Letter from the Director - NASA...agement system assures that assigned projects are managed according to the engineering and management practices prescribed in NPG 7120.5. The SSC

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Letter from the DirectorPeople who visit our center describe it as a community…aunique community that is home to over 30 Federal, state,academic, and private organizations and nearly 60 tech-nology-based companies. We believe that our Federal andCommercial City is a public-private partnership modelthat others are only beginning to emulate. Partnershipsmean that both parties have resources at risk and stand tobenefit from the association. Our partnerships with ourNASA Enterprises, local agencies, and commercial clientsare founded on mutual respect, teamwork, and integrity.We strive to make these characteristic values evident bythe way we treat our fellow employees, contractors, andothers who work at Stennis Space Center.

We have coined a mission statement that describes us as the Nation’s partner ofchoice for propulsion testing. For over 40 years, Stennis Space Center has tested thepropulsion systems that have taken Americans and our international partners intospace. After the recent Columbia accident, we know only too well the risks associat-ed with space travel and the importance of dependable propulsion systems on ourspace vehicles. We will respond to the Columbia Accident Investigation Board(CAIB) Report and NASA's Implementation Plan for Return to Flight and Beyondwith only the highest levels of personal excellence from our test community. Werealize that only the best test program is worthy of those who carry our spaceexploration dreams forward.

We are personally committed to improving our citizens’ quality of life throughinvestments in Earth Science Applications. These investments are focused on helpingfarmers grow more food at less cost, helping emergency workers respond more effec-tively during homeland security activities, and managing the Nation’s coastalresources more effectively.

We provide an atmosphere at Stennis Space Center for our employees to grow andlearn. Our people are our priority and we will continue to invest in their educationand experience base. Our education programs not only assist our current employ-ees but also encourage our future employees from all walks of life. The Stennisfuture workforce, now in grade school and college, will experience a richer curricu-lum based on technologies and research resulting from our propulsion test andremote sensing work. Our goal is to encourage students to invest their time in thesciences and mathematics so we will be able to invest compelling and captivatingwork in them.

The Stennis mission continues as a model of teamwork…now and for the future.

Table of Contents

I. Center Overview

II. Center Alignment with NASA Strategic PlanA. Space Flight EnterpriseB. Earth Science EnterpriseC. Aerospace Technology EnterpriseD. Education EnterpriseE. NASA Strategic Framework/Stennis Contributions

III. Stennis Space Center CapabilitiesA. Center Portfolio ManagementB. Current State of the Stennis Space Center WorkforceC. Current State of Stennis Space Center Facilities

IV. Strategic Capabilities for the FutureA. Contributions to the Space Flight EnterpriseB. Contributions to the Earth Science EnterpriseC. Contributions to the Aerospace Technology EnterpriseD. Human Capital StrategiesE. Real Property Strategies

V. Implementing Strategies Summary

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Stennis Space Center2004 Implementation Plan

View of the Pearl River basin formingthe western boundary of StennisSpace Center (May 31, 1963)

Michael U. RudolphiInterim Director


Stennis Space Center, a unique Federaland commercial city, is home to theNational Aeronautics and SpaceAdministration (NASA), its contractorteam, over 30 other Federal/stateorganizations and nearly 60 technology-based companies. This synergy leadsto the sharing of costs, services andtechnical capabilities that make Stennisa national model of teamwork and gov-ernment cost effectiveness. This multi-disciplinary Federal facility has a work-force of 4,600, including 1,700 scien-tists and engineers engaged in rocketpropulsion testing, earth system sci-ence, and national defense programs.

PROPULSION TESTINGAs NASA’s Program Office for RocketPropulsion Testing, the StennisPropulsion Test Directorate manages allof the Agency’s rocket propulsion testassets, coordinates activities andresources, develops testing and facilityinvestments, consolidates plans, anddetermines where tests are performedwithin the Agency. Stennis SpaceCenter maintains modern, state-of-the-art propulsion test facilities; three teststands provide engine systems testing;and the versatile E-Complex serves asa developmental rocket engine compo-nent test facility for engines poweringfuture launch vehicles.In addition, Stennis Space Centerchairs the Rocket Propulsion TestManagement Board (RPTMB), the prin-cipal implementing activity for NASA’srocket propulsion testing efforts andThe National Rocket Propulsion TestAlliance (NRPTA), an agreementbetween NASA and the Department ofDefense (DoD) to shape the govern-

ment’s rocket propulsion test capabilityto efficiently meet national test needsthrough intra- and inter-agency cooper-ation.

EARTH SCIENCE APPLICATIONSNASA's Vision to improve life herestarts with the Earth ScienceEnterprise's (ESE) study of Earth fromspace. The Earth Science ApplicationsDirectorate seeks to understand andprotect our home planet by advancingEarth-system science. Dedicated tounderstanding the total Earth Systemand the effects of natural and human-induced changes on the global environ-ment, the ESE’s efforts are coordinatedthrough three divisions:

• The Research Division studies and models the Earth system to learn how it is changing and to understand how these changes will affect life on Earth.

• The Engineering Division develops advanced tools to enhance theperformance and the results of Earth observation missions.

• The Deployment Division applies the benefits of Earth science information and technology to society and to the economy.

The Deployment Division supports theDirectorate by contracting with com-petively selected partner organizationsand implementing projects, which fulfillprogram priorities established at NASAheadquarters along four areas:resource management, disaster man-agement, community growth and infra-structure, and environmental assess-ment.

I. Center OverviewEDUCATION PROGRAMSThe programs provided by the Stenniseducation office are integral to theCenter community. Its primary focus isto inspire the next generation of engi-neers, scientists, and astronauts tostudy math and science and consider acareer with the National Aeronauticsand Space Administration. Through theEducator Resource Center and theMississippi Interactive Video Center theEducation Office at Stennis is helpingeducators integrate state-of-the-arttechnology into their classrooms by pro-viding computer software, videotapes,and other materials. In addition, theNational Workforce DevelopmentEducation and Training Initiative pro-vides remote sensing content to stu-dents thus ensuring U.S. competitive-ness in the remote sensing industry.

The following sections describe thealignment of SSC assignments with thestrategic objectives of the Enterprisesand the NASA Vision, Mission, andStrategic Goals. Section II addressesSSC contributions to the Space FlightEnterprise and elaborates on contribu-tions to other agency program ele-ments. Section III discusses currentSSC capabilities with special emphasison unique facilities and expertise fortesting and validating propulsion andremote sensing systems. Section IVemphasizes SSC support to the strate-gic objectives of the Space Flight, EarthScience, Education, and AerospaceEnterprises. This section also dealswith our plans for future workforcedevelopment and real property develop-ment. In section V, a summary of SSCcontributions to NASA implementing

strategies is discussed. This documentcovers SSC activities through 2006.Fiscal year 2004 plans are detailed inthe document attached to the backcover.

Stennis Space Center Visitor Center andWeekday Education Program Facility


2Stennis Space Center2004 Implementation Plan

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II. Center Alignment with NASA Strategic Plan

Space Flight Enterprise

As a member of the OneSpaceFlight team, Stennis SpaceCenter manages the Rocket Propulsion Test Program forthe Space Flight and Aerospace Technology Enterprises.Through the end of this decade and beyond, NASA’sSpace Shuttle Program will rely on Stennis to test andcertify propulsion systems’ performance. Cooperativeprograms with the Department of Defense and privatesector focused on orbital space planes and nextgeneration space vehicles are central to the Stennismission as the Nation’s partner of choice for rocketpropulsion testing.

Space Shuttle Main Engine test firing at dusk


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Earth Science Enterprise

To improve our citizens’ quality of life, Stennis SpaceCenter translates the scientific breakthroughs of the EarthScience Enterprise into practical applications for farmers,foresters, coastal zone managers, and emergencyresponse personnel. The Earth Science Applicationstheme uses the science data and knowledge baseresulting from global climate change research to enhanceEarth resource management decisions made by Federalagencies. Stennis is the performing center for five of thetwelve national applications addressed by these agenciesincluding:

• Agricultural Efficiency• Homeland Security• Disaster Management• Coastal Zone Management• Community Growth


Landsat Image of the Mississippi/Louisiana CoastlineStennis Space Center

2004 Implementation Plan6

Aerospace Technology Enterprise

To ensure continued access to space in the comingdecade, the Aerospace Technology Enterprise is workingon second-generation reusable launch vehicles. Thetechnology roadmap, focused on critical vehicle compo-nents, pays special attention to robust, reusable rocketengines, advanced crew escape systems and thermalprotection systems. Stennis Space Center is responsiblefor testing critical reusable engine components over thenext several years. The Center’s TechnologyDevelopment Team is preparing wireless engine diagnos-tics systems for the ground-based tests of selectedengine architectures. In addition, Innovative TechnologyTransfer Partnerships and Small Business InnovationResearch projects sponsored by the Enterprise willaddress technology needs of both propulsion testing andremote sensing applications.

Atomic absorption spectroscopyexperiment for Space Shuttle MainEngine plume diagnostics supportingoverall vehicle health management



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Education Enterprise

To prepare our next generation of explorers, NASA’sEducation Enterprise is focused on inspiring students toelect careers in science, technology, engineering, andmathematics. Drawing on examples gleaned from rocketpropulsion testing and remote sensing applications,Stennis Space Center contributes to the Enterprise visionby using the R&D results to improve teaching andlearning in all age groups. These education initiativestake full advantage of NASA personnel and facilities toattract a diverse set of potential NASA employees duringthe formative years of their pre-college education.

Weekday Education ProgramStudents in the Stennis SpaceCenter Shuttle Simulator


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III. Stennis Space Center CapabilitiesA. Stennis Space Center Portfolio

Management

Space Flight Enterprise LeadershipCouncilAs one of four NASA Centers compris-ing the Space Flight Enterprise, StennisSpace Center serves on the EnterpriseLeadership Council chaired by theAssociate Administrator for SpaceFlight. The Council ensures that theEnterprise and associated NASACenters meet their respective program-matic and institutional responsibilities asthey execute assigned missions.Council members develop and imple-ment long-term Enterprise investmentstrategies that sustain safe workingenvironments and ensure adequatecore capabilities for future missions.

Program Management CouncilThe purpose of the SSC ProgramManagement Council (PMC) is to pro-vide an executive forum to addressstrategic center issues, resource alloca-tions, and project implementationissues. The Center’s integrated man-agement system assures that assignedprojects are managed according to theengineering and management practicesprescribed in NPG 7120.5. The SSCPMC supports the Center Director in:

a. Assuring that the Center functionsas an integrated system in planning,approving, and implementing its mis-sion to meet its strategic objectivesand commitments within the avail-able resources.b. Meeting functional managementresponsibilities including project man-agement policy, process develop-ment, maintenance, and oversight.

The PMC approves initial program orproject baseline performance and costestimates to proceed from formulationinto implementation. These original esti-mates are used in subsequent varianceanalyses as the basis for approvingchanges to the project baseline. Theproject plan is the primary vehicle usedto document requirements for configura-tion management and tracking purposes.

Program and projects correlate currentfacility capabilities baselines againstproject requirements and address theneed for additional modifications or con-struction of facilities. Anticipated facili-ties’ utilization considers the full-costinstitutional impact of the projects lifecy-cle on Center infrastructure mainte-nance or other project-related liabilities.Major hardware acquisitions or con-struction projects required by the proj-ect plan are approved for implementa-tion by the PMC.

Program and project managers addressthe activities and steps to be taken toensure safety of the public, the work-force and high-value equipment andproperty in all project plans. The planaddresses both hardware and softwareaspects of the project, and identifies allactivities, such as safety, reliability,maintainability, quality assurance, envi-ronmental-related impacts, surveillance,and failure reporting. The CenterDirector and the PMC approve all proj-ect plans. Variances above 10% of theproject’s baseline estimates automati-cally invoke PMC and Center Directoraction to mitigate.

Rocket Propulsion Test ManagementBoard

All rocket propulsion test assignmentsfor NASA funded programs are directedby NASA’s Rocket Propulsion TestManagement Board (RPTMB), whichwas established in 1996 to manageNASA’s rocket propulsion test assets,activities, and resources. Programimplementation has been assigned tothe Rocket Propulsion Test ProgramManager at Stennis Space Center(SSC). The Board’s charter is to evalu-ate test program facility needs, prioritizefacility improvements, and make testassignments. The RPTMB consists offour NASA rocket propulsion test sites:Stennis Space Center, Marshall SpaceFlight Center, Johnson Space Center’sWhite Sands Test Facility, and GlennResearch Center’s Plum Brook Station.Each possesses unique test facilitiesthat are critical to meeting NASA’spropulsion test requirements. TheRPTMB also leads an integrated andcollaborative Technology Developmentand Transfer activity which shares infor-mation and data among the four NASACenters.

National Rocket Propulsion Test Alliance

The National Rocket Propulsion TestAlliance (NRPTA) was officially sanc-tioned in a Memorandum of Agreementbetween NASA and the DoD signed inJan. 1998. The Alliance was estab-lished to shape U.S. Government rocketpropulsion test needs through intra- andinter-agency cooperation. The NRPTAis co-chaired by NASA and the DoD. Allactivities of the NRPTA are governed bythe NRPTA Operating Procedure(NRPTA-001), which details the guide-

lines and processes used. The NRPTAencompasses the four NASA test cen-ters along with four DoD sites (ArmyTechnical Test Center, RedstoneArsenal, Arnold Engineering Develop-ment Center, Naval Air Warfare Center,and Air Force Research Laboratory).One of the primary goals of the NRPTAis to avoid duplication of Government-owned rocket propulsion test facilities.This duplication avoidance applies toboth the construction of new facilities aswell as investments in existing facilities.

Stennis Space Center ExecutiveCouncil

Over the past thirty years, StennisSpace Center has evolved into a multi-agency, multidisciplinary Federal andcommercial city hosting over 35Federal, state, university, and privateagencies. This consortium servesmany collaborative purposes includingreduced operating costs resulting fromsharing common services, facilities andinfrastructure. As the NASA host for theconsortium, Stennis Space Centeravoids approximately $7.5 million peryear in operating costs.

The Stennis Space Center ExecutiveCouncil (Council) is comprised of thesenior managers of the major Federalagencies, state agencies, universities,and private companies residing withinthe Center’s administrative complex.The Council functions as a soundingboard for new programs and facilitiesbeing considered at the Center and fos-ters communication on topics of mutualconcern such as occupancy and leaserates.

Stennis Space CenterAdministrative Complex


13Stennis Space Center


B. Stennis Space Center WorkforceThe SSC workforce has dramaticallychanged over the past decade. FromFY 1994 to FY 2003, SSC achieved a42-percent increase in its civil servicecomplement. This increase is a resultof continued growth in mission assign-ments and growing infrastructure of thisunique Federal and commercial city. Toalign the human capital strategy withthese expanded missions, SSC hasdeveloped a strategic human capitalarchitecture built on five pillars derivedfrom the NASA Strategic HumanCapital Plan—Strategic Alignment,Strategic Competencies, Learning,Performance Culture, and Leadership.

SSC’s long-term workforce is managedstrategically through the alignment ofrecruitment, development, and thefuture intake pipeline with the AgencyStrategic Plan to ensure optimal contri-bution of the workforce to mission suc-cess. SSC has benefited from anunusually low attrition rate over the lastthree years of 2.4%, with an averageworkforce age of 44.7 years, theyoungest in the Agency.

By the end of 2003, 8% of the work-force will be retirement eligible. Ourcore science and engineering workforceis only 5% retirement eligible comparedto a NASA-wide level of 15 percent.Within five years, approximately 17% ofSSC’s workforce will be eligible to retirecompared to the Agency level of 25 per-cent. SSC continues to infuse new tal-ent and diversity with fresh-outs consti-tuting one-third of the hires.

SSC fosters a civil service workforcecomprised of diverse occupations, edu-cational backgrounds, ethnicity, andnational origins.

Figure III-1 illustrates SSC‘s currentworkforce by occupational category.

Figure III-2 illustrates SSC’s effortstoward building a diverse workforce thatmirrors the Nation.

III. Stennis Space Center CapabilitiesFigure III.3 illustrates the educationalcomposition of the workforce.

With the NASA CompetencyManagement System, we have system-atically examined the critical workforcecompetencies that will enable SSC toaccomplish its assigned missions overthe next five years. The following corecompencies must be maintained andenhanced within the SSC workforce:

1. Propulsion Systems and Testing –Essential knowledge, capabilities,and expertise required to performdevelopmental, design, analysis,modeling, and operations of propul-sion test facilities and systems. 2. Earth Science ApplicationsResearch – Essential knowledge andcapabilities to understand the totalEarth system and the effects of natu-ral and human-induced changes onthe global environment. 3. System Engineering – Essentialknowledge and capability focused onproject life-cycle management fromproject concept through requirementsdefinition, cost analysis and trades,and performance validation. 4. Program/Project Management —Essential knowledge, capabilities,and practices necessary to oversee

Space Shuttle Main Engine, rocketpropulsion test, and Earth scienceapplications activities.

Other professional competencies thatremain critical and essential to the SSCinfrastructure include facilities planningand operations, acquisition manage-ment, and resources and financial man-agement. These skills are especiallyimportant given SSC’s history and con-cept of operations that contracts themajority of technical, production, opera-tions and maintenance to aerospaceand Government service vendors.

SSC’s business model requires contrac-tor “touch labor” and project executionwith overall project management admin-istered by NASA civil servants. Thecurrent contractor to civil servant ratioof 4.5 to 1 challenges our leadershipteam to maintain the proper balancebetween the demands for outsourcingtechnical operations and maintenanceto contractors and providing require-ments development, contract adminis-tration, and technical oversight by civilservants.

NationalDemographics

Caucasian68%

African-American

13%Hispanic

13%Asian/Pacific

5%

NativeAmerican

1%

StennisLabor Distribution

Clerical9.79%

Scientists andEngineers59.44%

Technicians0.35%

Professional andAdministrative

30.42%

StennisDemographics

African-American10%Hispanic

2%Asian/Pacific

2%

Native American1%

Figure III-2

Figure III-3

Figure III-1

Caucasian85%

StennisEducation Levels

Doctorate5%

No Degree13%

Associates3%

Bachelors46%

Masters33%




III. Stennis Space Center CapabilitiesC. Stennis Space Center FacilitiesIn October 1961, the site which is nowthe John C. Stennis Space Center(SSC) was selected to be the static testfacility for the launch vehicles anticipat-ed for the Apollo lunar landing program.The SSC, located in Hancock County,Mississippi, is approximately 45 milesnortheast of New Orleans, Louisiana.Four decades ago the decision to buildthe rocket test facility was based on thearea’s relative isolation and proximity tothe navigable waters of the Pearl Riveradjoining the Gulf of Mexico. The site’sisolation allowed the U.S. Governmentto acquire the 13,800 acres for test andadministrative facility construction andan additional 118,193-acre restrictiveeasement to provide an acoustic bufferzone around the facility. To preservethe buffer zone, the restrictive ease-ment prohibits construction or mainte-nance of structures for human habita-tion. The buffer zone, which is subjectto intense sound pressure levels, shockwaves, and noise resulting from fullpower and duration engine firings, guar-antees NASA and other U.S. Govern-ment agencies an irreplaceable nationalrocket test facility. The total areaencompassed by SSC, 138,781 acres,comprises 38% of NASA’s total landholdings and is valued in excess of onebillion dollars. The Mobile DistrictCorps of Engineers functions asNASA’s land management agent forland interests in the buffer zone.

With the current wetlands regulatoryframework in mind, SSC provides a115-acre wetland mitigation area in thebuffer zone that addresses compensa-tory wetlands mitigation for 50 acres ofwetland impacted within the test and

administrative complex. An additional385 acres of wetlands immediatelyadjacent to the mitigation area hasbeen set aside for wetlands potentiallyimpacted by future developments.

SSC’s real property profile includesapproximately 189 administrative andlaboratory buildings with a currentreplacement value of $400 million.Other structures, including facilities inthe engine test complex are valued at$1.055 Billion. Together these consti-tute 7.6% of NASA’s real property port-folio, with a total value of $1.455 Billion.Figure III-4 depicts the key facilities ofSSC.

The SSC Facility Maintenance Programensures facility availability to addressagency mission assignments in rocketpropulsion test, remote sensing andeducation. A comprehensive analysisof SSC facilities’ condition revealedapproximately $264 million in deferredmaintenance, which represents 17.6%of current replacement value (CRV).SSC’s backlog maintenance annualreport (BMAR) shows a standing main-tenance requirement of $82 million. Ofthe $82 million, propulsion test facilitieshas a backlog of $32 million with basefacilities and infrastructure showingaround $50 million.

Annual investments in core capabilitiesare made through the NASAConstruction of Facilities (CoF) andMaintenance Program. These requeststypically address facilities maintenanceand improvements. SSC is workingwith the Space Flight EnterpriseInstitutional Program Office (IPO) toaddress the BMAR level, one of thehighest in the agency.

Figure III-4: Clockwise from upper left: A-1 test stand, A-2 test stand, Remote Sensing Verification andValidation Facility, Advanced Component Test Facility with B-Complex in the background, and LockheedMartin Mississippi Space and Technology Center. The center image, a Boeing RS-68 engine, is tested onthe B-1 test stand.


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IV. Strategic Capabilities for the FutureA. Contributions to the Space Flight Enterprise

COMMITMENT TO FLIGHT

The Space Flight Enterprise mandate is to provide risk-managed access to space for other NASA Enterprisesas a means to further exploration and discovery. TheSpace Shuttle has been the foundation of NASA’shuman access to space for over 20 years. As we returnto flight in 2004 and complete International SpaceStation (ISS) construction within the next five years, wewill continue to enhance the Shuttle fleet’s capabilitiesthrough the Shuttle Service Life Extension Program(SLEP). Through the end of this decade and beyond,NASA’s Space Shuttle Program will rely on the RocketPropulsion Test Program (RPTP) to test and certifyenhanced Space Shuttle propulsion systems resultingfrom the SLEP. Managed by Stennis Space Center, theRPTP provides the facilities to test all Space ShuttleMain Engines (SSME) as well as the OrbitalManeuvering System (OMS) and Reaction ControlsSystem (RCS). Extensive testing ensures that safe andreliable launch systems are ready to access the ISS forcontinued scientific operations.

CORPORATE FOCUS

As NASA’s key provider of space flight services, theSpace Flight Enterprise addresses the flight supportneeds of other NASA Enterprises along with theDepartment of Defense and other Government agen-cies. SSC manages the rocket propulsion test servicesfor the Space Flight Enterprise and oversees 24 worldclass test positions across four NASA Centers includingMarshall Space Flight Center, Glenn Research Center’sPlumbrook Station, and Johnson Space Center’s WhiteSands Test Facility. In addition to NASA engine devel-opment programs, the RPTP provides test facilities,technical support, and special test equipment forDepartment of Defense and commercial customers.The RPTP is a charter member of the National RocketPropulsion Test Alliance with the Department ofDefense. This Alliance leverages DoD and NASA testcapabilities when additional engine test capacity isrequired to meet national needs.

MANAGEMENT EXCELLENCE

To return the greatest value to the American public, theSpace Flight Enterprise will employ a well-balancedapproach to managing our portfolio of capabilities, achiev-ing both technical and management excellence. Buildingon a legacy of systems engineering excellence, we willapply the same systems discipline to integrate space flightfacilities, human capital and finances. In response to theEnterprise emphasis on integrated portfolio management,the RPTP will begin consolidating test operations at SSCand MSFC. Beginning in 2004, test operations and testproject management will be combined into one TestOperations Contract (TOC). By combining the work of twoCenters into one contract, the RPTP provides long-termworkforce stability and protects a nationally important skillset for future propulsion development and testing. TheRPTP continues to enhance the core rocket test capabilityby incorporating new technologies and methodologies,eliminating surplus facilities and consolidating operationsbetween test facilities. Further consolidation of NASA testfacilities is expected to greatly improve the Nation’s returnon capital investments in space flight.

REACHING FOR A VIBRANT FUTURE

NASA’s Integrated Space Transportation Plane (ISTP)frames an investment strategy that not only extends theSpace Shuttle’s operational lifetime but also ensuresfuture options for NASA space transportation and explo-ration. Within ISTP, the strategic objectives for the UnitedState’s future in space flight are addressed by the SpaceLaunch Initiative (SLI). This initiative focuses on America’snext generation launch technology to enhance commercialdevelopment of space as well as civil exploration andNational security programs. SLI’s emphasis on flight risk-reduction focuses attention on Stennis Space Center’spropulsion test role. The next-generation launch technolo-gy objectives deal with reusable, robust propulsion sys-tems. These systems will increase the vehicle’s operatingmargins to allow routine orbit insertion at less than fullthrust capacity. As the operating margins are increased,the options to return the crew and vehicle safely during alaunch emergency increase, thus enhancing continuedaccess to space.

Artist concept of orbital space planeSpace Shuttle Main Engine


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IV. Strategic Capabilities for the FutureB. Contributions to the Earth Science EnterpriseLife is a common theme through the NASA Vision andimproving the quality of life here on earth is the expresspurpose of the Earth Science Enterprise. As societaldemands for food, clean water, and clean air increaseso must the Earth Science Enterprise evolve to providenew scientific understanding of Earth’s fragile ecosys-tem and translate this knowledge into practical method-ologies for Earth resources management.

The long-term mission of Stennis Space Center’s EarthScience and Applications Directorate is to extend theknowledge and technologies resulting from Earth sci-ence research to U.S. Government agencies, Federal,state, and local governments. During the next decade,Directorate strategies will focus on enhancing the deci-sion support systems of the U.S. Department ofAgriculture (USDA), Department of Homeland Security(DHS), National Oceanic and AtmosphericAdministration (NOAA), and U.S. Geological Survey(USGS).

The Directorate will also support the Earth ScienceEnterprise role of inspiring the next generation ofexplorers. In cooperation with the Education Enterpriseand the Office of External Affairs, compelling views ofour planet from space will be used to transform the wayscience is taught in our school systems. By drawing onour portfolio of everyday applications to improve foodproduction, manage coastal lands and fisheryresources, and plan new communities, we will show-case the benefits of Earth science research for studentsof all ages.

C. Contributions to the Aerospace Technology Enterprise

Civil space exploration, commercial space development,and National security of space all require a safe, reli-able space transportation system. During the nextdecade, the Aerospace Technology Enterprise will buildon 20 years of Space Shuttle experience to define thedevelopment roadmap for our next generation reusablelaunch vehicle (RLV). The Enterprise has adopted asystematic approach to second generation RLV devel-opment and has targeted long-life rocket engines aswell as advanced crew escape systems, lightweightstructures, and thermal protection systems.

As the managing Center for rocket propulsion testing,SSC will play a key role in testing components of thereusable propulsion systems that will help address full-scale development decisions by fiscal year 2007.Certifying the full-scale flight propulsion systems’ oper-ating margins later in the decade will be a key factor indetermining options for launch abort and crew escapeduring vehicle ascent. SSC expects to contribute addi-tional engine diagnostics technology as part of the testbed for ground-validating the selected propulsion sys-tem architectures. These non-intrusive test techniques,developed in partnerships with industry and academia,will support the integrated vehicle and health manage-ment initiatives of the Aerospace Enterprise.

In addition, dual-use development partnerships will beused to address more focused technology needs ofrocket propulsion testing. Special emphasis will beplaced on developing advanced test technologies thatwill reduce costs and improve performance validationdata for our test customers.

Pearl River Basin Space Shuttle launch




IV. Strategic Capabilities for the FutureD. Human Capital StrategiesStennis Space Center’s future workforceis envisioned as a direct reflection of ourNation’s rich cultural and ethnic heritage.In that respect, we continue to build awork environment known not only fortechnical excellence and professional-ism, but also individual respect, integrity,and teamwork. Our long-term Centergoal for sustaining our core capabilitiesin rocket propulsion test, remote sens-ing, and educational programs is to bethe employer of choice for talented indi-viduals with diverse backgrounds of cul-ture, capabilities, and ethnic origins.

We realize that to align our Center withstrategic Agency assignments and meet

our goals of providing an inclusive work-place will require an aggressive out-reach and recruitment program to ourNation’s institutes of higher learning.We have used NASA’s StrategicWorkforce Management process as thetemplate for identifying our core compe-tency requirements of skill sets andexperience levels. In addition, weexpect to use a flexible set of humanresource management tools to positiona diverse set of students into our hiringpipeline. With the Agency’s competencymanagement tools, we compared ourworkforce competencies against thelong-term requirements of our programassignments and identified several sig-nificant competency shortcomings. AsSSC addresses enhanced assignmentsfrom the Space Flight, Earth Scienceand Education Enterprises these compe-tency challenges include:

1. System engineering and risk analy-sis expertise focused on project lifecycle development and management. 2. Program/Project managementexpertise to oversee test projects dis-tributed over four NASA test centersas well as U.S. Air Force test centers,Space Shuttle Main Engine testing,and Earth Science Applications. 3. Budgeting management skills tomeet program, project, or businessrequirements.

4. Acquisition and contract manage-ment capability to develop acquisitionstrategies for future Center activities. 5. Facilities planning and operationsknowledge to support Center programneeds as well as day-to-day institu-tional operations.

Near-term challenges associated withReturn to Flight include new require-ments for safety inspections, missionassurance and compliance, with addedemphasis on Space Shuttle Main Enginesafety and project management. Newemphasis on innovative real propertystrategies increases demands on ourcore management competencies to main-tain the SSC institutional base for NASAand over 35 tenant agencies.

SSC employs a collaborative, Center-wide approach to ensure that we build atalented and diverse workforce.Recruitment teams comprised of individu-als from the Offices of Human Resourcesand Development, Equal Opportunity,and Education will address our needs byincreasing fresh-out hires over the nextfive years. In line with Agency workforcestrategies, we will place special empha-sis during these recruiting trips onHispanic fresh-outs and individuals withdisabilities. Our pipeline programs con-sisting of summer internships, fellow-ships, cooperative education, visiting fac-ulty, president’s management, federalcareer, and NASA Contracting Intern pro-grams are used to build and maintain adiverse and high-quality workforce.

Our most important investments arebeing made in our current workforce. Toensure that our employees receive train-ing, developmental experiences, andmentoring that they need to grow andperform the Center mission, we promotea variety of development programs.

Over the next five years, employeedevelopment programs are beingfocused on rotational assignments bothinternally and with other NASA Centersand Government agencies. These expe-riences will be designed to address ourcompetency challenges by reshaping ouremployees skill sets in the shortest timepossible. To foster our next generation ofleaders, rotational assignments in keepingwith the Senior Executive Service CareerDevelopment Program and other Agencyleadership programs are encouraged.

Even though the SSC concept of opera-tions is a model for future Agency out-sourcing, we must improve our organiza-tional agility to adapt to future programneeds. We will build more flexibility intoour institution to access unconventionalsources for critical skills. We will dimin-ish isolated project management struc-tures and use integrated product devel-opment team concepts to promote a per-formance culture conducive to individualemployee growth and learning.

Responding to Agency assignments witha flexible and agile workforce built on avalue foundation of performance, integri-ty, and employee safety will ensure thatSSC will continue to attract captivatingwork. By maintaining our reputation forsafety, performance, integrity, and valueto our customers with a flexible and agileworkforce known for excellence, mutualrespect, and teamwork, we will continueto attract and retain the best and bright-est for future work. We believe that ourplans for recruitment and employeedevelopment will prepare SSC for com-pelling work in this decade and beyond.Creating a workplace founded on individ-ual respect and integrity is potentially ourgreatest recruitment and retention tool.

Wanda Solano – Lead electronicsengineer in the development of wirelessand smart sensor technologies


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E. Real Property StrategiesIn keeping with the agency’s contribu-tions to the President’s ManagementAgenda focused on cost-effectivenessand efficiencies, we will continue inno-vative partnerships with otherGovernment agencies, universities, andindustry to provide returns on real prop-erty holdings at Stennis Space Center.Over thirty years ago, Stennis SpaceCenter began to reduce infrastructurecosts to NASA by implementing far-reaching cost savings initiatives. SSChas used Space Act Authority to re-invent Government before the term wascoined by entering into partnership,host-tenant arrangements with Federaland State agencies along with promi-nent universities.

Other innovative real property strategiesemployed at Stennis Space Centerinclude public-private partnerships aswell as enhanced use leasing in coop-eration with State of MississippiDevelopment Agencies.

The Stennis Space Center master planserves as the integration mechanism forreal property strategies that will satisfyAgency implementation plans as well aspublic private partnership requirementsover the next ten years.

As a result of implementing these realproperty strategies, Stennis SpaceCenter has evolved into multi-discipli-nary, multi-agency Center for federal,state, academic, and private organiza-tions engaged in aerospace, oceano-graphic, and environmental programsas well as national defense. Along with

NASA, over 30 agencies are located atStennis Space with an employee popu-lation numbering over 4,500. Theseagencies collaborate through anExecutive Management Council thatdeals with new program initiatives andresulting construction of new facilities.The agencies share costs of commonservices, facilities, and infrastructurereducing costs and operating overheadfor each agency. The Stennis sharedservice pool results in over $7.5 millionper year in cost avoidance to NASA.

Over the next decade, SSC is anticipat-ing significant growth within the techni-cal and administrative complex. Werecognize growing demands on our net-work infrastructure. The anticipatednetwork improvements will addressSSC program and project requirementsand will replace the SSC ATM back-bone with a 10GB backbone and thenetwork-attached equipment with GBdevices. The proposed upgrades willreplace 95% of the current wiring toprovide GB transfer capability to thedesktop. In addition, as a result ofissues related to Agency documentsecurity, SSC will construct a multi-ter-abyte on-line storage facility for use byall NASA Centers and programs.

To address current needs to operatemore efficiently, SSC will begin con-

struction in 2005 on a $6.0 million FirstResponse Facility that will consolidatethe fire department, security, medicalclinic, emergency operations center,and energy management functions.The facility’s back-up power and stand-alone communications systems willallow it to function independently duringsevere emergency conditions. Weanticipate using this facility as an emer-gency civil defense facility for regionaland local communities.

Beginning in fiscal year 2006, SSC inpartnership with the state and localcommunity, will begin construction of anew NASA visitors center at the I-10entrance to the Center. This initialinvestment of $4.0 million into the visi-tors center complex will reduce the on-site visitor traffic and reduce impact onthe Center security systems. The newcomplex is expected to significantlyincrease the number of visitors sharingthe NASA experience in our area.

IV. Strategic Capabilities for the Future

Advanced Component Test Facility – Site of FutureOrbital Space Plane Propulsion Test Stennis Space Center


V. Implementing Strategies SummaryTo ensure sound planning and manage-ment practices, achieve Center objec-tives and goals, and continuouslyimprove, SSC is committed to adoptingNASA Implementing Strategies. Eachof the five Implementing Strategies con-tains at least one objective for improve-ments throughout the Agency. Meetingthese objectives will ensure SSCachieves the Agency mission safely andefficiently.

IS-1. Achieve management and insti-tutional excellence comparable toNASA’s technical excellence

SSC’s contribution to IS 1 involveshuman capital, competitive sourcing,financial management, budget and per-formance integration, electronic govern-ment, and institutions and asset man-agement. The Office of HumanResources and Development’s partner-ship with the Office of Education andOffice of Equal Opportunity, along withall other organizational management,ensures educational and recruitmentprograms attract a diverse workforce tomaintain mission critical competencies.The Acquisition Management Office(AMO) continues to lead by example inthe Commercial Outsourcing Programby maintaining a high ratio of Contractorworkforce versus the Civil Service work-force. The AMO continues to outsourcethe majority of acquisitions for pro-grams, services, and assets to meet orexceed NASA competitive sourcing tar-gets. The Office of the Chief FinancialOfficer remains committed to improve,streamline and unify both the financialmanagement and budget and perform-ance planning and reporting systems.

The recently implemented IntegratedFinancial Management Program (IFMP)Travel Manager and Core FinancialModules join SSC with the Agency stan-dardized financial and travel systems.Potential benefits include improvedoperating efficiencies and cost savingsas center legacy systems are terminat-ed. When implemented, the IFMPBudget Formulation Module is expectedto support full cost budgeting, providingtotal program costs for managementprogram planning. The ChiefInformation Officer (CIO) andInformation Management Division sup-port NASA’s goal of an integrated anduser-friendly Internet portal by continu-ously analyzing SSC Web sites andWeb page structures for possible trans-fer to the Agency portal or for improve-ments and upgrades. This process willimprove and increase Web access andusage. The Center OperationsDirectorate’s leadership in propertymanagement can be seen in the desireto explore new opportunities and tech-nologies in facilities and personalproperty management.

IS-2. Demonstrate NASA leadershipin the use of informationtechnologies

IS 2 strives for leadership in the use ofinformation technology. NASA dependson information technology to manage,disseminate and preserve its scientificand engineering knowledge. The SSCCIO and Information ManagementDivision’s commitment to support IS 2will leverage information technologyinvestments to ensure the SSC missionis fulfilled. Information technology

security and reliability will continuouslyimprove through the identification andimplementation of software and systemupgrades. Enhanced and cost efficientcommunications are expected throughcontinuous improvements as e-Document Management, e-Applicationsand Electronic Work Environment areimplemented. Improvements in theWide Area Network and Local AreaNetwork will foster improved collabora-tion within NASA programs.

IS-3. Enhance NASA’s core engineer-ing, management, and scientificcapabilities and processes to ensuresafety and mission success,increase performance, and reducecost

Program and project managers are con-tinuously challenged to apply innovativetechniques to improve safety and per-formance while reducing schedule andcost. The Systems Management Office(SMO) and Program ManagementCouncil (PMC) play a vital role in ensur-ing IS 3 objectives are met at SSC.The SMO provides consulting services,tools, and techniques to programs andprojects to enable best practices andsound engineering principles. The PMCsupports IS 3 by ensuring all applicableNASA Policy Guidelines are met. TheOffice of Safety and Mission Assuranceconducts Operational ReadinessInspections to verify designs are safeand work is accomplished safely. TheEarth Science Applications Directorateutilizes peer review to advance andshare knowledge of Earth systemprocesses, systems, and applications.

IS-4. Ensure that all NASA work envi-ronments, on Earth and in space, aresafe, healthy, environmentally sound,and secure

The SSC Safety Management Council,consisting of senior NASA Managersand on-site contractor GeneralManagers, actively promotes safetyawareness and the reductions of inci-dents at SSC. Monthly safety meetingsare held at various locations across theCenter. Security is another high priorityat SSC. SSC continues to work closelywith government and local authorities toensure the safety and security of peo-ple, facilities, and information. Thereduction or elimination of occupationalhealth incidents and environmentalhealth issues are another importantgoal at SSC. Specific health programshave been implemented and promotedacross the Center to accomplish thisgoal. SSC has established very specif-ic goals for the reduction in use of haz-ardous chemicals and hazardous wastegeneration.

IS-5. Manage risk and cost to ensuresuccess and provide the greatestvalue to the American public

Proper management will ensure suc-cess and provide the greatest value tothe American Public. This goal will beaccomplished at SSC by providingtools, techniques and expertise toenable well-informed decisions by man-agement. Improved cost estimationplays an important role in the decision-making process for programs and proj-ects. Earned Value Management(EVM) implementation, along with riskmanagement assessment activities willbe utilized to achieve IS 5.




NP-2003-07-00020-SSC

National Aeronautics andSpace Administration

John C. Stennis Space CenterStennis Space Center, Mississippi39529-6000

www.ssc.nasa.gov

Documents

Letter from the Director - NASA...agement system assures that assigned projects are managed according to the engineering and management practices prescribed in NPG 7120.5. The SSC