worden all hands 01 19 2011
DESCRIPTION
"Center Director is 100% committed to changing behaviors to create a fair and trusting environment". My question: Why is open government bundled with Next Gen activities: Yuri's Night, NASA Ames Graduate Research Co-op ("Starfleet Academy")?TRANSCRIPT
Speakers Bureau 1
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NASA Ames Research CenterAll-Hands
January 19, 2011
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Speakers Bureau 2
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All-Hands Objectives
• Alignment with Headquarters
• Issues with Trust and Fairness
• Information from the recent Executive Council retreat that focused on our Center results in the OPM Culture Survey
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Speakers Bureau 3
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All-Hands Agenda
• Strategic and Organizational Update
• Key Outcomes of the Executive Off-Site
• Next Steps
– What I am going to do
– What the EC/Directors are going to do
– What I need from you
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Speakers Bureau 4
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STRATEGERY
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Speakers Bureau 5
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Debt Commission Proposal
200%GDP
2040
Congressional Budget Office (CBO)
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Speakers Bureau 6
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What Does This Mean for NASA?
If “they get serious”…
Overall Funding:
• Overall non-security discretionary trends will be down initially, with capped nominal growth rates of 0-1% thereafter.
• The funding outlook for NASA itself may become more unpredictable as broader concerns and competition with other agencies become more the norm.
Overall Program Metrics:
• Programs that are not meeting objectives may attract even more scrutiny and possible cancellation
• Programs that focus on economic growth – essential to maintaining the U.S. economic position – will be favored.
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Speakers Bureau 7
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NASA Current Profile
$15,000
$17,000
$19,000
$21,000
$23,000
$25,000
$27,000
$29,000
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
FY12 OMB Request (Oct 6, 2010 N2, FY17-FY22 inflated by 1.4%)
Over Guide plus ISS Extension
FY 08 inflated by 1.4%
FY12 OMB Request (Oct 6, 2010 N2, FY17-FY22 inflated by 1.4%)
Over Guide plus ISS Extension
FY 08 inflated by 1.4%
ISS extension through 2030
Over guides:
Purchase Commercial Crew transportation servicesTDRSS MAeronautics new ProjectsGreen energyUSA Pension
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Speakers Bureau 8
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Speakers Bureau 9
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NASA Leadership Working Hard on the Issues
• Senior Management Council (SMC) Offsite Retreat in October 2010
• SMC Strategy Retreat in December 2010
• Senior Executive Service (SES) Summit in February 2011
1/20/2011 9NASASpace
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Speakers Bureau 10
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$0.0
$100.0
$200.0
$300.0
$400.0
$500.0
$600.0
$700.0
$800.0
$900.0
$1,000.0
FY08FY11
FY11
ARC Budget Comparison
$M
Budget includes Direct & Reimbursable Funding
$762M
$825M
+$63Mfrom FY08
$918M
+$156Mfrom FY08
Based on PY10
Enacted/PY11 Reimb
estimates for planning
purposes.
FY08 = ActualsBased on FY11
preliminary budget
data & PY11
Reimb estimates
Ames Budget Snapshot
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Speakers Bureau 11
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Ames Portfolio
• Equally funded in four areas:
• Aeronautics
• Science
• Human Exploration and
• Work for Others (esp DoD)
• Have positioned ourselves as “Innovation Center”, “Private Partnership Center” and “Out of the Box Center”
• HQ (and other Centers) regards us as creative, but seen as defiant and not team players
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Speakers Bureau 12
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Ames Strengths
• Aero – esp IT-based (eg NEXTGEN)• Strong science- Individual & Missions (Kepler, SOFIA,
etc.)• IT in general• Small space missions• Entry Descent and Landing• Fundamental Biology• Human Factors• Virtual Institutes• Partnerships – with private sector, DoD and
international• Strong student excitement
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Speakers Bureau 13
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Ames Weaknesses
• “Pushy” Leadership
• Jack of all trades – master of none
• Weak political support
• Aging infrastructure
• Animosity from HQ and other Centers – some view us as a threat – others as a burden
• Unhappy and de-motivated workforce (at least in comparison to other Centers)
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Speakers Bureau 14
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Pete Worden Initiatives
• Small Satellites
• Move toward space operations focus
• Bio-technology, quantum technology, exo-planets
• NextGen– Yuri’s night, NASA Ames Graduate Research Co Op (“Starfleet Academy”), open government, etc.
• Private sector partnerships, NRP
• Green aviation – airships
• DoD partnerships
• International partnerships – esp with non traditional partners
• Interactive opportunities – happy hours, golf course, etc.
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Speakers Bureau 15
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FAIRNESS AND TRUST
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Speakers Bureau 16
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Fairness and Trust
• NASA Ames Employee Survey
• Other Surveys – anonymous feedback
• Directorate post-survey discussions
• Analyses by HR and HQ
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Speakers Bureau 17
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Pete Worden Take-Aways
• Good News: Ames employees think their job is important – near top of Agency
– Independent information verifies high performance – e.g. Science citation indices
• Bad News:
– Resources Inadequate in many areas (people, funding and facilities)
– Personnel decisions unfair
– Investment decisions unfair
– Low trust in management – esp “Senior” Management
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Speakers Bureau 18
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Director “Ownership”
• Two areas particularly important
– Hiring and promotions
• Director hires outside friends
• Those brought in by Director have different set of rules
– Director makes all investment decisions
• Traditional Ames strengths ignored
• “Insiders” only ones who get attention
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Speakers Bureau 19
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Factors, Excuses & Hot Buttons
• SF Bay Area highest cost of living • Resources provided by HQ lower relative to rest of Agency• Ames has always done poorly on surveys • When I started…
– Concern that the Center was about to be shut down – needed dynamic “military” leadership
– Agency moving to mission focus – we didn’t have expertise – esp. Space systems – new personnel needed
– New entrepreneurial spirit needed
• I’m the Director – I know better where investment is needed
• “Does a former drill sergeant make a good guidance counselor?”
I don’t buy these – need action not excuses – I take ownership!NASASpace
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Speakers Bureau 20
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Things I’ve started to do
• New Hires - Let EC work out what skills are needed and make decisions about critical hires
• Center investments – small but will have a more open and transparent process
• Explain decisions more openly – investment, hires (particularly, senior leadership positions)
• Accessibility -making myself accessible to a wider audience
• Improving perceptions about trust and fairness is a key factor in my performance criteria
• Must build stronger relationships with HQ and other centersNASASpa
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Speakers Bureau 21
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EC Off-Site Objectives
To align Ames with the NASA Vision and direction
Create shared ownership in creating a healthy Ames environment
Build an organization with fairness and trust as key characteristics
Sharing common challenges and best practices
Offsite attendees included Union Representatives
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Speakers Bureau 22
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Off-Site Outcomes
• Collective understanding that the agency is moving into tougher times:– Lack of resources, affordability is key
– Uncertainty, change
– Ames needs to better align with agency focus
– We need to work together through these issues
• All EC members own and are accountable for creating a trusting and fair environment
• Agency leadership placing high value on employee perspectives, employee survey results – we all need to act accordingly
• Center Director is 100% committed to changing behaviors to create a fair and trusting environment
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Speakers Bureau 23
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Key Next Steps and Priorities
Each Directorate being held accountable for improving their own organizational results
• Regular tag-ups with Dr. Worden to check progress
• Tom Edwards, Director, Code A, will serve as the lead for the Organizational Director Team
Follow-up and accountability
• 2 more EC Workshops in the coming months
• Regular status updates
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Speakers Bureau 24
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Key Next Steps and Priorities (Cont.)
Three EC actions moving forward:
– Trust Team
• creating a Trust Code of Conduct to be adhered to by all managers at Ames (starting with the Center Director)
– Creating a Positive Environment
• Identifying and articulating the characteristics and values of a positive environment for Ames
• Enforcing standards of behaviors associated with these key characteristics for all leaders
– Why for Ames?
• Capturing a clear “why” for Ames vetted through various demographic groups and partners at the Center
• Improve our alignment with HQ and the rest of the agency
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Speakers Bureau 25
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My Personal Commitment
• Specific element added to my performance appraisal to improve our survey results
• Holding the EC and all leaders accountable for making improvements
• Staying focused on this effort until we see positive results
• Changing my own behaviors
– Creating more transparency and trust
– Building relationships at HQ and across the agency
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Speakers Bureau 26
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What I Need You to Do
• Continue to be passionate, committed and impressive in the work you do
• Hold our feet to the fire - make sure we do what we’ve said we will do
• Call us out on our behavior – if it looks like its not fair, tell us. We will either:
– Change our behavior
– Or do a better job of explaining
• Continue to provide feedback – through one-on-ones, employee surveys, focus groups, email, etc. –we want to hear from you, it helps us get better
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Speakers Bureau 27
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Grant me the serenity to accept the things I cannot change; courage to change the things I can; and wisdom to know the difference.
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