strategy for planning & delivering public sector shared services

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


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



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


Presenter

Presentation Notes

Background Image: Graphic Representation: The Ares V heavy-lift launch vehicle could put cargo needed for moon missions in Earth orbit.



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



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



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



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



• 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



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



• 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)



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



NSSC Vision and Mission



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



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



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 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



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



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



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



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



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



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



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)



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



Backup Charts



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



Lines of Business (continued)

• Financial Management

– Employee travel (foreign and domestic)

– Employee relocation services

– Accounts Payable (AP)

– Accounts Receivable (AR)

– Payroll

– Financial Statements



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



Lines of Business (continued)

• Procurement

– Consolidated contract management

– Grants processing

• Information Technology

– Enterprise licensing

– Oversight and management of desktop support contract



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



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



Transition Schedule



Transition Schedule (continued)

UpcomingTransitionedOngoingNew Business Rec.



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



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



Registration/Reimbursement for Off-site TrainingREGISTRATION/REIMBURSEMENT FOR OFF-SITE TRAINING


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


< = 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


< = 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



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


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


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



Customer Contact Center - Initial Call Resolution


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


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


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

strategy for planning & delivering public sector shared services

Business

routine customer inquiries

space administration lines

domestic travel vouchers

nssc business hours

space administration

customer service

implementation plan

initial call