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Employee All Hands
May 29, 2014
Bob Cabana
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Space Launch System /
Orion
International Space
Station James Webb Space
Telescope
Commercial Crew
Program
KSC Programs and Projects
Ground Systems
Development and
Operations Program
Commercial Crew
Program
ISS Ground
Processing
and Research
Project Office
Launch Services
Program Advanced
Exploration
Systems
Space
Technology
Mission
Directorate 3
NASA Current Priorities
Top KSC Challenges
• Deliver Program/Project Milestones
• Budget Environment
• Spaceport Transformation
Ensure a Sustainable Future for NASA
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• Procurement Strategy Updates
• Organization Structure Updates
To enable flexible, responsive, and affordable services
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Decisions on KSC’s Path Forward
•Previous Strategy – Post Shuttle Fly-out 2011
•Current Strategy - 2014
o Optimizing Similar Functions/Processes
o Addressing Agency’s Flat Funding Profile
o Considering Flight Rate of NASA’s heavy lift
vehicle
o Emerging Commercial Markets
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Why Consider Changes?
Affordability
• No large program
• CMO budget profile
Responsiveness
• Integration issues
• Process inefficiencies
Flexibility
• Changing requirements
Affordability
• Predictable contract costs
Responsiveness
• Optimize similar functions
Flexibility
• Adaptable workforce
• Support lifecycle phases
Go
als
Ch
all
en
ges
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Considerations For Changes
Procurement
Strategy
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Procurement Horizon
• Contracts reached end of base periods and performing contract options
o Institutional Services Contract (ISC)
o Information Management and Communications Support (IMCS)
o Medical and Environmental Support Contract (MESC)
• Significant reductions over past 4 years
• Right-sizing Center infrastructure and services alone is not enough
• Future reductions anticipated due to flat budget
o Contract labor costs continue to escalate at 3-3.5% annually
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• The Center focused efforts on the three service contracts below as well as the associated
business processes
• Institutional Services Contract (ISC)
– Facilities/Utilities/Infrastructure
• O&M
• Sustaining Engineering
• Design/Project Mgmt
– Logistics/Transportation
– Mission Support/Integration
– Propellants & Life Support OM&E
– Labs
• Medical and Environmental Support Contract (MESC)
– Occupational Health
– Environmental Management
– Industrial Hygiene
– Hazardous Waste Management
• Information Management and
Communication Support (IMCS)
– IT Services – Apps & Data Center
– IT Technical Services – Graphics,
Printing, Library, etc
– Communications
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Contracts Under Consideration
ISC
Elevator Services Contract (FP)
Facilities/Utilities OM&E Contract (FP/IDIQ)
Propellants & Life Support Contract (FP/IDIQ)
Labs services: Standards/Calibration; NDE,
Sampling/Analysis, Component Cleaning
(Under review - existing ESC options)
Railroad Contract(s) (FP)
Aircraft Ops/Maintenance Contract (FP)
IMCS
Software Services Contract (FP/IDIQ)
IT Admin Services (FP/IDIQ)
PAO Support Contract (FP)
KSC Communications Contract (FP/IDIQ)
Data Center Services Contract (FP)
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Proposed Contract Transition
MESC In procurement development (KEMCON) (Overall Content Unchanged)
Notional Schedule
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Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
TOSC 19-mo Base Period Option 1 Option 2 NO CHANGE - existing options avail thru FY22
ESC Base - 5 years Option 1 Options to extend thru 2/28/2019
on-ramp KSC Labs (transition from ISC)
procure off-ramp Labs to ESC
ISC Base - 5 years Option 1 Option 2 Option 3 Option 4 Forego Option 3-5; split-up contract into multiple FFPs below
NEW FACILITIES/UTILITIES OM&E CONTRACT PDT SEB
CONTRACT compete as a FFP/IDIQ
NEW PROP & LS CONTRACT PDT SEB
CONTRACT compete as a FFP/IDIQ
NEW ELEVATOR SERVICES CONTRACT PROCURE
CONTRACT New FFP/Task Order service contract by off-site vendors
NEW AIRCRAFT O&M CONTRACT PDT
PANEL CONTRACT compete as a FFP/IDIQ
NEW RAILROAD CONTRACTS procure
CONTRACTS in-place by FY15 Multiple new FFP/Task Order service contracts by off-site vendors
IMCS Base - 5 years Option 1 Option 2 Option 3 Option 4 Forego Option 4; split content into multiple contracts below
Descope off-ramp NASA PAO/TV
Descope off-ramp Data Center
Descope off-ramp Admin Services
NEW PAO SUPPORT CONTRACT PDT PANEL
CONTRACT compete as a FFP/IDIQ
NEW DATA CENTER SERVICES CONTRACT PDT PANEL
CONTRACT compete as a FFP/IDIQ
NEW ADMIN SERVICES CONTRACT PDT PANEL
CONTRACT compete as a FFP/IDIQ
NEW SOFTWARE SERVICES CONTRACT PDT SEB
CONTRACT compete as a FFP/IDIQ -or- Fixed unit
NEW KSC COMM CONTRACT PDT SEB
CONTRACT compete as a FFP/IDIQ
MESC Base - 5 years Option 1 Option 2
PDT SEB
MESC Follow-on Contract (KEMCON) NO Substantive Contract Change - re-compete as follow-on
KPSC Base Option 1 Option 2 Option 3 Option 4
PDT SEB KPSC Follow-on NO CHANGE - Shown for reference only
FY 2017FY 2013 FY 2014 FY 2015 FY 2016
Reorganization
Strategy
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• Organizational restructuring will optimize similar functions and processes:
o Research and Technology
o Communication and Outreach
o Center Services for Government and Commercial Users at KSC
o Engineering
• Organizational Development Steering Team
o Led by Dr. Pat Simpkins
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Reorganization Strategy
• Establish Research and Technology Programs/Projects Office
o Director - Josie Burnett
o Combine AD-T, IT Telescience, NE-S (Swamp Works), and UB
o Responsible for Program/Project Management:
− Office of Chief Technologist (OCT)
− Space Technology Mission Directorate (STMD)
− Advanced Exploration Systems (AES)
− International Space Station (ISS)
− Center Innovation Fund (CIF)
− Independent R&T Development (IRTD)
− Core Technical Capabilities Special Studies
o Continue ISS Mission Support/Life Sciences as Division within Programs/Projects
Office
o Utilize current UB business office to manage combined functions
o Consider incorporating research and technology personnel wherever appropriate
o Maintain Center Chief Technologist as direct report to KSC Deputy Director
• Establish Communication and Outreach Directorate
o Interim Director - Pat Simpkins
o Combine EX and PA
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Organizational Actions
• Blend Ground Processing Directorate (GP) into other organizations
o Interim Director, Richard Mizell
• Reorganize Center Operations (TA)
o Establish new Operations Division from GP
o Establish Host Implementation Team (HIT) to support commercial users
o Transfer Construction of Facilities (CoF), TA-B3, to NE and matrix support
• Reorganize Information Technology (IT)
o Move Telescience to new Research and Technology Programs/Projects Office
o Move Design Visualization Laboratory to the Engineering Directorate (NE)
o Any other R&T or science effort should be relocated out of IT
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Organizational Actions
• Reorganize Engineering Directorate (NE)
o Establish Construction of Facilities (CoF) Division from TA
o Assume responsibility for Design Visualization Laboratory from IT
o Ensure Chief Engineer has clear lines of authority/responsibility
o Relocate Program/project management roles and responsibilities to other
Programs/Projects Center organizations
− AES, STMD, CIF, IRTD, CTC Special Studies, etc
o Conduct independent review of Engineering Directorate
− Assess efficiency and effectiveness
− Goal of enhanced role as an engineering resource provider
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Organizational Actions
• A freeze on all personnel actions is now in place in order to properly
plan and implement the reorganization and ensure we are doing proper
workforce planning
• Who’s affected? • All KSC organizations
• What’s affected? • Promotions, new details, accretions, realignments, and reorgs within an
organization
• What’s not affected? • Pathway interns, within grade increases, and career ladder promotions
• Are exceptions allowed? • Yes, on a case-by-case basis
• Additional guidance will be emailed to all Supervisors
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Human Resources Guidelines
• Organizational Development Steering Team
o Led by Dr. Pat Simpkins
o Teams are being staffed and will begin immediately
o Establish implementation schedules
o Plan to be complete by the end of the year
o Develop and distribute routine communication to Center
• BOA updates will be done in coordinated fashion with roles and
responsibilities clearly delineated
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Reorganization Implementation
Summary
• KSC has made significant progress towards our future
• To enable more flexible, responsive, and affordable services:
o KSC is better optimizing around the work
o New contract structures will allow more predictable costs
• These decisions position the Center to better support our
vision
• Your continued support is critical
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• Available now:
o Reorganization 2014 Website:
− http://communicator.ksc.nasa.gov/KscReOrg
o Submit your feedback and questions:
o All-Hands Charts:
− https://ex.ksc.nasa.gov/allhands/Pages/Default.aspx
o Center Director’s Blog:
− https://sp.ksc.nasa.gov/sites/cdblog/default.aspx
• Coming soon:
o Town Hall meetings
o Focus Group sessions
o Email Newsletters 21
For More Information
Questions?
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