Business Process Reengineering (BPR) End-User Equipment & Services (EUES) Briefing for National Treasury Employees Union Presented by- Bill Ankrum May 27, 2009 1
EUES Business Process Reengineering • Today’s Discussion • • Case for Change EUES BPR: What, Why, How & When New Service Delivery Blueprint Workforce Impact Proposed Placement Proposed Mitigation Timeline Communications 2
EUES Business Process Reengineering • Case for Change • Business Partners must have timely and consistent delivery of information technology equipment and support services to successfully achieve their tax administration missions • MITS must deliver its mission efficiently and effectively to meet business needs while balancing cost, performance and risk to the IRS • Significant opportunity exists where these drivers intersect to: • Reduce customer downtime by resolving problems at the service desk on the first contact • Avoid and upstream break/fix work from field support to the service desk • Improve service delivery, especially for remote sites, via service desk • Better coordinate project work that impacts service desk, field, and business partner resources • Business process reengineering within EUES will enable MITS to deliver end -user services at reduced cost, with improved service levels, and within acceptable risk; freeing-up support dollars for other priority needs 3
EUES Business Process Reengineering • What • EUES organization is currently undergoing business processing reengineering to reduce operational costs and increase service delivery performance to meet or exceed Federal Information Technology Infrastructure Line-of-Business (ITI-LOB) target levels • ITI-LOB standards reflect industry comparable levels of cost and performance for the delivery of end-user IT equipment and service desk services • Why • EUES organization was previously undergoing an A-76 Competition as part of President’s Management Agenda (PMA) Competitive Sourcing program directed by the Office of Management and Budget (OMB) • Although the competition was ultimately canceled, the OMB and Department of Treasury carried forward an expectation that IRS would achieve results comparable to competition through use of business process reengineering 4
EUES Business Process Reengineering • How • EUES BPR team has developed a High Performing Organization (HPO) blueprint designed around reengineered service delivery processes, updated technology tools, and industry best-practices • HPO designificantly changes the current support model which is highly distributed and heavy on labor, to a leaner model focused on centralized service desk support, consolidated onsite support in high-density customer locations, and contracted support for low-density customer locations • When • HPO blueprint is to be deployed beginning FY-10 with workforce transition activities completing in FY-12 5
EUES Business Process Reengineering • New Service Delivery Blueprint • Redistributes labor between field support and service desk • Provides multi-functional resources capable of delivering service desk and/or field support as workload demands require • Combines service desk and field support into one command control structure – with one reporting line and centralized workload planning • Consolidates & centralizes support functions • Institutionalizes continual process improvement functions • Is based on industry best-practice IT service management model – Information Technology Infrastructure Library (ITIL) • Uses reengineered processes to drive a function based organization • Implements robust performance measures and reporting scorecard • Will improve customer service to business partners 6
EUES Business Process Reengineering Customer Service Support Center (CSSC) Coverage Areas Midwest WA MT OR ND ID WY * CA NV Western CO AZ NM *Fresno (154) WI NY MI PA IA NE UT *Covington MN SD OH IL IN KS OK MO * KY TN AR TX LA NC SC GA * Southwest Southeast *Philadelphia NH MA CT RI NJ DE MD (166) Headquarters 1 *NC/DCA (83) FL Support for: • London • Paris • Frankfurt • Beijing • Virgin Islands *Chamblee (142) HI Northeast ME 1 Provides International *Austin AK * * WV VA * MS AL (172) VT (104) PR § § § There will be six Customer Service Support Centers (CSSC) designated by Southeast, Northeast, Southwest, Western, Headquarters, and Midwest Each CSSC Senior Manager will be located in the identified * POD Each CSSC will have a minimum of two and maximum of six Service Desk (SD) groups Each CSSC will have a minimum of four and maximum of seven Deskside Groups SD Specialists will be co-located with Deskside Specialists within the CSSC geographic area Missouri is split over two Centers (Kansas City and Independence, MO are both in Southwest) 7
EUES Business Process Reengineering ACIO 1. 0 NC/DCA 1373 (3 FTE ) Deputy ACIO 2. 0 NC/DCA (3 FTE ) Blueprint Organization Chart 1367 959 3. 0 Customer Service Support NC /DCA 962 (3 FTE ) 104 3. 1 Southeast Customer Service Support Center Chamblee (5) 172 3. 2 Western Customer Service Support Center Fresno (4) 166 154 142 83 78 60 3. 3 Northeast Customer Service Support Center Philadelphia (4) 3. 4 Midwest Customer Service Support Center Covington (4) 3. 5 Southwest Customer Service Support Center Austin (4) 3. 6 Headquarters Customer Service Support Center NC/DCA 5) ( 3. 7 Operational Planning & Control Center Laguna – Mgr 10 ee’s & Brookhaven 6 ee’s – 220 3. 1. 5 -7 Service Desk Groups (3) 46 3. 2. 8 -11 Service Desk Groups (4) 62 3. 2. 1 -7 Deskside Groups (7) 87 3. 3. 6 -11 Service Desk Groups (6) 93 3. 3. 1 -5 Deskside Groups (5) 69 3. 4. 6 -11 Service Desk Groups (6) 95 3. 4. 1 -5 Deskside Groups 5) 55 3. 5. 6 -10 Service Desk Groups (5) 78 3. 5. 1 -5 Deskside Groups (5) 60 3. 6. 5 -6 3. 6. 1 -4 Service Deskside Groups (2) Groups (4) 30 48 61 3. 8. 1 Knowledge Management Austin 13 3. 8. 2 Vendor Support Liaison Chamblee 11 11 11 179 4. 1 Service. Asset , , and Configuration Management Ogden (3) 4. 1. 1 Hardware 13 Asset Management A NC/DCA 3. 2. 12* SOI Development & Maintenance 19 5. 0 Business Services and Management NC/DCA 182 (3 FTE ) 15 4. 1. 5 Inventory Management Ogden 5. 1 Service Level 28 Management NC/DCA 2) ( 7 4. 1. 8* VITA Support Group 3. 8. 3 Philadelphia End User Problem Management 3. 8. 4 Fresno End User Problem Management 3. 8. 5 San Francisco End User Problem Management 79 3. 7. 1* IDSE 4 4. 2. 1 Security Standards MCC 3. 7. 1. 1* 7 Quality Support Ctr Memphis 7 50 4. 2 Standards , Release & , Change Management MCC (4) 3. 7. 1. 2 -11* CDMC 50 4. 2. 3 Integration & 11 Testing MCC 12 16 4. 2. 2 Development & Standards 18 MCC Mgr 9 – & ee’s NYC 8 ee’s – 45 18 4. 2. 4 Release Management Philadelphia 4. 2. 5 Change Management Philadelphia 4. 3 Acquisitions Strategy NC/DCA 3) ( 4. 3. 1 Commodities & 13 Contract Management Group A (NC/DCA ) 13 16 5. 3 Business Administration Austin (2) 15 16 5. 3. 3 Human Resources Oakland -Bay Area 58 5. 2. 1 Project Group A NC/DCA 39 5. 4. 1 Operational Assessment NC/DCA 13 5. 2. 3 Project Group C Seattle 5. 2. 4 Capacity , Continuity , & Availability Management NC/DCA Mgr 7 – & ee’s Atlanta 8 ee’s – 5. 4 Continual Process Improvement NC/DCA 2) ( 12 14 5. 2. 2 Project Group B Atlanta 13 5. 3. 2 Budget / Financial Management Austin 12 5. 2 Project& Workload Management NC/DCA (2) 5. 3. 1 Training Cincinnati 15 10 5. 1. 2 Service Review Oakland. Bay Area 4. 1. 3 Software 11 4. 1. 7 Ogden Asset Management 11 Equipment Depot MCC 4. 1. 4 Configuration 12 Management Ogden 44 16 5. 1. 1 Service Design NC/DCA 4. 1. 2 Hardware 4. 1. 6 Austin 13 11 Equipment Depot Asset Management B Philadelphia 13 3. 8 Solution Design and Development Chamblee (2) 12 96 3. 1. 1 -4 Deskside Groups (4) 53 4. 0 Operations Service Support NC /DCA 223 (3 FTE ) 5. 4. 2 Reports Analysis Fresno 12 5. 4. 3 Performance Measurement Chicago 10 5. 5 Security NC/DCA * IDSE MEO, SOI and VITA Support Group’s are out-of-scope under seat management; FTE’s are excluded from the blueprint FTE count (1286) 4. 3. 2 Commodities & Contract Management Group B Dallas 4. 3. 3 Purchasing Andover 8
EUES Business Process Reengineering • Workforce Impact • EUES will experience many new positions and job function changes • EUES will move from 136 PODs to 89 & from 90 commuting areas to 59 • The new organization will expand the current 24/7 operation creating an increased need for varying tours of duty and existing AWS schedules will be impacted • Fewer management positions (143 to 104) will result in many employees having new managers • EUES/MITS is committed to utilizing a variety of mitigation tools to reduce EUES employee impact 9
EUES Business Process Reengineering • Workforce Impact (cont. ) • Major position changes by GS/IR Pay Plan outlined below • Summary of grade structure changes: • Fewer GS-5, 7, 11 & 12 s; Fewer IR 01 s & IR 05’s • More GS-9, 13 & 14 s; More IR 04 s Current On-Rolls (1366)* New Organization (1281)** Pay Plan Grade BU NBU IR 01 0 41 0 16 IR 04 0 15 0 24 IR 05 0 87 0 63 IR 08 0 0 0 1 GS 05 16 0 0 0 GS 06 1 2 0 0 GS 07 98 21 27 15 GS 08 0 0 2 0 GS 09 0 3 338 3 GS 10 0 0 0 1 GS 11 576 0 348 0 GS 12 351 2 172 1 GS 13 124 9 196 24 GS 14 12 6 39 10 GS 15 0 2 0 1 Total 1178 188 1122 159 *Based on PP-02 TIMIS (PERM) Extract – January 31, 2009 *Does not include executives and one student ** Does not include Executives 10
EUES Business Process Reengineering • Workforce Impact (cont. ) • Major position changes by Series outlined below: • Summary of series structure: • Fewer series 318 (secretarial), 335 (computer asst) & 560 (budget) • More series 344 (mgmt asst), 343 (mgmt analyst) & BU 2210 (IT Specialist) Current On-Rolls (1366)* New Organization (1281)** Pay Plan GS & IR Series BU NBU 0080 0 1 0301 1 3 0318 16 26 0335 98 0 0340 0 31 0343 53 21 0344 1 0 0560 26 0 2210 983 106 1178 188 Total *Based on PP-02 TIMIS (PERM) Extract – January 31, 2009 BU 0 0 0 14 0 81 15 14 998 1122 NBU 1 1 4 0 16 34 16 0 87 159 *Does not include executives and one student **Does not include Executives 11
EUES BPR – Location of BU Populations Commuting Area Aberdeen, SD Albany, NY Albuquerque, NM Anchorage, AK Andover, MA Atlanta, GA Augusta, ME Austin, TX Baltimore, MD Beckley, WV Birmingham, AL Bloomington, IL Boise, ID Bristol, VA Brooklyn, NY Buffalo, NY Charlotte, NC Chicago, IL Columbia, SC Columbus, GA Columbus, OH Covington, KY Dallas, TX Denver, CO Current On-Rolls New Staffing 1 0 2 0 1 0 3 1 42 27 72 57 1 0 71 55 9 4 2 1 4 1 0 2 1 0 30 15 15 3 4 1 22 16 3 0 1 0 51 34 39 21 18 2 Based on PP-02 TIMIS (PERM) Extract – January 31, 2009 Difference -1 -2 -15 -1 -16 -5 -1 -3 +2 -1 -1 -15 -12 -3 -6 -3 -1 -1 -17 -18 -16 Non-Continuing Site X X X X X 12
EUES BPR – Location of BU Populations Commuting Area Des Moines, IA Detroit, MI Eugene, OR Fargo, ND Fitchburg, MA Fresno, CA Grand Rapids, MI Greensboro, NC Hartford, CT Hato Rey, PR Helena, MT Holtsville, NY Honolulu, HI Houma, LA Houston, TX Independence, OH Indianapolis, IN Jackson, MS Jacksonville, FL Kansas City, MO Knoxville, TN Laguna Niguel, CA Las Vegas, NV Little Rock, AR Current On-Rolls 2 24 1 1 0 62 2 10 7 6 1 33 2 1 15 11 12 1 16 37 1 22 2 2 Based on PP-02 TIMIS (PERM) Extract – January 31, 2009 New Staffing 0 5 0 0 1 45 0 1 2 2 0 15 1 0 4 4 3 0 4 16 0 13 2 0 Difference -2 -19 -1 -1 +1 -17 -2 -9 -5 -4 -1 -18 -1 -1 -11 -7 -9 -1 -12 -21 -1 -9 0 -2 Non-Continuing Site X X X X X 13
EUES BPR – Location of BU Populations Commuting Area Los Angeles, CA (AQ) Los Angeles, CA (AR) Louisville, KY Maitland, FL Martinsburg, WV Melbourne, FL Memphis, TN Milwaukee, WI Nashville, TN New Haven, CT New Orleans, LA Newark, DE Newark, NJ Norfolk/Hampton, VA Oakland/San Francisco, CA Ocala, FL Ogden, UT Oklahoma City, OK Omaha, NE Philadelphia, PA Phoenix, AZ Pittsburgh, PA Plantation, FL Port St. Lucie, FL Portland, OR Providence, RI Richmond, VA Current On-Rolls 3 15 4 3 20 2 28 9 13 4 7 1 0 2 47 1 54 11 2 76 11 11 10 1 7 1 11 New Staffing 0 5 1 0 44 0 9 2 4 0 2 0 27 0 54 2 1 70 3 3 5 0 3 1 3 Difference -3 -10 -3 -3 + 24 -2 -19 -7 -9 -4 -5 -1 +2 -2 -20 -1 0 -9 -1 -6 -8 -8 -5 -1 -4 0 -8 Non-Continuing Site X X X X Based on PP-02 TIMIS (PERM) Extract – January 31, 2009 14
EUES BPR – Location of BU Populations Commuting Area Current On-Rolls Sacramento, CA 4 Salisbury, MD 1 San Antonio, TX 2 San Bernardino, CA 2 San Diego, CA 4 Seattle, WA 18 Springfield, NJ 10 St. Louis, MO 17 St. Paul, MN 13 Tampa, FL 4 Thousand Oaks, CA 0 Tulsa, OK 2 Washington DC 80 West Palm Beach, FL 1 Wichita, KS 1 Headquarters Service Desk-PODA- R 1 0 Midwest Service Desk- PODA R 2 0 Northeast Service Desk- PODA-R 3 0 Southeast Service Desk-PODA-R 4 0 Southwest Service Desk- PODA-R 5 0 Western Service Desk- PODA-R 6 0 TOTAL 1178 New Staffing 2 0 2 15 1 6 3 0 112 0 0 28 89 87 43 73 58 1122 Difference -2 -1 0 -1 -2 -3 -9 -11 -10 -4 +1 -2 +32 -1 -1 +28 +89 +87 +43 +73 +58 -56 Non-Continuing Site X X X 31 Based on PP-02 TIMIS (PERM) Extract – January 31, 2009 Service Desk managers and employees may sit at any POD with a Desk side presence within the specific Customer Service Support Center 15
Service Desk Group Commuting Area Locations Headquarters Service Desk Northeast Service Desk Southwest Service Desk PODA- R 3 Commuting Area PODA- R 5 Commuting Area PODA-R 1 Commuting Area Andover, MA Austin, TX Baltimore, MD Beckley, WV Dallas, TX Washington, DC Brooklyn, NY Houston, TX Buffalo, NY Kansas City, MO Fitchburg, MA New Orleans, LA Midwest Service Desk Garden City, NY Oklahoma City, OK PODA- R 2 Commuting Area Hartford, CT Omaha, NE Bloomington, IL Holtsville, NY San Antonio, TX Chicago, IL Martinsburg, WV Covington, KY Western Service Desk Newark, NJ Detroit, MI PODA- R 6 Commuting Area Philadelphia, PA Independence, OH Anchorage, AK Pittsburgh, PA Indianapolis, IN Denver, CO Providence, RI Louisville, KY Fresno, CA Milwaukee, WI Richmond, VA Honolulu, HI St. Louis, MO Springfield, NJ Laguna Niguel, CA St. Paul, MN Las Vegas, NV Southeast Service Desk Los Angeles, CA PODA- R 4 Commuting Area Oakland/San Francisco, CA Atlanta, GA Ogden, UT Birmingham, AL Phoenix, AZ Charlotte, NC Portland, OR Greensboro, NC Sacramento, CA Hato Rey, PR San Bernardino, CA Jacksonville, FL San Diego, CA Memphis, TN Seattle, WA Nashville, TN Thousand Oaks, CA Plantation, FL * Commuting areas are defined in accordance with IRS Commuting Area Document, dated 05/21/2008 16
EUES BPR - Proposed Placement Process 1) Where workforce supply is =/< than demand for a specific position* w/in a POD, employees will follow their work & be realigned into the like continuing positions. 2) Where remaining workforce supply exceeds demand for a specific position* w/in a commuting area, Art 15 will be used to realign employees into the like continuing positions within POD first and then the commuting area. 3) Article 13 will be used to competitively announce remaining blueprint positions not filled in 1 -2 above ** 4) Open window for voluntary movement of EUES GS-2210 -11/12 (Customer Support) employees to new GS-2210 -9 (CS), POD-flexible positions. If more volunteers than positions, EOD determines placement. 5) Using Art 15, reassign remaining employees who are eligible for different/remaining positions w/in the POD first then commuting area. 6) Remaining NBP employees assigned work & offered additional mitigation opportunities. *Same series, specialty, grade (full working level), and PD ** Propose RPP letters be issued before competition round Note: Voluntary Relocation Incentive (VRI) offered in Step 3 for lateral movement only (w/ same promotion potential) 17
EUES Business Process Reengineering • Placement Projections* • 1367 (1178 BU) EUES employees in-scope of BPR. (EUES organizations not under scope include SOI, VITA, IDSE, Voice/Data Telecommunications, and Term employees) • 1286 (1122 BU) positions in new HPO Blueprint w/in scope • Estimate 662 (~569 BU) employees will be placed via lateral movement or competitive promotion into the new organization (w/in the same commuting area) • Estimate 705 (~606 BU) unplaced employees (grade, series and/or commuting area mismatch) • Estimate 461 (~396 BU) fewer unplaced employees in 2012 due to: • Est. ~169 excess GS-2210 -11/12’s may volunteer for new GS-2210 -9 positions w/ grade and pay retention protection • Est. ~100 VERA/VSIP • Est. ~167 non-retirement attrition • Est. ~25 Reassignment Preference to other organizations • Estimate that on Sept 2012, there will be 244 (~210 BU) potentially without migration paths *FY 2009 Pay Period 2 Data – January 31, 2009 18
EUES BPR - Proposed Mitigation • Multiple VERA/VSIP Windows • Offered to directly impacted employees (employees who hold a position that is part of an excess situation) in the commuting area • Managed to the number of excess positions that exist • 1 st Proposed Window (August- Oct 09) – est. to be offered to 30 BU employees • Additional Windows for other directly impacted employees TBD • Grade Retention (GR) & Pay Retention (PR) • Offered to all directly impacted employees within scope • Eligible employees can hold GR for 2 years; indefinite pay retention until placed in step of new grade 19
EUES BPR - Proposed Mitigation (cont’d) • Reassignment Preference Priority (RPP) • RPP offered to directly impacted employees who hold a position that is considered to have an excess for the commuting area • RPP can be used for any lateral/lower graded movement • Propose RPP notices be issued upon completion of step 2 in proposed placement process (before competition step 3) • Voluntary Relocation Incentives • Policy 78 to govern; Move must promote restructuring goals and new position must have same career ladder and similar skills that is not “at risk” and closes a skills gap in the new duty station • Offered to directly impacted employees who voluntarily move to a position in a new duty station (case-by-case review/approval) • Individual case-by-case review; Employee may receive up to 25% of salary (not to exceed $15, 000) 20
EUES BPR - Proposed Mitigation (cont’d) • Career Counseling • EUES committed to ensuring employees have access to COL, USAJobs, phones, faxes, copy machines and other equipment that will facilitate job search • EUES committed to providing 4 hrs admin time for directly impacted employees to pursue services such as: • ELMS courses such as MPQ preparation, Creating Career Learning Plans, Managing Change, etc • Books 24 X 7 • CIO-IT Council Outreach • MITS will network with existing federal IT forums to promote the availability of skilled EUES workforce that may be in need of placement • Seek to advertise in-house, availability of known like positions in industry or w/ other federal agencies • Business Partners/BODs • EUES mgmt committed to working with BODs to ascertain opportunities for unplaced EUES employees where good fits exist 21
EUES - BPR Timeline May 09 – Brief NTEU on Org Blueprint Oct 09 Organizational Standup* June – Aug 09 NTEU Negotiations – VV & Reorg Apr-09 May-09 Jun-09 Jul -09 Aug –Oct 09 1 st VV Window Sep -09 Jul 09 – VV Authority Obtained Oct - Nov 09 Mgmt Placement Process Oct -09 Nov 09 - March 10 - Execute BU Placement Process Nov -09 Dec-09 Jan -10 Feb -09 Mar-10 Apr-10 Sept – Nov 09 Potential 2 nd VV Window * Standup = Initial movement of some EUES employees into new org structure 22
EUES Business Process Reengineering • Communications Strategy • Employee and customer focused dissemination per robust communications plan coordinated with NTEU • EUES ACIO & Deputy ACIO (or designate) in collaboration with NTEU will conduct town hall meetings in all locations where employees may be impacted by the new organization. Topics will include: 1) Sharing the MOU 2) Providing the proponents for taking advantage of reassignment and merit placement opportunities 3) Explaining the mitigation strategies 23
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