Budget Highlights Book - DON FM&C Website - U.S. Navy

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February 2010Improving Performance• The Navy reviewed a number of internal acquisition reporting requirementsand found that there was some duplication. By consolidating andstreamlining the reporting process, spending was reduced by $0.4 million peryear.• A team analyzed the Marine recruit training cycle time and determined that ittook 12‐45 business days to discharge a recruit leaving Marine Recruit DepotSan Diego. During this time, resources were expended to billet the recruitand keep the recruit busy. Changes were implemented and the dischargetime was reduced by 62% thereby avoiding costs. This project is beingreplicated at the Parris Island Recruit Depot.• The Navy maintains ships through regular maintenance availabilities atpublic and private shipyards. Maintenance efforts per availability werereviewed to assess man‐days needed to complete the work package that wasrequired at the time the review was conducted. As a result of the review themandays associated with the defined scope of work was reduced. This effortafforded the Navy the opportunity to reduce funding on certain availabilities,increase needed maintenance requirements on certain ships, or reduce theship maintenance backlog.The Administration conducted a government‐wide SAVE initiative in 2009requesting that government personnel recommend alternatives to improve theoperation of the government. The DON is evaluating three of the suggestions todetermine their viability. The remaining suggestions were either not executable orhad been implemented in prior years. If any of the three ideas under evaluation aredetermined viable, they will require a more in‐depth review.BUSINESS TRANSFORMATIONThe Department of the Navy continues to develop its vision for BusinessTransformation. Because of the size and complexity of DON’s business operations itis imperative that the Navy‐Marine Corps team continues to change its businesspractices to be more agile, efficient, and increasingly responsive to the warfighter.In these times of fiscal constraint, the DON is challenged to make necessaryinvestments in future capabilities while sustaining current warfighting effectiveness.As part of a strategy to achieve these competing ends, the DON has adoptedbusiness transformation policy designed to:3FY 2011 Department of the Navy Budget 7‐3
Improving Performance February 2010• Employ business process change to create more effective operations atreduced costs.• Exploit process improvements, technology enhancements, and an effectivehuman capital strategy to ensure continued mission superiority.DON business process improvement involves executing, aligning and integrating aseries of enterprise‐wide initiatives which will dramatically transform our ability toexecute programs and support our mission. The result will be improved efficiency,better decision‐making, and an organizational culture that is performance‐based.Collectively, these initiatives will create a environment that produces more accurateand timely business information and will, over time, be endorsed by a favorablethird party financial audit. The specific initiatives are described below.Navy Enterprise Resource Planning: The Navy ERP program was created tomodernize, streamline and standardize how the Navy manages people, money,programs, equipment and supplies. Navy ERP combines business processreengineering (BPR) and industry best practices, supported by commercial off‐theshelfsoftware, and integrates all facets of Navy business operations, using a singledatabase to manage shared common data. The program enables DON compliancewith the Chief Financial Officers Act of 1990 and the DoD Information AssuranceCertification and Accreditation Process.Additional benefits of the program include the delivery of transparent and timelyfinancial information improving decision making and reducing business operatingcosts. Standardizing and automating key business practices across the DON willcreate efficiencies, reduce the cost of business and enable easier career mobilitywithin the workforce. Cost savings will be realized by the retirement of redundant,stove‐pipe, legacy IT systems, a reduction in supply inventories due to improvedinventory management and visibility, and increased business process efficiencies.The Navy ERP system Release 1.0 (Acquisition and Financial Managementfunctionality) has been operational since October 2007 and is currently deployed to38,000 users at NAVAIR, NAVSUP, and SPAWAR. The Commander, OperationalTest and Evaluation Force (COMOPTEVFOR) stated, in July 2009, that Navy ERPwas operationally effective and suitable and recommended full fielding of Release1.0. Implementation of Release 1.1 (Wholesale and Retail Supply functionality) willbegin in Spring 2010. When the Program of Record deployments are completed inOct 2012, Navy ERP will serve over 65,000 users and be used to manage 53.8% of the7‐4 FY2011 Department of the Navy Budget
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February 2010Rebalancing Investment
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