# Presentation: 367569

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

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

- Office of Management Systems

## AGENDA

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

- Office of Management Systems

## AGENDA

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

- Office of Management Systems

## Purpose Of Briefing

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

- Office of Management Systems

## Purpose of BriefingStrategic Management Handbook

*	***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.

- Office of Management Systems

## 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 Agency’s 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. 

**4.5.2.1 **Functional Leadership [Plans]
- 	The Functional/Staff Offices formulate leadership plans,with Enterprise support, to implement the Agency’s 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.

**Purpose of Briefing**Strategic Management Handbook - *Pending*

- Office of Management Systems

## Purpose of Briefing

**Purpose of Briefing**

- Office of Management Systems

## 	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. 

- 	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.

**Purpose of Briefing**Strategic Management Handbook

- Office of Management Systems

## AGENDA

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

- Office of Management Systems

## Office of Management Systems BackgroundCode J Implementation Plan

*	***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.

- Office of Management Systems

## HOW WE MAXIMIZE VALUE OF NASA PROGRAMS

***HOW WE MAXIMIZE VALUE OF NASA PROGRAMS***

- FOCUS AREA 1
- FUNCTIONAL
- LEADERSHIP

- FOCUS AREA 2
- LEVERAGING
- RESOURCES

- FOCUS AREA 3
- FUNCTIONAL
- ASSESSMENT

***               ***
***       ***

*I*
*M *
*P    S*
*L   T*
*E   R*
*M  A*
*E   T*
*N   E*
*T   G*
*A   I*
*T   E*
*I   S*
*O*
*N*

*FLS*

*FLS*

*FLS*

*FLS*

- Office of Management Systems

## Physical Resources MetricsThree Interdependent Elements

**Physical Resources Metrics****Three Interdependent Elements**

- Cost of Physical Infrastructure

- Physical Infrastructure Cost Avoidance

- Customer Satisfaction

- Office of Management Systems

## IMPLEMENTATIONSTRATEGIES

- Principal
- Centers

- Consolidations

- Outsourcing

- Performance
- Based
- Contracting

- Learning Organization

- Strategic Councils & Boards

- Integrate
- Asset
- Management

- Best Practices
- & Benchmarking

- Partnerships
- & Alliances

- Customer Focus

- Process
- Reengineering
- & Improvement

- Standardization

- Exploit
- Technology

- Empowerment

- Parallel & Virtual Teams

- Collaboration
- & Consensus
- Building

- Business Case
- Based Decisions

- Risk Management

- Strategic
- Alignment

- Office of Management Systems

## Office of Management Systems BackgroundOverarching Process

**Office of Management Systems Background**Overarching Process

- _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

- _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

- _Performance_
- _Evaluation_
- Conduct Spot Checks
- Develop Functional Assessments
- Measure Functional Performance (Metrics)

- Office of Management Systems

## Office of Management Systems BackgroundBreadth and Diversity

**Office of Management Systems Background**Breadth and Diversity

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

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

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

**Crosscutting Work**
- Integrated Asset Management
- Physical Resources Metrics** **

- Office of Management Systems

## Office of Management Systems BackgroundAchievements

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

- Office of Management Systems

## AGENDA

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

- Office of Management Systems

## Management Assessment

**Functional Leadership Strategy**
- Danalee Green
- September 14, 1999

- Office of Management Systems

## Management Assessment Strategic RoadmapPresent State   .....................................   Future State 

**           **
**          ****Directives **
**        ****Management**

**GAO/OIG Audit**

***Core Activities***

***1998 - 2000***

***2001 - 2005***

**Integrated Assessment**

*Facilitate the integrated *
*assessment process*

*Facilitate the audit process*

*Facilitate the directives *
*process*

***Functional***** Mission**

- 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  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

- 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  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

- 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  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

- 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)

- 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 system’s 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

**Management Assessment Strategic Roadmap*****Present State   .....................................   Future State***

##     	           	         Management	           Assessment

-     	           	         Management	           Assessment

_**STRATEGY**_
**HOW:**
**100+ VIRTUAL **
**   ****AGENCYWIDE**
**   ****TEAM**
**WHAT:**
**POLICY**
**  ****FORMULATION**
**FACILITATION**
**OVERSIGHT**
**INTEGRATION &**
**     ****TRACKING**
**EXTERNAL   **
**     ****LIAISON/**
**     ****REPORTING**
**BEST PRACTICES**
**ADVOCACY**

**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**

**OMB**** CIRCULARS**

**  ****A-50**
**  ****A-76**
**  ****A-23**

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

***Management Assessment***

- Office of Management Systems

## Strategy

**Strategy**

***Management Assessment***

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

- Office of Management Systems

## 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

- Examples:  ISO, Self-Assessments, Program/Project Management Reviews, CIC Reviews, GAO/OIG Audits
- APPL interface to identify functional requirements

**Internal Management Controls**

***Management Assessment***

- Office of Management Systems

## Office of Management Systems 

- Office of Management Systems

***Management Systems***

## 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

- 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

***Management Assessment***

**GAO and OIG Audit Activities**

** **

- Office of Management Systems

## Office of Management Systems 

- Office of Management Systems

***Management Assessment***

## Office of Management Systems 

- Office of Management Systems

***Management Systems***

- 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

***Management Assessment***

**Directives Management System**

- Office of Management Systems

## Management Assessment

***Management Assessment***

- Office of Management Systems

## Functional Leadership Initiatives

- 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]

***Management Assessment***

- Office of Management Systems

## Office of Management Systems 

- Office of Management Systems

***Management Assessment***

## AGENDA

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

- Office of Management Systems

## Logistics Management

**Functional Leadership Strategy**
- Jeff Parker
- September 14, 1999

- Office of Management Systems

## Logistics Management Strategic RoadmapPresent State   .....................................   Future State 

***Functional ***
***Mission***

***Core Activities ***

***1998 - 2000***

***2001- 2007***

**Manage Materials **
**&**
**Equipment Assets**

**Support Program **
**& Project**
**Support**

** ****Provide Travel & **
**Transportation **
**Services**

***Asset Acquisition***
***Inventory Control***
***User Accountability ***
***Disposal & Recovery***

***       ******Vehicle Mgmt***
***      ******Personnel Travel***

***      ******Transport of Materials ***
***       ******& Assets***

***      ******Logistics Planning***

***Life Cycle Cost Management***

***Acquisition of Materials ***
***& Services***

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

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

-  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

-  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

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

**Logistics Management Strategic Roadmap*****Present State   .....................................   Future State***

## Strategy

**Strategy**

- NASA’s 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	-	Utilization and Disposal	-	Transportation	-	Program Logistics

***Logistics Management***

- Office of Management Systems

## External

**Policy**
**Oversight**
**External Liaison **
**Best Practices**
**Advocacy**

**Equipment**
**Supply**
**Transportation**
**Contract Property**
**Utilization/Disposal**
**Program Logistics**

**Executive Orders**

_**ORGANIZATION**_
_**TEAMS**_

**OMB **
**Circulars**
**& Bulletins**

**Presidential Initiatives**

**External**
**Liaison**

_**FUNCTIONS**_

**Federal Laws/Regulations**

- Space Act
- CFO Act
- Federal Property and Administrative Services Act
- Federal Property ManagementRegulations
- Federal Acquisition Regs.

- Alternative Fueled Vehicles
- Recycling
- Education
- Acquisition Reform

- FINANCENET - Govt Sales
- Computers for Learning Web Site
- Federal Electronic Asset Mgmt
- Task Force (Electronics Recycling)

- OMB Bulletin - Financial  Statements
- OMB Bulletin - Grantee Property
- Circular A-11
- Circular A-110
- Circular A-122

**NPRG**

**DoD**

**NPMA**

**GSA**

***Logistics Management***

- Office of Management Systems

## Computers for Learning

**Computers for Learning**

- Office of Management Systems

***Logistics Management***

## Computers for Learning

**Computers for Learning**

- Office of Management Systems

***Logistics Management***

##  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

-  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

**Collaborative Teams**
***External***

***Stakeholders:  Public, White House, Federal Agencies***

***Logistics Management***

- Office of Management Systems

## Collaborative Teams

**Collaborative Teams**
***Internal***

- 	-	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)

***Customers:  Administrator, Enterprises, Center Functional Managers***

***Logistics Management***

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

- 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

- Office of Management Systems

## Investments in:

-   -   Equipment
-   -   Supplies
-   -   Vehicles

- Office of Management Systems

***Logistics Management***

## Just-in-Time Supply

**Just-in-Time Supply**

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

**Satisfied Customers**

- Office of Management Systems

***Logistics Management***

## Ongoing Activities

***Logistics Management***

- 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

- Office of Management Systems

## Agency Container Database

**Agency Container Database**

- Office of Management Systems

***Logistics Management***

## Functional Leadership Initiatives

***Logistics Management***

- 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

- Office of Management Systems

## AGENDA

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

- Office of Management Systems

## Aircraft Management

**Aircraft Management**
**Functional Leadership Strategy**
- Gerry Brown
- September 14, 1999

- Mission Management

- Astronaut Training

- NASA Aircraft Missions

***Aircraft Management***

- Aeronautical Research

- Program Support

- Office of Management Systems

## Aircraft Management Strategic RoadmapPresent State   .....................................   Future State 

***Functional ***
***Mission***

***Core Activities ***

***1998- 2000***

***2001 - 2005***

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

**Aviation Safety**

**Aircraft Operations**
** ****Policy**
** ****and Management**

** ****Aviation Resources**

***Integrated Aircraft operations and Agency projects/programs***
***Coordinate Intercenter Aircraft Operations Panel (IAOP) Reviews***
***High  quality training***

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

***Agencywide policy formulation***
***Integrate Enterprise aircraft ***
***operations policies and resources***

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

-   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

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

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

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

**Aircraft Management Strategic Roadmap*****Present State   .....................................   Future State***

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## Aircraft Management

- POLICY    OVERSIGHT   EXTERNAL
-    LIAISON
- BEST PRACTICES   ADVOCACY

- MISSION MGMT ACFT
- R&D/PROG SUPPORT ACFT
- ICAP REP
- IAOP PANEL MGR
- IAOP REVIEW  TEAM MGR
- ASSET MGMT
- TRAINING/MAINT COTR

**EXECUTIVE** **ORDERS **

_**ORGANIZATION**_
**         **_**TEAMS**_

**OMB CIRCULARS **

**EXTERNAL LIAISON**

**Aircraft Management**

_**FUNCTIONS**_

**FEDERAL LAWS/REGS**

-  -  Space Act
-  -  FPMR 101 -37
-  -  Fed Aviation Regs
-         (Parts 91, 66, 25, 137, etc)

-  Circular A-126
-  Circular A-76
** **

***Aircraft Management***

- -   Use of Exec Agency Aircraft
- -   Senior Federal Travel

- CONGRESS
- DOD
- USAF
- USN

- FED AGENCIES

- ICAP
- FAA
- GSA
- OMB
- NSF
- ASAP

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## 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. 

**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.

***Aircraft Management***

**27**

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## NASA Aviation Business

- 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

***Aircraft Management***

**28**

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## Scope of  NASA Aviation Operations

**Scope of  NASA Aviation Operations**

- 1

- 1

**JSC**

**KENNEDY**

**LANGLEY**

**STENNIS**

**WALLOPS**

- 1

**AMES**

**DRYDEN**

***Aircraft Management***

**GLENN**

**MARSHALL**

- 1

**HQ**

**29**

- Office of Management Systems

## Code M

**Enterprises Supported by Aircraft**

- Code R

- Code Y

- DoD/Feds

- Code U

- Code S

***Aircraft Management***

**30**

- Office of Management Systems

## Types of NASA Flight Operations

**Types of NASA Flight Operations**

- Research

- Astronaut Support

- Program Support

- Administrative

-   JSC

-   KSC

- MSFC

-  SSC

- DFRC

-  ARC

- LARC

-  WFF

- GRC

-   HQ

***Aircraft Management***

**31**

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## Organizational Relationships

**Organizational Relationships**

- ENTERPRISES

- CENTER DIRECTORS

- CODE J

- FLIGHT OPERATIONS OFFICES

- INTERCENTER AIRCRAFT
-  OPERATIONS PANEL

- CODE A

- Office of Management Systems

***Aircraft Management***

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## Functional Leadership Activities

-  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

***Aircraft Management***

**Functional Leadership Activities**

**33**

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## Aviation Safety Initiatives

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

***Aircraft Management***

**34**

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## Functional Leadership Initiatives

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

***Aircraft Management***

**35**

- Office of Management Systems

## Aircraft Management

***Aircraft Management***

- Office of Management Systems

## AGENDA

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

- Office of Management Systems

## NASA’s Environmental Program

**Functional Leadership Strategy**
- Olga Dominguez
- September 14, 1999

- Office of Management Systems

## Environmental Management Strategic RoadmapPresent State   .....................................   Future State 

***Functional***** Mission**

***       ***
***      ***

***Core Activities***** **

***1998 - 2000***

***2001 - 2005***

**Prevention**
*Implement an integrated *
*approach to minimize *
*environmental *
*contamination and pollution*

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

-  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

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

-  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

-  Develop information system to
-    identify liabilities and costs

**Restoration**
*Cleanup *
*contaminated sites*

-  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

-  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

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

**Conservation**
*Protect and enhance *
*natural and *
*cultural resources*

-  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

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

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

**Environmental Management Strategic Roadmap*****Present State   .....................................   Future State***

## 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***

***Environmental Management***

- Office of Management Systems

## Strategic Framework Core Activities

- Prevention - a holistic approach that will avoid future compliance and restoration problems
- Compliance - ensuring NASA’s 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

***Environmental Management***

- Office of Management Systems

## CIRCULARS 

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

- NEPA, Energy, Remediation, Program Advocacy, Pollution Prevention, and Budget

**EXECUTIVE** **ORDERS **
- Greening the Government,
-  Pollution Prevention,
- Wetlands, Environmental
-    Justice, Recycling,
-         Energy Conservation,
-             Ozone Depletion

_**CORE PROGRAMS**_

**OMB**
**CIRCULARS**** **
- A-11
- A-119

**PRESIDENTIAL**
**INITIATIVES**** **

- ISO 14000, CEMP,
- Clean Water Action Plan,
- Global Climate Change,
- ESPC, Million Solar Roofs,
- Montreal Protocol** **

**EXTERNAL**
**LIASION**

_**FUNCTIONS**_

**FEDERAL ENV. LAWS **- Clean Air Act, Clean Water Act, Superfund, Hazardous Waste - RCRA, NEPA, EPCRA, EPACT,
- FIFRA, TSCA

- OMB
- EPA

- DOE
- CEQ

- AIA
- DOD

- States

***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

- 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

**Enabling NASA Missions**

***Environmental Management***

- Office of Management Systems

## Environmental Management

***Environmental Management***

- Office of Management Systems

## Environmental Stewardship

**Clean-up NASA’s 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 FY’97

***Environmental Management***

- Office of Management Systems

## Environmental Management

***Environmental Management***

- Office of Management Systems

## Regulatory Assurance

**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**

***Environmental Management***

- Office of Management Systems

## Environmental Management

***Environmental Management***

- Office of Management Systems

## Environmental Systems and Tools

**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**

***Environmental Management***

- Office of Management Systems

## Environmental Management

***Environmental Management***

- Office of Management Systems

## Near Horizon Issues - Executive Orders

**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

***Environmental Management***

- Office of Management Systems

## Environmental Initiatives

**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

***Environmental Management***

- Office of Management Systems

## AGENDA

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

- Office of Management Systems

## Facilities Engineering

**Functional Leadership Strategy**
- Bill Brubaker
- September 14, 1999

- Office of Management Systems

## Facilities Engineering Strategic RoadmapPresent State   .....................................   Future State 

**Planning/Real                  Property**
***Provide a Global Agency perspective of Constructed Physical Resources to enable and enhance support of NASA Strategic Enterprises and Centers***

***       ***
***      ***

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

***1998 - 2000***

***2001 - 2005***

**Design and Construction**

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

**Maintenance**

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

-   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

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

**Resources**
***Provide leadership and support***
***for financial management and budget development in all ***
***facilities areas***

-   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

-   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 < 100 years

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

-   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 > 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

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

-   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

-   Fully integrate financial
-    management of facilities resources
-    into the Agency’s 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

***Core Activities***

**Facilities Engineering Strategic Roadmap*****Present State   .....................................   Future State***

## Facilities Management

***Facilities Management***

- 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

***Facilities Engineering***

- Office of Management Systems

## Facilities Management

***Facilities Management***

- Office of Management Systems

## Facilities Management

***Facilities Management***

- 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

- Office of Management Systems

***Facilities Engineering***

## Facilities Management

***Facilities Management***

- Office of Management Systems

## EXTERNAL LIAISON

**EXTERNAL LIAISON**

**FEDERAL** **LAWS**

**EXECUTIVE ORDERS**

**CFR &**
**OMB **
**CIRCULARS**

**PRESIDENTIAL**
**INITIATIVES**

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

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

-  OHSA Requirements, Seismic Safety (new and existing Bldgs), Gov’t Work Space Reform,

-  ISO 9000
-   Real Property

- _ORGANIZATION TEAMS_

- _FUNCTIONS_

-  OMB
-  CII

-  FFC
-  DOD

**Design & Construction**
**Facilities Maintenance**
**Real Property**
**Resources & Budget**

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

***Facilities Engineering***

-  GSA
-  NIBS

- Office of Management Systems

## Facilities Management

***Facilities Management***

- Office of Management Systems

## INITIATIVES

**Reliability Centered Maintenance**
**Facility Safety Review**
**Revitalization needs as a element of Core Capability Assessment**

***Facilities Engineering***

- Office of Management Systems

## Facilities Management

***Facilities Management***

- Office of Management Systems

## AGENDA

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

- Office of Management Systems

## Security Management

**Functional Leadership Strategy**
- Mark R.J. Borsi
- September 14, 1999

- Office of Management Systems

## Security Management Strategic RoadmapPresent State   .....................................   Future State 

***Threats***

***AGENCY***
***MISSION***

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

**  *****Protecting***
*** ******Information***

- Foreign & Domestic Espionage
- Computer Hacking
- Illegal Technology Transfer

- Theft
- Vandalism
- Sabotage
- Civil Disobedience

***(why)***

***Security***
***Missions***
***    ******(what) ***

***Milestones***

***(when)***

***Present State***
***1998 - 2000***
***        ******(how)***

***Future State***
***2001 - 2005***
***        ******(how)***

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

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

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

**          ****Physical Security**
* *Employ New Asset Protection Tech.

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

**Personnel Security & Training**
-  Centralized Adjudication
-  National Badge & Pass
-  Standardize Arrest Authority

***Protecting***
***  ******People***

- Measurement:  Zero instances of
- violence against our employees,
- contractors, and visitors.

***Protecting***
*** ******Property***

- Measurement:  Less than $600k of
- property, stolen or destroyed.

- 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**

**Security Management Strategic Roadmap*****Present State   .....................................   Future State***

## Strategy

**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.

***Security Management***

- Office of Management Systems

## Office of Management Systems 

- Office of Management Systems

***Security Management***

## OTHER

- POLICY    OVERSIGHT
- BEST  PRACTICES   ADVOCACY
- CENTRAL SERVICE

- Threat Analysis
- COMSEC
- Standards & Training
- Program Support
- INFOSEC

**EXECUTIVE** **ORDERS **
- Access to Classified Information,
- Security Requirements for Gov’t
- Employees, Classified National
- Security Information, National
- Industrial Security Program, et al

_**ORGANIZATION**_
**         **_**TEAMS**_

**OTHER**
**REGULATIONS**
- NSTISSC
- NSA
- OMB A-130
- Arms Control Treaties
- DoS FAM

**PRESIDENTIAL**
**INITIATIVES**** **

- Critical Infrastructure Protection,
- Counterintelligence, Information
- Security & Declassification,
- Counterterrorism, et al** **

**EXTERNAL**
**LIASION**

_**FUNCTIONS**_

**FEDERAL LAWS **
- Title 18
- Title 42
- Space Act

- FBI
- NSA
- ISOO
- OPM

- DOD
- CIA
- USSPB
- GAO

***Security Management***

- Office of Management Systems

## Functional Leadership Activities

**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 NASA’s role in this Federal effort

***Security Management***

- Office of Management Systems

## 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

**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

**Functional Leadership Activities **

***Security Management***

- Office of Management Systems

## Functional Leadership Activities 

**Revitalize NASA Resource Protection Plan & Comply with PDD-63 **_**Protecting the Nation’s Critical Infrastructure**_
- Identify all NASA’s 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.

***Security Management***

- Office of Management Systems

## Security Management

***Security Management***

- Office of Management Systems

## Functional Leadership Activities

**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

***Security Management***

- Office of Management Systems

## Security Management

***Security Management***

- Office of Management Systems

## Functional Leadership Activities

**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

***Security Management***

- Office of Management Systems

## Functional Leadership Activities

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

***Security Management***

- Office of Management Systems

## Office of Management Systems 

- Office of Management Systems

***Security Management***

## Functional Leadership Initiatives

**Principal Center for Extranet (completed)**
**Centralize Security Clearance Adjudications (under development)**
- Plan to create a Principal Center for adjudications
- Remove bias, standardize and automate process, link with Government goals

***Security Management***

- Office of Management Systems

## AGENDA

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

- Office of Management Systems

## Summary

**Code J Activities are diverse and broad**
**Code J FLSs are a good investment for the Agency**
**Individual initiatives will be individually staffed as appropriate**

- Office of Management Systems

## AGENDA

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

- Office of Management Systems

## Revisit Purpose

**Compliance**
**One down, 16 to go**
**CIC Awareness of Functional/Staff Office Strategies & Activities**
**Code J needs concurrence or redirection from CIC on overall strategies**
**CIC Awareness of Strategic Management Handbook Requirement**
**CIC needs to reconfirm or change the Strategic Management Handbook requirement for these presentations**

- Office of Management Systems