# Presentation: 301132

## NASA Shared Services Center

**NASA Shared Services Center**
- Managing The Influence Process
- (MIP 32)
- January 27, 2005
- Rick Arbuthnot – Executive Director, NASA Shared Services Center

## Agenda

- NSSC Vision/Mission
- Introduction/Background to NASA Shared Services Center (NSSC)
- Competitive Sourcing
- NSSC Transition Relational Structure
- NSSC Center Transition Teams
- Activities Initially Being Consolidated
- NSSC Service Delivery Model
- Financial Considerations
- NSSC Organization Structure (Start-up)
- Center Resource Impact
- Staffing Strategy
- Change Integration
- Questions
- 			***NSSC Website http://nssc.nasa.gov/***

## NSSC Vision/Mission

**Vision**
- Unparalleled Service
**Mission**
- To provide timely, accurate, high quality, cost effective and _**customer-focused**_ support for selected NASA business and technical services.

**Notes:**
SHARED SERVICES CENTER OF EXCELLENCE

Provide higher quality, more cost effective, efficient and [standardized] services.

## Critical Success Factors

- Enlist and publicize senior management support
- Align with organizational strategy and direction, know the drivers
- Crystallize a vision and how to get there
- Establish a service orientation at the earliest opportunity; identify and develop core competencies
- Standardize processes before getting started; automate as much as possible and ensure it all fits together (integration)
- Know what your customers want and how to measure and report performance
- Hire the best and invest in them
- Be prepared for the journey – Shared Services isn’t for wimps

**Notes:**
SHARED SERVICES CENTER OF EXCELLENCE

Provide higher quality, more cost effective, efficient and [standardized] services.

## What Is NASA Shared Services?

- NSSC is...
- a Center that will perform a variety of transactional and administrative activities currently being done at each Center.
- a successful and common industry model for achieving cost and efficiency savings
- an approach that integrates work across NASA to provide high quality, efficient, consistent service to customers inside and outside the Agency
- consolidating targeted activities within:
*Human Resources*
*Information Technology *
*Procurement*
*Financial Management*
- NSSC is **not**......
- a Headquarters organization
- in place to set Agency policy
- going to replace all center functional expertise
- only made up of service provider employees
- going to do business the same way we always have

## How does Shared Services fit in?

**Supports meeting NASA strategic business and mission efforts with limited resources. **
*	**There are greater demands to utilize resources (people, time, dollars) to  best support our core mission.*
**Improves overall quality and service. **
*	**Improving both the efficiency and effectiveness of transactional support activities will provide for consistent, high quality, easily accessible, timely services delivered in a customer oriented fashion.** *
**Supports NASA’s transformation effort.**
*	**Contributes to enhancing **business capabilities, and management and institutional excellence comparable to our technical excellence.*
**Supports OneNASA. **
*	**Consolidation supports the Agency’s focus of operating as one team that better leverages its skills and resources.*

## What is the Competitive Sourcing process?

- In accordance with OMB requirements, NASA is competing commercial (non-governmental) work in a public/private process.
- NSSC site selection has been coupled with the competitive process. Offerors have to propose one of the six approved sites located on or near a NASA Center – GRC, JSC, KSC, LaRC, MSFC, SSC.
- Schedule:
- Final RFP released Sept 13, 2004
- Proposals were due Nov 8, 2004
- Selection in early May 2005
- Award in late May 2005

## NSSC Transition Relational Structure

**Business     **

**Operations  Lead**

**Financial **

**Management Lead**

**Change Integration **

**Lead**

**Center Transition Teams**

**Agency Change **

**Integration Team**

**IFM Program **

**Lead**

**PWS Lead**

**& team**

**SEB chair**

**& team**

**Procurement**

**CSO**

**ATO/MEO**

**Agency**

**Tender/Proposal**

**Team**

- NSSC Steering Council

**NSSC Agency **

**Transition Team**

**firewall**

**HRA**

- Dep.

- HRA

- NSSC

- Executive

- Director

**Executive Officer**

**Procurement **

**Lead**

**Information **

**Technology  Lead**

**Human    Resources **

**Lead**

- Chg

- Int

- Ctr. Lead

- Proc

- IT

- HR

- FM

**C.O.**

**NSSC Transition Relational Structure**

- Post implementation NSSC Governing Board established

## Center Transition Teams

## NSSC Transition Schedule

**1st Quarter FY06:**
- Agency Bankcard Program Management (IG)
- Contract Closeout Management (IG)
- Bankcard Audits (IG)
- Drug Testing Program Management (SP)
- Organization of Health Fairs (SP)
- Procurement Intern Program Management (SP)
- Training Purchases (SP)
- NSSC Site IT (IG/SP)
- (IG) Inherently Governmental              (SP) Service Provider

## NSSC Transition Schedule

**2nd Quarter FY06:**
- Transactional support for NF 1018 Processing. (SP)
- Process Foreign and Change of Station travel vouchers(SP)
- Responding to general employment inquiries (SP)
- Coordination of position classification appeals (SP)
- Agency Honor Awards, External (SP)
- Agency Honor Awards, Supplies (SP)
- Preparation and Distribution of employee notices (SP)
- SES Case Documentation, Rank awards and bonuses (SP)
- SES Case Documentation, Appointments (SP)
- Development of information Materials (SP)
- Design, Production, & Delivery of Information materials (SP)
- Training Services Support (SP)
- 1018 Property Reporting (IG)
- Management, Assessment & Coordination of CCI Opportunities (IG)
- (IG) Inherently Governmental              (SP) Service Provider

## There are activities that will be performed at the Centers and NSSC that will require a great deal of on-going collaboration.
For example: Travel
Travel authorization will occur at the Center
Once travel is complete, the normal input of expenses occurs at the Center and is approved
Approval will be sent to NSSC where the service provider processes payment and prepares to transmit
A Civil Servant at the NSSC will then certify the payment and send it to the Treasury
The employee receives reimbursement

Example illustrates Inherently Governmental (IG) activities performed at both the NSSC and Center and the role of the service provider (SP) in processing commercial activities.

- For example: Travel
*Travel authorization will occur at the Center*
*Once travel is complete, the normal input of expenses occurs at the Center and is approved*
*Approval will be sent to NSSC where the service provider processes payment and prepares to transmit*
*A Civil Servant at the NSSC will then certify the payment and send it to the Treasury*
*The employee receives reimbursement*
- Example illustrates Inherently Governmental (IG) activities performed at both the NSSC and Center and the role of the service provider (SP) in processing commercial activities.

**NSSC and Center collaboration**

## Notional Service Delivery at NSSC

***Internal:***
**NASA Centers **
**and Employees**
***External:***
**General public**
**Retirees**
**Grantees**
**Vendors**

**	****	****Customer Contact Center**

- Inquiries, requests for support, transactional needs

**NSSC Customers**

- Resolution of issues, completed transactions, management of processes

**NSSC**

**Tier 0 - Self Service**
- ePayroll
- eTraining
- eTravel
- Other eGov initiatives

**Tier 1- Transactional  Support ****(SP)**
- Customer service
- Informational support
- Transaction processing
- Initiation of service requests
- Support for use of self-service

**Tier 2 - Customer  Support for routine & **
**  ****complex issues ****(SP & IG)**
- Contract oversight
- Certifications/ authorizations
- Program management
- Interpretation of regulations and policies
- Policy compliance
- Advanced issue/dispute resolution

**Tier 3 – Support for complex and specialized issues ****(IG)**
- Support requiring in depth expertise
- Address exceptions to general processes and rules
- More complex processes
- Lower volume services

## Service Level Agreements/Indicators with Centers

- Service Level Agreements
- Establish an agreement between the provider of a service and a customer that quantifies target quantity, quality, and cost of services to be provided in a future period
- Define the products and services and establish roles and responsibilities between the provider of service and the customer
- Provide additional benefits by:
- Clarifying service level expectations
- Creating a basis for developing plans and budgets
- Establishing a baseline for performance measurement
- Optimizing service level/cost trade-off
- Service Level Indicators
- Are the measures used to track service levels
- Define target performance levels

## NSSC Financial Considerations

- Propose utilizing Working Capital Fund (WCF)
- Recommendation to be reviewed with OCFO in mid-October
- Final decision anticipated by end of November.
- GAO Audit results
- 	The GAO conducted an audit in late July of the projected NSSC cost/savings estimates. Here is an excerpt from the audit feedback:
*	*
*	**“**NASA’s latest forecasted cost savings estimate of $6.2 million annually is based on comprehensive cost analysis supported by detailed documentation. The assumptions and cost estimating factors applied are relevant and reasonable.”*

##      NSSC Organization Structure (Start-Up)

**     ****NSSC Organization Structure (Start-Up)**

**            ****Executive Director **
- Deputy Director, Executive Officer, Chief Counsel, Executive Secretary, *(5 - 6)*

***Accountabilities***
- Resource Management
- Cost Modeling and Capacity Planning
- Budget Planning and Reporting long-term budget implications
- Human Resources Management/ NSSC Training and Development
- Cost Management/Cost Accounting
- Analysis/ROI
- Charge Back Process
- Risk Management
- Configuration Control
- Correspondence Control
- Overall Vendor Management (matrixed)
- Award Fee Rollup
- Performance Metrics, Internal and External Audits
- Performance Reporting with *CS&C*
- New Business Acquisition with *CS&C*
- Safety and Environmental Health
- Logistics, Property and Mail Distribution
- Facilities
- Security
- EEO (provided by Center Partner)
- IG, GAO Audit Liaison
*         **(14-16)*

**Business & Administration**

***Accountabilities***
- Center Liaison
- Service Level Agreements/Service Level Indicators
- Performance Reporting
- Internal NASA Communications/Change Management
- External and Public Affairs (Legislative Affairs)
- Benchmarking/Best Practices/Customer Surveys
- New Business acquisition
- New technologies (research & development)*        **	**	**                                   **	**	**     (13-15)*

**Customer Satisfaction & Communication **

**Financial Management*******
**Human Resources*******
**NSSC Information Technology     **
**   ****Operations*******
**Procurement*******
***Accountabilities***
- Primary customer interface from self service to complex issue resolution via Customer Contact Center
- Quality Assurance
- Efficiency and Responsiveness in Delivery
- Customer Service/Retention
- Integration with Functional Leadership
- Continuous improvement based on performance monitoring and customer feedback
- Process Documentation Maintenance
- Day-to-Day Service Provider Management
- 				                                        (*114-132)   *

**Service Delivery**

******* Dual reporting relationship to NASA HQ**
** ****Agency IT Services/Competency     **
**  ****Center  (MSFC) migrate in FY08**

*Nov 5, 2004*

## NSSC/Center FTP Contributions

**NSSC Civil Service (159)***

- 10

- 3

- 21

- 36

- 8

- 20

- 11

- 13

- 33

- 4

- ARC

- DFRC

- GRC

- GSFC

- HQ

- JSC

- KSC

- LaRC

- MSFC

- SSC

** FTP*

## NSSC Transition Plan

## NSSC Transition Plan

-   159 IG Civil Service
- Financial Management
- Human Resources
- NSSC IT Operations
- Procurement

**10**

**3**

**21**

**36**

- 8

- 20

- 11

- 13

- 33

- 4

- NSSC

**IG: ~159 FTP**

**8**

**33**

**20**

**11**

**4**

**13**

- _Inherently Governmental_

- Beginning Oct 05 thru Oct 08
- 159 Civil Service FTP Slots will transfer from the Centers to the NSSC.  Resultant positions will be announced competitively.

## NSSC Transition Plan

- Approx 300 Commercial positions will be performed by a Service Provider which will be awarded to either
- Selection May 2005

- Industry
-   or
- MEO

## NSSC Staffing Strategy

- NASA must begin staffing the NSSC organization in the near term to enable an NSSC ‘go live’ date of October 1, 2005.
- NSSC will be staffed using a phased hiring approach which began in November 2004.
- Four hiring phases will be completed through FY05.
- Remaining positions will be filled beyond FY05, as needed.
**	**
**	****	**
**	****	**** **
**	****	****	**

**Phase 1**     **(Nov 04 – Apr 05)**

**Phase 2    ****(Mar 05 – Jun 05)**

**Senior Management (SES) positions and key leadership**

**Supervisory, selected Lead, IT positions and selected critical functional area positions**

**Phase 3**     **(May 05 – Aug 05)**

**Phase 4   ****(Jul 05 – Oct 05)**

**Positions filled as **
**needed to perform **
**NSSC related activities**

**Jobs posted**

*Report date*

## NSSC Change IntegrationEly Cooper, Agency Change Integration Lead

## Critical Path -- Implementation and Growth   of NSSC

## Key Considerations for Change Team

**Understanding competing priorities**
**Ensuring information/resources available to leaders and employees**
**Identifying stakeholders and actively communicating with them (two-way exchange)**
**Helping manage expectations**
**Sustaining momentum **

## Preparing Yourself and Others for Change

- Understand impacts of transitions/change
- Help put things in context
- Prepare yourself and the environment
- Model resilience
- Maintain awareness of NSSC progress

*Failure with implementing a major change is usually associated with underestimating the energy required and potential difficulties in producing change. Fundamental to success are people who can lead and guide others through transition.** *