1. National Aeronautics and Space Administration Dave White, Vice President of SIS, Computer Sciences Corporation NASA Shared Services Center: Unparalleled Service Through a Public-Private Partnership www.nasa.gov

2. NSSC S&Ps Benefits of the NASA Shared Services Center Consolidates business and technical functions from 10 centers into one for improved government performance and the vision of One NASA Processes Customer Service Handbook Standardized processes provide high-quality, efficient, consistent service to ALL customers

3. Challenges PHOTOS COMING FROM CHARLIE NOLL • Delays • Protest lasted 4 months • Hurricane Katrina • Delayed start from September 1, 2005 to March 1, 2006 • Affected housing, hiring, local infrastructure, employees • Gain Center acceptance on two major fronts • The Shared Services Center concept • A standard methodology for performing each function • Demonstrate/prove to Centers that functions are performed better, faster and cheaper

4. Challenges Developing and executing a Performance Measurement Plan and re-engineering processes to capture measurements Working as a team to align RFP and proposal with reality Build-out of interim facility Intensive recruiting and training to support a “go-live” with new functions every 30 days

5. NSSC Transition Schedule By Service HRIS Employee Development and Training Recruit PAP SES PCS/Relocation Travel Accounts Payable ▲ ▲ ▲ ▲ Payroll ▲ ▲ ▲ ▲ Support to Personnel Programs Accounts Receivable ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ Employee Benefits ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲PCS/ Relocation Assistance (Oct) As of 10/03/06 ▲PCS/ Relocation Guaranteed Home Sales (Oct) ▲PCS/ Ext. TDY Relocation (Oct)

6. NSSC Transition Schedule By Service Agency Contracting Training Grants / Coop Agreements Procurement Services ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲COTR Training Recompetition (Oct.1st) ▲ SBIRs / STTRs ▲ ▲SBIRs and STTRs [Wave I-ARC, DFRC, GSFC, SSC (Oct)] ▲ ▲ ▲ ▲Grants/ Coop [Wave II-ARC, GRC, JSC, LaRC, KSC, MSFC (Oct)] IT ▲ ▲ ▲ ▲ As of 10/03/06

7. Solutions • Functions phased into the NSSC over a period of 3 years • New employees hired 60 days before the start of their function and given intensive training • Face-to-face meetings, formal and informal communication with each stakeholder group for the transitioning activity; extended TDY used for hands-on training of staff before transition • Integrated Project Plan defining milestones, tasks, resources and dependencies for all transitioning activities • Formal Operational Readiness Review for each activity with stakeholders, demonstrating that the NSSC is prepared to deliver timely and accurately • Service-Level Agreements with each Center that specify the criteria for success for each activity • Monthly performance reporting and analysis to HQ and Centers • Quarterly Board of Directors’ Meeting to review progress, issues and new initiatives

8. Solutions (continued) • Business Intelligence Data Warehouse (BIDW) To Provide “Almost” Real-Time Information on the Performance of our Service Delivery • Successful Continuity of Operations Plan (COOP) and IT Disaster Recovery Test Executed in Preparation for Hurricane Season

9. Not Met: 5% Met or Exceeded:95% Service-level indicators for transitioned activities Results Transitioned31 activities in 8 months Provided excellent service • 9 Procurement • 6 Financial Mgmt. • 16 Human Resources Worked with NASAto outfit Building 5100to accommodate 100 civil servants and 220 contractors

10. Outstanding FY06 Year-End Close • Preparation and Planning • Communication with the Centers and Travelers to establish key dates • Staffed for anticipated high workload volume before EOY close • Daily tracking of vouchers processed and received • Planned for anticipated high workload volume after SAP returns to operation • Financial Management • 8,290 travel vouchers processed (41% increase) • 1,735 vouchers processed after 9/20 deadline

11. Outstanding FY06 Year-End Close (continued) • Grants • 372 awards processed in September (more than previous 4 months combined) • 100% of Grants and Cooperative Agreements with Expiring Funds processed

12. Opportunities • Standardization • Increased buying power — reduced costs through the consolidation of agency contracts (Oracle, Primavera, training classes, etc.) • Consolidation of like functions to improve efficiency and reduce costs

13. Innovation/Improvements • Document Imaging — Procured, scalable solution capable of processing 2.4M electronic transmissions per year and eliminating $20,000/month in labor and equipment costs • A call center to handle questions relating to our four functional areas • Work-flow tracking using Remedy • Training Grants with MS and LA • MS: Reimbursement for employee training (maximum of 1,040 hours for each SP employee earning < $18.25/hour) resulted in $250,000 reimbursement for FY06 • LA: Training Grant covers all training cost for LA residents up to $1,000,000 • Employee Satisfaction Survey to prevent high attrition

14. Innovation/Improvements (continued) • Continual improvement and process re-engineering in each function; three major re-engineering efforts completed • Grants and Cooperative Agreements • Eliminated 36% of handoffs and 22% of processing steps • Reduced processing time 31% • Domestic Travel • Automated manual functions • Automated notices to travelers of audits and automated notice of required follow-up • SES Appointments • Automated manual system • Tracks 30-day NSSC requirement • Tracks 90-day OMB requirement for NASA Headquarters • 100% approval rate at OMB

15. Business Benefits Consolidation of administrative functions doesimprove efficiency and reduce costs 2.8 years Costs Production time 2.3 years All processes can be improved Public/private partnerships work

16. Questions 9/20/2014 8:19:32 PM Corporate 16