T carlson mbontrager_wtippin_lsinger_v2

Changing the Platform:
Repurposing Kennedy Space Center

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 Strategies
February 22, 2012
1

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

2

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

3

KSC’s infrastructure
Built-to-suit

4

KSC brand known worldwide as the
Spaceport to the stars

5

KSC now faces
New mission

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

6

KSC must transform
Creates 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

7

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

8

Transformational challenge
Solved through inter-governmental collaboration

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

9

KSC transformation
Federal / State model

KSC Space
Partners: AECOM Florida

Vision “Mission” Fulfillment and
Role: Facilitation Realignment Institutionalizing

Building Consensus Finalizing the Master Making it Work
Plan
Forming a Powerful Developing Enabling Short-Term
Steps: 1 Guiding Coalition 4 the Vision 7 Wins

Interview Implementing
2 stakeholders 5 the Vision 8 Maturing the Model

Helping craft Communicating Institutionalizing
3 a Vision 6 the Vision 9 New Approaches

10

Vision Facilitation:
Building Consensus

Project Management Challenge 2012 11

KSC transformation

KSC Space
AECOM Florida

Facilitation Realignment Institutionalizing

Plan
1 Guiding Coalition 4 the Vision 7 Wins

2 stakeholders 5 the Vision 8 Maturing the Model

3 6 9 New Approaches
a Vision the Vision

12

Step 1: Powerful guiding coalition
Federal and State organizations
KSC Team
Center Planning and Development Office
Master Plan Steering Group
Center Deputy Director and senior staff

State of Florida Partners

Provided Grant to Provided funding State agency tasked
DOT for Space to KSC to support with supporting
Planning master planning Florida’s space
efforts industry

13

Step 1: Powerful guiding coalition
Process to gain consensus

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

1) Stakeholder 2) Development 3) Two-Day
Interviews/Data of a Strategic Workshop
Gathering Framework (charrette)

4) Future
Development
Concept

AECOM commissioned as process facilitator.
14

Step 2: Interview stakeholders
A structured sequence followed

 Add picture of 4 people  Stakeholder – entities with
working together relevant KSC relationship
 Stakeholder interviews > 30
 Stakeholders identified by
Planning Team
 Approved by Master Plan
Steering Group.
 Stakeholders reflected
diverse relationships

15

NASA, 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

16

Summary 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?

17

Step 3: Helping craft a Vision
Utilized Charrette process

 Following interviews, hosted two-day Charrette
 Over 75 KSC and State of Florida participants
 Strategic Framework presented to structure strategic thinking

18

Captured participants ideas

 Participants guided through group exercises
 Each building on the last
 Ultimate goal, producing KSC Future Development Concepts
2030 2030
KSC Core Values KSC Position Statement

2030 KSC Perception

19

Charrette consolidated ideas

2030 2030
KSC Core Services Concept of Operations

2030 KSC Core Facilities

20

Charrette yielded future development concepts

Future Development Concepts Implementation Strategy Prioritization

21

Mission Realignment:
Finalizing the Master Plan


KSC Transformation

KSC Space
AECOM Florida


Plan
1 Forming a Powerful Developing Enabling Short-Term
Guiding Coalition 4 the Vision 7 Wins

2 stakeholders 5 8 Maturing the Model
the Vision

3 Helping craft 6 Communicating 9 Institutionalizing
a Vision the Vision New Approaches

23

Step 4: Developing the Vision
Translating Charrette outcomes into NASA

 Synthesizing Data
⁻ Charrette outputs, stakeholder
interviews & State’s final report
⁻ Alignment Agency & Center & goals
objectives

24

Step 4: Developing the Vision
Translating 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

25

Step 5: Implementing the Vision
Using the correct tools

26

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

27

Pathfinder Facility Use Agreement

28

Step 6: Communicating the Vision
Involving all stakeholders
KSC Spaceport
Universities
Titusville
Titusville
R&D

Commercial
Support
University
NASA Partners
NASA Other Federal
CCAFS
Other Federal State Industrial
State R&D
Port
R&D Canaveral
CCAFS Partners

Tech &
International Biotech
Business
Orlando
Orlando

KSC of Today KSC of Tomorrow
29

Step 6: Communicating the Vision
Targeted uses and users

 Published KSC Notice of
Availability in 2011

 Determine commercial interest
in underutilized facility capacity

 Targeted specific uses and
users

30

Fulfillment & Institutionalizing:
Making it Work


KSC transformation

KSC Space
AECOM Florida


Plan
1 Guiding Coalition 4 the Vision 7 Wins

2 stakeholders
5 the Vision
8 Maturing the Model

3 a Vision
6 the Vision
9 New Approaches

32

Step 7: Enabling short-term wins
Sharing resources at KSC

 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
Orbiter Processing Facility 3

33

Step 8: Maturing the Model
Producing still more change

 Space Florida Vision 2020
⁻ Market-Focused
⁻ Start with Strengths
⁻ Apply across all market sectors

34

Step 9: Institutionalizing new approaches
With space partners

35

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.

37

T carlson mbontrager_wtippin_lsinger_v2

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (20)

Similaire à T carlson mbontrager_wtippin_lsinger_v2

Similaire à T carlson mbontrager_wtippin_lsinger_v2 (20)

Plus de NASAPMC

Plus de NASAPMC (20)

Dernier

Dernier (20)

T carlson mbontrager_wtippin_lsinger_v2

Notes de l'éditeur