnel also received, reviewed, and processed timecards for civilians located at
their respective base and executed procedures related the voluntary and involuntary
collection of debts. Document processing ranged from garnishing or holding pay to
processing fines and forfeitures resulting from punitive action.


Personnel
also advised military and civilian members on debt management issues.



Casualty
Cases

Debt
Management

Civilian
Timecards

© 2010 IBM Corporation



Survey Results

Customer Feedback:


“My questions and problems get fixed.
However, it often takes a number of trips and
FM is rarely proactive in providing me with
status updates.”



“I have friends who work in the FSO, or I
have developed a knowledge of who does
what in the FSO and I use them directly
without going to the counter.”



“FM personnel are not trained enough to
handle problems.”



“ FM processes seem to work differently at
every base I go to


even the same forms
when filled out the same can have different
results”



“When I PCS or TDY, I know my pay will be
messed up.”


Employee Feedback:


(From a supervisor) “I only have personnel for
2years, by the time they are fully trained, they
are about to transfer to another base.”



“There is lack of training prior to coming to
work at the FSO”



“We receive so many documents a month we
are unable to let individuals know where they
are in the process”



“Customers are not educated on how the
FSOs do business”


© 2010 IBM Corporation



Fiscally Constrained Environment


Following September 11
th

2001, President Bush recognized
that the nation’s defenses would need to evolve to meet a
rapidly
-
changing national security landscape.
In 2002, the
President’s Management Agenda (PMA) was released.


Initiatives included the establishment of a DOD Office of
Force Transformation


designed to integrate transformation
into the national security strategy


In 2005, the Office of the Secretary of Defense issued
Program Budget Decision (PBD) 720
-

directed the services
to reduce manpower and resources.


The Air Force would be required to reduce their force by
40,000 Active Duty, Guard, Reserve and civilian full
-
time
employees.

In order to realize cost savings and efficiently
shape the future of the financial management
community,

significant transformation would be
necessary
.