NASA Shared Services Center (NSSC) Overview
National Aeronautics and Space AdministrationNASA Shared Services Center (NSSC)OverviewPresentation to the NASA Advisory Council(Institutional Committee)November 20, 2014www.nasa.gov
National Aeronautics and Space AdministrationNSSC Vision and MissionVision:Unparalleled ServiceMission:To provide timely, accurate, high-quality,cost-effective and customer-focusedsupport for selected NASA business andtechnical services.NASA Shared Services Center2
National Aeronautics and Space AdministrationNASA CentersNASA Shared Services Center3
National Aeronautics and Space AdministrationWhat is the NASA Shared Services Center (NSSC)? Performs a variety of transactional and administrative activities in five lines of business:– Procurement: Grants & Cooperative Agreement award and administration, SmallBusiness Innovative Research/Small Business Technology Transfer award andadministration, Consolidated Contract Management, Training Purchases, EnterpriseLicense Management– Financial Management: Accounts Payable, Accounts Receivable, Travel Voucherprocessing, Payroll, Financial Reporting– Human Resources: Benefits & Retirement processing, Personnel Action Processing,SES Case Documentation, HR Information System operations & maintenance– Information Technology: Enterprise Service Desk (Tier -1 Help Desk)– Agency Business Support – IT Infrastructure Integration Program (I3P) Business Office» Budgeting and Resource Management for Agency Consolidated IT SupportContracts» Administration and ReportingNASA Shared Services Center4
National Aeronautics and Space AdministrationWhat is the NASA Shared Services Center? (continued) A business model for delivering support services The NSSC opened for service in March 2006 The NSSC provides high-quality service and achieves cost savings for NASAthrough: Consolidation, Standardization, and AutomationNASA Shared Services Center5
National Aeronautics and Space AdministrationWhy Shared Services for NASA? Reduces resources expended for support– Provides better quality, more timely services at lower cost– Improves data integrity, consistency, and accountability– Standardizes core business processes Facilitates process re-engineering and automation Leverages consolidated spending with vendors to negotiate better terms andprices Promotes strategic management of NASA resourcesNASA Shared Services Center6
National Aeronautics and Space AdministrationEconomic Impact The NSSC workforce is composed of 75 percent serviceproviders and 25 percent civil servants. The NSSC’soperating budget for FY 2014 is 66 million in the WorkingCapital Fund (WCF) and approximately 364 million inadditional agency provided funding for training and initiatives75%ServiceProvider25%CivilServiceof benefit across the agency. As stated in the FY12 Economic Impact Report, (a bi-annualreport) the NSSC spends approximately 0.79 out of everydollar it receives within a 50-mile radius of its current facilitylocation at Stennis Space Center, Miss. In FY12, the NSSC directly poured nearly 53 million intothe coastal Mississippi counties of Hancock, Harrison, andPearl River and St. Tammany Parish in Louisiana in theCivil ServiceService ProvidersTotal127389516(Totals as of October 2014)form of salaries and purchases.NASA Shared Services Center7
National Aeronautics and Space AdministrationThe NSSC’s Financial Profile NSSC is a Working Capital Fund (WCF) fee-for-service organization Fee-for-service supports the shared services business model– Matches cost, consumption and service– Promotes transparency of cost and services– Supports goal of operating in a business-like manner– Customers modify behavior to achieve the optimum balance between serviceand cost– Promotes a long-term approach to asset management– Encourages process efficiencies Provides better allocation of Agency resources – from institutional andtransactional support to mission-related areasNASA Shared Services Center8
National Aeronautics and Space AdministrationNSSC Service Rates Established once a year in the budget formulation cycle and remain stabilizedthroughout the year of execution; rates finalized about five months beforeexecution Designed to equitably charge the actual cost of services to customers based ondemand or utilization of the services Long term strategy for funding NSSC requirements is to charge the Centers andNASA Headquarters for the services they receive based on a usage-drivenassessment methodology wherever applicable Customers must provide accurate data for projected utilization so that NSSCcosts can be developed appropriately resulting in less fluctuations in rates andtotal chargeback bills ownership and accountability on both sides of therelationship All NSSC operating costs are recovered through the service ratesNASA Shared Services Center9
National Aeronautics and Space AdministrationNSSC Budget Formulation Follow NASA’s full cost initiative build budget by service, using bottom-up approach–Direct Costs for each service»»»–Allocated Direct Costs»»»–Shared Services IT (based on cost per services)Customer Contact Center (based on historical calls per service)Document Imaging (based on historical documents scanned per service)Indirect Costs»»–Civil Service salary and benefitsService Provider fully loaded costsOther Procurements (travel, training, supplies, Other Direct Costs, etc.)SP Program management costs (based on Direct SP costs by service)Functional management costs allocated to all services within a Functional areaOverhead costs allocated across all services based on cost of service»»»Office of the Executive DirectorBusiness & Administration OfficeService Delivery Directorate officeNASA Shared Services Center10
National Aeronautics and Space AdministrationNSSC Chargeback OverviewFor each Service (FY15 portfolio shown to the right):Cost of Service (Government & SP Direct Allocated Direct costs)Allocated SP & functional mgmt cost (Indirect)Allocated NSSC mgmt (Overhead)Full Cost of ServiceTotal projected utilization for that ServiceService rate per unit of measure (transaction or headcount)Projected units by CenterChargeback by Center by Service for each year of the budget profile Centers then transfer appropriated funds to the NSSC foradvance funding of services Advanced funding converts to the Working Capital Fundwhen the Center is billed for consumption of a service ona monthly basis it is earned by the NSSC at this pointNASA Shared Services CenterFinancial Management ServicesAccounts PayableAccounts ReceivableFund Balance with TreasuryDomestic Travel ServicesCOS, Foreign, Extended TDY Travel ServicesCOS Relocation AssistanceHuman Resources ServicesSupport to Personnel ProgramsEmployee Development and TrainingEmployee BenefitsHuman Resource and Training Information SystemsPersonnel Action ProcessingeOPF Record KeepingSES Case DocumentationFinancial Disclosure ProcessingOn Line Course ManagementOffsite TrainingPayroll/Time & Attendance ProcessingProcurement ServicesProcurement Processing and Other Admin SvcsAgency Contracting ServicesGrants Awards and AdministrationSBIR/STTR Awards and AdministrationOnsite TrainingIT ServicesEnterprise Service DeskAgency Business SupportI3P Business OfficePass-thru FundingOff-site Training PurchasesOn-site Training PurchasesACES Contract FundingEAST Contract FundingWEST Contract FundingNICS Contract FundingNetworx Contract Funding11
National Aeronautics and Space AdministrationThe NSSC’s HistoryNov 2001Mar 2002Aug 2002May 2003Sep 2003Dec 2003Jan 2004NASA created an NSSCLead assigned to the NSSCThe NSSC names firstImplementation Plan,Implementation Team;Executive Directorindicating activities toMission – “ To establish a consolidatedtransition to the NSSC and ashared services organization that willgo-live date of October 1,provide higher quality, more cost2005. Soon, NASA formedeffective and efficient services foran Agency Transition Teamselected” NASA business and technicalservicesNASA approved the team’sNASA announced the A-76 PublicExecutive Council approvedrecommendation toPrivatecompetition. Site selectionNSSC’s recommendations on theimplement a sharedwas incorporated in the A-7- 6governance structure andservices centercompetitioninApril2004endorsed recommended functionalactivities for consolidationNASA formed a team tostudy the feasibility ofshared services withinNASA–ConsolidatedBusiness Services(CBS) StudySep 2004May 2005Oct 2004NSSC developed its ProjectPlan for shared servicesimplementationNASA released the RFP andreceived four proposals inNovember 2004NASA Shared Services CenterNASA awarded thecontract to CSC whoselected StennisSpace Center (SSC)as the siteAug 2005NSSC received two protests from IBMand the MEO. By August 2005, IBMwithdrew their protest with the GAO,and the Agency denied the MEO’scontest in its entiretyNSSC project team reported to SSC.On August 29, 2005, all employeesevacuated due to Hurricane Katrina.Go-Live is delayedDec 2005The project teamtemporarilyregrouped inWashington D.C. inSeptember –December 200512
National Aeronautics and Space AdministrationThe NSSC’s History (continued)Feb 2006Mar 2006Prototype for Go-Livecustomers’monthlyperformance andutilization reportsApr 2006Jun 2006Aug 2006Oct 2006Dec 2006First event-driven customer surveyIncorporated qualityfor domestic travel deployed. Themetrics for domestic traveldomestic travel event-driven surveyin monthly reports touses a representative sample ofcustomersrandomly selected customers to getcustomers’ feedback on the quality,timeliness and accuracy of theservice providedBegan using 2D bar codes on fillableFramework and tools deployed for NSSC’sweb forms for document imaging andintegrated project plan. The plan links all NSSCelectronic routing. 2D bar codesprojects using a single shared-resources pool,reduce redundant input and improveimproves management of limited resources anddocument trackingforces prioritization of competing demandsNSSC Board of Directorsmeeting: the Board consistsof senior officials from 4NASA Centers and NASA’ssenior IT, Procurement, HRand Financial managementofficialsFirst monthly bill tocustomersJan 2007First module of NSSC Datamart completed.The NSSC Datamart provides the businessintelligence needed for end-to-end insights intothe domestic travel reimbursement processFeb 2007Usability testing ofnew customerservice PortalCertification andaccreditation ofNSSC balanced scorecard cascaded to work force.NSSC technologyThe scorecard ties NSSC strategic initiatives, tacticinfrastructure andand objective targets to the NSSC vision ofarchitectureUnparalleled ServiceNASA Shared Services CenterSep 2006Mar 2007First runner-up for SharedServices Outsourcing Network’sBest New Shared Servicesorganization.Migration from old web tonew NSSC CustomerService PortalMay 2007Service Recovery Programinstitutionalizes the NSSC’sphilosophy, tools, andprocesses for recoveringfrom service failures.Service Recovery trainingfor Coaches, Leaders, andNSSC employees13
National Aeronautics and Space AdministrationThe NSSC’s History (continued)Jan 2008Aug 2008Enterprise LicenseManagement newbusiness approvedby Board ofDirectorsMarch 2009Received Best New CaptiveShared ServicesOrganization ExcellenceAward from Shared ServicesOutsourcing NetworkCompleted AP andAR transitionJan 2011Customer Contact Center selectedas finalist for the 10th annualGovernment Customer SupportExcellence AwardsNASA Shared Services CenterApril 2009June 2009Return on Investment:The 30 million financialinvestment the Agencymade in establishing theNSSC was paid in fullAgency Tier-1 IT Help Desknew business approvedMarch 2011Richard Arbuthnot,awarded the SharedServices andOutsourcing Network(SSON) 2011 “People’sChoice” AwardAug 2009March 2011RichardArbuthnot stepsdown as NSSCExecutiveDirectorAug 2010Received CorporateExecutive Board Force ofIdeas Award in the SharedServices PerformanceMeasurement – AdvancedShared Services categoryThe White House websiterecognized the NSSC’s workin the innovative acquisitionimprovement initiativethrough its Enterprise LicenseManagement TeamApril 2011Customer ContactCenter wins “TechnicalExcellence” Award at10th AnnualGovernment CustomerSupport ExcellenceAwardsNov 2011Michael J. Smithis selected asNSSC ExecutiveDirector14
National Aeronautics and Space AdministrationThe NSSC’s History (continued)March 2012NSSC won first place in theExcellence in CultureCreation category at the 2012Shared Services andOutsourcing NetworkExcellence Awards. TheNSSC was also runner up inthe Excellence in CustomerService categoryMarch 2013The NSSC was runner-upin the Excellence inCustomer Service categoryat the 2014 SharedServices and OutsourcingNetwork ExcellenceAwardsNASA Shared Services CenterMarch 2012Rebecca Dubuissonannounced as NSSCDeputy Director;Kenneth Newtonannounced as Directorof Service DeliveryDirectorateApril 2012The NSSC selected by theInternational Academy ofVisual Arts to receive a2012 CommunicatorAward of Distinction forNASA’s “Welcome toNASA” videoMay 2012NASA received the Above andBeyond Award from theWashington, D.C. Chapter ofEmployer Support for the Guardand Reserve (ESGR). Thenomination cited NASA policies,and direct support two JSCemployees had received inconnection with their militaryservice from their supervisors,co-workers and the NSSCMarch 2014Mark V. Gloriosois selected asNSSC ExecutiveDirector15
National Aeronautics and Space AdministrationLessons Learned – Process The least offensive process is often the least efficient Validate SLIs before transition 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)– Customer satisfactionNASA Shared Services Center16
National Aeronautics and Space AdministrationLessons Learned – Process (continued) Develop a Service Recovery Plan (including communication templates) forcommon service failures in advance– Systems outages– Network failures Resist designing a process that involves customers in performing the work– Requires customer to retain resources– Resources remain with customers when:» Focus is on the least offensive process design rather than the mostefficient; and» The SSO is not given the authority needed to handle failures, necessitatingcustomer involvementNASA Shared Services Center17
National Aeronautics and Space AdministrationLessons Learned – Process (continued) Resources remain with customers when:– The process is designed by people who currently perform the work (higherlevel review is absent), predictably leading to customers continued involvementin 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 up frontNASA Shared Services Center18
National Aeronautics and Space AdministrationCulture of Excellence March 2014: The NSSC was runner-up in the Excellence in Customer Service categoryat the Shared Services and Outsourcing Network Excellence Awards May 2012: NASA received the Above and Beyond Award from the Washington, D.C.Chapter of Employer Support for the Guard and Reserve (ESGR). The nomination citedNASA policies, and direct support two JSC employees had received in connection withtheir military service from their supervisors, co-workers and the NSSC April 2012: The NSSC was selected by the International Academy of Visual Arts toreceive a 2012 Communicator Award of Distinction for NASA’s “Welcome to NASA”video March 2012: The NSSC won first place in the Excellence in Culture Creation categoryat the Shared Services and Outsourcing Network Excellence Awards; the NSSC wasalso runner-up in the Excellence in Customer Service categoryNASA Shared Services Center(Continued in Back-up)19
National Aeronautics and Space AdministrationDemonstrated Results Mission accomplished!– Since its opening, NSSC has met or exceeded over 92% of its metrics, or ServiceLevel Indicators (SLI)– NSSC’s Return On Investment (ROI) calculation shows that NASA paid off its initialinvestment of 42 million in December 2009 a little over four years– NSSC is exceeding its annual savings projection of 6 to 8 million with projectedsavings of 20 million a year by 2015– NSSC is projected to save NASA over 200 million by 2015NASA Shared Services CenterInternational Outsourcing Forum America – June 12, 201320
National Aeronautics and Space Administration“Who We Are What We Do”NASA Shared Services Center21
National Aeronautics and Space AdministrationFuture State Implement the planned re-org to create an emphasis on growth and continual serviceimprovement based on deliberate Agency direction to consolidate standard support Partner with the newly formed Agency Business Services Assessment team to identifyareas of consideration for consolidation under the NSSC (located at NSSC or badge-inplace where the work is currently performed) Continue to work with Agency CIO to identify IT services and partnership opportunitiesthat fit the shared services model and make sense to move under the NSSC Develop and implement an Information Delivery Strategy with a focus on data analytics,customer reporting, delivery of information to a mobile workforce, and an interactivecustomer portalNASA Shared Services Center22
National Aeronautics and Space AdministrationCulture of Excellence (continued) April 2011: The NSSC Customer Contact Center was the 2011 winner of theGovernment Customer Support Excellence Award (GCSEA) in the TechnicalExcellence category March 2011: Richard E. Arbuthnot, Executive Director, NSSC, awarded the SharedServices & Outsourcing Network (SSON) 2011 “People’s Choice” Award January 2011: The NSSC Customer Contact Center has been selected as a finalist inthe categories of Technical Excellence and Overall Excellence for the tenth annualGovernment Customer Support Excellence Awards August 2010: Corporate Executive Board “Force of Ideas” Award winner for SharedServices Performance Measurement – Advanced Shared Services Category; awardrecognizes best demonstrated practices, key business processes, and the creation ofsustainable, measurable valueNASA Shared Services Center24
National Aeronautics and Space AdministrationCulture of Excellence (continued) August 2009: Enterprise Licensing Management Team (ELMT) cited on White HouseWeb site as an innovative acquisition best practice March 2009: Winner of Best New Captive Shared Services Organization ExcellenceAward; recognizes the most successful shared services organization launched withinthe last three years; nationally recognized as the highest accolade for shared servicesorganizations; and runner-up: Wal-Mart Stores, Inc. January 2009: Help Desk Certification by Help Desk Institute March 2008: Government Information Technology Executive Council (GITEC) ProjectManagement Excellence Award in the category of Cost Savings/Cost Avoidance(OMB) March 2007: Runner-up - Best New Shared Services Organization Excellence AwardNASA Shared Services Center25
NSSC is a Working Capital Fund (WCF) fee-for-service organization Fee-for-service supports the shared services business model - Matches cost, consumption and service Promotes transparency of cost and services Supports goal of operating in a business-like manner Customers modify behavior to achieve the optimum balance between service
NSSC 1,6,7 1,2,3,6 4. The learner will identify and analyze crucial factors involving sound psychology and pedagogy for effective coaching/teaching in sport. NSSC 1,4,5,6 1,2,3,4 5. The learner will identify and analyze the elements of effective leadership relative to the roles of coach and athlete. NSSC 1,2,3
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September 27, 1959: NASA Flight Research Center . March 26, 1976: NASA Dryden Flight Research Center. October 1, 1981: NASA Ames-Dryden Flight Research Facility. March 1, 1994: NASA Dryden Flight Research Center. March 1, 2014: NASA Armstrong Flight Research Center *NACA: the National Advisory Committee for Aeronautics, 1915-1958
What is Shared Services? Shared Services make ECE businesses more sustainable and improve quality The Shared Services approach focuses on sharing services and resources among child care providers A Shared Services Model is made up of: - Convening Organizations (Hubs): coordinate shared services - Child Care Providers (Members .
If you are studying Development Studies at school, you may be asked to do practical coursework. Ask you tutor for a copy of the NSSC Development Studies syllabus. This document clearly explains what you need to study. End-of-module assignment 1 Module 1 End-of-module assignment 2 Module 2 End-of-module assignment 3 Module 3 Answer Book Teacher .
Jan 10, 2012 · The NASA STI program provides access to the NASA Aeronautics and Space Database and its public interface, the NASA Technical Report Server, thus providing one of the largest collections of aeronautical and space science STI in the world. Results are published in both non-NASA channels and by NASA in the NASA
The NASA STI program provides access to the NASA Aeronautics and Space Database and its public interface, the NASA Technical Report Server, thus providing one of the largest collections of aero-nautical and space science STI in the world. Results are published in both non-NASA channels and by NASA in the NASA
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