FUNCTIONAL LEADERSHIP STRATEGIES PRESENTATION TO THE CAPITAL INVESTMENT COUNCIL September 14, 1999

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FUNCTIONAL LEADERSHIPSTRATEGIESPRESENTATION TO
THE CAPITAL INVESTMENT COUNCILSeptember 14, 1999
Office of Management Systems
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AGENDA
Office of Management Systems

• Purpose of Briefing
• Office of Management Systems (Code J) Background
• Functional Leadership Strategies
• Management Assessment
• Logistics
• Aircraft
• Environmental
• Facilities
• Security
• Summary
• Revisit Purpose

3
AGENDA
Office of Management Systems

• Purpose of Briefing
• Office of Management Systems (Code J) Background
• Functional Leadership Strategies
• Management Assessment
• Logistics
• Aircraft
• Environmental
• Facilities
• Security
• Summary
• Revisit Purpose

4
Purpose Of Briefing
Office of Management Systems

• Compliance
• CIC Awareness of Functional/Staff Office
  Strategies Activities
• CIC Awareness of Strategic Management Handbook
  Requirement

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Purpose of BriefingStrategic Management Handbook
Office of Management Systems

• 5.2.3 Functional/Staff Office Implementation
  Planning
• The Functional/Staff Offices ... are responsible
  for developing leadership strategies to improve
  Agency management as well as for responding to
  new external direction. Following presentation to
  and concurrence of the leadership strategies by
  the Capital Investment Council, decision and
  guidance are to be documented for inclusion in
  the NASA Program Operating Plan guidance and, in
  the case of new policies, for formal coordination
  and dissemination. The Functional/Staff Offices
  also ensure that the appropriate metrics are
  developed to evaluate function performance.

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Office of Management Systems
Purpose of BriefingStrategic Management Handbook
- Pending

• 4.5.2 Functional/Staff Office Implementation
  Planning
• 4.5.2.1 Functional Leadership Plans
• The Functional/Staff Offices formulate
  leadership plans,with Enterprise support, to
  implement the Agencys Strategic Plan, improve
  Agency management, and respond to new external
  direction...
• 4.5.2.2 Following presentation to and
  concurrence of the leadership plans by the CIC
  and approved by the Administrator, decision and
  guidance are to be documented for inclusion in
  the NASA Program Operating Plan guidance and, in
  the case of new policies, for formal coordination
  and dissemination. The Functional/Staff Offices
  also ensure that the appropriate metrics are
  developed to evaluate function performance.

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Office of Management Systems
Purpose of Briefing
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Office of Management Systems
Purpose of BriefingStrategic Management Handbook

• 5.2.3 Functional/Staff Office Implementation
  Planning
• Another responsibility of the Functional/Staff
  Offices is leading improved performance in those
  areas falling under their purview. Their primary
  focus is on Agency cross-Enterprise efficiency,
  as well as effective contribution to Enterprise
  goals and objectives. These offices may, at their
  own initiative, develop Implementation Plans to
  document and communicate their goals, objectives,
  leadership strategies, and improvement
  initiatives.

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AGENDA
Office of Management Systems

• Purpose of Briefing
• Office of Management Systems (Code J) Background
• Functional Leadership Strategies
• Management Assessment
• Logistics
• Aircraft
• Environmental
• Facilities
• Security
• Summary
• Revisit Purpose

10
Office of Management Systems BackgroundCode J
Implementation Plan
Office of Management Systems

• Purpose
• The purpose of this implementation plan is to
  convey our organizational identity within the
  NASA Strategic Management System framework and to
  chart the new directions we follow to align with
  this framework. This document explains who we
  are, where we are going, and how we intend to get
  there. It also communicates our functional
  leadership role to our employees, customers, and
  stakeholders and how we intend to meet their
  requirements.

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Office of Management Systems
HOW WE MAXIMIZE VALUE OF NASA PROGRAMS
I M P S L T E R M A E T N E T G A
I T E I S O N
FOCUS AREA 1 FUNCTIONAL LEADERSHIP
FLS

FLS
FOCUS AREA 2 LEVERAGING RESOURCES
FLS
FLS
FOCUS AREA 3 FUNCTIONAL ASSESSMENT
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Physical Resources MetricsThree Interdependent
Elements
Office of Management Systems
Cost of Physical Infrastructure
Physical Infrastructure Cost Avoidance
Customer Satisfaction
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IMPLEMENTATIONSTRATEGIES
Office of Management Systems
Integrate Asset Management
Collaboration Consensus Building
Strategic Councils Boards
Consolidations
Strategic Alignment
Empowerment
Principal Centers
Learning Organization
Parallel Virtual Teams
Exploit Technology
Partnerships Alliances
Customer Focus
Best Practices Benchmarking
Business Case Based Decisions
Performance Based Contracting
Standardization
Process Reengineering Improvement
Outsourcing
Risk Management
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Office of Management Systems BackgroundOverarchin
g Process
Office of Management Systems

• Strategic Planning
• Identify External Requirements
• Collaborate with NASA customers
• Represent NASA Interests Externally
• Influence National Policy
• Identify Functional Improvement Opportunities
• Develop Agency Policy and Strategy
• Utilize Principal Centers
• Advocate Budget

• Performance
• Evaluation
• Conduct Spot Checks
• Develop Functional Assessments
• Measure Functional Performance (Metrics)

• Implementation
• Planning
• Advocate Common Procedures and Standards
• Develop Implementation Plan
• Establish Appropriate Metrics

• Execution
• Arrange for Access to Central Services
• Assist Centers with Public Interface
• Facilitate Information Sharing
• External Reports

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Office of Management Systems BackgroundBreadth
and Diversity
Office of Management Systems

• Environmental Management
• Energy Management
• Management Assessment
• Exchange Program Operations (NAF)

• Logistics Management
• Security Management
• Facilities Engineering
• Industrial Relations
• Aircraft Management

• Staff Support
• A-76
• NAPA
• Critical Infrastructure
• Functional/Staff Office Initiatives Inventory
• Other Administrative Issues

• Crosscutting Work
• Integrated Asset Management
• Physical Resources Metrics

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Office of Management Systems BackgroundAchievemen
ts
Office of Management Systems

• Downsizing
• Principal Centers
• Outsourcing
• Partnerships with DoD
• Cost Avoidances

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AGENDA
Office of Management Systems

• Purpose of Briefing
• Office of Management Systems (Code J) Background
• Functional Leadership Strategies
• Management Assessment
• Logistics
• Aircraft
• Environmental
• Facilities
• Security
• Summary
• Revisit Purpose

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Office of Management Systems
Management Assessment Functional Leadership
Strategy Danalee Green September 14, 1999
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Management Assessment Strategic RoadmapPresent
State . Future State
1998 - 2000
Core Activities
Functional Mission
2001 - 2005

o Have Agencywide virtual organization for
directives, audits, and management control
communication, training, and reporting o
Facilitate informed management decisions
through identification and correction of
significant management concerns and
dissemination of timely and accurate directives
and audit information o Incorporate ISO 9001
processes into management control evaluations
o Fully integrate the management assessment
process with the Government Performance and
Results Act/Chief Financial Officer Act
accountability reporting o Broaden assessment
capabilities to support Capital Investment
Council, Senior Management Council, and other
forums o Optimize use of ISO 9000 mechanisms for
evaluation of management controls for all ISO
certified processes
o Develop metrics to improve accuracy and
timeliness of directives, timeliness of
management audit responses, and corrective
action o Integrate functional management
requirements into the Strategic Management
Handbook o Improve internal structure to ensure
continuity in a changing environment o
Strengthen teaming to prevent single points of
failure o Increase trends analysis capability
Integrated Assessment
Facilitate the integrated assessment process
o Refine the audit process to improve timeliness
of mgmt. responses and completion of corrective
action o Test the functionality of CATS II to
ensure accuracy and reliability enhance as
appropriate o Conduct customer surveys, identify
best practices and improve the audit process
accordingly o Use a variety of forums to create
an Agencywide virtual organization for audits,
and management control communication and training
o Provide guidance and support for the OIG and
GAO audit process o Provide the operational
system (Corrective Action Tracking System (CATS
II) and staff support to maintain and upgrade all
audit activities
GAO/OIG Audit
o Continuously monitor and improve the audit
support process to ensure it meets the needs of
NASA management and internal/external auditors o
Upgrade technology to improve the tracking and
timeliness of audit activity o Continuously
improve audit support activities based on
customer surveys and the identification of best
practices
Facilitate the audit process
o Use a variety of forums to create and sustain
an Agencywide virtual team for directives
management o Conduct customer surveys and
identify best practices to improve directives
management activities o Bring online a
state-of-the-art search engine to enhance the
systems usefulness to customers o Streamline
the directive development process to reduce the
time needed to construct and coordinate a
directive o Upgrade technology to improve the
functionality of NODIS II software and hardware
o Develop and implement an Agency wide,
integrated online directives management system to
provide all Agency directives from one central,
easy-to-use location this system will
incorporate a directives library, a directives
management system for the construction and
coordination process, and the capacity to link to
all other pertinent information/ regulatory
sources o Through linkages with NODIS, create a
fully integrated management document library for
NASA
o Provide the policy framework and staff
expertise to effectively manage the Agency-level
Directives Management System o Provide the
operational system (NASA Online Directive
Information System--NODIS II) and staff support
to maintain accurate and current directives o
Link HQ ISO 9001 documen-tation to the Directives
Library (NODIS)
Directives
Management
Facilitate the directives process
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Management Assessment
Office of Management Systems

• FEDERAL LAWS/REGS
• Government Performance and
• Results Act
• Inspector General Act
• Federal Managers Financial
• Integrity Act

• EXTERNAL LIAISON
• Office of Management and Budget
• Office of the Federal Register
• National Academy of Public
• Administration
• General Accounting Office
• National Archives

STRATEGY HOW 100 VIRTUAL AGENCYWIDE
TEAM WHAT POLICY FORMULATION FACILITATION OVER
SIGHT INTEGRATION TRACKING EXTERNAL
LIAISON/ REPORTING BEST PRACTICES ADVOCACY
Management
Assessment

• PRESIDENTIAL
• INITIATIVES
• NPR Directives
• Reduction
• Directives Follow-on
• Plain Language in
• Government Writing

OMB CIRCULARS

• A-50
• A-76
• A-23

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Strategy
Management Assessment
Office of Management Systems
Provide Managers with the tools to make
informed Program/Project/Functional decisions for
Internal Management Controls, Directives
Management, and Audit Facilitation and Follow-up
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Management Assessment
Office of Management Systems
Internal Management Controls

• Use existing mechanisms to assure that adequate
  controls are in place to prevent waste, fraud,
  abuse, and mismanagement.
• Examples ISO, Self-Assessments, Program/Project
  Management Reviews, CIC Reviews, GAO/OIG Audits
• APPL interface to identify functional requirements

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Management Systems
Office of Management Systems
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Management Assessment
Office of Management Systems
GAO and OIG Audit Activities

• 19 Active GAO Audits
• 134 Active OIG Audits
• Over 170 Open OIG Recommendations
• Complex Environment
• 90 OIG Auditors
• OIG Organizational Structure
• New Tracking System In Place
• Electronic Communications Expanded

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Management Assessment
Office of Management Systems
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Management Systems
Office of Management Systems
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Management Assessment
Office of Management Systems
Directives Management System

• Core foundation that guides our business
  processes,
• starts with
• Strategic Management Plan and Handbook
• Crosscutting Processes
• Current Directives 207
• Met 50 Reduction for NPR Initiative
• NASA Online Directives Management System
• (NODIS)
• Goal Fully Integrated Document Library

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Management Assessment
Office of Management Systems
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Functional Leadership Initiatives
Management Assessment
Office of Management Systems

• Develop Center-level Directives Management System
  July 1997 MOA
• Improving the Corrective Action Tracking System
  (CATS II) and Integrate with the OIG Nationwide
  Information System (OIGNIS) CATS Implemented
  OIG Integration Canceled

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Management Assessment
Office of Management Systems
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AGENDA
Office of Management Systems

• Purpose of Briefing
• Office of Management Systems (Code J) Background
• Functional Leadership Strategies
• Management Assessment
• Logistics
• Aircraft
• Environmental
• Facilities
• Security
• Summary
• Revisit Purpose

32
Office of Management Systems
Logistics Management Functional Leadership
Strategy Jeff Parker September 14, 1999
33
Logistics Management Strategic RoadmapPresent
State . Future State
Functional Mission
Core Activities
1998 - 2000
2001- 2007

• Implement new Asset Mgmt
• process by 2001
• Reduce personal property holdings
• by at least 25 by 2007
• (from 97 baseline)
• Reduce equipment losses to a
• new low

Manage Materials Equipment Assets
Asset Acquisition Inventory Control User
Accountability Disposal Recovery

• Reengineer Asset Mgmt process
• Reduce Govt ownership of assets
• Increase outsourcing
• Maintain equipment losses
• below .5

Vehicle Mgmt Personnel Travel
Provide Travel Transportation Services

• Implement Agency-wide
• Travel Service contract
• Implement use of GSA Fleet
• Mgmt system
• Develop consolidated transp
• container database

• Optimum use of GSA Fleet
• Management system
• Implement consolidated transp
• container database

Transport of Materials Assets
Support Program Project Support

• Begin design of the Logistics
• Management Network
• Explore functional/Lead Center
• arrangements/partnerships
• Provide Acquisition Logistics
• expertise to programs/projects

• Implement the Logistics Mgmt
• Network by 2001
• Develop Agency Log Mgmt cost
• estimating tools add to network

Logistics Planning
Life Cycle Cost Management
Acquisition of Materials Services
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Logistics Management
Office of Management Systems
Strategy
NASAs Logistics Management Office (LMO) will
provide Agencywide policy, oversight, technical
guidance, and advocacy to NASA Centers,
Enterprises, and NASA Contractors. LMO will
maintain corporate expertise in all areas of
logistics to help ensure compliance with personal
property laws and regulations at the Centers, and
to provide expert guidance and assistance to all
internal and external customers and
stakeholders. LMO will provide Agencywide
functional leadership to facilitate operational
efficiencies and the application of best
practices in - Equipment Management - Contract
Property Management - Supply Management - Utiliza
tion and Disposal - Transportation - Program
Logistics

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Logistics Management
Office of Management Systems
Federal Laws/Regulations
Executive Orders
ORGANIZATION TEAMS
Space Act CFO Act Federal Property and
Administrative Services Act Federal Property
ManagementRegulations Federal Acquisition Regs.
Alternative Fueled Vehicles Recycling Education
Acquisition Reform
Equipment Supply Transportation Contract
Property Utilization/Disposal Program Logistics
NPRG
External Liaison
DoD
GSA
OMB Circulars Bulletins
FUNCTIONS
Presidential Initiatives
Policy Oversight External Liaison Best
Practices Advocacy
NPMA
OMB Bulletin - Financial Statements OMB
Bulletin - Grantee Property Circular
A-11 Circular A-110 Circular A-122
FINANCENET - Govt Sales Computers for Learning
Web Site Federal Electronic Asset Mgmt Task Force
(Electronics Recycling)
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Logistics Management
Office of Management Systems
Computers for Learning
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Logistics Management
Office of Management Systems
Computers for Learning
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Logistics Management
Office of Management Systems
Collaborative Teams External
Stakeholders Public, White House, Federal
Agencies

• Congressional Initiatives
• NPRG initiatives (reinvention teams)
• Controlled Item Disposition Action Team
• Inter-Agency Committee on Property Management
• Interagency Committee for Aviation Policy -
  Aircraft Disposal
• DOD/NASA Single Process Initiatives
• National Property Management Association

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Logistics Management
Office of Management Systems
Collaborative Teams Internal
Customers Administrator, Enterprises, Center
Functional Managers
- Senior Logistics Managers - Supply and
Equipment Mgt. Officers - Transportation
Officers - Industrial Property Officers
- Property Disposal Officers - Equipment
Managers - Supply Managers - Vehicle Fleet
Managers - Configuration Control Boards (Legacy
Systems) - Integrated Asset Management Team
(Future Systems)

• Equipment Management (NEMS)
• Disposal Management (NPDMS)
• Contractor Property (NIPMIS)
• Supply Management (NSMS)

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Office of Management Systems
Investment
Equipment - 500,000 items on inventory valued at
3.7 billion Supply - 200,000 line items of
supply valued at 249 million Contractor-Held
Property - 17 billion total Government-owned
personal property Transportation - 2,900 total
vehicles with annual operating cost of 6.4
million
Utilization
Sold property originally valued at 511
million Reutilized property originally valued at
221 million Returned 2.8 million to NASA to
offset new procurements
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Logistics Management
Office of Management Systems
Investments in - Equipment - Supplies
- Vehicles
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Logistics Management
Office of Management Systems
Just-in-Time Supply

• Faster, better, cheaper distribution
• More purchasing power
• More choices
• Reduced inventory on hand
• Reduced warehousing requirements
• Reduced FTE

Satisfied Customers
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Logistics Management
Office of Management Systems
Ongoing Activities

• Develop NPDs and NPGs
• Influence Federal regulations and laws (DOD and
  GSA)
• Reduce infrastructure
• Continue expansion of Just-in-Time supply
  operations
• Increase vehicle leasing through GSA fleet
  services
• Pursue opportunities for outsourcing logistics
  services
• Leverage Agency resources
• Expand use of Principal Centers for unique
  requirements (MSFC - Logistics legacy systems
  LaRC - Property Screening GSFC - travel
  servicesand contractor reporting systems
• Consolidate Transportation Container Inventory
• Identify and acquire Agencywide training
• Brief Advanced Project Management Classes on
  Program Logistics

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Logistics Management
Office of Management Systems
Agency Container Database
45
Logistics Management
Office of Management Systems
Functional Leadership Initiatives

• Implement an Integrated Asset Management System
• Completed process reengineering
• Completed requirements analysis
• Performing market analysis
• Implement a Logistics Management Network by 2001
• Surveying Center databases and systems to
  establish links
• Evaluating Principal Center approach to
  implementation
• Developing automated planning capability
  (LOGPARS)
• Reduce Government-owned/Contractor-held Property
• Reduced Contractor acquisitions by 29 million
  from 1997 to 1998
• Reduced Net Holdings by 51.5 million from
  1997 to 1998

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AGENDA
Office of Management Systems

• Purpose of Briefing
• Office of Management Systems (Code J) Background
• Functional Leadership Strategies
• Management Assessment
• Logistics
• Aircraft
• Environmental
• Facilities
• Security
• Summary
• Revisit Purpose

47
Aircraft Management
Office of Management Systems
Aircraft Management Functional Leadership
Strategy Gerry Brown September 14, 1999
Aeronautical Research
Mission Management
NASA Aircraft Missions
Astronaut Training
Program Support
48
Aircraft Management Strategic RoadmapPresent
State . Future State
Functional Mission
Core Activities
1998- 2000
2001 - 2005
Integrated Aircraft operations and Agency
projects/programs Coordinate Intercenter
Aircraft Operations Panel (IAOP) Reviews High
quality training

• Establish Agencywide operational
• performance standards
• Maintain efficiency of training contracts
• Improve IAOP review process
• Implement ISO 9000 procedures

• Institute integrated contracts for
• training, maintenance, and
• operations
• Reduce aircraft accidents to zero

Aviation Safety

• Set qualification and certification standards
• Establish Aircraft Management Board
• Leverage personnel assets among Centers
• and migrate activities
• Modernize aircraft fleet
• Coordinate acquisition, utilization and
• disposal of research aircraft
• Institute NASA Aircraft Management
• Information System

• Institute streamlined
• procedures for administrative
• and research aircraft
• replacement

Aviation personnel available and properly
qualified and certified Aircraft and facilities
available
Aviation Resources

• Formulate Agency directives in
• partnership with Centers
• Establish Aircraft Management
• Board
• Provide coordination for Agency
• aviation operations
• Improve Agency reporting

• Implement streamlined GSA
• Federal Aviation Management
• Information System
• Implement improved aircraft
• cost accounting procedures
• Increase utilization of IAOP in
• Agencywide aircraft management

Aircraft Operations Policy and Management
Agencywide policy formulation Integrate
Enterprise aircraft operations policies and
resources
49
Aircraft Management
Office of Management Systems
50
Aircraft Management
Office of Management Systems
FEDERAL LAWS/REGS
EXECUTIVE ORDERS
ORGANIZATION TEAMS
- Space Act - FPMR 101 -37 - Fed Aviation
Regs (Parts 91, 66, 25, 137, etc)
- Use of Exec Agency Aircraft - Senior
Federal Travel
MISSION MGMT ACFT RD/PROG SUPPORT ACFT ICAP
REP IAOP PANEL MGR IAOP REVIEW TEAM MGR ASSET
MGMT TRAINING/MAINT COTR
Aircraft Management
FUNCTIONS
EXTERNAL LIAISON
OMB CIRCULARS
POLICY OVERSIGHT EXTERNAL LIAISON BEST
PRACTICES ADVOCACY
ICAP FAA GSA OMB NSF ASAP
CONGRESS DOD USAF USN

• Circular A-126
• Circular A-76

FED AGENCIES
51
Aircraft Management
Office of Management Systems
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Aircraft Management
Office of Management Systems
53
Aircraft Management
Office of Management Systems
Strategy

• Ensure that all NASA aircraft operations
• are accomplished in airworthy aircraft
• by qualified flight crews
• are duly authorized by proper authority
• meet approved program requirements, and
• are conducted in accordance with approved
  operational procedures.

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Aircraft Management
Office of Management Systems
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Aircraft Management
Office of Management Systems
56
NASA Aviation Business
Aircraft Management
Office of Management Systems

• 130 Major NASA programs supported by aircraft
• 100 have flight ops in critical path
• 721 people assigned to NASA aircraft ops
• 295 CS and 426 SSC
• 88 active aircraft
• Approximately 30,000 hrs/year
• Worldwide operations

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Aircraft Management
Office of Management Systems
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Scope of NASA Aviation Operations
Aircraft Management
Office of Management Systems
HQ
1
WALLOPS
GLENN
LANGLEY
1
AMES
MARSHALL
1
DRYDEN
1
STENNIS
KENNEDY
JSC
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Aircraft Management
Office of Management Systems
Enterprises Supported by Aircraft
Code Y
Code R
Code S
DoD/Feds
Code M
Code U
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Types of NASA Flight Operations
Aircraft Management
Office of Management Systems
ARC
Administrative
Research
DFRC
HQ
JSC
KSC
LARC
GRC
Astronaut Support
Program Support
MSFC
SSC
WFF
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Aircraft Management
Office of Management Systems
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Organizational Relationships
Aircraft Management
Office of Management Systems
CODE A
CODE J
ENTERPRISES
INTERCENTER AIRCRAFT OPERATIONS PANEL
CENTER DIRECTORS
FLIGHT OPERATIONS OFFICES
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Aircraft Management
Office of Management Systems
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Aircraft Management
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Aircraft Management
Office of Management Systems
Functional Leadership Activities

• Formulate Agency directives with Centers and
  Enterprises
• Coordinate Agency aviation operations management
  activities
• Improve Agency reporting
• Coordinate the acquisition, utilization, and
  disposal of aircraft
• Set Agencywide operational standards and metrics
• Set Agencywide qualification and certification
  standards
• Manage Flight Operations Review Program
• Manage and coordinate Intercenter Aircraft
  Operation Panel activities

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Aircraft Management
Office of Management Systems
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Aviation Safety Initiatives
Aircraft Management
Office of Management Systems

• Established Agencywide safety performance
  standards
• Re-established HQ Aviation Safety Officer
  position
• Consolidating flight crew and maintenance
  training contracts

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Aircraft Management
Office of Management Systems
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Aircraft Management
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Functional Leadership Initiatives
Aircraft Management
Office of Management Systems

• Modernize aircraft fleet - ongoing study
• Revise FMM 9121-52A - complete
• Ready to implement Full Cost Accounting for
  Aircraft
• Establish Aircraft Management Board

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Aircraft Management
Office of Management Systems
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AGENDA
Office of Management Systems

• Purpose of Briefing
• Office of Management Systems (Code J) Background
• Functional Leadership Strategies
• Management Assessment
• Logistics
• Aircraft
• Environmental
• Facilities
• Security
• Summary
• Revisit Purpose

73
Office of Management Systems
NASAs Environmental Program Functional
Leadership Strategy Olga Dominguez September 14,
1999
74
Environmental Management Strategic
RoadmapPresent State . Future
State
1998 - 2000
2001 - 2005
Functional Mission
Core Activities
Prevention Implement an integrated approach to
minimize environmental contamination and
pollution

• Implement Life-cycle costing
• Promote internal and external
• partnering
• Enhance internal awareness program
• Eliminate/reduce hazardous
• material usage and subsequent wastes
• Pursue new technology using
• environmentally benign materials/
• products

• Implement environmental
• management system for
• decision support
• Transfer new technology to
• industry

• Incorporate pollution prevention
• considerations in all agency
• decisions
• Develop visibility for
• implementing pollution
• prevention

• Bring all current operations into
• compliance
• Enhance management visibility
• Develop and implement
• compliance monitoring program
• Provide policy and guidance
• Identify and advocate adequate
• funding and personnel
• Advocate adequately trained
• disciplined personnel
• Monitor pending regulations

• Identify noncompliance areas and develop
• performance measures to track progress
• Establish a risk based prioritization process
• to ensure correction of compliance issues
• Conduct in-house compliance assessments
• Partner with regulators
• Establish NASA contractor performance
• measures

Compliance Ensure that all operations meet
maintain compliance with environmental laws
regulations

• Develop information system to
• identify liabilities and costs

• Identify and prioritize all sites
• across the Agency
• Allocate resources based on
• risk analysis
• Identify, justify and defend
• resource requirements
• Negotiate agreements to allow
• cleanup actions to proceed

• Clean up contaminated sites as
• rapidly as funding permits
• Establish and maintain a positive
• reputation with the regulators
• and the public
• Partner with regulators to find
• acceptable solutions

Restoration Cleanup contaminated sites

• Use innovative technology
• and processes to remove
• contamination efficiently
• and effectively
• Involve local communities in
• the restoration process,
• decisions and activities

• Consider resource implications in
• land-use planning decisions
• Establish partnerships to improve
• natural and cultural resources
• management

• Purchase products made from recycled materials
• Identify and advocate recycling opportunities
• Encourage the development of recycling and
  similar
• technologies that benefit the environment
• Reduce energy/water usage to meet federal goals
• Obtain resources baseline data
• Establish innovative funding strategy

Conservation Protect and enhance natural and
cultural resources

• Assess and protect natural and
• cultural resources
• Enhance recycling, energy and
• water conservation programs

75
Environmental Management
Office of Management Systems
Strategy Foundation The Safety and Protection
of Human Health and the Environment Strategic
Framework Enable Agency Missions, Environmental
Stewardship, Regulatory Assurance, Environmental
Systems and Tools, Agency Initiatives Goal
NASA will continue as a world leader in space
exploration and aeronautics while maintaining
environmental safety and excellence
76
Strategic Framework Core Activities
Environmental Management
Office of Management Systems

• Prevention - a holistic approach that will avoid
  future compliance and restoration problems
• Compliance - ensuring NASAs current and future
  operations meet all Federal, State and Local Laws
  and Regulations
• Restoration - addressing all contaminated sites
  as rapidly as possible to protect human health
  and the environment
• Conservation - exercising responsible energy and
  environmental stewardship for all the resources
  NASA controls

77
Environmental Management
Office of Management Systems
CORE PROGRAMS
EXECUTIVE ORDERS Greening the Government,
Pollution Prevention, Wetlands, Environmental
Justice, Recycling, Energy
Conservation, Ozone Depletion
FEDERAL ENV. LAWS - Clean Air Act, Clean Water
Act, Superfund, Hazardous Waste - RCRA, NEPA,
EPCRA, EPACT, FIFRA, TSCA
NEPA, Energy, Remediation, Program Advocacy,
Pollution Prevention, and Budget
EXTERNAL LIASION

• AIA
• DOD

• OMB
• EPA

• DOE
• CEQ

FUNCTIONS
Enabling NASA Missions, Policy, Stewardship,
Regulatory Assurance, Systems and Tools,
Best Practices, and Partnerships

• States

PRESIDENTIAL INITIATIVES
OMB CIRCULARS A-11 A-119
ISO 14000, CEMP, Clean Water Action Plan, Global
Climate Change, ESPC, Million Solar
Roofs, Montreal Protocol
78
Enabling NASA Missions
Environmental Management
Office of Management Systems

• Minimize Regulatory Impacts
• Coordinate NASA Response to New Environmental
  Executive Orders - Greening the Government (4)
• Review and Coordination of EPA Proposed Clean Air
  Act Regulations, Rules and NESHAPS Currently
  more than 15
• Obtain Regulatory Waivers RSRM Program Essential
  Use Exemption From Montreal Protocol Orbiter
  Program Waiver From FIFRA External Tank Program
  Waiver for Continued Use of HCFC-141B
• Coordinate NEPA Requirements
• Environmental Assessments Impact Statements -
  Mars Missions, Cassini, X-Planes, Programmatic
  documents for EOS and New Millennium
• Partnerships and Alliances
• Participate in over 40 Task Forces, External
  Working Groups and Teams. to Pulse and Influence
  Regulatory Impacts to NASA

79
Environmental Management
Office of Management Systems
80
Environmental Stewardship
Environmental Management
Office of Management Systems

• Clean-up NASAs Past Sites
• Including Plumbrook
• Energy Savings and Energy Saving Performance Base
  Contracting
• 20 Reduction in Energy Use
• Pollution Prevention and Reduction of Toxic
  Chemicals
• 50 in Toxic Chemicals used NASA wide
• Avoidance of Environmental Costs by Implementing
  Best Management Practices
• Achieve a 5 Increase in Cost Avoidance Annually
  from Baseline FY97

81
Environmental Management
Office of Management Systems
82
Regulatory Assurance
Environmental Management
Office of Management Systems

• Issue Agency-wide External Reports
• Energy, Pollution Prevention, Superfund,
  Hazardous Waste, Budget, Cultural Resources,
  Natural Resources, Recycling, Compliance, GAO,
  IG.. Approximately 20 per Year
• Conduct Environmental and Energy Spot Checks
• To Meet External Audit Criteria
• Review and Coordinate Center Annual Energy and
  Environmental Self Assessments

83
Environmental Management
Office of Management Systems
84
Environmental Systems and Tools
Environmental Management
Office of Management Systems

• Standardization of Environmental and Energy
  Policy and Processes
• Budget, Energy, NEPA, Pollution Prevention,
  Recycling, ESPC, Identification of Potentially
  Responsible Parties, and Metrics
• Automation of Agency External Reports
• Sites Database and NASA Environmental Tracking
  System
• Principal Centers
• GRC - Environmental Information Systems KSC -
  Recycling Acquisition Pollution Prevention
  MSFC - NASA Operation Environmental Team (NOET)
  and Clean Air Act
• Partnership with the Training and Development
  Division (Code FT) for Energy and Environmental
  APPL Training

85
Environmental Management
Office of Management Systems
86
Near Horizon Issues - Executive Orders
Environmental Management
Office of Management Systems

• Greening of Government Through Waste Prevention,
  Recycling, and Federal Acquisition - Issued
• 20 increase in workload for NASA - with little
  value added
• Greening the Government Through Efficient Energy
  Management - Issued
• 30 increase in workload for NASA - new
  initiatives, new team, and more reporting -
  savings should be realized with implementation
• Greening the Government Through Leadership in
  Environmental Management - Due September 1999
• 30 increase in workload for NASA - new
  initiatives and more reporting - savings and
  pollution reductions should be realized with
  implementation
• Greening the Government Federal Fleet and
  Transportation
• Early draft only - increase in mile/gal for NASA
  fleets and use of alternatively fueled vehicles -
  impact not yet assessed

87
Environmental Initiatives
Environmental Management
Office of Management Systems

• Acquisition Pollution Prevention
• Joint DOD/NASA/Industry Partnerships
• Based on an Integrated Hazardous Material
  Reduction Approach that Addresses Common Problems
  to Arrive at Common Solutions
• Reduces Compliance and Waste Disposal Costs both
  Programmatically and Institutionally
• Environmental Management Systems - ISO 14001
• Benchmarking Studies, NASA Gap Analysis, and
  Business Case Completed
• Environmental Management Board Recommended (Dec.
  98) to Perform Test Bed Trials
• Run Test Beds based on Agencywide Implementation
  of an EMS to Determine Actual Costs and Impacts
• HQ Code JE to Prepare Agency Guidelines and
  Documentation Using a Virtual Agency Team
• First Document Drafts Due to EMB in the Fall of
  1999
• Test Bed Centers (3) to Begin Year Long
  Implementation Trials Fall 1999

88
AGENDA
Office of Management Systems

• Purpose of Briefing
• Office of Management Systems (Code J) Background
• Functional Leadership Strategies
• Management Assessment
• Logistics
• Aircraft
• Environmental
• Facilities
• Security
• Summary
• Revisit Purpose

89
Office of Management Systems
Facilities Engineering Functional Leadership
Strategy Bill Brubaker September 14, 1999
90
Facilities Engineering Strategic RoadmapPresent
State . Future State
1998 - 2000
2001 - 2005
Core Activities
Planning/Real Property Provide a
Global Agency perspective of Constructed Physical
Resources to enable and enhance support of NASA
Strategic Enterprises and Centers

• Develop Agencywide crosscutting
• facility programming based on
• synthesized enterprise impacts
• Integrate Real Property, Utilization,
• and National Facility Inventory
• databases into one interactive, high
• performance system

• Perform integrated master
• planning and utilization studies
• Better leverage agency properties
• by understanding all potential use
• opportunities
• Perform horizontal requirements
• analyses and assessments

• Exploit World Wide Web as vehicle
• for Agency Real Property information
• Develop contractor held real property
• reporting system

• Assure facility requirements are
• delivered on time and within
• budgets
• Interface with national industry
• groups to identify and imbed best
• practices that yield quicker
• delivery at minimal cost
• Participate with industry in search
• of breakthrough strategies that
• maximize the return on capital
• investment

• Implement breakthrough
• strategies identified by industry
• research to minimize delivery time
• Achieve 90 CoF obligations
• Improve renewal rate to lt 75
• years
• Foster Center use of innovative
• strategies and NASA reputation
• as customer of choice

• Achieve cost avoidances by
• imbedding best practices for pre-
• project planning, value engineering,
• constructibility review, and partnering
• Achieve 85 CoF obligations
• Improve renewal rate to lt 100 years

Design and Construction
Lead NASA in the planning, advocacy, design,
construction, and delivery of mission essential
facility projects

• Dramatically reduce facility
• failures by imbedding
• - Reliability-Centered Maintenance
• - Performance Based Contracting
• - Predictive Testing Developments
• - Diagnostics
• Prognostics Technology
• Lead the development of outcome
• metrics which measure mission
• activity vs. maintenance costs

• Achieve gt 90 scheduled
• availability while minimizing
• maintenance costs through
• - AI and Expert Systems
• - Automatic Self-diagnostics
• - Building/Systems Automation
• - Advanced Materials Technology
• - Full integration of Proactive
• Maintenance Processes

• Identify and Imbed industry best
• practices and cutting edge
• technologies to dramatically
• improve reliability and reduce
• costs.
• Lead Agencywide maintenance
• continuous improvement
• initiatives

Maintenance

Ensure required facilities reliability and
availability to meet NASA Strategic Enterprise
mission goals and objectives at the minimum cost

• Analyze Agency requirements for
• facilities resources
• Guide use of resources to achieve
• Enterprise goals
• Lead financial management to
• assure proper use of resources
• Retain credibility with OMB and
• Congress through accurate, timely
• facility resource information

• Fully integrate financial
• management of facilities resources
• into the Agencys overall financial
• management processes utilizing
• IFMP
• Analyze use of facilities resources
• against Agency metrics

• Analyze Agency requirements for
• facilities resources in a full-cost
• environment
• Implement further improvements in
• financial management processes to
• take advantage of technological
• advances in automation and
• information systems

Resources Provide leadership and support for
financial management and budget development in
all facilities areas
91
Facilities Management
Office of Management Systems
92
Facilities Engineering
Office of Management Systems
STRATEGY
Maintain global perspective to achieve optimal
facilities at minimal cost
Goals
Real Estate Management Maximum knowledge of
NASA and others plant capability and
utilization Design and Construction Facility
projects for 25 percent less cost for the same
scope Maintenance 100
percent critical system reliability at lowest
life cycle cost Resources Management
Flawless fiscal performance

93
Facilities Management
Office of Management Systems
94
Facilities Management
Office of Management Systems
95
Facilities Engineering
Office of Management Systems
FACILITIES ACTIVITIES ENABLING NASA
MISSIONS Using National Facility Inventory to
maximize sharing and minimize construction Using
real property databases to determine depreciation
for Agency Financial Statement Developing and
imbedding best practices to maximize return
from Capital Investments -Trained over 600
in Pre-Project Planning Constructability
Value Engineering Partnering 50 percent
drop in contract cost and schedule growth at some
Centers Doubled obligation and outlay
performance (FY 1999 was best ever) Engineering
Construction Innovations Partnership seeking
and fostering other improvements Maintenance -
Expanding implementation of new maintenance
processes Reliability Centered Maintenance
Predictive Testing Inspection Performance-Based
Contracting Computerized Maintenance
Management Systems Much more efficient than
time-driven preventive maintenance Higher
reliability and lower life cycle facilities
costs Avoided 20M in breakdown repairs, and
capturing 50M annually in PBC savings
96
Facilities Management
Office of Management Systems
97
Facilities Engineering
Office of Management Systems
ORGANIZATION TEAMS
FEDERAL LAWS
EXECUTIVE ORDERS

• Public Bldgs., NEHRP, ADA, Buy-American, Brooks
  Act, Miller Act, Randolph-Sheppard Act, Contract
  Hours Safety Act, Real Property

• OHSA Requirements, Seismic Safety (new and
  existing Bldgs), Govt Work Space Reform,

• Design Construction
• Facilities Maintenance
• Real Property
• Resources Budget

EXTERNAL LIAISON
FUNCTIONS

• GSA
• NIBS

• FFC
• DOD

• OMB
• CII

• Leadership
• Policy
• Oversight
• External Liaison
• Best Practices
• Advocacy
• Code B Resources
• Delegation

CFR OMB CIRCULARS
PRESIDENTIAL INITIATIVES

• A-11, OSHA Constr., OSHA Industry, Comply with
  Model Bldg. Codes,
• FAR Parts14,15, 16

• ISO 9000
• Real Property

98
Facilities Management
Office of Management Systems
99
Facilities Engineering
Office of Management Systems
INITIATIVES
Reliability Centered Maintenance Facility
Safety Review Revitalization needs as a element
of Core Capability Assessment
100
Facilities Management
Office of Management Systems
101
AGENDA
Office of Management Systems

• Purpose of Briefing
• Office of Management Systems (Code J) Background
• Functional Leadership Strategies
• Management Assessment
• Logistics
• Aircraft
• Environmental
• Facilities
• Security
• Summary
• Revisit Purpose

102
Office of Management Systems
Security Management Functional Leadership
Strategy Mark R.J. Borsi September 14, 1999
103
Security Management Strategic RoadmapPresent
State . Future State
AGENCY MISSION
Milestones
Present State 1998 - 2000 (how)
Future State 2001 - 2005 (how)
(when)
Threats
Security Missions (what)
(why)
Protecting People

Domestic Workplace Violence Drug/Alcohol
Abuse Domestic Foreign Terrorism Disgruntled
Persons

• Personnel Security Training
• Critical Infrastructure Protection
• Facility upgrades post-Oklahoma
• City bombing
• Modernized access controls
• Workplace violence training

• Personnel Security Training
• Centralized Adjudication
• National Badge Pass
• Standardize Arrest Authority

Measurement Zero instances of violence against
our employees, contractors, and visitors.
Protecting Information

• Counterintelligence (CI),
• COMSEC,INFOSEC,
• Industrial Security
• Utilize Intelink-S
• Implement E.O. 12958
• KSC COMSEC Lead Center
• Obtain CI polygraph support

• Counterintelligence, COMSEC,
• INFOSEC, Industrial Security
• CI Training for Center Security Dirs.
• Implement Extranet for Security
• Utilize EKMS COMSEC system

Foreign Domestic Espionage Computer
Hacking Illegal Technology Transfer
Measurement Zero instances of the compromise of
classified information no more than 5 instances
of the loss of sensitive, valuable but
unclassified information.

• Physical Security
• Employ New Asset Protection Tech.

Physical Security

• JSC Threat Analysis Lead Center
• KSC Security Training Lead Center
• Test Asset Protection Technology
• Counterterrorism Program

Protecting Property
Theft Vandalism Sabotage Civil Disobedience
Measurement Less than 600k of property,
stolen or destroyed.
104
Strategy
Security Management
Office of Management Systems

• The Protection and Safety of People, Property,
  and Information
• People. Provide all NASA employees, contractors,
  and visitors a secure and safe environment free
  from the dangers of workplace violence, criminal
  behavior, and terrorist activity.
• Property. Ensure that the valuable and mission
  critical property entrusted to NASA by the
  American people is protected from theft,
  sabotage, and terrorism.
• Information. Ensure that National Security
  information, in all its forms, is protected from
  unauthorized disclosure and espionage, and to
  support all efforts to protect sensitive but
  unclassified information.

105
Security Management
Office of Management Systems
106
Security Management
Office of Management Systems
ORGANIZATION TEAMS
EXECUTIVE ORDERS Access to Classified
Information, Security Requirements for
Govt Employees, Classified National Security
Information, National Industrial Security
Program, et al
FEDERAL LAWS Title 18 Title 42 Space Act
Threat Analysis COMSEC Standards
Training Program Support INFOSEC
EXTERNAL LIASION

• FBI
• NSA
• ISOO
• OPM

• DOD
• CIA
• USSPB
• GAO

FUNCTIONS
PRESIDENTIAL INITIATIVES
OTHER REGULATIONS NSTISSC NSA OMB A-130 Arms
Control Treaties DoS FAM
POLICY OVERSIGHT BEST PRACTICES
ADVOCACY CENTRAL SERVICE
Critical Infrastructure Protection, Counterintelli
gence, Information Security Declassification, Co
unterterrorism, et al
107
Functional Leadership Activities
Security Management
Office of Management Systems

• PRINCIPAL CENTERS
• Security/Law Enforcement Standards Training
  ---- KSC
• Provides research and policy recommendations for
  security forces
• Conducts training for NASA civil servants and
  contractors
• Threat Collection, Analysis, Dissemination ----
  JSC
• Conducts all source threat collection and
  analysis
• Disseminates to NASA security offices
• Extranet for Security Professionals ---- ARC
• Encrypted WWW based site for sharing sensitive
  security information
• Organizes and maintains NASAs role in this
  Federal effort

108
Security Management
Office of Management Systems
Functional Leadership Activities

• PRINCIPAL CENTERS (continued)
• Communications Security/EKMS ---- KSC
• Lead agencywide effort to procure and implement
  NSA Electronic Key Management System (EKMS)
• State of the art encryption key dissemination
  eliminates all paper key
• Communications Security/COR----KSC
• Serves as the NSA required Communications
  Security (COMSEC) Central Office of Record (COR)
• Conducts agencywide audits of COMSEC accounts,
  fulfills reporting and metrics requirements

109
Functional Leadership Activities
Security Management
Office of Management Systems

• Revitalize NASA Resource Protection Plan Comply
  with PDD-63 Protecting the Nations Critical
  Infrastructure
• Identify all NASAs physical critical
  infrastructures
• Conduct threat vulnerability assessments
• Plan countermeasures and recovery plans
• Physical Security Reviews
• Plan with IPOs and Centers an investment strategy
  to insure Centers have adequate physical security
  countermeasures to protect NASA employees,
  contractors, and visitors.

110
Security Management
Office of Management Systems
111
Functional Leadership Activities
Security Management
Office of Management Systems

• CIO Collaboration on Information Technology
  Security (ITS)
• Response to Agencywide ITS Review
• Establish a coordinated effort to ensure that
  classified information and unclassified but
  sensitive information is protected in all media.
• Ensure that NASA has the capability to
  investigate and respond to IT security incidents.
  
• Intellink
• Supporting GRC in developing the Agencywide
  capability to access a real-time, classified
  Federal threat data base.
• Counterintelligence (CI) Counterterrorism (CT)
  Review
• Supporting FBI review
• Further developing NASA CI Program

112
Security Management
Office of Management Systems
113
Functional Leadership Activities
Security Management
Office of Management Systems

• Security Management for Special Access Program
  (SAP)
• Providing centralized security leadership for SAP
  in support of Enterprise
• Management, contractor guidance, investigative
  efforts and external liaison.
• Communications Security Support to the Office of
  Space Flight
• Encryption/security of command control links,
  ISS, X-33, etc.
• External liaison, foreign cooperation, threat and
  vulnerability studies.
• Special Compartmented Information (SCI)
• Providing Agencywide service in processing
  investigations, establishing SCIFs, and liaison
  with SCI community.
• Providing centralized security management of
  Center/Enterprise SCI activities

114
Functional Leadership Activities
Security Management
Office of Management Systems

• Coordinating Agencywide declassification effort
  and compiling annual reports
• Support NASA historians
• Security Campaign Roll-Out
• In conjunction with CIO, delivering Security
  message to all C