strategy for planning & delivering public sector shared services
DESCRIPTION
TRANSCRIPT
Rick ArbuthnotExecutive DirectorNASA Shared Services Center
Strategy for Planning and Delivering Public Sector Shared Services
May 7, 2008May 7, 2008
National Aeronautics and Space Administration
www.nasa.gov
2NASA Shared Services Center
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• Challenges
3NASA Shared Services Center
National Aeronautics and Space Administration
What 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
– Procurement
National Aeronautics and Space Administration
4NASA Shared Services Center
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 information
5NASA Shared Services Center
National Aeronautics and Space Administration
Transition
• 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 Payments
6NASA Shared Services Center
National Aeronautics and Space Administration
NSSC History – Part 1
The NSSC names first Executive Director
The project team temporarily regrouped in Washington D.C. in September –December 2005
NASA created an NSSC Implementation Plan, indicating activities to transition to the NSSC and a go-live date of October 1, 2005. Soon, NASA formed an Agency Transition Team
Lead assigned to the NSSCImplementation Team; Mission – “To establish a consolidated shared services organization that will provide higher quality, more cost effective and efficient services for selected NASA business and technical services”
NASA formed a team to study the feasibility of shared services within NASA–Consolidated Business Services (CBS) Study
NASA announced the A-76 Public-Private competition. Site selection was incorporated in the A-76 competition in April 2004
NSSC project team reported to SSC. On August 29, 2005 all employees evacuated due to Hurricane Katrina. Go-live is delayed
NSSC received two protests from IBM and the MEO. By August 2005, IBM withdrew their protest with the GAO and the Agency denied the MEO’s contest in its entirety
NASA awarded the contract to CSC who selected Stennis Space Center (SSC) as the site
NSSC developed its Project Plan for shared services implementation
NASA released the RFP and received four proposals in November 2004
Go-Live
Executive Council approved NSSC’s recommendations on the governance structure and endorsed recommended functional activities for consolidation
NASA approved the team’s recommendation to implement a shared services center
Nov 2001 Mar 2002 Aug 2002 May 2003 Sep 2003 Dec 2003 Jan 2004
Sep 2004 Oct 2004 May 2005 Aug 2005 Sep 2005 Mar 2006Dec 2005
7NASA Shared Services Center
National Aeronautics and Space Administration
NSSC History – Part 2
Feb 2006 Apr 2006 Jun 2006 Aug 2006 Sep 2006 Oct 2006 Dec 2006
Jan 2007 Feb 2007 Mar 2007
Prototype for customers’ monthly performance and utilization reports
First monthly bill to customers
NSSC Board of Directors meeting: the Board consists of senior officials from 3 NASA Centers and NASA’s senior IT, Procurement, HR and Financial management officials
Framework and tools deployed for NSSC’s integrated project plan. The plan links all NSSC projects using a single shared resources pool, improve management of limited resources and forces prioritization of competing demands
First event driven customer survey for domestic travel deployed. The domestic travel event driven survey uses a representative sample of randomly selected customers to get customers’ feedback on the quality, timeliness and accuracy of the service provided
Began using 2D bar codes on fillable web forms for document imaging and electronic routing. 2D bar codes reduce redundant input and improve document tracking
Incorporated quality metrics for domestic travel in monthly reports to customers
First module of NSSC Datamart completed. The NSSC Datamart provides the business intelligence needed for end-to-end insights into the domestic travel reimbursement process
NSSC balanced scorecard cascaded to work force. The scorecard ties NSSC strategic initiatives, tactic and objective targets to the NSSC vision of Unparalleled Service
Usability testing of new customer service Portal
Certification and accreditation of NSSC technology infrastructure and architecture
First runner up for Shared Services Outsourcing Network’s Best New Shared Services organization.
May 2007
Service Recovery Program institutionalizes the NSSC’s philosophy, tools, and processes for recovering from service failures. Service Recovery training for Coaches, Leaders, and NSSC employees
Process for review and approval of NSSC capital investments developed
Migration from old web to new NSSC Customer Service Portal
8NASA Shared Services Center
National Aeronautics and Space Administration
• 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, Florida
Public/Private Partnership: A-76 Competition
9NASA Shared Services Center
National Aeronautics and Space Administration
The NSSC is comprised of government & contractor personnel. The contractor organization is a mixture of prime contractor and sub-contractor staff.
An Integrated Organization
1 Prime Contractor12 Subcontractors1 Prime Contractor12 Subcontractors
10NASA Shared Services Center
National Aeronautics and Space Administration
• Work force is a mix of Civil Service and Contractor employees
• CSC Team is referred to as “Service Providers”
• NSSC payroll is about $37 million per year, and total operating budget is approximately $58 million per year -- an important local economic initiative • Civil Servants: 146
• Service Providers: 335• Support Contractors 2
Approximately 483 employees by 10/31/08
Service Provider Contractor
(69%)
Service Provider Contractor
(69%)
NASA Civil Service
(30%)
NASA Civil Service
(30%)
Support Contractors (1%)
Public/Private Partnership (continued)
11NASA Shared Services Center
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Consultancy
To implement a successful, hallmark SSO, the NSSC solicited the support of ScottMadden, who provided support and guidance for models on:
- Governance
- Organization
- Business
- Service Delivery
- Performance
- Service Definition
- Change Management and Communications Program
- The Service Level Agreements
- Account Management Plan
- Customer Service Training Program
12NASA Shared Services Center
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NSSC Vision and Mission
13NASA Shared Services Center
National Aeronautics and Space Administration
NSSC Board of Directors
Board Objectives• Provide leadership and vision• Review and approve strategic direction, establish policy, provide customer advocacy
and communication, review and approve metrics and key performance indicators, and provide evaluation input for the NSSC Executive Director and Deputy Director
Board Members• Chair: Associate Administrator for Institutions and Management• Permanent Members: Chief Financial Officer, Chief Information Officer, Assistant
Administrator for Office of Human Capital Management, Assistant Administrator for Procurement
• Rotating Membership: 4 Rotating Center Representatives, and 1 Rotating Mission Area Representative
14NASA Shared Services Center
National Aeronautics and Space Administration
Return on Investment
Data Source: BW, Ops & Budget Records
2006 2007 2008 2009Center Costs FY02 Center Provided
28.1$ 52.7$ 68.9$ 72.2$
Center Costs FY02 w/New Business
28.1$ 53.8$ 72.7$ 73.7$
NSSC (Full Costs) 30.3$ 42.3$ 57.7$ 60.5$
NSSC (Full Costs) w/New Business
30.3$ 42.8$ 58.3$ 61.4$
Agency Savings (2.2)$ 11.0$ 14.3$ 12.2$ $Millions
Start Up Funding 18.1$ 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 YearsInternal Rate of
Return 48% Over 10 years
NSSC and Center Projected CostsJan-08
25
35
45
55
65
75
2006 2007 2008 2009
$ M
illio
ns
Center Costs (New Business) NSSC Costs (New Business)
Investment($28M)
Savings($38M)
Date DescriptionNPV ($M)
Payback(# years)
IRR (10 yrs)
Savings ($M)
Break Even Date*
Apr-05 Pre-Katrina Initial Calculation 81.1 2.69 61% NA 08-Jun-08Feb-06 Post-Katrina Adjustment 79.6 2.83 66% 95.3 29-Jul-08Apr-07 Approved New Business+$26M Start Up Funding 71.1 3.54 42% 86.6 15-Apr-09Oct-07 FY07 Actuals Update+New Business Adjustment 77.9 2.95 52% 93.7 11-Sep-08Jan-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.
Drivers Impact
15NASA Shared Services Center
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Scorecard – By MonthActivity 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
LegendMet or Exceeded SLA
0 – 5% of stated target SLA
>5% of stated target SLA
16NASA Shared Services Center
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 alignment
17NASA Shared Services Center
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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 document
18NASA Shared Services Center
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Lessons 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 transition
19NASA Shared Services Center
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Lessons 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 resources
20NASA Shared Services Center
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Lessons 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 identified
21NASA Shared Services Center
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Lessons 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 failures
22NASA Shared Services Center
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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)
23NASA Shared Services Center
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Challenges
• 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
– Visibility
24NASA Shared Services Center
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Backup Charts
25NASA Shared Services Center
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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 years
26NASA Shared Services Center
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 Statements
27NASA Shared Services Center
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 testing
28NASA Shared Services Center
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 contract
29NASA Shared Services Center
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 NSSC
30NASA Shared Services Center
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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 employees
31NASA Shared Services Center
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Transition Schedule
32NASA Shared Services Center
National Aeronautics and Space Administration
Transition Schedule (continued)
UpcomingTransitionedOngoingNew Business Rec.
33NASA Shared Services Center
National Aeronautics and Space Administration
Executive Director’s Office
Executive Director Richard ArbuthnotDeputy Director Joyce ShortExecutive Officer Fran CookCounsel to the Executive Director Kevin LoveDiversity & EO Manager Ruth McNeilExecutive Secretary Kathy Slade
Business & Administration Office
Director Rebecca DubuissonDep Director (Acting) Ken Griffey Secretary Lorri Clark
Bldg & Infrastructure Mgmt Team
Operations & Budget Mgmt Team
Human Resource Mgmt Team
Authorized Ceiling: 154
Service Delivery Directorate Director Joyce Short Deputy Director Kenneth Newton Secretary Nancy CutySecretary Nyja Johnson
Financial Mgmt Division (XD010)Chief, Admin Spec, Secretary
•Financial Services Branch (XD011)•Payroll/Travel Branch (XD012)•Financial Accounting Branch (XD013)
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)
Customer Satisfaction & Communication Office
Center Summary To-DateARC: 1 KSC: 11DFRC: 2 LaRC: 5
GRC: 2 MSFC: 3GSFC: 3 SSC: 14HQ: 1 Outside: 86JSC: 3Total Hires: 131
Director Frank Prochaska Secretary Paula Viola
Communication Team
Center Liaisons Team
NSSC Organization Chart
34NASA Shared Services Center
National Aeronautics and Space Administration
Domestic Travel
Goal OCT NOV DEC JAN FEB MAR APR MAY JUN JLY AUG SEPT85% 99.03% 98.84% 89.09% 95.57% 98.62% 98.09%
4,963 12,357 18,395 21,938 27,787 34,838
DOMESTIC TRAVEL - FY 08Service Level Indicator: Validate and process 85% of domestic travel vouchers within 4 business days of receipt of a complete voucher (including adequate funding).
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.
Cumulative YTD
2,74
3
150
1,04
0
18
3,03
1
99
4,68
2
150
4,47
5
107
5,60
4
262
2,96
6
23
4,03
0
104
4,42
2
224
159
520
29
0%10%20%30%40%50%60%70%80%90%
100%
ARC
DFR
C
GR
C
GSF
C
HQ
JSC
KSC
LaR
C
MSF
C
NSS
C
SSC
CUMULATIVE PERFORMANCEPerformance by Center Against SLI
< = 4 Days > 4 Days
SLA 85%
616
15
177
362
04
1017
26
819
31
1179
28
708
9
807
3
840
16
30 103
0%
10%
20%
30%
40%
50%60%
70%
80%
90%
100%
ARC
DFR
C
GR
C
GSF
C
HQ
JSC
KSC
LaR
C
MSF
C
NSS
C
SSC
MARCH 2008Performance by Center Against SLI
< = 4 Days > 4 Days
SLA 85%
4,96
3
7,39
4
6,03
8
3,54
3
5,84
9
7,05
1
- - - - - -0
1500
3000
4500
6000
7500
9000
OCT
NO
V
DEC JA
N
FEB
MA
R
APR
MA
Y
JUN
JLY
AU
G
SEP
MONTHLY UTILIZATION
14,0
03 18,2
66
19,2
04
20,2
06
18,3
95
16,4
43
- -0
5000
10000
15000
20000
25000
1st Q
tr FY
-072n
d Qtr
FY-07
3rd Q
tr FY-
074th
Qtr
FY-07
1st Q
tr FY
-082n
d Qtr
FY-08
3rd Q
tr FY
-084th
Qtr
FY-08
Domestic Travel by Quarter
35NASA Shared Services Center
National Aeronautics and Space Administration
Registration/Reimbursement for Off-site TrainingREGISTRATION/REIMBURSEMENT FOR OFF-SITE TRAINING
Goal OCT NOV DEC JAN FEB MAR APR MAY JUN JLY AUG SEPT90% 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
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.
Assessment: 97.01% of the 870 total off-site training requests were completed within the required SLI.
94
4
27
2
48
878
2
82
1
32 130
1
125
2
113
1
93
5
10 13
0%10%20%30%40%50%60%70%80%90%
100%
ARC
DFR
CG
RC
GSF
C
HQ
HQ
IG JSC
KSC
LaR
CM
SFC
NSS
CSS
C
MARCH 2008Performance by Center Against SLI
< = 5 days > 5 days
468
6
213
463
11
514
13
384
2
122
964
726
3
799
9
477
7
43
-
98
-
0%10%20%30%40%50%60%70%80%90%
100%
ARC
DFR
CG
RC
GSF
C
HQ
HQ
IG JSC
KSC
LaR
CM
SFC
NSS
CSS
C
CUMULATIVE PERFORMANCEPerformance by Center Against SLI
< = 5 days > 5 days
SLA 90%
SLA 90%
651
514 86
5 1,43
7
988
871
- - - - - -0
300
600
900
1200
1500
OCT
NO
VD
EC JAN
FEB
MA
RA
PR
MA
Y
JUN
JLY
AU
G
SEP
MONTHLY UTILIZATION
1,84
6
2,52
4
2,65
5
3,72
6
2,03
0 3,29
6
- -0500
1000150020002500300035004000
1st Q
tr FY
-072n
d Qtr
FY-0
73r
d Qtr
FY-0
74t
h Qtr
FY-0
71s
t Qtr
FY-08
2nd
Qtr FY
-08
3rd
Qtr FY
-08
4th
Qtr FY
-08
External Training by Quarter
36NASA Shared Services Center
National Aeronautics and Space Administration
Personnel Action Processing
Goal OCT NOV DEC JAN FEB MAR APR MAY JUN JLY AUG SEPT97% 100.00% 98.78% 100.00%
Cumulative YTD 153 974 2336
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.
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.
72 67 113 241 117 252 183 93 174 21 29
0%10%
20%
30%
40%
50%
60%70%
80%
90%
100%
ARC
DFR
C
GR
C
GSF
C
HQ
JSC
KSC
LaR
C
MSF
C
NSS
C
SSC
MARCH 2008Performance by Center Against SLI
MET Not MET
163
-
243
-
113
-
590
2
220
7
361 260
1
93 174
-
62
-
47
0%10%
20%30%
40%50%60%
70%80%
90%100%
ARC
DFR
C
GR
CG
SFC
HQ
JSC
KSC
LaR
C
MSF
C
NSS
C
SSC
CUMULATIVE PERFORMANCEPerformance by Center Against SLI
MET Not MET
SLA 97%
SLA 97%
- - -
153
821
1,36
2
- - - - - -0
200
400
600
800
1000
1200
1400
OCT
NO
V
DEC JA
N
FEB
MA
R
APR
MA
Y
JUN
JLY
AU
G
SEP
MONTHLY UTILIZATION
-
2,336
-
-
0
400
800
1200
1600
2000
2400
1st Q
tr FY
-08
2nd
Qtr FY
-08
3rd
Qtr FY
-08
4th
Qtr FY
-08
Personnel Action Processing by Quarter
37NASA Shared Services Center
National Aeronautics and Space Administration
Customer Contact Center - Initial Call Resolution
Goal OCT NOV DEC JAN FEB MAR APR MAY JUN JLY AUG SEPT85% 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
INITIAL CALL RESOLUTIONService Level Indicator: 85% of Routine Customer Inquiries are resolved on initial call during NSSC Business Hours.
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.
1,41
8
25
594
16
1,65
4
38
3,57
3
94
1,60
7
30
3,82
8
53
2,17
4
40
1,38
7
30
3,05
9
51
896
36
502
4
612
28
0%10%20%30%40%50%60%70%80%90%
100%
ARC
DFR
C
GR
CG
SFC
HQ
JSC
KSC
LaR
CM
SFC
NSS
C
SSC
OTH
ER
CUMULATIVE PERFORMANCEPerformance by Center Against SLI
Initial Call > Initial Call
SLA 85%
336
6
75
3
354
776
222
435
2
732
10
333
9
279
6
461
12
169
10
35
0
157
5
0%
10%20%
30%
40%
50%60%
70%
80%
90%100%
ARC
DFR
C
GR
CG
SFC
HQ
JSC
KSC
LaR
CM
SFC
NSS
C
SSC
Oth
er
MARCH 2008Performance by Center Against SLI
Initial Call > Initial Call
SLA 85%
2,81
1
4,28
4
2,68
2
3,93
8
3,81
4 4,22
0
- - - - - -0
500
1000
1500
2000
2500
3000
3500
4000
4500
OCT
NO
V
DEC JA
N
FEB
MA
R
APR
MA
Y
JUN
JLY
AU
G
SEP
MONTHLY UTILIZATION
6,97
1
11,2
62
8,17
3
7,38
9 9,77
7
11,9
72
- -0
2000
4000
6000
8000
10000
12000
1st Q
tr FY
-072n
d Qtr
FY-0
73r
d Qtr
FY-0
74t
h Qtr
FY-0
71s
t Qtr
FY-08
2nd
Qtr FY
-08
3rd
Qtr FY
-08
4th
Qtr FY
-08
Call Resolution by Quarter
NP-2006-08-00108-SSC