1. 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
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2. 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
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3. 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
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4. KSC’s infrastructure
Built-to-suit
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5. KSC brand known worldwide as the
Spaceport to the stars
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6. KSC now faces
New mission
November, 1963
George Mueller, head
of Manned Space
Flight , briefing
President Kennedy
on Apollo Program
Complex 37 .
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7. 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
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8. 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
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9. 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.
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10. 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
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11. Vision Facilitation:
Building Consensus
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12. KSC transformation
Federal / State model
KSC Space
AECOM Florida
Vision “Mission” Fulfillment and
Facilitation Realignment Institutionalizing
Building Consensus Finalizing the Master Making it Work
Plan
Forming a Powerful Developing Enabling Short-Term
1 Guiding Coalition 4 the Vision 7 Wins
Interview Implementing
2 stakeholders 5 the Vision 8 Maturing the Model
Helping craft Communicating Institutionalizing
3 6 9 New Approaches
a Vision the Vision
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13. 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
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14. 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.
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15. 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
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16. Step 2: Interview stakeholders
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
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17. Step 2: Interview stakeholders
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?
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18. 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
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19. Step 3: Helping craft a Vision
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
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20. Step 3: Helping craft a Vision
Charrette consolidated ideas
2030 2030
KSC Core Services Concept of Operations
2030 KSC Core Facilities
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21. Step 3: Helping craft a Vision
Charrette yielded future development concepts
Future Development Concepts Implementation Strategy Prioritization
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22. Mission Realignment:
Finalizing the Master Plan
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23. KSC Transformation
Federal / State model
KSC Space
AECOM Florida
Vision “Mission” Fulfillment and
Facilitation Realignment Institutionalizing
Building Consensus Finalizing the Master Making it Work
Plan
1 Forming a Powerful Developing Enabling Short-Term
Guiding Coalition 4 the Vision 7 Wins
Interview Implementing
2 stakeholders 5 8 Maturing the Model
the Vision
3 Helping craft 6 Communicating 9 Institutionalizing
a Vision the Vision New Approaches
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24. 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
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25. 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
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26. Step 5: Implementing the Vision
Using the correct tools
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27. 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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28. Step 5: Implementing the Vision
Pathfinder Facility Use Agreement
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29. 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
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30. 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
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32. KSC transformation
Federal / State model
KSC Space
AECOM Florida
Vision “Mission” Fulfillment and
Facilitation Realignment Institutionalizing
Building Consensus Finalizing the Master Making it Work
Plan
Forming a Powerful Developing Enabling Short-Term
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
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33. 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
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34. Step 8: Maturing the Model
Producing still more change
Space Florida Vision 2020
⁻ Market-Focused
⁻ Start with Strengths
⁻ Apply across all market sectors
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35. Step 9: Institutionalizing new approaches
With space partners
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37. 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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Hinweis der Redaktion
To begin our presentation it’s important to reflect upon the history of KSC. At the same time Kennedy realized that history is...so as a center we must always be evolving.
Reduced fundingNo single large programMission commercialize LOEMission to Mars
Several changes from what I think is the better of the two alternates:1. Since only a (well-aligned) partnership of Agency, Center, and Project perspectives can enable the needed transformation, let’s lead with those players.2. There are some natural hierarchies among the partners, but hierarchy isn’t the point: all three work together to enable the desired change. Thus I see them as side by side, not top to bottom.3. Seeking a consistent use of the orange blocks, I propose them as the products each partner leads development for. The Agency sets a Facilities Vision (text on slide 9), the Centers produce Master Plans, and Project teams produce buildings (forgive the license on the description of the facilities; I’ welcome to other formulations).
Several changes from what I think is the better of the two alternates:1. Since only a (well-aligned) partnership of Agency, Center, and Project perspectives can enable the needed transformation, let’s lead with those players.2. There are some natural hierarchies among the partners, but hierarchy isn’t the point: all three work together to enable the desired change. Thus I see them as side by side, not top to bottom.3. Seeking a consistent use of the orange blocks, I propose them as the products each partner leads development for. The Agency sets a Facilities Vision (text on slide 9), the Centers produce Master Plans, and Project teams produce buildings (forgive the license on the description of the facilities; I’ welcome to other formulations).
The Federal / StateTransformation ModelSeveral changes from what I think is the better of the two alternates:1. Since only a (well-aligned) partnership of Agency, Center, and Project perspectives can enable the needed transformation, let’s lead with those players.2. There are some natural hierarchies among the partners, but hierarchy isn’t the point: all three work together to enable the desired change. Thus I see them as side by side, not top to bottom.3. Seeking a consistent use of the orange blocks, I propose them as the products each partner leads development for. The Agency sets a Facilities Vision (text on slide 9), the Centers produce Master Plans, and Project teams produce buildings (forgive the license on the description of the facilities; I’ welcome to other formulations).
Published criteria for assessing candidate usesAlignment with NASA’s mission, purpose & KSC long-term developmentBenefits and risks to NASA & KSCSchedule alignment Financial viabilityEnvironmental, safety, and security impactsSustainment of technical workforce
Several changes from what I think is the better of the two alternates:1. Since only a (well-aligned) partnership of Agency, Center, and Project perspectives can enable the needed transformation, let’s lead with those players.2. There are some natural hierarchies among the partners, but hierarchy isn’t the point: all three work together to enable the desired change. Thus I see them as side by side, not top to bottom.3. Seeking a consistent use of the orange blocks, I propose them as the products each partner leads development for. The Agency sets a Facilities Vision (text on slide 9), the Centers produce Master Plans, and Project teams produce buildings (forgive the license on the description of the facilities; I’ welcome to other formulations).