t carlson mbontrager_wtippin_lsinger_v2

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Trey Carlson, KSC Master Planner – NASA

Mark Bontrager, VP Spaceport Operations – Space Florida

William Tippin, DM CMC Vice President – AECOM

Larry Singer, APA, Principal – AECOM

Academy of Program / Project & Engineering Leadership

Project Management Challenge 2012

Track Topic: Game Changing Innovation StrategiesFebruary 22, 2012

Changing the Platform:Repurposing Kennedy Space Center

2Academy of Program / Project & Engineering Leadership


History is a relentless master. It has no present, only the past rushing into the future. To try to hold fast is to be swept aside.

John F. Kennedy



KSC nationally treasured asset Built with single purpose

KSC inaugurated in 1961 Unique launch geometry Two launch pads Vehicle Assembly Building 70% of NASA’s land

holdings 20% of NASA’s constructed

assets



KSC’s infrastructureBuilt-to-suit



KSC brand known worldwide as the Spaceport to the stars

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KSC now faces New mission

November, 1963George Mueller, head of Manned Space Flight , briefing President Kennedy on Apollo ProgramComplex 37 .



KSC must transformCreates need to update master plan

Determine all user requirements (e.g. NASA programmatic, State of Florida & Commercial)

Convert from single to multiple user

Public & private clients

Multiple programs

Ensure long-term viability of infrastructure

Vertical & horizontal space operations



With changing mission KSC faces Significant challenges

Reduce overhead Modernize/ right size

infrastructure Allow users to buy services Manage range/airspace

access Design flexible architecture Improve sustainability Manage land uses Protect against

encroachment Provide equitable user

support



Transformational challengeSolved through inter-governmental collaboration

By following a Federal / State model to transform, KSC will successfully develop it’s next generation spaceport master plan.

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Developing the Vision4

Communicating the Vision

5 Implementing the Vision

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KSC transformationFederal / State model

AECOMKSC Space

FloridaPartners:

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8

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Enabling Short-TermWins

Maturing the Model

Institutionalizing New Approaches

Interview stakeholders

Forming a Powerful Guiding Coalition

Helping craft a Vision

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Steps:

Building Consensus Making it Work

VisionFacilitation

“Mission” Realignment

Fulfillment and InstitutionalizingRole:

Finalizing the Master Plan

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Vision Facilitation:Building Consensus






AECOMKSC Space

Florida

Building Consensus Finalizing the Master Plan

Making it Work

VisionFacilitation


Fulfillment andInstitutionalizing




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2

3

Developing the Vision

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8

9

Enabling Short-Term Wins

Maturing the Model



5Implementing the Vision

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Step 1: Powerful guiding coalitionFederal and State organizations

KSC Team

Provided Grant to DOT for Space Planning

State agency tasked with supporting Florida’s space industry

Provided funding to KSC to support master planning efforts

State of Florida Partners

Master Plan Steering Group Center Deputy Director and senior staff

Center Planning and Development Office



Step 1: Powerful guiding coalitionProcess to gain consensus

State and KSC jointly initiated four-part planning effort to kick off KSC Master Plan Vision process.

1) Stakeholder Interviews/Data Gathering

2) Development of a Strategic Framework

3) Two-Day Workshop (charrette)

4) Future Development Concept

AECOM commissioned as process facilitator.



Step 2: Interview stakeholdersA structured sequence followed

Stakeholder – entities with relevant KSC relationship

Stakeholder interviews > 30 Stakeholders identified by

Planning Team Approved by Master Plan

Steering Group. Stakeholders reflected

diverse relationships

Add picture of 4 people working together



Step 2: Interview stakeholdersNASA, Federal, State, local and commercial

NASA Headquarters KSC Senior Staff U.S. Air Force FAA U.S. National Park

Service State Agencies Local Governments Commercial Space

Industry



Step 2: Interview stakeholdersSummary findings formed “Strategic Framework”

Key components Strategic Framework question

Unique competencies What are the unique advantages in geography, infrastructure and human talent, valuable to potential missions and users?

Market opportunities What markets can KSC uniquely fill?

Competitive analysis How competitors are positioning for the future?

Analogs What are examples of other entities that have shifted their mission and business?

Vision ideas How does KSC fit into the nation’s future space activities?



Following interviews, hosted two-day Charrette

Over 75 KSC and State of Florida participants Strategic Framework presented to structure strategic thinking

Step 3: Helping craft a VisionUtilized Charrette process



Participants guided through group exercises Each building on the last Ultimate goal, producing KSC Future Development Concepts

Step 3: Helping craft a VisionCaptured participants ideas

2030 KSC Core Values

2030 KSC Perception

2030 KSC Position Statement



Step 3: Helping craft a VisionCharrette consolidated ideas

2030 KSC Core Services

2030 KSC Core Facilities

2030 Concept of Operations



Step 3: Helping craft a VisionCharrette yielded future development concepts

Future Development Concepts Implementation Strategy Prioritization

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Mission Realignment:Finalizing the Master Plan





KSC TransformationFederal / State model

AECOMKSC Space

Florida


Making it Work

VisionFacilitation






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2

3

Developing the Vision4 7

8

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Enabling Short-TermWins

Maturing the Model



5Implementing the Vision

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Synthesizing Data ⁻ Charrette outputs, stakeholder

interviews & State’s final report⁻ Alignment Agency & Center & goals

objectives

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Step 4: Developing the VisionTranslating Charrette outcomes into NASA



Articulation: KSC’s Future Development Concept⁻ Vision for KSC 20-year Master Plan⁻ Divesting without Diminishing⁻ New Business Models⁻ Evolution to multi-user spaceport

management

Vetting with Stakeholders: Internal and external to KSC

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Step 4: Developing the VisionTranslating Charrette outcomes into NASA



Step 5: Implementing the VisionUsing the correct tools



Step 5: Implementing the Vision Utilizing Congressional mandated authority

Enhanced Use Lease (EUL) ⁻ 60-acre site leased to a Florida

utility for a 10 megawatt solar farm integrated into its grid

⁻ Deal provided KSC its own facility, generating 1% of Center needs from renewable power.

Use Permit to State of Florida ⁻ Enabled construction/operation

of $30 million Space Life Sciences Lab in support of ISS

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Step 5: Implementing the VisionPathfinder Facility Use Agreement



OrlandoOrlando

Step 6: Communicating the VisionInvolving all stakeholders

KSC of Today KSC of Tomorrow

TitusvilleTitusville

R & D

Universities

R&DPartners

PortCanaveral

CCAFSIndustrial

R & D

NASAOther Federal

State

NASAOther Federal

State

CCAFS

InternationalBusiness

CommercialSupport

UniversityPartners

Tech &Biotech

KSC Spaceport



Step 6: Communicating the VisionTargeted uses and users

Published KSC Notice of Availability in 2011

Determine commercial interest in underutilized facility capacity

Targeted specific uses and users

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Fulfillment & Institutionalizing:Making it Work

Academy of Program / Project & Engineering LeadershipProject Management Challenge 2012





AECOMKSC Space

Florida


Making it Work

VisionFacilitation





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2

3

Developing the Vision4 7

8

9

Enabling Short-Term Wins

Maturing the Model



5 Implementing the Vision

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1987 - Built to support Space Shuttle program

2011 - Underutilized asset at Kennedy Space Center

Use Permit Market-responsive terms

and conditions Space Florida funding to

modernize

Step 7: Enabling short-term winsSharing resources at KSC

Orbiter Processing Facility 3

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Step 8: Maturing the ModelProducing still more change

Space Florida Vision 2020

⁻ Market-Focused

⁻ Start with Strengths

⁻ Apply across all market sectors

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Step 9: Institutionalizing new approachesWith space partners

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Summary Statement





Summary statement Conclusions and recommendation

Conclusions

⁻ Transforming a single use federal facility to a multi-use federal facility requires tremendous resources.

⁻ We have found that partnering between federal and state is required for an effort of this magnitude.

• Passionate – NASA was surprised at State’s willingness to support this transformation. The State was eager to be involved in the process.

• Time Sensitive Opportunities – Market can go elsewhere, infrastructure decay.

• Public Private Multi-use – everyone wants to see the KSC Future Development Concept successful.

Recommendation

⁻ The Federal/State partnership model has the best potential to yield positive results. Can be applied elsewhere.

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t carlson mbontrager_wtippin_lsinger_v2

Technology

spaceto ksc

ksc brand

transformational challenge

ksc master plan vision

changing mission ksc

single purpose ksc

consensus state

relentless master