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CAPPS Meeting January 21, 2004

Items. Cost and PricingRequest TrackingStatus of Retro WebFOCUSCustomer Service Improvement Project. Cost and Pricing Model . GoalTo be perceived as our customers' best value" service provider. Pricing Model Changes. Pricing Model Changes. Feedback from the Customer Service Improvement Project

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CAPPS Meeting January 21, 2004

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    2. Items Cost and Pricing Request Tracking Status of Retro WebFOCUS Customer Service Improvement Project

    4. Goal To be perceived as our customers’ “best value” service provider

    5. Pricing Model Changes Feedback from the Customer Service Improvement Project Findings NFC’s pricing structure is difficult to understand and not transparent Many customers do not know exactly what they are paying for. Some customers are not able to fully ascertain the “value for money” they receive for their investment in NFC’s services “In 1999, they changed the algorithm, and nothing’s made sense since then.”

    6. Pricing Model Changes New Direction Focus pricing strategy on transparencies and strategic initiatives that impact customer behavior Identify additional high-effort activities Encourage automated self-service Emphasize customer service costs/value Provide more pricing options that recognize the differences in customers’ requirements Provide more detail on the components of costs Standard cost price/workload communication linked to the 2-year budget planning cycle

    7. Conceptual Model Cost Type Unit Personnel Record Processing W-2 T&A Processing (errorless) T&A T&A Error Correction T&A Pay Processing W-2 Issuance of Paper Check check Mailed pay stub mailing Payroll Accounting Feed and Reconciliation W-2 Systems Maintenance W-2 WEB-Based Agency Report Delivery W-2 Automated Payroll Adjustments adjustment/employee Manual Payroll Adjustment adjustment/employee Automated Debt Processing debt/employee Manual Debt Processing debt/employee Paper Mailed Standard Reports W-2 Agency Ad-Hoc Reporting (Frame and WEB) CPU minute Retirement & Separation Case Processing case Security, internal controls, monitoring W-2 Pricing Model Changes

    8. What We Need From You What should be the items we track as unique costs? What type of reporting on costs are desired? What is the reaction to mixed fixed and variable pricing? What are the most meaningful metrics? Send input by March 22, 2004, to: randall.tabor@usda.gov On: benefits potential # of users Pricing Model Changes

    10. The PATS 6B report is maintained on the Reporting Center.   It is a monthly report and is updated by the 10th of each month.   The report contains all open projects as of the beginning of the fiscal year and projects closed in the current fiscal year. Example – if a report is open and closed in September, 2003 it will not appear on the PATS 6B report beginning October, 2004. If, however, a report is open in September, 2003 and remains open in October, 2004 and is subsequently closed it will appear on the report.   The PATS 6B report is maintained on the Reporting Center.   It is a monthly report and is updated by the 10th of each month.   The report contains all open projects as of the beginning of the fiscal year and projects closed in the current fiscal year. Example – if a report is open and closed in September, 2003 it will not appear on the PATS 6B report beginning October, 2004. If, however, a report is open in September, 2003 and remains open in October, 2004 and is subsequently closed it will appear on the report.  

    11. To access the report, a user must have access to the reporting center and the PATS 6B report. To access the report, a user must have access to the reporting center and the PATS 6B report.

    12. The PATS 6B report is under the administrative reports area. Step 1 is to click on the +Administrative Reports to expand the listing and have the PATS 6B report appear. The PATS 6B report is under the administrative reports area. Step 1 is to click on the +Administrative Reports to expand the listing and have the PATS 6B report appear.

    14. Results of Step 1- the PATS 6B report will be revealed. Step 2 does not require any action.   Results of Step 1- the PATS 6B report will be revealed. Step 2 does not require any action.  

    15. Step 3 is to determine the criteria for the report. In this example the Project Source was selected and Department/Agency Code of AG. Click the Done button and then Go to run the report. Step 3 is to determine the criteria for the report. In this example the Project Source was selected and Department/Agency Code of AG. Click the Done button and then Go to run the report.

    16. This is the report that will appear if you scroll to the right additional fields will appear This is the report that will appear if you scroll to the right additional fields will appear

    19. Retro review team formed 12/04/03 Generated a report of employees who did not 12/17/03 receive the retroactive payment which includes: > Separated employees > Employees who changed agencies > Other active and inactive employees Total number of affected employees by database * CV05 – 839 * CV06 – 1,829 * CV07 - 562

    20. Status of project sent to clients 12/09/03 & 12/19/03 NFC review and analyze report 12/19/03 – 01/05/04 Distribute report with processing instructions 01/09/04 Clients must notify NFC if payments require manual processing ASAP Special processing assistance > Email - ppo@usda.gov > Fax – 504-255-6816 Status of 1% Retro Pay for 2003

    22. WebFOCUS Reporting Environment FOCUS (today) Ad-hoc Reporting Center Paralyzed Standard Standard System/Culprit Downloads Initial Costs $2,600,000 for 8000 named users $1,344,000 for 3000 named users Annual Maintenance $402,000 for 8000 named users $224,000 for 3000 named users Additional Web Server $39,000 Contractor Support $121,000 Initial Costs $2,600,000 for 8000 named users $1,344,000 for 3000 named users Annual Maintenance $402,000 for 8000 named users $224,000 for 3000 named users Additional Web Server $39,000 Contractor Support $121,000

    23. WebFOCUS Evaluation Team established Researched features and capabilities Investigated costs associated with software purchase, maintenance, and support Initial Costs $2,600,000 for 8000 named users $1,344,000 for 3000 named users Annual Maintenance $402,000 for 8000 named users $224,000 for 3000 named users Additional Web Server $39,000 Contractor Support $121,000 Initial Costs $2,600,000 for 8000 named users $1,344,000 for 3000 named users Annual Maintenance $402,000 for 8000 named users $224,000 for 3000 named users Additional Web Server $39,000 Contractor Support $121,000

    24. WebFOCUS Results $300 - 400 per user to buy $60 - 80 per user to maintain license Plus CPU cost to use Need your help in appreciating interest and completing business case analysis Send input by March 22, 2004, to: patricia.hanks@usda.gov On: benefits potential # of users

    26. Obtained Your Input Interviews focused on two categories of interviewees HR & Financial Executives HR Line Staff & Technical Representatives Interviewed 50 individuals from 16 different agencies

    27. Positive Feedback Universally expressed that payroll done well Most feel they are getting “best value” for their investment in NFC’s services There is a recognition that NFC performs a difficult and often thankless job Praise for NFC Team High praise for many individual NFC team members

    28. Areas for Improvement Some members of help desk perceived as “gate-keepers” or “go-betweens” Some question adequacy of staffing levels Complex Agency issues require better coordination across organizational lines NFC’s pricing structure needs further transparency Systems’ evolution should be WEB-based and focus on availability of data

    29. Align the organization and staffing levels to best serve customer expectations Examine staffing levels and service delivery mix in light of “best practice review” Place priority on filling payroll service-related vacancies Provide staff with additional training and tools Offer dedicated customer representatives We Hear You !

    30. Complete Web deployment Expand the deployment of sensitive data in the Reporting Center for interested customers Improve post-Bear reporting Re-engineer disaster recovery business continuity program We Hear You !

    31. Create Customer Service Improvement Project Team with Customer involvement Reengineer pricing methodology to become more transparent and responsive Create communication channel for input and feedback We Hear You !

    32. Recommend a customer team be established to assist us with this project Team will need to: understand your issues receive your suggestions and priorities obtain your reaction/feedback on items Your Input and Feedback

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