worden all hands 01 19 2011

Speakers Bureau 1

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Title_Design Editor

NASA Ames Research CenterAll-Hands

January 19, 2011

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Speakers Bureau 2


Title_Design Editor

All-Hands Objectives

• Alignment with Headquarters

• Issues with Trust and Fairness

• Information from the recent Executive Council retreat that focused on our Center results in the OPM Culture Survey

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Speakers Bureau 3


Title_Design Editor

All-Hands Agenda

• Strategic and Organizational Update

• Key Outcomes of the Executive Off-Site

• Next Steps

– What I am going to do

– What the EC/Directors are going to do

– What I need from you

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Speakers Bureau 4


Title_Design Editor

STRATEGERY

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Speakers Bureau 5


Title_Design Editor

Debt Commission Proposal

200%GDP

2040

Congressional Budget Office (CBO)

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Speakers Bureau 6


Title_Design Editor

What Does This Mean for NASA?

If “they get serious”…

Overall Funding:

• Overall non-security discretionary trends will be down initially, with capped nominal growth rates of 0-1% thereafter.

• The funding outlook for NASA itself may become more unpredictable as broader concerns and competition with other agencies become more the norm.

Overall Program Metrics:

• Programs that are not meeting objectives may attract even more scrutiny and possible cancellation

• Programs that focus on economic growth – essential to maintaining the U.S. economic position – will be favored.

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Speakers Bureau 7


Title_Design Editor

NASA Current Profile

$15,000

$17,000

$19,000

$21,000

$23,000

$25,000

$27,000

$29,000

FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22

FY12 OMB Request (Oct 6, 2010 N2, FY17-FY22 inflated by 1.4%)

Over Guide plus ISS Extension

FY 08 inflated by 1.4%

FY12 OMB Request (Oct 6, 2010 N2, FY17-FY22 inflated by 1.4%)

Over Guide plus ISS Extension

FY 08 inflated by 1.4%

ISS extension through 2030

Over guides:

Purchase Commercial Crew transportation servicesTDRSS MAeronautics new ProjectsGreen energyUSA Pension

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Speakers Bureau 8


Title_Design Editor NASASpace

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Speakers Bureau 9


Title_Design Editor

NASA Leadership Working Hard on the Issues

• Senior Management Council (SMC) Offsite Retreat in October 2010

• SMC Strategy Retreat in December 2010

• Senior Executive Service (SES) Summit in February 2011

1/20/2011 9NASASpace

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Speakers Bureau 10


Title_Design Editor

$0.0

$100.0

$200.0

$300.0

$400.0

$500.0

$600.0

$700.0

$800.0

$900.0

$1,000.0

FY08FY11

FY11

ARC Budget Comparison

$M

Budget includes Direct & Reimbursable Funding

$762M

$825M

+$63Mfrom FY08

$918M

+$156Mfrom FY08

Based on PY10

Enacted/PY11 Reimb

estimates for planning

purposes.

FY08 = ActualsBased on FY11

preliminary budget

data & PY11

Reimb estimates

Ames Budget Snapshot

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Speakers Bureau 11


Title_Design Editor

Ames Portfolio

• Equally funded in four areas:

• Aeronautics

• Science

• Human Exploration and

• Work for Others (esp DoD)

• Have positioned ourselves as “Innovation Center”, “Private Partnership Center” and “Out of the Box Center”

• HQ (and other Centers) regards us as creative, but seen as defiant and not team players

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Speakers Bureau 12


Title_Design Editor

Ames Strengths

• Aero – esp IT-based (eg NEXTGEN)• Strong science- Individual & Missions (Kepler, SOFIA,

etc.)• IT in general• Small space missions• Entry Descent and Landing• Fundamental Biology• Human Factors• Virtual Institutes• Partnerships – with private sector, DoD and

international• Strong student excitement

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Speakers Bureau 13


Title_Design Editor

Ames Weaknesses

• “Pushy” Leadership

• Jack of all trades – master of none

• Weak political support

• Aging infrastructure

• Animosity from HQ and other Centers – some view us as a threat – others as a burden

• Unhappy and de-motivated workforce (at least in comparison to other Centers)

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Speakers Bureau 14


Title_Design Editor

Pete Worden Initiatives

• Small Satellites

• Move toward space operations focus

• Bio-technology, quantum technology, exo-planets

• NextGen– Yuri’s night, NASA Ames Graduate Research Co Op (“Starfleet Academy”), open government, etc.

• Private sector partnerships, NRP

• Green aviation – airships

• DoD partnerships

• International partnerships – esp with non traditional partners

• Interactive opportunities – happy hours, golf course, etc.

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Speakers Bureau 15


Title_Design Editor

FAIRNESS AND TRUST

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Speakers Bureau 16


Title_Design Editor

Fairness and Trust

• NASA Ames Employee Survey

• Other Surveys – anonymous feedback

• Directorate post-survey discussions

• Analyses by HR and HQ

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Speakers Bureau 17


Title_Design Editor

Pete Worden Take-Aways

• Good News: Ames employees think their job is important – near top of Agency

– Independent information verifies high performance – e.g. Science citation indices

• Bad News:

– Resources Inadequate in many areas (people, funding and facilities)

– Personnel decisions unfair

– Investment decisions unfair

– Low trust in management – esp “Senior” Management

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Speakers Bureau 18


Title_Design Editor

Director “Ownership”

• Two areas particularly important

– Hiring and promotions

• Director hires outside friends

• Those brought in by Director have different set of rules

– Director makes all investment decisions

• Traditional Ames strengths ignored

• “Insiders” only ones who get attention

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Speakers Bureau 19


Title_Design Editor

Factors, Excuses & Hot Buttons

• SF Bay Area highest cost of living • Resources provided by HQ lower relative to rest of Agency• Ames has always done poorly on surveys • When I started…

– Concern that the Center was about to be shut down – needed dynamic “military” leadership

– Agency moving to mission focus – we didn’t have expertise – esp. Space systems – new personnel needed

– New entrepreneurial spirit needed

• I’m the Director – I know better where investment is needed

• “Does a former drill sergeant make a good guidance counselor?”

I don’t buy these – need action not excuses – I take ownership!NASASpace

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Speakers Bureau 20


Title_Design Editor

Things I’ve started to do

• New Hires - Let EC work out what skills are needed and make decisions about critical hires

• Center investments – small but will have a more open and transparent process

• Explain decisions more openly – investment, hires (particularly, senior leadership positions)

• Accessibility -making myself accessible to a wider audience

• Improving perceptions about trust and fairness is a key factor in my performance criteria

• Must build stronger relationships with HQ and other centersNASASpa

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Speakers Bureau 21


Title_Design Editor

EC Off-Site Objectives

To align Ames with the NASA Vision and direction

Create shared ownership in creating a healthy Ames environment

Build an organization with fairness and trust as key characteristics

Sharing common challenges and best practices

Offsite attendees included Union Representatives

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Speakers Bureau 22


Title_Design Editor

Off-Site Outcomes

• Collective understanding that the agency is moving into tougher times:– Lack of resources, affordability is key

– Uncertainty, change

– Ames needs to better align with agency focus

– We need to work together through these issues

• All EC members own and are accountable for creating a trusting and fair environment

• Agency leadership placing high value on employee perspectives, employee survey results – we all need to act accordingly

• Center Director is 100% committed to changing behaviors to create a fair and trusting environment

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Speakers Bureau 23


Title_Design Editor

Key Next Steps and Priorities

Each Directorate being held accountable for improving their own organizational results

• Regular tag-ups with Dr. Worden to check progress

• Tom Edwards, Director, Code A, will serve as the lead for the Organizational Director Team

Follow-up and accountability

• 2 more EC Workshops in the coming months

• Regular status updates

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Speakers Bureau 24


Title_Design Editor

Key Next Steps and Priorities (Cont.)

Three EC actions moving forward:

– Trust Team

• creating a Trust Code of Conduct to be adhered to by all managers at Ames (starting with the Center Director)

– Creating a Positive Environment

• Identifying and articulating the characteristics and values of a positive environment for Ames

• Enforcing standards of behaviors associated with these key characteristics for all leaders

– Why for Ames?

• Capturing a clear “why” for Ames vetted through various demographic groups and partners at the Center

• Improve our alignment with HQ and the rest of the agency

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Speakers Bureau 25


Title_Design Editor

My Personal Commitment

• Specific element added to my performance appraisal to improve our survey results

• Holding the EC and all leaders accountable for making improvements

• Staying focused on this effort until we see positive results

• Changing my own behaviors

– Creating more transparency and trust

– Building relationships at HQ and across the agency

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Speakers Bureau 26


Title_Design Editor

What I Need You to Do

• Continue to be passionate, committed and impressive in the work you do

• Hold our feet to the fire - make sure we do what we’ve said we will do

• Call us out on our behavior – if it looks like its not fair, tell us. We will either:

– Change our behavior

– Or do a better job of explaining

• Continue to provide feedback – through one-on-ones, employee surveys, focus groups, email, etc. –we want to hear from you, it helps us get better

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Speakers Bureau 27


Title_Design Editor

Grant me the serenity to accept the things I cannot change; courage to change the things I can; and wisdom to know the difference.

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worden all hands 01 19 2011

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