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PSC 2016 Successes

PSC 2016 Successes

Learn more about the vital support PSC provides to agencies throughout the federal government — helping them to focus on their core missions. From financial management to occupational health to administrative operations and real estate and logistics, PSC continues to take pride in Managing the Business of Government™.

Financial Management

Financial Management and Procurement, Office of the Director

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  • Merged Procurement with Financial Management to streamline procure-to-pay operations. Result was over $2 billion in awards, a successful year-end close, and timely completion of contract actions at year end
  • Supported project BRUCE (Behaviors Resulting in Uplifting Customer Experience) initiative to improve customer service and satisfaction. Implemented targeted corrective action plans for various Operating Divisions, resulting in improved customer relations
  • Began operations in Salt Lake City for budget, acquisitions, and Financial Management and Procurement Office of the Director. Began hiring process for Cost Allocation Services and Payment Management System
  • Conducted two rounds of VERA (Voluntary Early Retirement Authority)/VSIP (Voluntary Separation Incentive Payment) resulting in multiple retirements of staff and the ability to retool Financial Management and Procurement skill sets
  • Continued oversight of reconciliations across Financial Management and Procurement with the comptroller concept, resulting in clean-up of numerous reconciling items
  • Piloted Operating Division expenditure reporting through Payment Management System with the Administration for Children and Families, Administration for Community Living, and Substance Abuse and Mental Health Services Administration, in support of the DATA Act
  • Analyzed PSC systems and developed mock reports demonstrating PSC capabilities to support DATA Act reporting

PSC Business Office

  • Provided A-123 review support with no corrective action plan findings
  • Delivered timely FY 2017-18 U.S. Department of Health and Human Services (HHS) Division of Administration Service and Supply Fund budget of over $1 billion
  • Successfully supported all fiscal year-end activities including budget authority and all funding needs
  • Completed all FY 2016 PSC Business Office workload with three less full-time equivalent resources
  • Developed rates for 73 PSC services for its customers that resulted in 41 services with flat or reduced rates/operating costs compared to the FY 2016 approved budget which represent 70 percent of PSC's total FY 2017 budget request
  • Established operations in Salt Lake City
  • Fully recovered costs in FY 2016
  • Monthly tracking and monitoring or budget, revenue, expenses, and projections
  • Participated in deep dive assessments of the Office of Human Resources and Office of the Chief Information Officer budgets, resulting in increased board confidence in their budgets
  • Provided budget training to the HHS Division of Administration
  • Prepared capital reserve requests and tracked projects through execution to completion
  • Oversaw PSC consolidation funding and executed within budget

Payment Management System

Normal Operations
  • Disbursed over 449,000 payments for $503 billion in federal funds for grant and grant-like payments. (1 out of 8 dollars for the federal budget)
  • Collected $47 million in interest earned from federal funds
  • Processed 6,738 New User Access Requests and 7,466 Change/Terminate User Access Requests in the Payment Management System
  • Processed  2,951 banking\accounts in the Payment Management System
  • Set up 1,335 new entities in the Payment Management System
  • Received a clean opinion on SOC (Service Organization Control) 1 and A-123 audits
  • Supported HHS through two U.S. Government Accountability Office audits regarding grant closeouts and U.S. Department of Treasury’s Do Not Pay
  • Successfully completed the annual disaster recovery test
Improvements
  • Supported HHS DATA Act Section 5 Grants pilot program by onboarding the Administration for Children and Families FY 2016 grantees with full Federal Financial Report SF-425. The Administration for Children and Families has agreed to continue on using the Full SF-425 with their FY 2017 grant programs.
  • Implemented Self-Certification in November 2015 to meet an A-123 outstanding finding
  • Removed all high/medium/low system vulnerabilities identified on HHS Office of the Chief Information Officer IT dashboard report
  • Streamlined internal reconciliations and reports to allow timely and accurate data to customers
  • Implemented dashboard capability on select Payment Management System key performance indicators
PSC/HHS Mission
  • Supported PSC consolidation with little to no disruption to customers
  • Brought on NASA Office of Inspector General as a new service by setting the infrastructure to provide NASA data in the Payment Management System to help them improve their analytics and investigations
  • Supported HHS Accounting Centers through their major upgrade to R12
  • Participated in HHS workgroups to provide guidance and support regarding DATA Act and grant closeout activities
  • Fully recovered by recording $15.1 million in revenue base on open documents in the Payment Management System

Acquisition Management Services

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Acquisition Management Services total obligations are $2,025,991,963.59. The team was successful with small business goals — 47.72 percent was awarded to small businesses.

Communication With Customers Enhanced
  • Monthly acquisition point of contact calls
  • Bi-weekly updates of high priority requirements
  • Increased access to the annual acquisition planning module 
  • New customer dashboards available online
  • Quarterly issuance of acquisition newsletter
  • Customer surveys of the Administration for Children and Families demonstrated significant increase in overall satisfaction
  • Face-to-face meetings
Acquisition Processes, Templates Standardized
  • Acquisition process flowchart with supporting text
  • Solicitation templates
  • Source selection plan templates and standard operating procedures for evaluations
  • Streamlined acquisition plan for requirements < $50 million
  • Documentation requirements for submission in the Unified Financial Management System/iProcurement for new awards and modifications

Additional acquisition-related tools/resources uploaded into PSC’s Acquisitions website at http://www.psc.gov/psc-homepage-redesign/service-area/myservicedetails/acquisition-management-services/acquisitions

Contract Actions/Obligations/Revenue/Cost Avoidance
  • Issued 7,925 contract actions
  • Obligated $2,026,005,080/47.72 percent to small businesses
  • $464,976,116.54 projected in revenue
  • Deobligated $142,209,474
  • Cost avoidance: $11,322,389

Cost Allocation Services

  • Issued over 3,000 indirect cost rate agreements and grantee cases
  • Cash recoveries in excess of $87.8 million
  • Cost avoidance sustained on grantee cases reviewed were in excess of $1.086 billion
  • Experience continued growth in market share of customers by providing indirect cost allocation services to the Department of Housing and Urban Development, Department of Transportation, Federal Aviation Administration, Social Security Administration, Department of Agriculture, and Small Business Administration 
  • Cost Allocation Services received 340 independent living (Administration for Community Living) grantee organizations from the Department of Education due to change in cognizance — significant increase in cognizance share for HHS
  • Assisted the Office of Management and Budget (OMB) by furnishing technical guidance on interpretation and implementation challenges due to regulatory changes as promulgated in the new uniform guidance  
  • National specialist for Public Assistance Cost Allocation Plans provided training on Cost Allocation Plans for States to Centers to Medicare and Medicaid Services staff
  • National specialist for Public Assistance Cost Allocation Plans provided comprehensive training on Cost Allocation Plans for States to Social Security Administration staff by establishing and billing under an interagency agreement
  • Cost Allocation Services directors and national specialist for public assistance conducted training session for the Department of Education, HHS Operating Division, Department of Agriculture, and Department of Housing and Urban Development at their location in D.C. as part of customer outreach and new uniform guidance updates
  • Cost Allocation Services director and national specialist presented at the National Grants Management Association in Dallas with reference to the OMB’s Uniform Guidance Reform Cost Principles
  • Cost Allocation Services along with other federal indirect cost managers attended the semi-annual OMB meeting to discuss current regulatory requirements and issues having an impact on setting indirect cost rates for use on federal awards resulting from the implementation of the new uniform guidance
  • Cost Allocation Services director and national specialist for state/local governments presented training session on indirect cost rates under the new Uniform Guidance Cost Principles affecting non-federal entities along with OMB and Department of Interior for the City of Denver and City of Los Angeles
  • Cost Allocation Services deputy director and C&U and nonprofit branch chief Bethesda office conducted training to the Office of Minority Health on IDC Rate Review and Negotiation Processes within HHS/PSC
  • Cost Allocation Services director and national specialist continue to provide technical assistance and guidance to the Assistant Secretary for Financial Resources Office of Grants and Acquisition Policy and Accountability on the new “uniform guidance” and other related issues  
  • National specialist for state, local, and tribal governments assisted the Department of Housing and Urban Development on establishing cognizance for new grantee organizations due to regulatory changes in the OMB cost principles
  • National specialist for Public Assistance Cost Allocation Plans assisted Social Security Administration on an audit to resolve cost allocation issues
  • Cost Allocation Services staff represented HHS/PSC at Shared Services Network event for Institutions of Higher Education
  • Cost Allocation Services, along with the Department of Education, Department of Labor, and Department of Interior, formed a new working group which focuses on “Indirect Rate Hot Topics” and other indirect cost concerns resulting from the implementation of the New Uniform Guidance and its impact on the negotiation of rates applicable to nonprofit organizations and state and local governments
  • Cost Allocation Services met with the HHS Office of Inspector General and National Institute of Health (NIH) officials to discuss audit objectives related to the audit of “NIH Oversight of Major Clinical Trial Grants’ Use of Core Centers”
  • Cost Allocation Services continues to expand its automated electronic document management and workflow system which allows grantees to submit their indirect cost proposal electronically. This has greatly improved customer satisfaction and efficiency of operations and greatly contributed to the adoption of the Paper Reduction Act
  • Cost Allocation Services entered into an interagency agreement with NIH to expand the use of the Cost Allocation Services’ eFlow architecture and infrastructure that would allow NIH/Defense Finance and Accounting Services to electronically review and process indirect cost proposals, generate rate agreements and upload them to Cost Allocation Services’ Rate Agreement Distribution Systems. This interagency agreement also included specifics on the installation of a customer portal that would allow for the two-way communication and exchange of information with eFlow
  • Chief Financial Officer, Cost Allocation Services, and Payment Management System traveled to PSC’s new satellite office in downtown Salt Lake City, Utah where Cost Allocation Services will embark on opening a fifth office next fiscal year that will provide indirect cost rate services to surrounding nonprofit entities, states, and local governments

Accounting Services

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Financial Control Branch
  • Fiscal year-end system close was accomplished in four days despite being in a new Oracle environment in 2016. This was accomplished via multiple mock closeouts and frequent customer meetings detailing extensive closeout milestones and exception processing for final transactions
  • Financial control branch transferred $47 million from the Public Health and Social Services Emergency Fund to the National Institutes of Health (NIH) to combat Zika
  • Financial control branch transferred $10 million from the Public Health and Social Services Emergency Fund to NIH to combat Ebola
  • Central Accounting Reporting System initiative – established to develop a systems solution to the Department of Treasury requirement of real time fund balance with Treasury Reporting
  • Financial control branch participated in the planned implementation of the reporting initiative. Sub work groups have been established to address the 224 and 6652/6654 reporting, the new SPS process, and the new cumulative translation adjustment bulk file process.
  • Financial Business Intelligence System (FBIS) Gateway – Accounting Services continues to support the newly implemented FBIS Reports System by reviewing and suggesting improvements to current FBIS reports
  • Managing Accounting Credit Card System  - MACCS-1080 Enhancements
    • Major enhancements of the MACCS-1080 functionality significantly reduced user processing time and resulted in more timely transaction processes. Under the new functionality, MACCS-1080 auto-collected over 8,000 invoices for $41 million since implementation   
    • Established a solid foundation to be rolled out across PSC-serviced Operating Divisions to streamline billing and collection
  • Total FY 2016 production numbers to support customers in daily operations
  • 801 new Common Accounting Numbers established
  • 1,570 Common Accounting Numbers updates/rollover
  • 149 SF-1151 Non-Expenditure Transfers (SF-1151) totaling $8,188,902,280
  • 203 Intra-Departmental Delegation of Authority totaling $4,969,090,096
  • 7 new Treasury Account Symbol funds set up
  • 50,664 invoices approved
  • 672 invoice returns posted
  • 1,992 automated schedules
  • 888 manual schedules
  • 4,320 clearing schedules posted
  • 2,952 refunds posted
  • 432 tracer requests
  • 192 foreign wires
  • 5,846 suppliers updated or added
Accounts Receivable Branch
  • PSC’s Revenue Invoicing Cost Estimation System (PRICES) Intragovernmental Payment and Collection transactions amount for FY 2016: $1,227,997,993.52 (number of transactions: 36,802) with  an increase of 12 percent over last year’s numbers
  • Total amounts of debts collected in FY 2016: $386,583,588.59 on (605,977 cases) with an increase of 11 percent over last year’s numbers
  • PRICES - 1080 collections amount For FY 2016: $220,398, 837.86 with an increase of 16 percent over last year and a 25 percent increase in the number of transactions: 33,927 over last year’s numbers
  • PRICES total amount of invoices created for FY 2016: 1,408,427,948.4 with a 28 percent increase over last year’s numbers
Accounts Payable Branch
  • Amount and number of transactions processed for FY 2016:
    • Commercial: $3,124,933,725; 34,195 invoices, with a 5 percent increase over last year
    • Interfaced: $293,916,383; 103,205 invoices, with a 10 percent increase over last year
    • Total: $3,418,850,108; 137,400 invoices
  • Interest paid out of all payments processed: 1,345 interest invoices totaling $171,727
  • Discounts taken: 76 percent of discounts offered were taken ($38,011 out of $49,991 offered) increased the number of discounts taken by 17 percent over last year
  • Number of invoices paid within the allotted time for FY 2016: Invoices paid subject to the Prompt Payment Act: 181,442 Invoices totaling $4,228,077,000
  • 96 percent of commercial invoices were paid on time (not counting interfaced), with a 1 percent increase over last year’s number
  • 99 percent of total invoices were paid on time (including interfaced invoices)
Systems Accounting Branch
  • United Financial Management System
    • 3,716 tickets were created by the Tier I help desk
    • Tier II help desk support: PSC operations and customers opened 2,682 tickets with the Tier II help desk
    • Led United Financial Management System R12 release upgrade for PSC set of books
      • coordinated and performed end-to-end IT testing, user acceptance testing, and defect resolution for all processes and changes impacting the PSC set of books
      • R12 went live on 12/21, one day ahead of schedule and continued coordination and support of United Financial Management System R12 stabilization
      • gathered requirements, provided input on design, and tested 331 system changes related to PSC set of books
  • Accounting Service trained 125 United Financial Management System users with R12 iProcurement module changes
  • First year-end close in R12 environment
  • During year-end mock testing for PSC and all the way through year-end close, Systems Accounting Branch worked with Financial Enterprise System Maintenance, Accounts Payable Branch, Financial Control Branch, FRS, and Accounting and Reports Branch to resolve TP Treasury Account Symbol and AID mismatches to ensure proper Government-wide Treasury Account Symbol Adjusted Trial Balance System accounting
  • MACCS and GovNet NG
  • Retrofitted MACCS to automate PSC’s Revenue Invoicing Cost Estimation System billings and collections in United Financial Management System
  • Billed and collected 4,936 invoices for $20,862,772.70
  • More gains to be had by onboarding remaining customers
  • Debt Management Collection System
  • Accounting Services Operations and Maintenance Team has re-designed the Debt Management Collection System Application Infrastructure architecture by moving off the development instance from physical production server (T4-4) to a new server (T4-2) and re-configured user-acceptance testing instance to mirror the production instance
  • In addition to the existing four instances (Production, Disaster Recovery, User Acceptance Testing and Development), the Systems Accounting Branch Operations and Maintenance team installed, configured and operationalized a new instance of Debt Management Collection System application (Patching Instance)
  • Systems Accounting Branch operationalized the Disaster Recovery instance by installing and configuring Data Guard to enable seamless transfer of data from Production instance to Disaster Recovery instance, thereby minimizing the data loss in eventuality of a disaster
  • Systems Accounting Branch Operations and Maintenance team was able to decrease the amount of time the Debt Management Collection System application was offline during month-end and year-end processing periods and was able to bring the system online within four days
  • Systems Accounting Branch developed an automated solution to load the debts from the Indian Health Service, freeing up the users to do other business activities instead of entering thousands of cases into the Debt Management System application
  • Systems Accounting Branch updated about 800,000 plus records to capture missing information (SEQ801)
  • Systems Accounting Branch generated all mandatory reports for month-end/quarter-end /year-end on time including the 1098/1099 forms
  • Systems Accounting Branch completed address and phone number updates on the letters and billing statement because of the physical location move
  • Systems Accounting Branch developed two new quarterly reports for the Payment Management System debts
  • Systems Accounting Branch resolved and addressed over 260 tickets submitted by Debt Management System application users
  • Systems Accounting Branch developed, validated and deployed 45 change requests submitted and approved by the customer to address various operational and business requirements
  • Systems Accounting Branch developed, validated, and deployed about 18 enhancements over the last year to satisfy changes in the business or improve business and operational processes

Federal Occupational Health

Behavioral Health Services

  • Workplace Outcome Suite Services - In FY 2016, and in the spirit of curiosity, the Employee Assistance Program and work/life program began collecting important data to measure outcomes specific to users of the Employee Assistance Program and/or work/life services using the workplace outcome suite, which is recognized in the industry as a gold standard outcome measurement tool.
    • Nearly 70 percent improvement in absenteeism
    • Nearly 20 percent improvement in presenteeism
    • 26 percent improvement in life satisfaction
    • Nearly 12 percent reduction in workplace distress
  • Global Support Services - In FY 2016, the Employee Assistance Program and work/life program staff provided subject matter expertise around the globe and domestically in partnership with our federal customers. As just one example of the vast reach of our services, staff were deployed to Haiti, Cambodia, and Mozambique to provide support for the USAID StaffCare Program. 
  • A random sample of each customer-user was assessed initially when they began using the Employee Assistance Program and/or work/life services. Then each customer-user was assessed three months later to measure changes in five key areas that impacted productivity. The first six months of data demonstrated the following exciting results that strongly demonstrated the very important impact these PSC services have on the federal workforce:
  • The Employee Engagement Webcast and the Difficult Conversations Webcast - During FY 2016, the Organizational Development and Leadership program, in partnership with the Office of Personnel Management, provided two separate government-wide webcasts focusing on employee engagement and on difficult conversations.
    These webcasts added value across the government and had a combined audience participation of over 1,500 federal employees from more than 10 federal government agencies! Both webcasts allowed PSC to demonstrate its expertise by focusing on psychological safety, an identified driver of employee engagement, and both webcasts focused on important aspects of communication and the impact communication has on psychological safety.
  • During FY 2016, the United States experienced several unsettling race-related events. At the request of a customer, the Organizational Development and Leadership program developed and delivered services that examined some of the issues of race and power in current events, and helped the customer’s leaders and employees discuss the impacts of these events within the federal work environment and workforce.
    This challenging and emotional initiative would not have been possible for the Organizational Development and Leadership program staff to accomplish without the passion, partnership, and curiosity demonstrated during the joint collaboration and development efforts with the Employee Assistance Program and work/life program staff; Congratulations on this team effort.
  • Risk Management and Employee Relations-Based Services - In FY 2016, the Organizational Development and Leadership program expanded its service offerings by developing new risk management and employee relations-based services for customers. Expanding to employee relations-based services helped to broaden PSC’s base of human resources catalog of services to existing and potential services.
  • Innovative Business Services - In FY 2016, and in the spirit of simplicity, the team developed, implemented, and brought to market an entirely new service: Cost Center 517 – Psychological Testing and Evaluation Program. This new and innovative service not only supported the overall PSC strategic growth goal, but also simplified and increased service offerings to PSC customers. This effort demonstrated fully successful performance as evidenced by the launch of the service into the federal market, resulting in four signed customer service agreements in FY 2016.
  • Expert Resource Services - In FY 2016, and in the spirit of impact, the Psychological Testing and Evaluation Program became recognized as an expert resource within the community of law enforcement, which led to a $92,000 project to upgrade and re-write the Diagnostic and Statistical Manual 5 language for a law enforcement agency’s psychological testing policies and procedures. The customer’s medical leadership reported they were pleased to have the PSC experts provide defensible standards.
  • National Network of Services - In FY 2016, and in the spirit of passion, the Psychological Testing and Evaluation Program coordinated centralized testing with medical/fitness exams for an important PSC customer which resulted in a $54,600 project. During this project, the team coordinated 22 psychological exams at the customer’s Midwest location to produce timely reviews and evaluations during a hiring surge.

Environmental Health and Safety Services

Completed 2,239 environmental health and safety projects, improving the health and safety of the federal workforce, and increasing the volume of work from that reported in FY 2015. This work volume increase precipitated the creation of 13,929 project tickets into Service Tracking Management for fulfillment purposes. FY 2016 projects included:

  • The analysis of 34,809 samples within the Federal Occupational Health Environmental Laboratory
  • The completion of 823 ergonomics assessments
  • The delivery of health and safety training to 4,475 federal employees/students

Wellness and Health Promotion Services

  • Completed 59,926 encounters for the Air Force Material Command Civilian Health Promotion Program, which exceeded the FY 2016 goal by almost 4,000 encounters.
  • Partnered with the Federal Executive Institute for the successful launch of their executive leadership program, Leadership for a Democratic Society. This partnership secured $600,000 in new revenue. The four-week program is targeted for senior-level (GS-15, Senior Executive Service or their equivalent) career employees from all departments and branches of the federal government. 
  • FELIX product. In association with other Federal Occupational Health service areas, the FELIX product was completed and the first customer demo was produced for the United States Postal Service. FELIX is our new, easy-to-use wellness application that offers robust health and fitness tracking, with fun and engaging interactive programming, including: virtual trainers, informational webinars, individual and team challenges, and more. Everything is at your fingertips, which makes it fun and easy — and inspiring — for employees to stay fit and well.
  • Launched the Department of Transportation’s health coaching pilot program, which will be used to test the Federal Occupational Health coaching program for FedStrive Advantage customers through the FELIX platform. This endeavor resulted in $5,000 in additional revenue.
  • Identified over 20 automated external defibrillator machines in the Humphrey Building, recalled in 2012. These devices were still in service, with expired pads and batteries. All automated external defibrillators were successfully brought up to code, as Philips worked with us in the free replacement of all expired equipment.

Clinical Health Services

  • Successfully implemented and offered comprehensive urine drug testing services as a new line of business for federal agency customers. The drug testing services complement the pre-employment and medical surveillance medical examinations currently provided to our many customers who are also required to maintain a Drug Free Workplace Program according to federal regulations.
    The comprehensive services support all requirements of a compliant Drug-Free Workplace Program. The ability to provide pre-employment drug screening in addition to the medical evaluation enhances the ability of customer agencies to onboard employees more rapidly to enable them to accomplish their mission. 
  • Successfully partnered with the Department of Labor Office of Worker Compensation Programs in a successful agreement to provide a panel of medical experts to perform medical review of approximately 17,000 workers’ compensation claims per year.
    The services continue to provide expert medical advice to federal claims examiners to assist the Department of Labor in returning injured workers to the workplace more quickly, reducing costs and avoiding unnecessary medical procedures or treatments that may not be in the best interest of the injured workers.   
  • Supported agencies and deployed health care providers to support FEMA/disaster relief response to hurricanes and severe flooding throughout the country.
  • Implemented centralized scheduling to help customer’s onboard their employees faster and meet their goals.
    • Business with FBI increased significantly during this fiscal year due to previous success with the interagency agreement; the estimated increase in revenue was $2 million.
  • Consolidated into a single National Capital Area Headquarters building at Bethesda Place (7700 Wisconsin Avenue) in Bethesda, Maryland.

Administrative Operations/Real Estate and Logistics

FedResponse

  • In FY 2016, FedResponse paved the way to lower Customer Contact Center costs for two customers. In a perfect example of the value of shared services, the United Financial Management System and Grants.gov will experience cost savings due to the addition of a new customer. When new customers come into the Call Center, existing customers often experience cost savings as indirect costs are shared proportionally. In FY 2017 and beyond, the United Financial Management System’s Contact Center costs will be reduced by approximately $35,000 per year and Grants.gov is projected to save almost $27,000 per year. 
  • In FY 2016, FedResponse’s Customer Contact Center established a partnership with PSC’s Transportation Services to focus on a key customer service initiative for Concur/CGE users. By following a targeted Project BRUCE (Behaviors Resulting in Uplifting Customer Experience) approach, the team created or revised 168 FAQs/Job Aids which had significant impact on Tier One and Two performance. As a result, the partnership reduced open Tier Two help desk tickets from a backlog of 2,417 at their peak in March, 2016 to zero backlog (all tickets open and closed within one business day) in September, 2016. In that same effort, FedResponse and Transportation Services reduced escalations to Tier Two from a peak of 46.5 percent in June 2015 to the current average of 14.4 percent.

Transportation Services

  • PSC Transportation Services, Travel Program Management team, deployed a governance structure for the HHS Travel Program in 2016, moving the Department of Health and Human Services from the implementation mode through stabilization of the system and processes. They escalated nine Department of Health and Human Services mission-critical ConcurGov issues to the General Services Administration Associate Administrator between April – June with six being resolved within 30 days.
  • Additionally, the team resolved the top 12 Departmental travel system issues and deployed a monthly HHS Executive Travel Placemat to show the substantial improvements to voucher and claim processing times during the year. The PSC FedResponse team partnered with them in support of this effort to improve on the customer help desk experience and reduce the escalation rate of call center tickets. 
  • In the first full fiscal year of operations (FY 2016), PSC enabled the processing of over 130,000 domestic, international, and local travel vouchers for over $200 million. The efforts of the PSC Transportation Services team have been quoted by the General Services Administration as being considered a model of success among the federalwide travel support community for program governance structure.
  • PSC Transportation Services, Transit Subsidy Program Management team, acquired a major new GO!card® client in the Department of Veterans Affairs along with several smaller new HHS and non-HHS agencies that increased their portfolio of served federal employees from 45,000 to nearly 75,000. Despite several operational and system challenges, the team effectively on-boarded these agencies between August and October 2016, with the Veteran’s Affairs being fully deployed by November.
  • The team also forged a new partnership with the Washington Metropolitan Area Transit Authority to provide additional transit subsidy services to D.C,-area employees through use of the WMATA SmartBenefits program. With this new partnership, PSC acquired a new external agency client in the Consumer Financial Protection Bureau. The partnership also opens the door for PSC to expand its D.C.-area customer base using the hybrid GO!card/SmartBenefits solution.

Mail and Publishing Services

  • Effective August 1, 2016, PSC’s Mail and Publishing Services is providing mail and logistics support for the Office of Safety, Security, and Asset Management and the Transportation Services Office in service to the Centers for Disease Control and Prevention.
  • Mail Screening and Mail Operations for the CDC require a complete overhaul in order to provide efficient and effective mail services to the CDC’s considerably expansive campuses. Mail Screening for all incoming mail was aided by the latest technology and screening practices to ensure all possible threats are intercepted before becoming a danger to CDC personnel.
  • Mail Operations are improved by automated tracking of incoming mail, electronic processing of inbound and outbound certified mail (including proof of delivery), processing domestic and international express and ground shipments and the delivery of hazardous materials with the adherence to federal guidelines. Instrumental to the success of the transition in Atlanta, Administrative Support Assistant Carlos Toomer aided with the training of contracted mail personnel and project design. Additionally, the team has reviewed the CDC’s existing services to make determinations for process improvement and cost savings.
  • Amy Rumburg of PSC Publishing Services was recently recognized by the Director of the Center for Veterinary Medicine for her work producing programs for an annual honors celebration. Amy exhibited a very high level of performance and demonstrated a high level of pride in her service. It is this type of recognition which bolsters PSC’s image as an excellent shared services provider and is necessary to our growth.
  • Lisa Sneed and her team from PSC forms management simplify the administrative 508 compliance work by providing services in a standard 5-10 day turnaround for a typical project. Currently, PSC forms management staff are partnering with the Health Resources and Service Administration (HRSA) to remediate urgent documents for their Funding Opportunity Program. However, HRSA is seeking ways to decrease the timeframe that it normally takes to remediate forms and documents. By exhibiting a tremendous amount of focus and passion, Lisa and forms management have continuously improved their remediation times and are now providing a 1-2 day turnaround and in some cases as short as a few hours, allowing HRSA to post their documents fast and enabling them to focus on their core mission.

Building Operations Services

  • Overall improved communication and governance through the following:
    • Development of a playbook – which includes plans for knowledge transfer and will be the basis for Individual Development Plans and training plans. Better definition of scope of our services
    • Governance models for 5600 Fishers Lane building (implemented) and Switzer (defined but pending)
    • XO meetings with Switzer and 5600 tenants
    • Documentation of initial roles/responsibilities of RPMS vs. BOS
  • Room Management – development of bottom-up operating model for room management as a service. Successfully transitioned Operations and Maintenance for 5600, Switzer, and Hubert H. Humphrey building. Revenue increase from ~$850,000 to ~$3.4 million. New team lead (Don DiTullo) in place for operational oversight
  • Regions – improved communication with regional customers through Service Director site visits (Atlanta, Chicago, and Denver). Plan to get to the rest of the sites in next the two quarters.
  • Facilities Operations
    • Governance/model for renovations for 5600 – roles/responsibilities for JGB/PSC/tenants
    • Help desk procedures/SOPs for Switzer and 5600
    • Award of new IDIQ Furniture Contract for 5600 Fishers Lane, estimated value $2 million annually
    • As Contracting Officer Representative, award of 82 alterations projects in the SW Complex worth $7 million in support of REL’s Real Property Management Service Center and the space holding customers

Real Property Management

  • Made significant strides towards government-wide Reduce the Footprint goals, reducing by more than 700,000 square feet in FY 2016. Disposed of a large PSC Warehouse and activated 5600 Fishers Lane and Mary Switzer consolidation projects. 
  • In March 2016, HHS issued office design guidelines which will further help reduce space and ensure compliance with GSA utilization rate policy
  • Actively monitor 174 active federal property transfers consisting of over ~590 buildings and ~2,090 acres of land; with an estimated fair market value well over $202 million.
  • Received and made determinations on six applications for acquisition of federal surplus real property. Of which, one approval was made to the District of Columbia for acquisition of property known as 49 L Street, Washington, D.C., to be used for homeless assistance purposes. 
  • Responded two days in advance of FOIA’s set due date, to the National Law Center on Homelessness and Poverty’s request for the last five years of Title V correspondence. The request was voluminous and burdensome, having to retrieve and review both hardcopy and electronic records. There were 1.83 GB of electronic records sent to the FOIA office for processing.
  • PSC approved seven grantee’s request to abrogate (“buy-out”) deed restrictions on a portion of or the entire property conveyed through the program. The program collected $1,775,185.45 on behalf of the federal government (Department of Treasury) for these actions.
  • Proactive, aggressive engagement with GSA ensured best rate for regional offices. For example, PSC’s creative solutions for Philadelphia will save HHS $265,000 annually -- direct program value for the Administration for Children and Families, Centers for Medicare & Medicaid Services, Health Resources and Service Administration, Substance Abuse and Mental Health Services Administration, Office of the Assistant Secretary for Health, and Office of the Assistant Secretary for Preparedness and Response!
  • Excelled in supporting Assistant Secretary for Financial Resources during FY 2017 Congressional Justification process. Due to a tight schedule imposed by OMB deadlines, PSC completed its real estate review in less than one week, a normal three-week process with the entire team engaged. In-depth analysis on Operating Division facility proposals helps ensure HHS leadership is duly prepared for questions and pressure from OMB/Congress.
  • Successfully managed 286 real estate projects, valued at more than $220 million.
  • Tracking 95 percent of PSC-managed real estate projects in one source document – transparency and accountably that was completely absent before!; tracking 100 percent of real estate projects exceeding $500,000.
  • Hosted three internal ASA workshops to pin down project workflow with key client and support member milestones and functions; Working closely with the Office of Security and Strategic Information and Office of the Chief Information Officer partners to improve the HHS Division of Administration support and image.
  • Utilizing standardized project management tools, including bi-weekly Executive Dashboards for high vis/risk/cost projects.
  • Established FY 2017 project management business model to more appropriately share resources, recover costs and provide more transparency.
  • Simplified rent billing at 5600, using set percentage occupancy; model for simplification for 24 other PSC-managed facilities.
  • Initiated Space Study in HHH to determine max capability and options to better utilize; likewise launched surveys for leased space; likely result:
    • Consolidation opportunities; reduction of HHS leased space
    • Potential rent reductions due to outdated GSA surveys
    • Leveraging technology to improve database and customer experience. Launched pilot of rent billing through Archibus, including integration with building diagrams (CAD)

Supply Chain Management Services

  • Perry Point was selected as the storage site for CDC’s national stockpile of Multiple Drug Resistant Tuberculosis (MDRTB) Vaccine. Multi-year agreement with CDC
    • establish and maintain an emergency stockpile of MDRTB drugs
    • includes five specific drugs
    • initial funding of $1.9 million
  • Perry Point is expanding the Short Shelf-Life Lab Supply Program for Bagram to include all USAF-Europe locations with the ultimate goal of providing support for USAF activities worldwide
    • existing program provides acquisition/delivery of lab reagents directly to theater
    • FY 2016 revenue $210,000
    • successful program support since 2011
    • AF very happy with end-to-end solution
    • expanded to European theater in FY 2016 ($400,000/year), FY 2017, $1.5 million*
    • currently expanding to Asia, ultimately global support

(*note: The FY 2016 revenue for the Bagram piece was $210,000; PSC signed another agreement in FY 2016 to do Europe, which was $400,000, but will be executed primarily in FY 2017. The team is already working on adding Asia, but it is unclear how much that piece is yet. The total, if global, is $1.5 million).