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NASA Shared Services Center: Unparalleled Service Through a Public-Private PartnershipDave White, Vice President of SIS, Computer Sciences Corporation

National Aeronautics and Space Administration

www.nasa.gov

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Consolidates business and technical functions from 10 centers into one for improved government performance and the vision of One NASA

Benefits of the NASA Shared Services Center

Standardized processes provide high-quality, efficient, consistent service to ALL customers

Processes

Customer Service

HandbookNSSC S&Ps

NASA Shared Services Center

JPL

ARC

KSC

WFF

SSC

GRC

GSFCMSFC

LaRC JSC

NASA Shared Services Center

JPLJPL

ARCARC

KSCKSC

WFFWFF

SSCSSC

GRCGRC

GSFCGSFCMSFCMSFC

LaRCLaRC JSCJSC

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Challenges

• Delays– Protest lasted 4 months

– Hurricane Katrina• Delayed start from September 1, 2005

to March 1, 2006

• Affected housing, hiring, local infrastructure, employees

• Gain Center acceptance on two major fronts– The Shared Services Center concept

– A standard methodology for performing each function

• Demonstrate/prove to Centers that functions are performed better, faster and cheaper

PHOTOS COMING FROM CHARLIE NOLL

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Challenges

Working as a team to align

RFP and proposal

with reality

Developing and executing a

Performance Measurement Plan and re-engineering

processes to capture measurements

Build-out of interim facility

Intensive recruiting and training to

support a “go-live” with new functions

every 30 days

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NSSC Transition Schedule By ServiceFY 2006 FY 2007 FY2008

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▲PCS/ Relocation Guaranteed Home Sales (Oct)

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Travel

Payroll

Accounts Payable

Support to Personnel Programs

Employee Development and Training

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Employee Benefits

HRIS

PAPRecruit

PCS/Relocation

SES

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▲▲

▲Accounts Receivable

▲PCS/ Relocation Assistance (Oct)

As of 10/03/06

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▲PCS/ Ext. TDY Relocation (Oct)

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NSSC Transition Schedule By Service

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▲ ▲Grants/ Coop [Wave II-ARC, GRC, JSC, LaRC, KSC, MSFC (Oct)]

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FY 2006 FY 2007 FY2008

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

▲SBIRs and STTRs [Wave I-ARC, DFRC, GSFC, SSC (Oct)]

Procurement Services

Training

Grants / Coop Agreements

IT

▲

As of 10/03/06

Agency Contracting

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▲COTR Training Recompetition (Oct.1st)▲

SBIRs / STTRs

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Solutions

• Functions phased into the NSSC over a period of 3 years

• New employees hired 60 days before the start of their function and given intensive training

• Face-to-face meetings, formal and informal communication with each stakeholder group for the transitioning activity; extended TDY used for hands-on training of staff before transition

• Integrated Project Plan defining milestones, tasks, resources and dependencies for all transitioning activities

• Formal Operational Readiness Review for each activity with stakeholders, demonstrating that the NSSC is prepared to deliver timely and accurately

• Service-Level Agreements with each Center that specify the criteria for success for each activity

• Monthly performance reporting and analysis to HQ and Centers

• Quarterly Board of Directors’ Meeting to review progress, issues and new initiatives

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Solutions (continued)

• Business Intelligence Data Warehouse (BIDW) To Provide “Almost” Real-Time Information on the Performance of our Service Delivery

• Successful Continuity of Operations Plan (COOP) and IT Disaster Recovery Test Executed in Preparation for Hurricane Season

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Service-level indicators for transitioned activities

Met or Exceeded:95%

Not Met: 5%

Worked with NASAto outfit Building 5100to accommodate 100 civil servants and 220 contractors

Transitioned 31 activities in 8 months

Provided excellent service

Results

• 9 Procurement• 6 Financial Mgmt. • 16 Human Resources

FY2008FY 2007FY 2006 FY2008FY 2007FY 2006

Q2 Q3 Q4Q2 Q3 Q4 Q1Q2 Q3 Q4 Q1Q1 Q2 Q3 Q4Q2 Q3 Q4 Q1Q2 Q3 Q4 Q1Q1

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Travel

Payroll

Accounts Payable

Support to Personnel Programs

Employee Development and Training

Employee Benefits

HRIS

PAPRecruit

PCS/Relocation

SES

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Accounts Receivable

? PCS/ Relocation Assistance (Oct)

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? PCS/ Ext. TDY Relocation (Oct)

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Travel

Payroll

Accounts Payable

Support to Personnel ProgramsSupport to Personnel Programs

Employee Development and TrainingEmployee Development and Training

Employee Benefits

HRISHRIS

PAPPAPRecruitRecruit

PCS/Relocation

PCS/Relocation

SESSES

?

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?

Accounts Receivable

? PCS/ Relocation Assistance (Oct)

?

?

?

? PCS/ Ext. TDY Relocation (Oct)

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Outstanding FY06 Year-End Close

• Preparation and Planning

– Communication with the Centers and Travelers to establish key dates

– Staffed for anticipated high workload volume before EOY close

– Daily tracking of vouchers processed and received

– Planned for anticipated high workload volume after SAP returns to operation

• Financial Management

– 8,290 travel vouchers processed (41% increase)

– 1,735 vouchers processed after 9/20 deadline

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Outstanding FY06 Year-End Close (continued)

• Grants– 372 awards processed in September (more than previous 4

months combined)

– 100% of Grants and Cooperative Agreements with Expiring Funds processed

Expiring Funds

05

10152025

3035

8/31/06 9/5/06 9/10/06 9/15/06 9/20/06 9/25/06

Date

Nu

mb

er

of

PR

s

PRs Received Aw arded

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Opportunities

• Standardization

• Increased buying power — reduced costs through the consolidation of agency contracts (Oracle, Primavera, training classes, etc.)

• Consolidation of like functions to improve efficiency and reduce costs

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Innovation/Improvements

• Document Imaging — Procured, scalable solution capable of processing 2.4M electronic transmissions per year and eliminating $20,000/month in labor and equipment costs

• A call center to handle questions relating to our four functional areas

• Work-flow tracking using Remedy

• Training Grants with MS and LA

– MS: Reimbursement for employee training (maximum of 1,040 hours for each SP employee earning < $18.25/hour) resulted in $250,000 reimbursement for FY06

– LA: Training Grant covers all training cost for LA residents up to $1,000,000

• Employee Satisfaction Survey to prevent high attrition

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Innovation/Improvements (continued)

• Continual improvement and process re-engineering in each function; three major re-engineering efforts completed

– Grants and Cooperative Agreements• Eliminated 36% of handoffs and 22% of processing steps

• Reduced processing time 31%

– Domestic Travel• Automated manual functions

– Automated notices to travelers of audits and automated notice of required follow-up

– SES Appointments• Automated manual system

– Tracks 30-day NSSC requirement

– Tracks 90-day OMB requirement for NASA Headquarters

• 100% approval rate at OMB

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Business Benefits

2.8 years

2.3 years

Costs

Production time

Consolidation of administrative functions does improve efficiency and reduce costs

Public/private partnerships work

All processes can be improved

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QuestionsQuestions

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