National Aeronautics and Space Administration

1. National Aeronautics and Space Administration Office of Procurement (OP) Procurement Leadership Meeting (PLM) Takeaways March 11 - 15, 2018 • Takeaways from the March Procurement Leadership Meeting (PLM) will evolve throughout KDP and Stakeholder Engagement Process

2. NASA ProcurementAcquisition Excellence in an Evolving Environment Explore and Execute Innovative, Effective, and Efficient Acquisition Business Solutions to Optimize Capabilities and Operations that enable NASA’s mission.

3. Key Visits • Mark Geyer, (JSC Director) Welcomed OP leadership, expressed excitement and encouragement regarding NASA future • Barbara Fries, (GRC OHCM) facilitated ongoing leadership development and communication, and leading change activities with OP leadership • Walita Winslow-Wilkins, (HQ OHCM) Participated as a SME for the Structure and People working groups presentations • Crystal Moten, (HQ EEO) Presented and discussed OPs national workforce Diversity and Inclusion data • Dr. Kim Haney-Brown (HQ OHCM) Presented and discussed OPs national workforce Employee Viewpoint Survey data • Kim Henry, (MSFC MAP Program Strategic Communications) Participated as SME and represented the MAP Program Office for the Structure working group presentation • Leah Hollander, (HQ MSD) Participated and represented the MSD for the Structure working group presentation • OP & OSBP Working Groups (Multiple Centers) Presented preliminary approaches and recommendations to OP leadership

4. Overview / Objective NASA Procurement Leadership F2F Overview • The intent of this chart package is to enable stakeholder engagement regarding OP’s approach for KDP-B and establishing additional details of the framework for enabling a Procurement Enterprise Delivery Model. This approach is the result of an ongoing review that will evolve through stakeholder engagement and KDP Decisions. Objective • Prepare for formal KDP-B package to be submitted to the MAP program office (April 16, 2019) with the goal of meeting all KDP-B Exit Criteria during the MS-PMC briefing (May 28, 2019) • Develop notional framework for the Procurement Enterprise Delivery Model • Working groups to present preliminary approaches and recommendations to the Procurement Advisory Council (Procurement Officers and AA leadership Staff) Working groups presented preliminary approaches and recommendations, this takeaway package will address the highlights only.

5. Agenda NASA Procurement Leadership F2F Working Group Updates: • Structure • OP and OSBP • People • OP and OSBP • Policy & Process (OP & OSBP integrated) • Performance Metrics (OP & OSBP integrated) • Procurement Assignments • Procurement Portfolio Managers • Technology (OP & OSBP integrated) • Budget (OP & OSBP integrated) • Project Schedule and Timeline PEOPLE PROCURE PROCESS POLICIES Project Governance (working Groups)

6. Structure Working Group Highlights Procurement • The proposed structure options are currently being reviewed and will be identified in the near future • Transition to an enterprise model will be an evolution, building upon successes using an incremental approach, to ensure continued effectiveness of support to the mission • Leverage recent established enterprise approaches and common practices (e.g., through Communities of Practice) • Headquarters Location: Expand focus to oversight and approval of non-delegated actions, oversite of procurement workforce, budget management, and leadership in determining optimal procurement assignments • Center Locations: Shift in focus from Center-specific requirements and needs to Enterprise-wide approach • Future State PEOPLE PROCURE

7. Structure Working Group Highlights Procurement Future State (con’t) • PO Management Interface at Center locations • Matrixed to Center Senior Management – no lower than Associate Director • Enables performance Feedback from center Leadership for Procurement Officer to AA for Procurement • Member of the Executive council enabling communications with Center leadership (Director and Deputy). At a minimum, they are responsible for: • Collecting feedback from various sources, including Center Director, Deputy CD, and other appropriate senior managers • Discussing issues that require elevation; i.e., high visibility actions, actions with potential news/congressional interest • Providing assistance with Center support and procurement assignments, e.g., obtaining support from requirements personnel from other Centers to support acquisitions • Current communication paths for PO to senior Center leadership (Center Director, Deputy Center Director) do not change PEOPLE PROCURE • PO Authorities

8. Structure Working Group Highlights Procurement Future State (con’t) PEOPLE PROCURE

9. Structure Working Group Highlights Small Business • The proposed structure options are currently being reviewed and will be identified in the near future • Transition to an enterprise model will be an evolution, building upon successes using an incremental approach, to ensure continued effectiveness of support to the mission • Leverage recent established enterprise approaches and common practices (e.g., through Small Business Improvement Plan) • Headquarters Location: Expand focus to include oversite of workforce, budget management, and leadership • Center Locations: Shift in focus from Center-specific requirements and needs to Enterprise-wide approach

10. People Working Group Highlights Procurement • Numerous data points were presented to show the capabilities of the national OP workforce • Currently there are 33 vacancies (1102 & non 1102) (largest group: 16 1102s GS-12); total 1102 staff is 679 (2018 NOPS) • Non-1102 (~60) positions varies (e.g. Auditors, trainees, training, admin, data analysis, SEB Coordinators) • Future State • Procurement locations rely on each other • Enterprise Approach to Workforce Strategy, Training & Development, and Awards • Ensure training addresses supervision, leadership, and virtual teams • Maintain current local supervision involvement with a matrixed approach to conducting procurement activities • Enable communication to entire OP workforce • Demonstration Project • Working process and details to issue vacancy announcement with multiple locations PEOPLE • Multiple Surveys were issued to the OP staff of 757; there was a 49% completion rate (369) Preferred Communication regarding MAP’s progression and any transitions/changes Awareness of the MAP Procurement Activities and its Objectives Survey Responses

11. People Working Group Highlights Small Business • Numerous data points were presented to show the capabilities of the national OSBP workforce • Currently there are ~19 FTEs disbursed among HQ and Centers (4 are dual-role) • Center SBS currently are assigned to the Office of Procurement • Staff is a mix of mostly 1101 (7), 1102 (10), and 801 (1) job series; the largest quantity of FTEs are GS-13 • Small Business locations rely on each other • Enterprise Approach to Hiring, Training & Development, and Awards • Ensure training addresses supervision, leadership, and virtual teams • Consist of Remote Supervision (SBS aligned to HQ) • Demonstration Project • Working process and details to share SBS at ARC and AFRC • Future State • Multiple Surveys were issued to the OSBP staff of 19; there was a 95% completion rate 0 Not Aware 10 Very Aware

12. Policy & Process Working Group Highlights • OP current policy governance consist of a Regional Policy Office (RPO) with subordinate centers and multiple Community of Practices (CoP) that enable collaboration among all centers • Leverage the RPO and the CoPcurrently in place to build the architecture for the proposed framework to create enterprise policies and processes PROCESS Current Framework POLICIES RPO = Regional Policy Office

13. Policy & Process Working Group Highlights • Demonstration Project • Governance Structure for the demonstration phase enables an inclusive approach to standardization • Lead RPO & CoPRoles and Responsibilities (R&R) • Gather & integrate all regional input related to policy/process implementation • Facilitate & develop a standardized approach • Compile Decision Packages to present to Control Board for consideration & approval • Represent the Region/Community at the Control Board • RPO & CoP Center Representative R&R • Reviewing & providing input on draft policy • Represent your Center to the Region • Discuss, collaborate, and standardize the policy/processes for each Region/COP into Decision Packages to be brought forward • Come to consensus as a Region/CoP& support those decisions fully going forward Policies and Processes for the Demonstration PROCESS POLICIES Demonstration Project is adaptable and evolving to enable a long term solution RPO = Regional Policy Office

14. Policy & Process Working Group Highlights • Demonstration Project (con’t) • Control Board (CB) • NEW function – use the Deputy PO forum+ • Integrate into one standardized set of policies/processes to present to Executive Council for final decision • Strategic view with decision making • Executive Board (EB) • NEW function – use the Procurement Leadership Council+ • Review input from Control Board on standardizations • Make final decision on policy and processes that affect the Procurement Enterprise PROCESS POLICIES • Future State • Demonstration governance enables a phased approach to achieve the long term solution of a Centralized Policy and Process Office… Demonstration Project is adaptable and evolving to enable a long term solution

15. Performance Metrics Working Group Highlights • Over 45 metric data points are currently utilized • Procurement metrics are pulled from 12 sources • Some Procurement Officers utilize the same type of metrics • Future State • Centralize and standardize Performance Metrics • Leverage NSSC data mining capability • Create a Dashboard to display information • Demonstration Project • Future Tasks • Completed tasks • NSSC demonstrated the ability to pull people and procurement data using BOTS (software application that runs automated tasks or scripts) (12/2018) • HQs OCIO/OP demonstrated that it can accept the NSSC data in the provided format (3/2019) • HQs OCIO/OP demonstrated that it can display procurement and people metrics in a web based dashboard format with the ability to view graphically and in table format (3/2019) • Demonstrate the ability for the NSSC to pull full suite of system data and the HQs OCIO to accept and display the data utilizing the 4 P’s (3rd Quarter FY 2019) • Continue to expand HQs dashboard to address metrics related to the 4 P’s and small business (4th Quarter FY 2019 and beyond) • Demonstrate a Portal for OP data entry for collection of information that does not exist in a system (1st Quarter FY 2020) PROCESS

16. Procurement Assignment Working Group Highlights • Established procurement assignment approval process template (in collaboration with Enterprise Requirement Mangers (ERM) and Procurement Portfolio Managers (PPM)) • Procurement: • Capability:(Address location’s capability to procure the portfolio’s goods/services to include such items as unique experience/expertise relative to portfolio; training and development to include certification levels; procurement lead time history and protest record) • Capacity:(Address location’s ability to perform contracting for portfolio addressing such items as need for remote/matrixed support; SEB facilities capacity; timing of procurements) • Sustainability: (Address location’s ability to hire and maintain a qualified procurement workforce taking into consideration such items as turnover rate; bench strength; succession planning; ability to follow-through with post award contract support) • Other Considerations:(Address any other unique considerations not addressed above) • Technical: • Capability:(Address location’s capability to technically support the procurement of portfolio’s goods/services such as unique experience/expertise relative to portfolio especially relative to requirements development and monitoring contractor performance) • Capacity:(Address location’s ability to be able to technically support the portfolio addressing such items as need for remote/matrixed support; ability to support SEB; timing of procurements) • Sustainability: (Address location’s ability to hire and maintain a qualified technical workforce taking into consideration such items as turnover rate; bench strength; succession planning; ability to follow-through with post award contract support) • Other Considerations:(Address any other unique considerations not addressed above) PROCESS • Short Term Enterprise Acquisition Strategy • PPM and ERM identify short term portfolio acquisition strategy to continue work and align to long term enterprise acquisition strategy utilizing the current Strategic Approach to Acquisition Strategy by Institutional Product Service Line (PIC 18-01A)

17. Procurement Assignment Working Group Highlights • Long Term Enterprise Acquisition Strategy • PPM and ERM identify portfolios long term acquisition strategy which includes procuring location • OP leadership meet with ERMs /PPMs to identify mature PSLs for a phased approach to include procuring location and timeline • Include phased approach as part of KDP-B package for leadership engagement • Coordinate with other MAP projects to ensure PSL approach aligns with OP briefing package • Based on Procurement Portfolio Managers and Enterprise Requirement Managers analysis of portfolios and recommendations for enterprise acquisition strategy envision notionalfuture state to be as follows: PROCURE PROCESS • Regionalized Solutions(Multiple OP locations procures for multiple Centers) • A&E Services • Construction* • Custodial Services* • Facilities O&M • Financial Support Services (OCFO)* • Ground Maintenance • IT Services • Project Planning and Control (PP&C)* • Protective Services* • Aircraft O&M • S&MA • Center-Unique Solutions Environmental Compliance* • Utilities* • Agency-wide Solutions (One OP location procures for all Centers) • Acquisition Support Services * • Administrative Services • Communication Services • Human Capital (includes EEO / ODEO)* • Logistics • Occupational Health • Legislative and Intergovernmental Affairs (OLIA)* • Environmental Remediation • Propellants* • Tech Transfer • To Be Determined • Engineering (Incl. Fab and IT) • Research & Development (R&D) • Program Contracts • Other Services * Green text indicate possible candidates for Phase 1 identification of long term strategy

18. Procurement Portfolio Managers Highlights • Update provided on individual Product Service Lines PSLs • Updated PPM and ERMs added to OP MAP website • Team working to establish a projected turn around schedule and flow chart to enable Contracting Officers • Working guidance on process for contracts with multiple PSLs • SharePoint Site Status • KSCdeveloped tool will assist with submission, review/approval, and tracking of acquisitions required to be coordinated with the cognizant PPM/ERM • Enable better insight and tracking of requirements that have been sent to the PPMs and ERMs • Next Steps: • Tool ready to be transferred to the HQ OP SharePoint site • Final verification and testing - currently ongoing • Draft training package has been developed. Working to determine best approach for training (e.g. Power Point, WebEx) • OP headquarters (PPMs) will receive demo • Training and Rollout to the workforce should begin in early April PROCURE PROCESS

19. Virtual Gateway Procurement Team • Centralized Procurement • Instead of Four HQ Procurement Analysts responsible for managing procurements and working with centers now there are only Two Procurement Analysts serving as the Gateway Acquisition Portfolio Procurement Manager and Procurement Portfolio Deputy whichare responsible for working across centers • OP working with Centers to manage workload • All Centers associated with Gateway share procurement personnel resources • OP Leading Virtual Gateway Procurement Office • Team Includes input from Office of General Counsel (OGC) and HQ Senior Price Analyst • Leverage center resources by sharing responsibilities and work across centers • Includes Multiple Centers who are responsible for Gateway Program and Products (GRC, JSC, MSFC, and KSC) • Includes Center Chief Counsel Representatives • Collaborative Procurement Strategies • Synergy and integration of procurement strategies including workload • Consolidated Processes and Resources • Communication and collaboration across centers • Bi-weekly status updates provided for all Centers • Governance Model for Virtual Procurement Team • Ensures appropriate procurement resources • Developed Gateway SharePoint to better communicate and share information with Procurement Team • Standardize and combine policies • Develop Gateway Deviation/D&Fs and Clauses where appropriate • Standardize and streamline acquisition practices

20. OP Transformation – People = Virtual Procurement Team (Gateway) Gateway Acquisition Portfolio Procurement Manager Jerry P. Edmond 202-358-0247 Program Manager Dan Hartman 281-244-7048 Legal Advisors Power Propulsion Element Brian Stanford and Lisette Washington Habitation Element Vincent Salgado and Grant Arnold Logistics Element Tory Kauffman and Allison Genco Pricing Advisors Curtis Smith, Senior Price Analyst Center Price Analysts Deputy Portfolio Procurement Manager Jamiel Charlton 202-358-0302 Contracting Officers/ Contract Specialist Dominic Golemi (JSC) 281-792-7840 Richard Amiot (GRC) 216-433-6836 Sharrief Webber (MSFC) 256-961-7622 Scott Syring (KSC) 321-867-1500 Supervisory/Lead Contracting Officers Lauren Johnson (JSC) 281-483-2780 Leahmarie Koury (GRC) 216-433-2137 Tyler Cochran (MSFC) 256-544-3203 N. Rob Wolfinger (KSC) 321-867-8592 17

21. Governance for Product Service Lines (PSL)Roles and Responsibilities Primary Objective of Enterprise Requirements Managers (ERM) • Responsible for communicating to COR Community the new operating model and strategic approach to procuring requirements • Responsible for analysis of existing requirements (including obtaining inputs from Centers’ Requirements Offices) and determination of future Enterprise requirements from an Agency perspective • Responsible for partnering with Procurement Portfolio Managers to assist in determining short and long-term Enterprise Procurement Strategy activities, identification of associated milestones, and adherence to schedule. • Upon identification of an Enterprise Procurement Strategy, coordinate the strategy with the appropriate Center requirements offices and CORs across the Agency. • Provides Agency level oversight of contracts by Product/Service Lines (PSL) to arrive at Enterprise Procurement Strategy for future needs. • Established via Procurement Information Circular (PIC) 18-01 • Uses 18 Institutional and 5 Program/Project-Specific PSLs established by Acquisition Portfolio Assessment Team (APAT) • Continuous communication and collaboration between Procurement Portfolio Managers and the Enterprise Requirements Managers (including Functional Owners) key in ensuring successful execution of this NEW Enterprise Procurement Strategy. • This process will continue to evolve and the OP Division Directors will continuously communicate and collaborate with Procurement Portfolio Managers and Enterprise Requirement Managers to continue to improve the process. Primary Objective of Procurement Portfolio Managers (PPM) • Responsible for communicating with Enterprise Requirements Managers and discussing APAT data and evaluating existing requirements and future requirements. • Partner with the Enterprise Requirement Mangers to develop short and long-term Enterprise Procurement Strategy for assigned portfolio • Localized, Centralized, and/or Regionalized Solution • Standardization of Baseline Requirements • Standardization of Procurement Strategies for certain requirements (e.g. PPTO, FAR Part 12 (Commercial-Streamlined) v/s Part 15 (Negotiated/Competitive Process)) • Establish a strategy for identifying and using appropriate Best-In-Class Contracting (Federal Initiatives) • Responsible for partnering with Enterprise Requirements Managers to identify activities necessary for the development of Strategic Approach to procuring Enterprise Requirements, identification of associated milestones, and adherence to schedule. • Once the enterprise strategy has been established and memorialized, notify the Center and continue to support the Center assigned the requirements. APAT Lead Click for Listing: Enterprise Requirements Manager Click for Listing: Procurement Portfolio Manager Procurement Analyst, provides stewardship/oversight for assigned Center. Evolving to Procurement Portfolio Manager, provides stewardship/oversight for a PSL that will support multiple centers.

22. Technology Working Group Highlights PROCESS

23. Budget Working Group Highlights • OP is funded by a mixture of SSMS, Direct, Reimbursable, and Working Capital for a total of 746 FTEs • NSSC – Working capital consist of 46 FTE • GSFC – (2) 1102s in Working Capital (SEWP)

24. Budget Working Group Highlights • Governance Pending OCHCO Training/Award $ OCHCO Non 1102 Training/Award $ (includes COR Training) MSD Budget Request (PPBE) Budget Request (PPBE) Functional Owner OP (AA for Procurement) Functional Owner (AA for OSBP) SSMS $$ Direct Labor (FTE) Travel $ Procurement and WYE $ OCFO Resource and Budget Support OCFO Resource and Budget Support Ancillary Costs Budget Distribution Budget Distribution Budget Needs Budget Needs 1102 Training Offices of Procurement (All Centers – including NSSC) SBS at NASA Locations (All Centers – including NSSC) Working Capital IT Seats Direct Labor $$ Mission Directorates (e.g., WYE, Training, Awards, Travel, IT $) & Reimbursable Pending Decision for Interns; costs associated with Interns are still being determined. Does not include cost associated with Facilities (e.g. SEB space including IT, office relocations or installations)

25. Budget Working Group Highlights • OP Core & Non Core Functions Core Non-Core • Contracting Professional Series (to include contractors) • Industry Labor Relations • Procurement Systems • Data Analysis • Center Financial Assistance (1102 and non 1102) • Administrative Support to OP • Exchange Work • Property • Small Business Specialist (SBS) • Information Technology • Resource Analyst Support to track and manage budget • Enterprise Requirements Manager

26. Budget Working Group Highlights • OSBP Core & Non Core Functions Core Non-Core • Assist SB concerns including 8(a), WOSB, EDWOSB, HUBZone, SDVOSB, and HBCU/MI obtain a fair share of procurement awards • Complies and implements SB regulations in: • The Small Business Act • 13 CFR Part 125 Govt. Contracting Programs • 48 CFR Part 19 and 26 • 48 CFR Ch. 18 NASA FAR Supplement (NFS 1819 and NFS 1826 • NPD 1000.3 The NASA Organization para. 4.21.2.1.i., establish Center SB goals • Electronic Subcontracting Reporting Systems • Administrative Support to OSBP • NASA Acquisition Forecast • NASA Master Buy Plan • Contracting Officer/Admin. Contracting Officer Duties • Contracting Officer Representative Training Mgr. • Procurement Policy • Industrial Relations Officer • SBIR/STTR procurement focal point • Procurement Systems (PPS and FPDS-NG) • Source Evaluation Board Manager

27. Project Schedule & Timeline (Schedule Ahead, Based on KDP-A Approval (Adjusted for Furlough) KDP B @ MSPMC May 28th KDP C @ MSC Sep 26th Go-Live Oct 1, ’19 KDP C Product Delivery to Program: Aug KDP B Product Delivery to Program: Apr Preparation of KDP C Deliverables: Jun – Jul OP & OSBP budget and people, are reallocated to Functional Owner MAY 2019 JUNE 2019 JULY 2019 AUG 2019 Apr 2019 SEPT 2019 OCT 2019 • Project Plan inclusive of: • Risks and Mitigations • CONOPS • Org. Structure • Level 2 Requirements • Technology Development Plan • Workforce Plan • Governance • Transformation Approach • Budget • Configuration Control • Communications (Stakeholders)

28. Procurement Advisory Council Points of Contact: • Questions can be sent to the OP/OSBP Map Project email at: HQ-DL-PROCUREMENT-SMALL-BUSINESS-MAP@MAIL.NASA.GOV (The project team will monitor this account and address your feedback. Comments will not be attributed to any individual) • Review the OP/OSBP Project Map website at: https://inside.nasa.gov/msd/map/office-procurementoffice-small-business-programs

29. Supplemental Information

30. Policy & Process Working Group Highlights • Demonstration Project • Establish a Governance Structure to standardize the below identified policies and processes PROCESS POLICIES Return

31. Project Governance The Working Groups will assist in design and implementation of NASA's Enterprise Procurement Delivery Model for OP & OSBP (structure, people, policy/process, risk, technology, benchmarking, operations, portfolio management, and procurement assignments). Bigger Than Map Customer Service Local Authority Valuing Workforce Leaders Leading in a Post Map Environment *OP & OSBP integrated working groups ** ** **MAP Project will utilize a consensus process for decision making (OP & OSBP Advisory Councils). In the event consensus is not reached, it will be elevated to the respective Functional AA. This process is also being reviewed as a permanent decision-making model for post-MAP operations (Governance will be solidified prior to KDP-C) Ex-Officio Assigned to all Groups Scott Barber (HQ, OGC) Amy Xenofos(JSC, OCC) James Vatne (GSFC, OCC) Return

32. PSL Update • Program Operations

33. PSL Update • Program Operations

34. PSL Update • Policy, Training and Pricing

35. PSL Update • Policy, Training and Pricing Return

36. PIC 18-01A identifies the key members, their roles and responsibilities Return

37. Governance Council Membership

38. AS-IS STATE: Overview of Agency Contract Portfolio Identified Product/Service Lines, (PSLs) Phase 1: Institutional Phase 2: Program / Project-Specific 1,908 425 730 305 Phase 1 Institutional Phase 2 Program / Project Specific Agency Contracts (as of 11/16/17) “APAT Baseline Dataset” Recurring Contracts *Source Data: EPDW standard report function including contracts and BPAs (note that SBIR Phase III’s are included as they are marked as “contracts”). Excluded from this report: Grants, Cooperative Agreements, TO/DO’s and POs. **Excludes outliers within PSLs that were reassigned to “other” category for further analysis Return