Welcome to the Johnson Space Center Communications Outreach

Welcome to the Johnson Space Center Communications, Outreach, Multimedia, and Information Technology (COMIT) Industry Day March 24, 2014 Gilruth Center – Alamo Ballroom 9: 00 am 1

Welcome to the Communications, Outreach, Multimedia, and Information Technology (COMIT) Industry Day Steven D. Fletcher Contracting Officer 2

Agenda Speaker Subject Steven D. Fletcher Contracting Officer Welcome to Industry Day/Introductions Debra L. Johnson, Director Office of Procurement Welcome Deborah A. Conder, Deputy Director External Relations Office Annette Moore, Director Information Resources Directorate Organizational Overviews Steven D. Fletcher Contracting Officer Current Contract Overview Tondra Allen, Chair Procurement Development Team Technical Overview (Current Contract) / Philosophy and Approach to RFP Steven D. Fletcher Contracting Officer Procurement Schedule and Question/Answer 3

Disclaimer • These slides are for information and planning purposes only. No solicitation exists at this time. • This presentation shall not be construed as a commitment by the Government or as a comprehensive description of any future requirements. • If a solicitation is released, it will be synopsized in the Fed. Biz. Ops website and on the NASA Acquisition Internet Service. 4

Goals of Industry Day • Promote competition on the proposed acquisition. • Develop industry understanding of the Government’s current vision and objectives. • Provide industry with the opportunity to meet with the Government early enough in the procurement process to provide input into the COMIT procurement strategy. • Encourage offerors to submit questions and comments electronically via the COMIT website or in person during Industry Day. The Government will respond officially to all questions submitted by posting them to NAIS and the COMIT procurement websites. 5

Responses to Questions • Verbal questions will be answered during Industry Day. Responses to verbal questions will not be considered official. The Government expects that verbal questions received from Industry will be followed up in writing. • Questions submitted electronically and in writing will be answered and posted to the procurement website and will be considered official responses. If a difference exists between verbal and written responses to questions, the written responses shall govern. 6

One-on-One Session • Firm 30 -minute schedule with precise start/stop times • Check in with NASA representative • NASA Participants • Contracting Officer • Procurement Development Team Chair • Technical Representatives 7

Welcome Debra Johnson, Director Office of Procurement 8

JSC 2. 0 Deborah A. Conder, Deputy Director External Relations Office 9

JSC 2. 0 The purpose of JSC 2. 0 is to: Advance human spaceflight by being lean, agile and adaptive to change. Only by doing that, will we make possible future exploration missions leading to a mission to Mars. And possible, not just because we solve many exciting technical and operational challenges, but because we figured out how to do it in a way that: • • Fits a budget that the Administration and Congress are willing to provide, Makes best use of every person we have, Leads to smart decisions about roles for commercial and international partners, and, Engages the public. 10

JSC 2. 0 -- ERO 2. 0 -- IRD 2. 0 All of the aforementioned translate into a “new way of thinking and doing business” that extends to the focus of the COMIT contract: • Innovation with the goal of increasing efficiency and cost effectiveness • Business agility – being adaptive to change and working with our customers to focus efforts where needs are greatest (even as those needs evolve and change) • Green initiatives – in technology and products we use, and the processes we employ • Emphasis on innovative ways to fulfill requirements – becoming “lean and agile”; no longer having a “standing army” that the Government cannot afford to maintain 11

ERO Vision and Objectives Deborah A. Conder, Deputy Director External Relations Office 12

ERO Mission • The JSC External Relations Office (ERO) strives to create a positive image of NASA and JSC, engaging and building productive partnerships with individuals and organizations, communicating both internally and externally the NASA message. ERO encompasses NASA’s dealing with the general public, as well as reporters, educators, legislators and dignitaries, and the internal JSC family. 13

ERO Functional Areas Public Affairs § § § § § Media Relations Multimedia projects Social Media & Internet Operations Mission Support/In-Flight Events Astronaut Media Metrics, Resources & Training Emergency Operations FOIA Media Resource Center Education • JSC Internships, Fellowships & Scholarships • Institutional Engagement • STEM Engagement (e-learning) • Educator Professional Development Client Services • Volunteers for Community Outreach Programs (VCORPS) • Speakers Bureau • Executive Speech Preparation • Space Flight Awareness • Program Events Planning/Destination Station • Guest Operations/Protocol/Tours • Internal & Strategic Communications • Exhibits (traveling, production & refurbishment) • Client Web Projects • Community Engagement • Information Services Center Administrative • • Legislative Affairs Integration Management University Collaboration and Partnership Strategy Planning NOTE: Italicized items are functional areas supported directly by COMIT 14

Foundation of All External Relations Work Big Hairy Audacious Goal: Everything we do stimulates actions by others to advance human space exploration. 3/17/2018 Our Goals Stakeholder Actions External Relations Office - ERO Stakeholders Relevant Messages 15 15

JSC VISION Lead a global enterprise in human space exploration that is sustainable, affordable, and benefits all humankind JSC MISSION Provide and apply the preeminent capabilities to develop, operate, and integrate human exploration missions spanning commercial, academic, international, and US government partners Exploit the ISS as a cornerstone of human exploration Leverage ISS experience to lead international community participation Lead through innovative technical and business management practices Enable commercialization of LEO Guide development of Global Exploration Roadmap Lead by Fully engaging the human spaceflight team Extend human exploration beyond LEO Champion international participation in the development of exploration capabilities Intertwine JSC in mutually beneficial partnerships Inform, educate and engage all generations to advance exploration Strategically communicate JSC’s relevance http: //strategicplan. jsc. nasa. gov/ 16

JSC/ERO Stakeholders Decision Makers • Houston mayor • NASA/JSC center dir. & staff • Texas Congressional delegation • Houston City Council members • Texas governor & administration • Influential private sector leaders Opinion Leaders Champions Interested People and Connected Groups General Public and Students • JSC & Team NASA leaders • Local Publications • Houston Chronicle/TV/radio • Editorial writers • Key former astronauts/leaders • State elected officials • NASA/contractor PR • Space/research orgs. • Pro-active space workers • Business leaders • BAHEP/HTC/GHP • Bay Area elected Ofc’ls • Current sp. workers • Houston tech community • Active Educators • Former sp workers • Active Techies • Bus. /service orgs. • Houston • Texas • Business • Education • Women • Internat’l • Energy • Gen-X/Y • Environm’t NOTE: Our strategy isn’t to mobilize people to directly contact Congress or promote specific legislation. 17

Relevant Messages relate benefits of space exploration to interests, needs of stakeholders Relevancy of space exploration encourages actions by stakeholders 3/17/2018 External Relations Office - ERO 18 18

Targeted Stakeholders and Potential Actions Organize actions by others • Organize group of space champions • Start letter to editor campaign • Create space tweet-up Take actions w/ others • Start space club at school • Organize space policy club • Create a launch party • Connect w/opinion leaders • Write letters to editor • Formally speak about space • Active in space/tech group • Champion human sp. exploration • Work on an issue Participate in Space Program Inspired to learn and share information • Create something • Set up an email dist. list • Take part in space activities • Speak up in public setting • Join a space-related org • Seek entry job in space • Actively learn more • Develop STEM knowledge • Social media post • Tell others about space • Attend space events • Read space website/blog Engaged to seek more information NOTE: Our strategy isn’t to mobilize people to directly contact Congress or promote specific legislation. 19

IRD Vision and Objectives Annette Moore, Director Information Resources Directorate 20

JSC VISION Lead a global enterprise in human space exploration that is sustainable, affordable, and benefits all humankind JSC MISSION Provide and apply the preeminent capabilities to develop, operate, and integrate human exploration missions spanning commercial, academic, international, and US government partners Exploit the ISS as a cornerstone of human exploration Leverage ISS experience to lead international community participation Lead through innovative technical and business management practices Enable commercialization of LEO Guide development of Global Exploration Roadmap Lead by Fully engaging the human spaceflight team Extend human exploration beyond LEO Champion international participation in the development of exploration capabilities Intertwine JSC in mutually beneficial partnerships Inform, educate and engage all generations to advance exploration Strategically communicate JSC’s relevance http: //strategicplan. jsc. nasa. gov/ 21

IRD Mission and Vision Mission • Innovative, resourceful, and dedicated to service – our mission is to enable JSC’s mission through Information Technology (IT) policies, services and products Vision • To be the preferred provider of Business and IT solutions that enable and enhance mission success for JSC, NASA, and our partners 22

To Achieve this Vision… 1. IRD will create new experiences that frame: • what we practice • how we operate • how we do business 2. IRD must transform our customers’ old experiences into new experiences that are reflective of how we do business 23

Our Priorities • People – Our people are cared for, developed, and highly regarded as the #1 asset of the Directorate and our organization is relevant • Processes and Systems – We have processes, systems, and tools in place that enable us to be successful in our mission of enabling the mission • Results – We do what we say we are going to do; we do it in such a way that it speaks to the integrity of our organization; and we do it to a standard that our customers want to continue to engage with us as their preferred provider of choice 24

Our Values JSC Expected Behaviors (It’s about People) • Same standards, equitable expectations, one team • This speaks to “Who” we are as an organization and individuals Credibility (Requires Processes and Systems) • Infrastructure that enables Governance, Decision-Making, Outcomes, Quantifiable Measures of Performance, and Methodology of Recovery/Mitigation • This speaks to “What” we do and “How” we do what we do Accountability (Results-Driven Outcome) • Everyone is a contributor to the success of IRD and the mission • This speaks to our “Worth” as an organization 25

Translate into the Director’s Vision… IRDoing a New Thing • Reinventing ourselves as an organization that specializes in providing the premier customer experience in IT & IM products and services • Analyzing what we do, how we do it, and how we define the customer experience 26

IRDoing a New Thing So what does this mean… • Being Proactive and not reactive – leading; mapping the future and helping our customers know what the future looks like; being ahead of the game not just in the game! • Taking Risks and Managing those Risks such that we have a sound business case for why it’s the right thing to do. • Challenging the norm, Asking the hard questions, and Doing the things that are not so easy to do. • Delivering an excellent product/service and Standing Behind our product/service. • Having Accountability • Maintaining Relevancy • Assessing and Measuring how we are doing. • Re-adjusting as required to ensure we not only stay in the game but ahead of the game. 27

Information Resources Directorate (IRD) Overview • IRD is responsible for maintaining institutional information systems (includes IT and MM infrastructure) • IRD defines and/or implements, the policies, processes, requirements, and standards that will govern the planning, acquisition, management, security, utilization, and reporting of all IT and associated resources at JSC • The Director of IRD serves as the JSC Chief Information Officer (CIO), reporting to the Agency CIO at NASA HQ 28

Information Resources Directorate (IRD) Overview • IRD responsibilities include: • Provision of a broad range of IT products and services to the Center including the following: • Institutional computer and telecommunications networks and systems • Institutional IT asset management and tracking • Mission and institutional imagery acquisition, collection, retention and distribution • Production and distribution of the Center's scientific, technical, administrative, and historical information in the form of publications and other hardcopy documents, imagery, television, and graphics • Development and implementation of automated systems for processing, storing, and retrieving research, scientific, technical, and administrative information • Mission and institutional printing, scanning, and duplication services • Mail distribution • Management of the forms, records, management directives, and Privacy Act programs 29

Information Resources Directorate (IRD) Overview JSC CIO responsibilities include: • Establishing and maintaining the Capital Planning and Investment Control (CPIC) processes, architecture, and standards • Establishing and maintaining the IT security policies and procedures • To maintain the integrity of the IT Security Program at JSC, we are separating the JSC IT Security Program support functions from the COMIT Contract. • NOTE: Though offerors may choose to propose on both COMIT and any future Information Technology (IT) Security requirements, the same offeror cannot be awarded both contracts. Additionally, alternate proposals in response to the COMIT Request for Proposal that include IT Security requirements will not be accepted. • Defining and analyzing IT metrics for the Center 30

Information Resources Directorate (IRD) Overview JSC CIO responsibilities also include: • Ensuring implementation of Federal and NASA regulations and policies • Coordinating and approving the JSC responses to externally required IT-related reports, reviews, and audits • Reviewing implementation of IT throughout JSC for alignment and compliance with the NASA IT Program • Facilitating the reengineering and continuous improvement of business processes by advocating appropriate utilization of IT • Center Champion for Agency provided services and initiatives 31

IRD Functional Areas • CIO Roles and Agency Support • • Boards and Working Groups JSC Postmaster • JSC Printing Officer JSC Webmaster • • Records Management IT Policy Capital Planning & Investment Control (CPIC) • Customer Support Customer Relationship Management Multimedia Services Imagery Services Document and Data Management Scientific & Technical Information Center (STIC) Systems Engineering, Maintenance, & Operations IT Infrastructure (Servers, Storage, Cloud Services) IRD Lab Services IT Facilities Management Cloud Services Source Evaluation Board (SEB) IT Support Project Management • • Project Management Policy and Compliance • • End User Services • • • Applications and Data Systems Governance Business Management and Policy • • • Technical Integration Contract Management IT Communications • • • Networks Communications IT Security NOTE: Italicized items are functional areas supported directly by COMIT 32

Major Tenets for IRD* • Enhance customer experience (maintain our customer focus) • Invest in our most valuable resource – our team • Increase Efficiency • Extend and enhance our Partnerships, with a focus on our customer • • • Manage risk Reduce waste Maximize resources Enhance processes Avoid unnecessary cost (cost avoidance) • Identify and Recommend the “Best Value” IM and IT solutions for the Center and the Agency • • • With other JSC organizations With other NASA Centers & HQ With other Government Agencies With Academia With Private Sector business * Tenets not listed in any particular order or priority 33

Our Commitment to Customers • Provide a Good Customer Experience from Start to Finish • Deliver Timely, Quality Products and Services at a Good Value • Keep our Commitments to Our Customers • Continuously Improve our Services and our Service Delivery • Understand Customer Needs and Provide Solutions that Meet Them 34

Procurement Overview Steven D. Fletcher COMIT Contracting Officer 35

Industry Day Overview • The purpose of this Industry Day is to help industry understand the Government’s existing requirements and vision for the COMIT contract • Clarifications concerning the way in which we conduct business today will be answered in the Question and Answer period • A copy of this presentation will be posted on the COMIT website at: http: //procurement. jsc. nasa. gov/COMIT/ 36

Current Contract Overview • • • Contract Number: NNJ 10 JA 01 B Prime Contractor: DB Consulting Group Contract Type: Cost Plus Incentive Fee (CPIF) Period of Performance: Jan. 18, 2011 - Jan. 17, 2016 Skills currently provided on contract include: • Customer Support • Information Technology • Communications • Multimedia • Education/Training 37

Proposed Contract • Solicitation Number: NNJ 14498840 L • NAICS Code and Size Standard ‒ The NAICS Code is 518210 ‒ The size standard is $30 million • Period of Performance contemplated is Jan. 18, 2016 - Jan. 17, 2021 • Contract Type(s): Cost Reimbursable w/ IDIQ Component (Anticipated) 38

Proposed Contract Anticipated contract requirements: • • partner with our customer community through a well-structured customer service approach provide accountability and consistent support for end-to-end product and service delivery streamline product and service delivery from initial concept through product delivery and sustainment through the • • efficient use of existing processes and sharing, teaming, and utilization of common processes enhance commonality in approaches to product and service delivery including standards, tool sets, guidelines, training, and consultation leverage efficiencies in service delivery and contract management-identifying and prioritizing areas for improvement operate with agility and flexibility; rapidly respond to unplanned or evolving customer requests integrate seamlessly with base level agency service contract providers, and create a shared pool of resources and expertise. 39

Special Consideration NOTE TO PROSPECTIVE OFFERORS ARE REMINDED NOT TO CONTACT INCUMBENT PERSONNEL DIRECTLY OR THROUGH ELECTRONIC MEANS DURING DUTY HOURS OR AT THEIR PLACE OF EMPLOYMENT, AS SUCH CONTACTS ARE DISRUPTIVE TO THE PERFORMANCE OF THE CURRENT CONTRACT. 40

Technical Overview (ITAMS) / Philosophy & Approach to RFP Tondra Allen PDT Chair 41

Technical Overview – ITAMS Currently comprised of 15 task orders covering: • Contract & Business Management • Resource Management • Strategic Planning • Innovation & Quality Support • Cost Reporting • Policy / Waiver / Records Management • Meeting and Board Support • Policy & Waiver Management • Customer Support • Support web content • Helpdesk services for IT services, multimedia operations (video and still imagery), graphics services, financial services, and engineering drawing assistance • VIP desk-side service • Limited support for Enterprise (Agency-provided) IT services 42

Technical Overview – ITAMS • Information Technology • • • Application, web, and mobile development and maintenance Infrastructure support (Servers, Storage, and Cloud Services support) IRD Lab Management & support Multimedia IT systems Data Repository management Database Administration Network Monitoring and Reporting IT Security & Incident Management Architecture Design, Development, Implementation Information Management • History & Archival Services • Records Management • Multimedia • • • Mission imagery & video processing and cataloguing Institutional (non-mission) imagery & video processing and cataloguing Imagery Acquisition (Photography / Videography) Television systems support (includes live mission television) Multimedia Engineering and Maintenance of multimedia equipment Conference Multimedia Room Design and Implementation 43

Technical Overview – ITAMS • Internal/External Event Support (includes meeting presentation & support) • Data and Document Management • Science & Technology Information Center (STIC) Services • Data Repositories (imagery, document, and drawing based) • Specialized Communications & Outreach Services (External Relations) • Public Affairs Multimedia Services • Television Production • Media Briefings • In-Flight Events • Audio Program Control, Recording and Products • Mission Commentary, Live Interviews and Appearances • Video and Multimedia Production 44

Technical Overview – ITAMS • Community and External Relations, Information and Communications • Exhibits, Traveling Exhibits, Outreach Campaigns, and Events • Protocol and Guest Operations • Artifact and Exhibits Management/Maintenance/Refurbishment • Speakers Bureau and Employee Volunteers • Internal/External/Strategic Communications • Internet Content Operations/Social Media • General Media Support & Media Technical Assistance • Still and Motion Imagery Distribution • Education Office Support • e-Learning • Education Outreach • Program Support 45

Technical Overview – ITAMS • Contract provides services for all JSC Organizations in varying capacities • • Requirements vary from year to year Task Orders organized by WBS element • NOTE: This is anticipated to change for the COMIT acquisition; Task Orders may be organized by Organizations (across WBS elements) • Work is performed in various buildings, both on- and off-site • Work is performed at Ellington Field, Sonny Carter Training Center (multimedia only), Space Center Houston (exhibits maintenance only) and White Sands Test Facility – Las Cruces, NM • Not all services are provided at these locations; products and services vary by task order • Any travel required in support of the work will be outlined by task order • Contractor manages their own work as well as assists (and sometimes leads) the organization/provision of services on behalf of IRD and ERO. 46

Philosophy and Approach to Developing the COMIT RFP • • Our vision for the COMIT contract is a flexible, lean, agile contract that enables us to meet evolving IT, IM and External Relations requirements These charts – when coupled with the requirements outlined in the SOW – are designed to give offerors insight into the priorities and mission of the ERO and IRD organizations and provide the foundation for the work to be performed. • Striving for Change • JSC 2. 0/ERO 2. 0/IRD 2. 0 • Emphasis on Efficiency • IT Security has been removed to avoid conflicts of interest (execution and ensuring the integrity of the overall IT Security Program vs. managing and ensuring the IT Security and integrity of the contractually provided services) • Emphasis on an Integrated Service Management approach • Make it easy for our customers to request (and track the provision of) the services we provide • Emphasis on Customer Relationship Management • Fostering innovation and agility • Striving to enable offerors the ability to propose execution of the work as creatively as possible • Encouraging creative approaches to meeting surge demands for resources • Organization of the SOW is not synonymous with a Work-Breakdown-Structure (WBS) or organizational structure 47

Philosophy and Approach to Developing the COMIT RFP Striving for Change • Refining requirements for cost reporting: • With a goal of minimizing the Government’s role in data manipulation to produce organizational cost reports. • The requirement to report via 533 Cost Reporting is maintained. • Emphasizing accurate cost estimations to ensure accurate budget planning (cost underruns should reflect true efficiencies). • Business and technical integration requirements across contractual areas have been added to ensure seamless management and provision of services. • Trying to align requirements in the SOW and maintain flexibility in the COMIT contract to adapt to evolving ERO, IRD, JSC and Agency CIO requirements, objectives and reporting. • Refining DRDs and metrics/measures to better evaluate reliability, efficiency and the quality of our products and services. • Emphasizing Systems Engineering, Maintenance, and Operations regardless of platform or type (e. g. Software Systems, Hardware Systems, Multimedia Systems). 48

Procurement Schedule and Q&A Steven D. Fletcher COMIT Contracting Officer 49

Procurement Schedule • The Government does intend to issue a Draft Request For Proposal (RFP) • Tentative Schedule • • Draft RFP: July 2014 Final RFP: September 2014 Contract Award: September 2015 Contract Start: January 18, 2016 • Following the release of the Draft RFP, Industry will have an opportunity to submit questions in writing so that the Government may officially respond • A more detailed procurement schedule will be posted to the procurement website as soon as it is available 50

HOW TO GET CONNECTED • COMIT Acquisition Information Links http: //procurement. jsc. nasa. gov/COMIT/ • NASA/JSC Business Opportunities Home Page Set up your user profile http: //prod. nais. nasa. gov/cgi-bin/eps/bizops. cgi? gr=D&pin=73 • NASA Acquisition Internet Service (NAIS) http: //procurement. nasa. gov • JSC Procurement Website http: //procurement. jsc. nasa. gov/ 51

HOW TO GET CONNECTED • Industry Assistance – Bldg. 1, Suite 453 • Charles T. Williams Senior Small Business Specialist (281) 483 -5933 • Kelly Rubio Small Business Specialist (281) 244 -7890 • Main Number (281) 483 -4512 • Email: jsc-industryassistance@mail. nasa. gov • Address: NASA Johnson Space Center Industry Assistance Office Mail Code: BA 2101 NASA Parkway Houston, TX 77058 52

Thank you for attending! Visit: http: //procurement. jsc. nasa. gov/COMIT/ 53

Question and Answer Period 54

Backup Information 55

Examples of JSC 2. 0 in Action • Focused more leadership time for issues and strategy (vs. status reporting) enabling leaders to make more timely decisions and be more agile in responding to changes in our environment • This philosophy should extend to the COMIT contract – a focus on issue resolution, strategic development, and innovating for efficiency to enable a contract team that is adaptive to change • Established the Center Director's Action Team (CDAT) to make recommendations on priorities, focusing on our largest technical organizations • The Directors for both the Information Resources Directorate (IRD) and the External Relations Office (ERO) are members of the CDAT team, and are working actions from the Center Director in line with this effort. This includes: • More collaboration and less duplication in areas like information technology and communications (direct impact to the COMIT acquisition) • Creating efficiencies in the way we track resources (may impact cost reporting for the COMIT Contractor) 56

Information Resources Management (IRM) Strategic Plan Overview NASA IT Mission: To increase the productivity of scientists, engineers, and mission support personnel by responsively and efficiently delivering reliable, innovative and secure IT services. NASA IT Principles: Mission-Enabling, Innovative, Teamwork, Secure, Affordable, Integrated, Effective, Efficient NASA IT Vision: The NASA IT organization is the very best in government. Strategic Goal 1 Transform NASA’s IT infrastructure and application services to better meet evolving stakeholder needs and support mission success. Strategic Goal 2 Enhance and strengthen IT Security and Cyber security to ensure the integrity, availability, and confidentiality of NASA’s critical data and IT assets. Strategic Goal 3 Identify, test, and adopt new information technology that will make NASA’s missions more capable and affordable. Strategic Goal 4 Provide enterprise resources and processes that foster mission success and allow NASA to attract and retain a highly performing IT workforce. 3 -5 Year Objectives 1. 1 Ensure a positive end-to-end computing experience for stakeholders. 1. 2 Achieve efficiencies in providing IT services, e. g. , Data Center Consolidation and Enterprise Service Desk (ESD). 1. 3 Empower the mobile workforce (anytime, anywhere, securely). 1. 4 Provide enterprise applications that support the Agency’s business and information needs, with new initiatives and enhancements focused on improving business and management practices. 1. 5 Enhance mission success by providing efficient and effective access to enterprise information and collaborative functionality. 3 -5 Year Objectives 2. 1 Improve NASA’s capability to prevent, or to quickly and effectively respond to, any potential IT security incidents and centrally manage outcomes and the Agency’s response. 2. 2 Achieve a risk-based balance between security, system operability, and the user’s experience. 2. 3 Nurture a culture of security awareness that improves the accountability of IT resources and “bakes” security into IT solutions and everyday work habits. 2. 4 Achieve an integrated and adaptive enterprise security posture by increasing interoperability, visibility, and innovation across NASA’s enterprise security architecture. 3 -5 Year Objectives 3. 1 Develop effective architectural roadmaps for each NASA domain that reflect future mission requirements and provide an effective management tool for identifying and selecting new information technology. 3. 2 Expand partnerships with other Government Agencies and commercial partners to identify best practices in the acquisition, development, and maintenance of new IT, particularly in light of the proposed commercialization of space travel. 3. 3 Identify innovative information technologies and create active participation opportunities for NASA scientists and engineers to collaborate on missions. 3 -5 Year Objectives 4. 1 Align NASA IT workforce competencies with desired competency levels, and provide career enhancing opportunities and training to all IT employees. 4. 2 Utilize innovative methods, including social media, to attract a productive IT workforce focused on efficiently achieving NASA’s IT mission. 4. 3 Develop and improve enterprise best practices for governance, shared services, capital planning, IT project management, and performance management. 4. 4 Improve two-way communications with our internal and external customers regarding the IT services we provide.

1 -3 Years 3 -5 Years 10+ Years Agile Workforce - Human Capital adapted/adjusted/has the skills appropriate enough to address our goals/objectives/business/technology demands/demographics/etc. Aggressive and widespread virtualization with integration into Mobility-centric computing and communications Working from Anywhere Cloud Services. Includes infrastructure landscaping. (includes virtual desktop implementation) - also includes GPS locator capability for individual safety purposes Multi-platform software development/acquisition is standard Managed IT Service Model that enables secure environments and data, including non-GFE devices - includes security at the data level Ubiquitous wireless access - includes the completed infrastructure Increased reduction of wired connections and reducing wired connections Streamline IT and data security management and monitoring (includes contingency and governance) Data is properly categorized Further expanding the utilization and integration of the Taxonomy Integrate Taxonomy, categorization, data tagging, and Integrated approach to IM and IT Governance at the Center and Agency level digital rights - use IM policies to automate components and support integration Develop a plan for seamless access to data (includes streamlining Integration Plan / Interfaces defined for cross-Center Persistent customer experience and simplifying authentication) access to NASA data - includes initial implementation of seamless data access Increased collaboration with Procurement on a comprehensive Procurement Strategy across the Center Increased implementation of enterprise portfolio management and subsequent acquisition strategy Only core or essential data center capabilities are kept locally Contingency Plan in alignment with capabilities Refined contingency requirements and a plan to implement Contribute to an Agency-wide strategic collaboration model Federated model for accessing all NASA data across Centers Develop an approach and strategy to allow continued access to current and archived information (Data Architecture, Data Modeling, Records Management, Multimedia, Knowledge Capture) Completion of CTS replacement Formalized BTM process strategy for the Center including implementation of the selected customer engagement model. Improve the overall Security posture for JSC - includes a plan for JSC workforce that is trained and competent in the comprehensive IT Security awareness training, a zoned network effective secure development and use of Information Technology (IT) Diversified service delivery model - includes adapted multimedia Models and criteria for long-term data center footprint using COTS solutions for non-mission support activities capabilities Define model and approach, begin to implement plan for customer engagement Center-wide strategic collaboration model Define BYOD approach for JSC 50% deployment of CTS replacement Develop a customer engagement model plan aligned with BTM Mature Business Technology strategy and plan that aligns IT with overall Business Objectives of the Center (BTM and EA) 58