Strategy for Planning & Delivering Public Sector Shared Services

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  • 1. National Aeronautics and Space AdministrationStrategy for Planning and DeliveringPublic Sector Shared Services Rick Arbuthnot Executive Director NASA Shared Services Center May 7, 2008 May 7, 2008www.nasa.gov
  • 2. National Aeronautics and Space Administration Agenda • What is the NSSC? • NSSC History • Public/Private Partnership • Consultancy • NSSC Vision/Mission • Governance • Return On Investment (ROI) • Service Level Indicators (SLI)/Balanced Scorecard • Lessons Learned • Recent Accomplishments • ChallengesNASA Shared Services Center 2
  • 3. National Aeronautics and Space AdministrationWhat is the NASA Shared Services Center (NSSC)? • Consolidates activities into a separate, independent NASA Service Center • Performs a variety of transactional and administrative activities in four lines of business: – Financial Management – Human Resources – Information Technology – ProcurementNASA Shared Services Center 3
  • 4. National Aeronautics and Space Administration Benefits - NSSC Implementation Plan Report – Provides more consistent, high-quality, and timely services at lower cost – Reduces resources expended for institutional support – Affords opportunities for continual improvement and process re- engineering in each functional area as standardization and “best practices” are incorporated – Leverages consolidated spending with vendors to negotiate better terms and prices – Natural follow-on or predecessor to Integrated Financial Management Program modules – Promotes a “one-NASA” Agency focus – Supports the President’s Management Agenda for improved government performance – Promotes strategic management of NASA resources – Improves accuracy and consistency of informationNASA Shared Services Center 4
  • 5. National Aeronautics and Space AdministrationTransition • Transition period from March 1, 2006 to October 1, 2008 – FY06 – 27 activities – FY07 – 15 activities – FY08 – 5 activities to date » Remaining – 2 activities FI Invoices Grants PaymentsNASA Shared Services Center 5
  • 6. National Aeronautics and Space AdministrationNSSC History – Part 1 Nov 2001 Mar 2002 Aug 2002 May 2003 Sep 2003 Dec 2003 Jan 2004 Lead assigned to the NSSC NASA created an NSSC NASA formed a team to Implementation Team; Implementation Plan, The NSSC names first study the feasibility of Mission – “To establish a consolidated indicating activities to Executive Director shared services within shared services organization that will transition to the NSSC and a NASA–Consolidated provide higher quality, more cost go-live date of October 1, Business Services effective and efficient services for 2005. Soon, NASA formed (CBS) Study selected NASA business and technical an Agency Transition Team services” NASA approved the team’s Executive Council approved NASA announced the A Public- -76 recommendation to NSSC’s recommendations on the Private competition. Site selection implement a shared governance structure and was incorporated in the A -76 services center endorsed recommended functional competition in April 2004 activities for consolidation Sep 2004 Oct 2004 May 2005 Aug 2005 Sep 2005 Dec 2005 Mar 2006 NSSC developed its Project NSSC received two Go-Live Plan for shared services protests from IBM and NSSC project team The project team implementation the MEO. By August reported to SSC. On temporarily 2005, IBM withdrew August 29, 2005 all NASA awarded the regrouped in their protest with the employees evacuated NASA released the RFP and contract to CSC who Washington D.C. in GAO and the Agency due to Hurricane received four proposals in selected Stennis denied the MEO ’s September – Katrina. Go-live is November 2004 Space Center (SSC) contest in its entirety December 2005 delayed as the siteNASA Shared Services Center 6
  • 7. National Aeronautics and Space Administration NSSC History – Part 2 Feb 2006 Apr 2006 Jun 2006 Aug 2006 Sep 2006 Oct 2006 Dec 2006 First event driven customer survey Prototype for customers’ NSSC Board of Directors for domestic travel deployed. The Incorporated quality metrics for monthly performance meeting: the Board consists domestic travel event driven survey domestic travel in monthly of senior officials from 3 and utilization reports uses a representative sample of reports to customers NASA Centers and NASA’s randomly selected customers to get Process for review and senior IT, Procurement, HR customers’ feedback on the quality, approval of NSSC capital and Financial management timeliness and accuracy of the investments developed officials service provided First monthly bill to Began using 2D bar codes on fillable Framework and tools deployed for NSSC’s customers web forms for document imaging and integrated project plan. The plan links all NSSC projects using a single shared resources pool, electronic routing. 2D bar codes improve management of limited resources and reduce redundant input and improve forces prioritization of competing demands document tracking Jan 2007 Feb 2007 Mar 2007 May 2007First module of NSSC Datamart completed. First runner up for Shared Service Recovery Program Usability testing ofThe NSSC Datamart provides the business Services Outsourcing Network’s institutionalizes the NSSC’s new customerintelligence needed for end-to-end insights into Best New Shared Services philosophy, tools, and service Portalthe domestic travel reimbursement process organization. processes for recovering Certification and Migration from old web to from service failures. NSSC balanced scorecard cascaded to work force. accreditation of new NSSC Customer Service Recovery training The scorecard ties NSSC strategic initiatives, tactic NSSC technology Service Portal for Coaches, Leaders, and and objective targets to the NSSC vision of infrastructure and Unparalleled Service architecture NSSC employeesNASA Shared Services Center 7
  • 8. National Aeronautics and Space Administration Public/Private Partnership: A-76 Competition • Procurement was conducted under the OMB Circular A-76 public-private competition process • This was a “best-value” selection, where the selection decision was made considering both the technical and cost merits of the proposals and selecting the one proposal that offered the best overall approach for NASA • Choice of NSSC site location was at the Offeror’s discretion. Possible site locations included in the NSSC Request for Proposal (RFP): – Cleveland, Ohio – Stennis Space Center, Mississippi – Huntsville, Alabama – Houston, Texas – Newport News, Virginia – Orlando, FloridaNASA Shared Services Center 8
  • 9. National Aeronautics and Space Administration An Integrated Organization The NSSC is comprised of government & contractor personnel. The contractor organization is a mixture of prime contractor and sub-contractor staff. 1 Prime Contractor 12 SubcontractorsNASA Shared Services Center 9
  • 10. National Aeronautics and Space Administration Public/Private Partnership (continued) • Work force is a mix of Civil Service and Contractor Support Contractors (1%) employees • CSC Team is referred to as NASA Civil NASA Civil Service Provider Service Provider Service Service “Service Providers” Contractor Contractor (30%) (30%) (69%) (69%) • NSSC payroll is about $37 million per year, and total operating budget is approximately $58 million per year -- an important local economic initiative • Civil Servants: 146 • Service Providers: 335 • Support Contractors 2 Approximately 483 employees by 10/31/08NASA Shared Services Center 10
  • 11. National Aeronautics and Space Administration Consultancy To implement a successful, hallmark SSO, the NSSC solicited the support of ScottMadden, who provided support and guidance for models on: - Governance - Change Management and Communications Program - Organization - The Service Level Agreements - Business - Account Management Plan - Service Delivery - Customer Service Training Program - Performance - Service DefinitionNASA Shared Services Center 11
  • 12. National Aeronautics and Space AdministrationNSSC Vision and MissionNASA Shared Services Center 12
  • 13. National Aeronautics and Space Administration NSSC Board of Directors Board Objectives • Provide leadership and vision • Review and approve strategic direction, establish policy, provide customer advocacy and communication, review and approve metrics and key performance indicators, and provide evaluation input for the NSSC Executive Director and Deputy Director Board Members • Chair: Associate Administrator for Institutions and Management • Permanent Members: Chief Financial Officer, Chief Information Officer, Assistant Administrator for Office of Human Capital Management, Assistant Administrator for Procurement • Rotating Membership: 4 Rotating Center Representatives, and 1 Rotating Mission Area RepresentativeNASA Shared Services Center 13
  • 14. National Aeronautics and Space Administration Return on Investment NSSC and Center Projected Costs 75 Jan-08 Investment 2006 2007 2008 2009 65 ($28M) Center Costs FY02 $ 28.1 $ 52.7 $ 68.9 $ 72.2 Center Provided $ Millions Center Costs FY02 55 Savings $ 28.1 $ 53.8 $ 72.7 $ 73.7 w/New Business ($38M) NSSC (Full Costs) $ 30.3 $ 42.3 $ 57.7 $ 60.5 45 NSSC (Full Costs) $ 30.3 $ 42.8 $ 58.3 $ 61.4 35 w/New Business Agency Savings $ (2.2) $ 11.0 $ 14.3 $ 12.2 25 $Millions 2006 2007 2008 2009 Center Costs (New Business) NSSC Costs (New Business) Start Up Funding $ 18.1 $ 7.9 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Annual Savings $ (20.3) $ 3.1 $ 14.3 $ 12.2 $ 12.7 $ 13.2 $ 13.8 $ 14.3 $ 14.9 $ 15.5 Cumulative Savings $ (17.1) $ (2.8) $ 9.4 $ 22.2 $ 35.4 $ 49.2 $ 63.5 $ 78.4 $ 93.9 NPV ($M) $77.6 For a 10 year period escalated savings at 4%, discounted at 2.5% (per Implementation Plan). Payback Period 3.23 Years Internal Rate of Return 48% Over 10 years Drivers Impact NPV Payback IRR Savings Break Even Date Description ($M) (# years) (10 yrs) ($M) Date* Apr-05 Pre-Katrina Initial Calculation 81.1 2.69 61% NA 08-Jun-08 Feb-06 Post-Katrina Adjustment 79.6 2.83 66% 95.3 29-Jul-08 Apr-07 Approved New Business+$26M Start Up Funding 71.1 3.54 42% 86.6 15-Apr-09 Oct-07 FY07 Actuals Update+New Business Adjustment 77.9 2.95 52% 93.7 11-Sep-08 Jan-08 Agency Delay in AP/AR/FBWT 77.6 3.23 48% 93.9 22-Dec-08 *From 1 Oct 05. Official NSSC baseline Break Even Day is 15 Apr 09. Original savings projected at $6M to $8M per year. Data Source: BW, Ops & Budget RecordsNASA Shared Services Center 14
  • 15. National Aeronautics and Space Administration Scorecard – By Month Activity by Center Oct Nov Dec Jan Feb Mar Apr May Jun Jly Aug Sep Payroll Domestic Travel Foreign Travel PCS (6) Travel PCS (15) Travel PCS (30) Travel Relocation Assistance Agency Honor Awards Off-Site Training Internal Training <25K Internal Training >25K SES Appointments SES CDP Mentor Appraisals Retirement Estimate - 10 day Retirement Estimate - 20 day Retirement Estimate - 45 day Retirement Processing - 10 day Retirement Processing - 20 day eOPF Personnel Action Processing Grants SBIR / STTR - Phase 1 SBIR / STTR - Phase 2 Initial Call Resolution Call Response Rate Website Availability Met or Exceeded SLA Legend 0 – 5% of stated target SLANASA Shared Services Center >5% of stated target SLA 15
  • 16. National Aeronautics and Space Administration What is a Balanced Scorecard? A management tool that provides stakeholders with a measure of how the organization is progressing towards the achievement of its established goals • The Balanced Scorecard: – Balances financial and non-financial measures – Balances short and long-term measures – Balances performance drivers with outcome measures – Should contain just enough data to give a complete picture of organizational performance…and no more! – Leads to strategic focus and organizational alignmentNASA Shared Services Center 16
  • 17. National Aeronautics and Space Administration Decision to Use Balanced Scorecard • Considerations: simple …. usable …. living document – Build the scorecard – Implement the scorecard – Evaluate progress • Mindset – In it for the long-term » Changing behavior is as important as measuring performance – Not a project - part of a journey – Keep it simple » This isn’t rocket science • Balanced Scorecard versus Strategic Planning Document – Strategic Planning documents are passive - Balanced Scorecard is a living documentNASA Shared Services Center 17
  • 18. National Aeronautics and Space AdministrationLessons Learned - Process • Strong functional leadership facilitates transition – Timely policy decision – Process ownership – Transition is an opportunity for improvement • The least offensive process is often the least efficient • Validate Service Level Indicators (SLI’s) before transitionNASA Shared Services Center 18
  • 19. National Aeronautics and Space AdministrationLessons Learned – Process (continued) • Equal attention should be given to how rejects are handled – Design the optimum process for handling rework • Baseline the pre-transition process – Volume – Timeliness – Quality (conduct a pre-transition failure analysis) • Develop a Service Recovery Plan for common service failures in advance – Systems outages – Network failures • Resist designing a process that involves customer in performing the work – Requires customer to retain resourcesNASA Shared Services Center 19
  • 20. National Aeronautics and Space AdministrationLessons Learned – Process (continued) • Resources remain with customers when: – Focus is on the least offensive process design rather than the most efficient – The SSO is not given the authority needed to handle failures, necessitating customer involvement – Process design and objectives are created by the personnel who currently perform the work (higher level review is absent), predictably leading to customers continued involvement in the work – The scope of work is not clearly understood or defined – Customers insist on unique requirements outside of the standard process – New systems do not deliver all the promised functionality – Work that must be performed on site is not identifiedNASA Shared Services Center 20
  • 21. National Aeronautics and Space AdministrationLessons Learned – Systems • Identify business intelligence gaps – Adequacy and source of data needed for end-to-end insights into the process – Adequacy and source of data to measure and monitor our performance • If possible, avoid transitioning an activity at the same time a new system is being deployed • Insist on documentation for home-grown applications transitioning to the SSO • Develop a ready-to-use service recovery template for system outages and network failuresNASA Shared Services Center 21
  • 22. National Aeronautics and Space Administration Recent Accomplishments • Cost containment strategy • Met or exceeded 90% of SLI’s • Named 2007 runner-up for the Best New Shared Services Organization Excellence Award – Nationally recognized as the highest accolade for shared services organizations • Quality Incentive Plan implemented • First annual audit of NSSC’s financial statements and systems resulted in no findings (Ernst & Young, LLP, July 2007) • Recently selected to receive a Government Information Technology Executive Council (GITEC) Project Management Excellence Award in the category of Cost Savings/Cost Avoidance (March 2008)NASA Shared Services Center 22
  • 23. National Aeronautics and Space AdministrationChallenges • Staffing – Attracting talent to the post-Katrina Gulf Coast – Attrition • Cost containment • Cultural changes – Business acumen – Fiscal and process discipline – A new level of accountability – VisibilityNASA Shared Services Center 23
  • 24. National Aeronautics and Space Administration Backup ChartsNASA Shared Services Center 24
  • 25. National Aeronautics and Space Administration Initial Study Recommendations • Originally called “Consolidated Business Service” (CBS) • Consolidate key business services at one NASA location • Establish a new CBS entity that reports directly to NASA Headquarters • Partner Centers and customers should oversee the CBS through a multi- Center oversight authority • Assign CBS implementation responsibility to the new, full-time CBS team/entity • Establish the new CBS entity as a self-sustaining, full cost recovery service entity • Establish the new CBS entity as a mandatory service provider for NASA for the next several yearsNASA Shared Services Center 25
  • 26. National Aeronautics and Space Administration Lines of Business (continued) • Financial Management – Employee travel (foreign and domestic) – Employee relocation services – Accounts Payable (AP) – Accounts Receivable (AR) – Payroll – Financial StatementsNASA Shared Services Center 26
  • 27. National Aeronautics and Space Administration Lines of Business • Human Resources – High volume, transactional activities » Processing personnel actions » Maintaining employees personnel records » Employee benefits, advice, and services » Processing training requests – Low volume, boutique-type activities » Maintaining HR systems » Employee drug testingNASA Shared Services Center 27
  • 28. National Aeronautics and Space Administration Lines of Business (continued) • Procurement – Consolidated contract management – Grants processing • Information Technology – Enterprise licensing – Oversight and management of desktop support contractNASA Shared Services Center 28
  • 29. National Aeronautics and Space Administration Creating/Nurturing a Shared Services Partnership • Customer Service and Service Recovery training – Mandatory two hour session for all NSSC employees » Civil Servant (CS) and Service Provider (SP) employees – Purpose » To advance the NSSC’s ability to provide unparalleled service to its customers - Always meet customers’ expectations - Emphasize service recovery (when we don’t) » To review the critical need for an organizational focus on customer service and, later, service recovery » To present the customer service and service recovery philosophy and behaviors that will serve as the rhetorical foundation for the NSSCNASA Shared Services Center 29
  • 30. National Aeronautics and Space Administration Creating/Nurturing a Shared Services Partnership (continued) • Integrated team approach – CS and SP jointly transitioning services into the Shared Services » Encourages initial teambuilding » Facilitates a common detailed knowledge of process by CS and SP – NSSC “All Hands” meetings » Entire workforce attends – CS and SP employees » Presentations from both CS and SP leadership – Employee of the Quarter/Employee of the Year Award Program » Selection panel consists of civil servants and service provider employees. Panel majority is rotated between civil servants and service provider employees. » Award open to both CS and SP employeesNASA Shared Services Center 30
  • 31. National Aeronautics and Space AdministrationTransition ScheduleNASA Shared Services Center 31
  • 32. National Aeronautics and Space AdministrationTransition Schedule (continued) Upcoming Transitioned Ongoing New Business Rec.NASA Shared Services Center 32
  • 33. National Aeronautics and Space Administration NSSC Organization Chart Executive Director’s Office Center Summary To-Date ARC: 1 KSC: 11 Authorized Ceiling: 154 Executive Director Richard Arbuthnot DFRC: 2 LaRC: 5 Deputy Director Joyce Short GRC: 2 MSFC: 3 Executive Officer Fran Cook GSFC: 3 SSC: 14 Counsel to the Executive Director Kevin Love HQ: 1 Outside: 86 JSC: 3 Diversity & EO Manager Ruth McNeil Total Hires: 131 Executive Secretary Kathy Slade Business & Administration Service Delivery Directorate Customer Satisfaction & Office Director Joyce Short Communication Office Deputy Director Kenneth Newton Director Rebecca Dubuisson Secretary Nancy Cuty Director Frank Prochaska Secretary Nyja Johnson Dep Director (Acting) Ken Griffey Secretary Paula Viola Secretary Lorri Clark Financial Mgmt Division (XD010) Communication Team Bldg & Infrastructure Mgmt Team Chief, Admin Spec, Secretary •Financial Services Branch (XD011) Center Liaisons Team Operations & Budget Mgmt Team •Payroll/Travel Branch (XD012) •Financial Accounting Branch (XD013) Human Resource Mgmt Team HR Services Division (XD020) Chief, Secretary •HR Program Services & Operations Team •HRIS & HR Training & Awards Team Info Technology Division (XD030) Chief, IT Architect, IT Mgmt Analyst, Secretary •CIO & IT Security Services Team •NSSC Operations Management Team •Future Requirements (ODIN) Procurement Division (XD040) Chief, Secretary •Research Activities Branch (XD041) • Procurement Operations Branch ((XD042) • Contract Management Branch (XD043)NASA Shared Services Center 33
  • 34. National Aeronautics and Space Administration Domestic Travel DOMESTIC TRAVEL - FY 08 Service Level Indicator: Validate and process 85% of domestic travel vouchers within 4 business days of receipt of a complete voucher (including adequate funding). MARCH 2008 CUMULATIVE PERFORMANCE Perform ance by Center Against SLI SLA Perform ance by Center Against SLI SLA 15 3 4 26 31 28 9 3 16 85% 150 18 99 150 107 262 23 104 224 29 85% 100% 100% 90% 90% 80% 80% 70% 70% 60% 60% 2,966 1,040 3,031 4,682 4,475 4,030 5,604 520 2,743 4,422 159 1179 1017 103 50% 620 807 616 177 708 840 30 819 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% C C C C C FC SC C Q FC C S FR R R JS R S H C C C C C FC SC C FC Q C S S S K S G La A S FR JS R R R S H N M D G S S S K S La G A N M D G < = 4 Days > 4 Days < = 4 Days > 4 Days Goal OCT NOV DEC JAN FEB MAR APR MAY JUN JLY AUG SEPT 85% 99.03% 98.84% 89.09% 95.57% 98.62% 98.09% Cumulative YTD 4,963 12,357 18,395 21,938 27,787 34,838 MONTHLY UTILIZATION Domestic Travel by Quarter 9000 25000 7500 20000 7,394 7,051 6000 20,206 15000 19,204 18,266 18,395 5,849 16,443 6,038 4500 14,003 10000 4,963 5000 3000 3,543 0 - - 1500 7 8 7 8 8 8 7 7 -0 -0 -0 -0 -0 -0 -0 -0 FY FY FY FY FY FY FY FY 0 tr tr tr tr tr tr tr tr Q Q Q Q tQ tQ Q Q - - - - - - h h d d d d V 1s 1s R Y N N G R Y C B T EP 4t 4t 3r 2n 3r 2n O A A P C JL U E JU JA FE O N D M M S A A Assessment: Processed 98.09% of Domestic Travel Vouchers within 4 business days of receipt of completed voucher for the month of March. Average processing days for the March reporting period was 2.24 days.NASA Shared Services Center 34
  • 35. National Aeronautics and Space Administration Registration/Reimbursement for Off-site Training REGISTRATION/REIMBURSEMENT FOR OFF-SITE TRAINING Service Level Indicator: 90% of purchasing, registration, and confirmation activities for those external (off-site) training purchases that can be purchased with a credit card shall be completed accurately within 5 business days of receipt of an approved training request. MARCH 2008 CUMULATIVE PERFORMANCE SLA Pe rform ance by Ce nter Agains t SLI Perform ance by Cente r Against SLI SLA 90% 4 2 8 2 1 1 2 1 5 6 11 13 2 3 9 7 90% 100% 100% - - 90% 90% 80% 80% 70% 70% 60% 60% 213 384 122 964 726 468 463 514 799 477 130 113 98 125 43 50% 32 78 82 50% 10 94 13 27 93 48 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% IG C C C C C FC SC C FC Q C IG C C G C C C FC SC FC C Q C S FR R R JS R S H S FR R R JS R S H Q S S S K Q G La S A S S S K S La G A M N H D G M N H D < = 5 days > 5 days < = 5 days > 5 days Goal OCT NOV DEC JAN FEB MAR APR MAY JUN JLY AUG SEPT 90% 96.93% 100.00% 99.77% 99.93% 99.39% 97.01% Cumulative YTD 651 1,165 2,030 3,467 4,455 5,326 Exte rnal Training by Quarte r MONTHLY UTILIZATION 1500 4000 3500 1200 3000 3,296 2500 900 3,726 2000 2,030 2,655 1,437 1500 2,524 1,846 1000 600 988 651 865 500 871 514 0 -0 - - 300 7 8 7 8 7 8 7 8 -0 -0 -0 -0 -0 -0 -0 FY FY FY FY FY FY FY FY 0 tr tr tr tr tr tr tr tr Q Q tQ Q tQ Q Q Q A - JU - JL - U - EP - - h h d d d d V R Y G N N R Y C 1s 1s B T 4t 4t 2n 2n 3r 3r O A P C E JA FE O M M N D S A A Assessment: 97.01% of the 870 total off-site training requests were completed within the required SLI.NASA Shared Services Center 35
  • 36. National Aeronautics and Space Administration Personnel Action Processing PERSONNEL ACTION PROCESSING Service Level Indicator: 97% of personnel transactions that are received at the NSSC by the established deadline are processed by the cutoff date. MARCH 2008 CUMULATIVE PERFORMANCE SLA Perform ance by Center Against SLI SLA Perform ance by Center Against SLI 97% 7 1 97% - - 2 - - 100% 100% - 90% 90% 80% 80% 70% 70% 60% 60% 72 67 113 241 117 252 183 93 174 21 50% 163 243 113 590 220 361 260 93 174 62 47 50% 29 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% C C C C C FC SC C FC Q C C C C C C FC SC C FC C Q S FR R R JS R S H S FR JS R R R S S S S K H La S G A S S S K M N D S La G G A N M D G MET Not MET MET Not MET Goal OCT NOV DEC JAN FEB MAR APR MAY JUN JLY AUG SEPT 97% 100.00% 98.78% 100.00% Cumulative YTD 153 974 2336 Personne l Action Processing by Quarter MONTHLY UTILIZATION 1400 2400 1200 2000 1000 1600 2,336 800 1,362 1200 600 800 821 400 400 0 200 - 153 8 8 8 8 -0 -0 -0 -0 FY FY FY FY 0 JA - - - JU - - - - - - tr tr tr tr - V Q R Q tQ Q Y N N G R C Y B T EP O A A P C JL U E FE h d d - 1s O N M M D S A 4t A 2n 3r Assessment: Personnel Action Processing metrics have been adjusted to reflect the FPPS update cycles. There is a 2 week built in lag time for recording PAP updates in FPPS. The NSSC has revisited the first 6 pay cycles and has made adjustments accordingly. January metrics are reflective of pay periods 1&2. February metrics are reflective of pay periods 3&4. March metrics are reflective of pay periods 5&6. The transition of personnel action processing work for all Centers was completed in March.NASA Shared Services Center 36
  • 37. National Aeronautics and Space Administration Customer Contact Center - Initial Call Resolution INITIAL CALL RESOLUTION Service Level Indicator: 85% of Routine Customer Inquiries are resolved on initial call during NSSC Business Hours. MARCH 2008 CUMULATIVE PERFORMANCE Pe rform ance by Ce nte r Agains t SLI Pe rform ance by Cente r Agains t SLI 6 3 7 22 2 10 9 6 12 10 0 5 25 30 53 36 4 16 38 94 40 30 51 28 SLA 100% SLA 100% 85% 85% 90% 90% 80% 80% 70% 70% 60% 60% 3,828 1,418 1,654 3,573 1,607 2,174 1,387 3,059 612 594 502 435 896 336 354 732 279 762 333 461 157 50% 169 50% 75 35 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% R C C C C C FC SC FC C Q C S FR E JS R R C R C S r C C C FC C SC FC Q C H e H S S S K S FR La S G R R JS A R S H th N M D G S S T S K La S G A M N O D G O Initial Call > Initial Call Initial Call > Initial Call Goal OCT NOV DEC JAN FEB MAR APR MAY JUN JLY AUG SEPT 85% 97.90% 98.79% 98.77% 97.21% 97.40% 97.82% Cumulative YTD 2,811 7,095 9,777 13,715 17,529 21,749 Call Res olution by Quarte r MONTHLY UTILIZATION 4500 4,284 12000 4000 4,220 11,972 3,938 3500 11,262 10000 3,814 8000 3000 9,777 8,173 2,811 6,971 2500 7,389 2,682 6000 4000 2000 2000 1500 0 1000 - - 7 8 500 7 8 8 7 8 7 -0 -0 -0 -0 -0 -0 -0 -0 FY FY FY FY FY FY FY FY 0 tr tr tr tr tr tr tr tr - JU - JL - - - - Q Q Q Q tQ tQ Q Q V R Y N R N h h G C Y d d B T d d P 1s 1s O 4t 4t 2n 2n 3r 3r A A P C U E E JA FE O N M M D S A A Assessment: Exceeded the SLI requirement by resolving 97.82% of routine customer inquiries on initial call during NSSC business hours during the month of March.NASA Shared Services Center 37
  • 38. NP-2006-08-00108-SSC