KSC-Master plan - Planning Background

Overview

Purpose + Need
Context
Planning Process
Planning Horizon
Plan Updates

Purpose + Need

The KSC Master Plan is a NASA-driven mechanism to define and communicate the Center’s concept for orderly future development and management of the Center’s real property assets.

The previous 2008 Master Plan was based on the Constellation Program, which no longer serves as a valid baseline after cancellation of the Program.
As NASA is currently in a programmatic transitional phase between Shuttle and Space Launch System (SLS), this Master Plan aims to provide the necessary framework and steps to achieve a sustainable end state, supporting both NASA and commercial launch operations.
The KSC Master Plan is guided by a Master Planning Steering Group and prepared in accordance with Master Planning for Real Property (NPD 8810.2).
Earlier planning efforts are a foundation that are built upon for this Plan, which describes how KSC will transform over the next 20 years to become a multi-user spaceport supporting government, commercial and other space launch users and providers.
The Plan documents developmental possibilities for KSC’s future state, along with the supporting business focused implementation and operating framework necessary to enable this transformation.

Context

The previous KSC Master Plan prepared in 2002 had portions updated in 2008 and 2010. Current KSC planning documentation based on the 2002 and subsequent updates is in need of further updating to respond to rapidly changing political, financial and economic conditions and influences.

Positioning KSC to be able to respond to the challenges of transitioning to a multi-user spaceport is a primary driver of this Plan.
In response to these challenges, KSC began initiating efforts in the fall of 2010 by developing a tactical strategy to address the change in its mission, infrastructure and customer base.
During 2011, KSC internally developed the Future Development Concept (FDC), which established the underlying strategy, vision and framework for the development of the KSC Master Plan.
KSC and NASA HQ approved the FDC in February 2012, which also serves as the key planning guidance for this Plan.
While developing this Plan, KSC has increased its planning interaction and collaboration with the Florida Department of Transportation as the State has prepared its Strategic Intermodal System plan.

Planning Process

A comprehensive planning approach and process outlines how KSC will transform over the next 20 years to become the premier multi-user spaceport.

The KSC Master Plan comprises multiple components, including narrative and graphical documentation, mapping and a web-enabled presence. These mediums together describe a future KSC, including overall vision, planning framework, future development program and implementation plan and strategy.
KSC resources will be repositioned and realigned to accommodate continued NASA operations, balanced with the integration of the emerging commercial space market activity optimized at KSC.
The master planning process integrates the exploration of a range of development framework alternatives and corresponding operating models to respond to continuing NASA programmatic needs, as well as commercial space market opportunities, to ultimately leverage a highest and best continuing and future use of KSC land and facility resources.
To accomplish the above, a series of interrelated planning stages and associated tasks support the development of the KSC Master Plan, which supports the achievement of KSC’s ultimate vision and planning objectives.
An understanding of development suitability and carrying capacity considers environmental factors and global climate change.
Continuing NASA needs are accommodated via a Development Program.
An economically sustainable state is supported by an asset plan and infrastructure divestiture strategy and enabled by the implementation plan and strategy.

Planning Horizon

The KSC Master Plan addresses an overall 20-year planning horizon extending from 2012-2032.

The 20-year planning horizon is further segmented into near-term (2012-2017), medium-term (2018-2022) and long-term (2023-2032) increments.
The planning strategy for KSC includes initiatives and actions correlated to these planning horizon increments.
Initiatives and actions are also correlated to the series of transformation stages that will support the evolution of KSC into a multi-user spaceport.
Operational parameters, operational considerations, future projects and the reinforcement of a business environment to enable the transformation, is outlined in the Implementation component of the Future Development Plan.
While this transformation is not necessarily time line dependent, and will be based on increased users and operators in line with space market demand, correlation of planning horizons and transformation stages are indicated to provide a context and framework to implement initiatives and actions, as well as fully leverage KSC's space market opportunities.

Operating Transitional Stages

Plan Updates

Dynamic program and economic conditions necessitate a flexible, yet responsive planning framework. To this end, NASA requires that Center Master Plans (CMPs) be continually reassessed to keep them relevant and functional and to insure that they are achieving the goals originally established at the outset of the planning process. An update may be requested by either KSC or Headquarters based on a collective determination of whether the current plan may be out of date. Changes in mission or other conditions may also support potential re-examination of the goals to be achieved by the CMP. While the Capital Improvement Program Plan (CIPP) is usually updated annually, the updating of other plan components is dependent on a number of variables and factors that could form the basis for a reexamination of the CMP including:

Change in Agency Facilities Strategy.
Significant change in mission assignments.
Advances in technology that change facilities requirements.
Significant changes in the surrounding community.
Significant variation in funding levels from Agency planning guidance.

Notwithstanding any of the above occurring, an update to the CMP is recommended every five years, subject to the Center Directors review and determination of the need for an update.

Vision & Mission

Vision

KSC is the world’s preeminent launch complex for Government and commercial space access, enabling the world to explore and work in space.

Mission

KSC safely manages, develops, integrates, and sustains space systems through partnerships that enable innovative, diverse access to space and inspires the Nation’s future explorers.

Source: Planning for the Future, Director’s Planning Guidance, 2011 –KDP-KSC-S-1863

Guiding Principles

In formulating the KSC Master Plan, the planning team has been guided by the following core principles:

Align with NASA’s Mission and strategic goals.
Respond to KSC’s challenges and objectives.
Support implementation of the agency’s facilities strategy.
Ensure responsible stewardship of the natural environment.
Consider the needs and interests of all stakeholders.

KSC Strategic Goal 1: Ensure mission success by enabling Government and commercial access to space.

KSC Strategic Goal 2: Develop, operate, and sustain a robust launch and payload processing complex for all providers.

KSC Strategic Goal 3: Conduct research and develop technology representative of KSC expertise to enable NASA mission success.

KSC Strategic Goal 4: Provide a flexible, cost effective institution to enable success.

KSC Strategic Goal 5: Inspire, engage and educate through enriching programs, internships and partnerships.

NASA Strategic Goal 1: Extend and sustain human activities across the solar system.

NASA Strategic Goal 2: Expand scientific understanding of the Earth and the universe in which we live.

NASA Strategic Goal 3: Create the innovative new space technologies for our exploration, science, and economic future.

NASA Strategic Goal 4: Advance aeronautics research for societal benefit.

NASA Strategic Goal 5: Enable program and institutional capabilities to conduct NASA’s aeronautics and space activities.

NASA Strategic Goal 6: Share NASA with the public, educators, and students to provide opportunities to participate in our Mission, foster innovation, and contribute to a strong national economy.

Goals & Objectives

NASA Strategic Goals
KSC Strategic Goals & Objectives

NASA Strategic Goals

KSC’s vision, mission, goals and objectives expressed in The Director’s Planning Guidance support NASA’s strategic goals for 2011 through 2021 and beyond including:

Strategic Goal 1:Extend and sustain human activities across the solar system.
Strategic Goal 2:Expand scientific understanding of the Earth and the universe in which we live.
Strategic Goal 3:Create the innovative new space technologies for our exploration, science, and economic future.
Strategic Goal 4:Advance aeronautics research for societal benefit.
Strategic Goal 5:Enable program and institutional capabilities to conduct NASA’s aeronautics and space activities.
Strategic Goal 6:Share NASA with the public, educators, and students to provide opportunities to participate in our Mission, foster innovation, and contribute to a strong national economy.

The KSC of tomorrow will not be the KSC of today. In these austere budget times, KSC must continue to become more efficient and accommodating to share capabilities and enable the emerging commercial space industry. KSC will transform from a government and program-focused, single user launch complex to a more capability-centric and cost-effective multi-user spaceport, enabling both government and commercial space activities.

KSC is at a crossroads, which is both exciting and challenging. The test is being able to adjust to new demands and also respond with rigor and purpose. The path forward that KSC chooses will be watched by other NASA Centers, other agencies, the commercial space market and the world. KSC will build upon the accomplishments of its past and lead America’s space program into the 21st century supported by the following strategic goals.

Preparing for the Future

"Ensure mission success by enabling Government and commercial access to space."

KSC’s future depends on its ability to move from government processing and acquisition to an environment supporting diverse government and commercial entities with full life-cycle support. The prospect of a joint Government-commercial space program is entirely practicable and within reach.

Supporting Objective 1.1:Continue to assure successful Government access to space.
Supporting Objective 1.2:Enable development of routine commercial access to space.

"Develop, operate, and sustain a robust launch and payload processing complex for all providers."

KSC will move from program-specific infrastructure to a launch and payload processing complex that will support multiple users with varying requirements. KSC will enable commercial partners to use its launch resources by providing high-quality, economical processing and launch capabilities. Through partnerships with industry, academia, and other Government entities, KSC will promote the use of their available facilities and highly skilled workforce, attracting new businesses to the spaceport. KSC’s future hinges on the ability of its workforce to bring expertise, dedication, innovation, vision, and frugality to their work.

Supporting Objective 2.1:Convert the KSC launch and payload processing complex into a multi-user capability.
Supporting Objective 2.2:Establish plans, processes, and agreements to support multi-user activity.

"Conduct research and develop technology representative of KSC expertise to enable NASA mission success."

NASA relies on KSC to make advancements and innovations in next-generation technologies to make NASA, other Government, and commercial space activities more capable and affordable. Technology areas include in situ resource utilization and surface systems, space launch and suborbital technologies, life sciences and habitation systems, ISS multi-discipline research, environmental remediation and ecosystem sciences, and advanced ground launch and processing systems.

Supporting Objective 3.1:Advance KSC’s research and technology (R&T) into relevant uses for KSC, NASA, and the Nation.
Supporting Objective 3.2:Conduct R&T development to enhance NASA capabilities to explore.
Supporting Objective 3.3:Perform R&T to enhance surface and launch systems for any destination.

"Provide a flexible, cost effective institution to enable success."

KSC will transform its organization, workforce, facilities, and services to a multi-user model while reducing costs. KSC’s civil service workforce will be realigned with NASA goals and KSC’s institutional services will undergo changes. KSC must provide technical capabilities at an equitable price and implement a ground and launch operations contract to support multiple customers. KSC will make infrastructure improvements that reduce operating costs and will position KSC to be a stronger, more resilient organization.

Supporting Objective 4.1:Align civil service and contractor workforce with NASA and KSC goals and plan.
Supporting Objective 4.2:Continue the transformation of institutional facilities and infrastructure to support future needs.
Supporting Objective 4.3:Continue the transformation of technical capabilities/services required to support future NASA and other multi-use programs.
Supporting Objective 4.4:Establish a model sustainability program.

"Inspire, engage and educate through enriching programs, internships and partnerships."

The success of KSC is directly tied to its most valuable asset: its workforce. For KSC to continue to lead the world in space exploration, it must show children the possibilities that await them in the science, technology, engineering, and math (STEM) fields. KSC will establish partnerships to leverage educational activities with aerospace companies, minority institutions, county school boards, and universities.

Supporting Objective 5.1:Assure effective community involvement, partnerships, science, technology, engineering, and math (STEM) awareness.
Supporting Objective 5.2:Increase STEM student opportunities at KSC.

After meeting its government launch services mission requirements, KSC is in a unique position to leverage its capabilities and excess capacity to capture a portion of these emerging trends and opportunities.

KSC needs to be able to compete for business.

Currently the space flight market is not in equilibrium and this is preventing the low cost access to space.

The “new normal” of three to six U.S. commercial launches a year should be the planned level of economic activity. Until this level rises, other elements of the space flight market should be the near-term focus for KSC non-NASA opportunities.

KSC should promote the nano market.

Future markets offer KSC the opportunity to establish a distinct sustainability brand for itself as a spaceport.

If KSC promotes the management of space debris and solar power, these are functions that could promote a sustainable atmosphere and a renewable energy source.

KSC should expand and deepen these relationships, especially with companies that operate in more than one sub-market or portion of the supply chain.

Emerging Opportunities

Overview
Market Movement
Forecasts
Customers
Competition
Market Segments
Key Concepts

Overview

The commercialization of the space flight industry is still in its formative years, evolving on an almost daily basis.

Similar to the aviation industry a century ago, it is an emerging market with tremendous potential and also high risk for its participants.
The Kennedy Space Center provides a prime opportunity for NASA to be at the forefront of space commerce and support the agency’s mission to “drive advances in science, technology, and exploration to enhance knowledge, education, innovation, economic vitality, and stewardship of Earth.

Market Movement

Preface
Competitive Trends
Supply + Demand
Macroeconomic Impact
Alternative
Flight Modes
Future Markets

A recently prepared market survey and analysis reviewed the macro-level trends and movements of the space flight industry, specifically the commercial space flight market. After meeting its government launch services mission requirements, KSC is in a unique position to leverage its capabilities and excess capacity to capture a portion of these emerging trends and opportunities. KSC can also play an important role in enabling the integration of new technologies and industries that bring about healthy growth in the space economy. These trends can shape current and future business opportunities and a competitive position for KSC and our nation.

In order to achieve KSC’s vision, the Center must work towards developing a spaceport to help empower the emerging space flight market. This is not an easy task but one that seems fitting for “America’s gateway to space.”

Futron’s 2012 Space Competitiveness Index outlines three dimensions that shape the global space flight market:

Government Dimension – Ability for a government to provide structure, guidance and funding to its respective space activities.
Human Capital Dimension – Ability for people to develop and use space applications and technology.
Industry Dimension – Ability for industry to finance and deliver space products and services.

Opportunities

KSC needs to find several key balance points in terms of international competition and influences. First, it needs to be able to ‘compete’ in this market. For KSC to accomplish its vision of becoming a multi-user spaceport supporting government, commercial and other space launch users and providers, it needs to be able to promote itself to other space flight market participants who would like to use its assets. KSC needs to be able to compete for business.

People are one of the greatest assets in the space flight market. Without their experience and expertise, this market goes nowhere. The decline of the space flight market human capital is the critical path. Human capital is the determinant for which countries or companies lead the space flight market. KSC needs to push for more Science, Technology, Engineering, and Math (STEM) mentoring, activities, internships and interactions at the Center, as well as encourage more space flight market related degrees in two and four year institutions in the U.S. Finally, KSC needs to plan an aggressive strategy to maintain or capture the institutional knowledge from its current workforce.

KSC needs to be competitive while being collaborative. As with the rest of the space flight market, participants need to collaborate to be able to push the market forward, yet still promote and maintain their business and national space strategies.

Supply and demand are two basic economic principles that are the twin driving forces of the market economy. A market is in equilibrium when supply matches demand and there is a balance price point that is acceptable to buyers and sellers. Currently the space flight market is not in equilibrium and this is preventing the low cost access to space.

Commoditization – Current launches are each unique so they are difficult to commoditize. The cost decrease of a launch will open the market to new demand and interested participants, but business and government entities should not plan for this in the near or medium-term.
Price Transparency - Understanding and predicting market participant’s activities is more difficult as price transparency is difficult to capture. This understanding is one of the key tenets of how suppliers make their business decisions on what and how much to produce. [H. Hertzfeld].
Business Incentives – Stakeholder profit motivation can influence the low cost access to space. The key stakeholders are: Manufacturers / Suppliers, Operators, Spaceport Hosts, and Transportation Customers.
Price Point – The key to achieving low cost access to space is through greater operability and responsiveness and to increase flight system performance. Operability-centered technologies and related systems engineering can reduce the cost of space access. In the longer term, cost reduction and productivity factors need to be improved 50-100 times that of existing costs/pound to produce sustainable demand market growth. This would put the cost/pound in the sub $200 range and increase flights from 1,000 to 10,000 yearly. This price point is the needed affordability improvement to enable additional demand.

Opportunities

KSC needs to be one of the key market participants to lead the efforts to make the cost of space access more affordable. This supports NASA’s strategic goals and especially the goal to “Share NASA with the public, educators, and students to provide opportunities to participate in our Mission, foster innovation, and contribute to a strong national economy.” KSC can help advance the entire market forward more rapidly building upon its strengths to accommodate rising demand.

A simplified approach to commoditized launches that can adapt to multiple customers will help lower the cost of space access. Re-usability, which ensures flight elements return functionally intact can also fosters independent operators who are looking to gain the most customer revenue from their flight equipment purchases. Future contracts should be reviewed to stress the importance of reducing the number and value of expended hardware items.

The independent space operator concept represents a new competitive market segment; KSC should encourage this stakeholder’s growth of prominence in the market if local conditions call for such a movement. This could involve providing streamlined access to its assets or providing collaboration between multiple operators at the Center, thus helping to develop this segment.

The FAA's 2009 Commercial Space Transportation Economic Impact Report provides an understanding of the launch market impact on the domestic economy. This provides a quantifiable business case for investing in the launch market and the larger space flight market.

Segmented Market– All three U.S. economic impact metrics increased over a ten year period with the space flight market continuing to grow over the years. However, when the launch vehicle manufacturing and services industry (LVM&SI) is separated from the rest of the market, the decrease in the number of U.S. commercial orbital launches combined with greater competition in the worldwide orbital launch services market can be seen with the decrease in all metrics in 2002 and 2009. These figures do not include government launches.
New Normal – There is a strong correlation between U.S. launches and impact to economic activity. When there was a sharp decline in U.S. launches, there was a significant drop in the domestic economic impact. FAA considered this a resetting of the launch normals and economic activity. Thus, the launch rate is not decreasing but rather now operating at a new and lower level of around three to six commercial launches a year in the U.S.
Ancillary Markets– The space flight market has influence outside of its industry. The FAA calculated an annual economic activity of $208 M for 2011 for ancillary industries. This impact stems from these industries providing goods and services, directly or indirectly, to the space flight market. The industries of Information, Manufacturing and Real Estate and Rental and Leasing made up 64 percent of these ancillary groups.

Opportunities

KSC needs to support the breakout in the space flight market of all of its components. This is a manufacturing heavy industry so separate breakouts are needed to further refine business decisions. Separation of the manufacturing elements of the launch vehicles, propulsion elements and support equipment would be beneficial. Additional services, such as maintenance and warehousing, should be reported separately. This breakout will reinforce the concept that the segments are separate, yet synergistic components of an emerging space flight market that can enable new space flight market growth.

The ‘new normal’ of three to six U.S. commercial launches a year should be the planned level of economic activity. Until this level rises, other elements of the space flight market should be the near-term focus for KSC non-NASA opportunities.

Traditional launch vehicles support both human and cargo through a vertical launch platform and are built specifically for each mission. Non-traditional or alternative flight modes are developing horizontal capabilities for both orbital and suborbital reusable vehicles (SRV).

No Collaboration – Space Florida had the Tauri Group prepare a suborbital launch vehicle summary to review the markets that these vehicles would address. There is a mix of horizontal and vertical launch vehicles. Space Future lists 33 different space vehicles (suborbital and orbital combined) under development. [http://spacefuture.com/vehicles/designs.shtml] All have different technical approaches to solving the problem of reducing costs to space access.
Re-usability – “Re-usability is key to the dramatic cost savings necessary to enable advancements in human exploration of space,” says Elon Musk of SpaceX. [http://www.spacex.com/npc-luncheon-elon-musk.php] This concept is imperative to moving the space flight market forward. SpaceX defines their Dragon as a “fully reusable spacecraft,” and “is working toward the goal of delivering the world’s first fully reusable launch vehicle.” This concept goes hand in hand with commoditizing of the launches.
Nano Vehicles – The market segment targeted by very small and nano sized payloads and vehicles are traditionally covered by multi-manifesting and secondary payloads. Emergence of a distant launch market for payloads in this class would represent a segment previously not fully accounted for in industry forecasting and planning. This would be unforeseen demand.
Space Tourism – Space tourism is the driving factor for suborbital and orbital reusable vehicles.

Opportunities

KSC needs to encourage collaboration across the space market. The space market participants need to collaborate to be able to push the technology forward increase the prevalence of reusable launch vehicles. This alliance should lower the cost of space access and propel this market into the levels of demand that participants have desired since the beginning of commercial space.

The collaboration efforts on immediately reusable launch vehicles is crucial not only for those designing them but between end users and developers. Vehicles must be developed in conjunction with the market it will serve not just a specific mission or purpose. This collaboration reinforces the design reference market concept.

KSC should promote the nano market. Development in this sub-market could generate unforeseen demand. This is one way that the cost of space access can be lowered; increased activity in this sub-market could be beneficial to pushing other aspects of the larger space market forward.

According to The Space Report 2012, there are many future markets based on space applications, many of which are emerging as potential business opportunities for the space flight industry and KSC.

In-Space Activities - Main in-space activities are for research and development services, manufacturing, satellite refueling and, orbital debris monitoring and management. Most funding for in-space activities specifies research and development and many prizes are offered to stimulate interest. These include NASA’s Innovative Advanced Concepts (NIAC), the Google Lunar X Prize, and NASA’s Innovative Lunar Demonstrations.
Space Debris – In-space work is not a new concept. The International Space Station (ISS) was assembled in-space starting in 1998 and was substantially complete in 2011. As the Earth’s orbit becomes more congested, space situation awareness continues its importance. The United States, European Union, and Australia have programs in place to ensure monitoring and tracking of space debris satellites.
Space Based Solar Power (SBSP) - The advantage of placing solar collectors in geosynchronous Earth orbit (GEO), about 36,000 kilometers above Earth, is that it uses the constant and unobstructed output of the Sun, unaffected by the Earth’s day/night cycle. Limits on SBSP are technology and cost. SBSP is not forecast to be a competitive market for at least 15 years.
Point-To-Point (PTP) Transportation - Fast Forward is a high speed global point-to-point transportation investigative group that proposes a national strategy for moving the PTP model forward. This includes the pairing of the suborbital reusable technology and market with the high-speed aviation technology and market. This pairing can be an important stepping stone that can drive a robust high speed global PTP industry and eventually to safe, reliable and affordable (i.e. reusable) access to space. As with other facets of space flight, the lower cost of access will drive higher demand. This is the most forward looking of the future markets.
Ground – Based ‘Virtual’ Space Theme Park - A potential new market is the ground based ‘virtual’ theme park. This market will provide for an integrated ground and space-based destination, including attractions with a space theme for the purpose of education and entertainment. This market could provide the capability to establish ground-based capability with a transition into a probable space-based entertainment center.

Opportunities

These future markets offer KSC the opportunity to establish a distinct sustainability brand for itself as a spaceport. If KSC promotes the management of space debris and solar power, these are functions that could promote a sustainable atmosphere and a renewable energy source. A longer term focus would be to encourage in-space maintenance activities to help promote the reuse of items in space versus consistently launching new items. This would be the beginning of the life cycle cost approach for the space market.

Point to Point travel has an incredibly high price point, looking to dense metropolitan areas such as London and Tokyo for potential customers. Based on the more remote location of KSC, it would not be an ideal candidate for a Point to Point focused spaceport. Thus KSC should not focus its commercialization efforts on this future market.

A Ground–Based ‘Virtual’ Space Theme Park could fit well within Orlando, a theme park tourist destination. This could provide a unique partnership opportunity between KSC and any of the Orlando theme parks. In additional to generating commercialization opportunities for KSC, it could promote interest in the space market and excite young minds to STEM related career paths.

Forecasts

Classifications and sources of launch types were established to provide consistency with launch forecasts. Projections for non-geosynchronous orbit (NGSO) come from the Federal Aviation Administration (FAA), geosynchronous orbit (GSO) from Commercial Space Transportation Advisory Committee (COMSTAC) and suborbital from the Tauri Group. These forecasts do not include government (civil, military) forecasts.

GSO – The expected realization for 2012 is 15 – 29 launches. The average for 2012 – 2022 is 16.3 launches.
NGSO – The expected realization for 2012 is four to seven launches. The average for 2012 – 2022 is 12.3 launches.
Suborbital – The baseline forecast is 373 seat/cargo equivalents in year one of regular suborbital reusable vehicle operations. The average for the ten year timeframe is 452 seat/cargo equivalents. Commercial human space flight accounted for 80 percent of the suborbital demand. The second largest source of demand is Basic and Applied Research at 10 percent.

Customers

In 1958, legislation, generally referred to as the Space Act, authorized NASA to enter into partnerships with the private sector, academia and other public entities to carry out its broad mission. KSC partners are its customers as they lease its assets. These current customers represent a strategic shift in KSC operations. That is, KSC is becoming a distinguished service provider to the space flight industry through its buildings, infrastructure and potentially human capital.

After reviewing all current lease agreements and alignment to a real estate demand strategy, KSC should expand and deepen these relationships, especially with companies that operate in more than one submarket or portion of the supply chain. KSC should also seek additional customers that continue to promote KSC to the premier global spaceport including industry leaders and North American based operators or manufacturers launching internationally.

Competition

The competition for addressable commercial launches is dynamic. International competition is often able to offer lower prices due to government subsidies or a different regulatory environment. Domestic players span federal and non-federal spaceports with various specializations. KSC needs to monitor the domestic spaceport license activity and news of key domestic and international market players. Understanding how other market participants are promoting themselves and their current activities will help develop a competitive position in the space flight market.

Market Segments

There are multiple ways to segment the space flight industry. Space Florida, NAICS and the FAA each have unique variations. For a market position, KSC should promote itself as a multi-user spaceport with unmatchable advantages. KSC should strive to offer multiple types of flexible pricing schemes to differentiate itself as a low cost service provider. KSC should brand itself as a sustainable and socially aware spaceport that is enabling the space flight market to bring a whole new generation of explorers into space. KSC’s market segments are similar to Space Florida’s market segments and thus promote alignment, as well as opportunities for future collaboration. KSC market segments are correlated to core sub-market, part of programmatic efforts, sub-market alignment, or collaborative opportunities.

Key Concepts

Kennedy Space Center needs to capitalize on strengths and qualities that made it an attractive location at the beginning of human space flight. With its land, existing infrastructure, support capabilities, and marketable legacy reputation, Kennedy Space Center has considerable capacity to grow in both number of users and the diversity of their space-related activities.

To fully leverage KSC to be at the forefront of space commerce, the following key concepts should be considered to best take advantage of emerging opportunities in the overall global space market:

Market Position – KSC should promote itself as a multi-user spaceport with unmatchable advantages. Implementing a hybrid strategy of a low cost and differentiated service provider will position it well in the space flight market. By focusing on its NASA programmatic responsibilities alongside the sub-markets of space transportation and technologies, satellite systems and payloads, ground and operations support systems, adventure tourism and clean energy, this will give KSC a solid base of economic activities. KSC should brand itself as a sustainable and socially aware spaceport that is enabling the space flight market to bring a whole new generation of explorers into space.
Design Reference Market Focus – In familiar NASA vernacular, the Design Reference Mission needs to become the Design Reference Market for the emerging space flight industry. This will represent a culture change from designing a launch vehicle or structure for one mission as missions are accomplished and have a defined end. Markets and customer relationships need to be sustained. Kennedy Space Center needs to operate with a focus on providing services to customers that support an ongoing and evolving relationship as the dynamic market develops.
Space Achievement Leader – The space flight industry is at an important crossroads, market participants are waiting for significant market movements to indicate a change in the economic environment. Until a dramatic technology breakthrough, an operationally-focused price change, or unforeseen demand occurs, the market will grow cautiously. KSC needs to be the leader in space achievement to bring forth needed technological improvements, foster customer-focused price changes and availability, while promoting new and compelling space flight market demand, to push this market forward towards its potential.
Relationships with Economic Development Organizations - Local and regional Economic Development Organizations (EDOs) are essential partners. Available infrastructure, labor, and knowhow at KSC constitutes a critical near-term advantage, but only if these capabilities are aggressively promoted and businesses are landed. The essential role of an EDO is to act entrepreneurially to aggregate all of the communities advantages, recruit employers and close business deals. By collaborating with them, and by adapting to facilitate appropriate pursuits, KSC can become the “secret weapon” in the Space Coast job hunt, and overcome the artificial advantage that is the objective of competing interests.
Future Risks Balanced with Limiting Factors – During the next twenty years, KSC must consider immediate limiting factors, as well as future risks. These include demand risks that could dramatically shift the economic viability of the market. All limiting factors and risks need to have corresponding mitigation approaches. These mitigation approaches should follow traditional risk management categories of avoid, transfer, accept, control or watch. Kennedy Space Center should prioritize these risks to determine the timeframe of their potential impact, severity, and likelihood.

Core Competencies

Overview
Core Competencies

Overview

KSC’s core competencies are rooted in its history of space flight. The future operations performed at KSC will continue to use these competencies, which are unmatched anywhere in the world, having been mastered with over 50 years of successful space launch operations. This unique experience and position within the space launch industry is reflected in its specialized workforce, unique facilities supporting launch preparations and operations, and ideal location for sending payloads to orbit. An essential function of the success of KSC’s transformation is that it apply those competencies across new business lines. This is what will enable and attract a broader user base. It’s a new way of doing business for a new generation of explorers.

Core Competencies

Overview
Core Competency 1
Core Competency 2
Core Competency 3
Core Competency 4
Core Competency 5

The KSC of tomorrow will not be the KSC of today. In these austere budget times, KSC must continue to become more efficient and affordable, and partner to share capabilities and enable commercial space . KSC will transform from a Government – and program-focused, single user launch complex to a more capability-centric and cost-effective multi-user spaceport, enabling both Government and commercial space providers.

KSC has the opportunity to choose its direction and priorities, forging a new path toward its goals. Decisions made now will affect KSC’s direction for years to come. While change is always difficult, to be successful one must change. KSC’s future depends upon its ability to keep stated goals in mind, make the tough choices, chart a new direction, and follow through on its plan.

KSC is at a crossroads, which is both exciting and challenging. The test is being able to adjust to new demands and also respond with rigor and purpose. The path forward that KSC chooses will be watched by other NASA Centers, other agencies, the commercial space market and the world. KSC will build upon the accomplishments of the past and lead America’s space program into the 21st century supported by the following strategic goals.

"Acquisition and management of launch services and commercial crew development."

Ability to successfully acquire and manage commercial launch services for human and science-related missions is critical to expanding the United States aerospace markets as we continue to live, learn, and explore in space.

Competency 1 Supporting Image

"Launch vehicle and spacecraft processing, launching, landing and recovery, operations, and sustainment."

Accomplishments range from processing highly complex spacecraft and space telescope optics to the launch and recovery of both manned and unmanned spacecraft and launch vehicles.

Competency 2 Supporting Image

"Payload and flight science experiment processing, integration, and testing."

KSC’s ability to develop, integrate, and test a variety of different payloads and research experiments, provide controlled environments to sustain critical science cargo, offer contamination control services, and consistently deliver time-critical launch/landing site payload customer services has earned KSC recognition within the NASA community.

Competency 3 Supporting Image

"Designing, developing, operating, and sustaining flight and ground systems, and supporting infrastructure."

KSC’s engineers are skilled in electrical systems, avionics, mechanical accessories, fluids and propulsion, information technology, and pyrotechnics.

Competency 4 Supporting Image

"Development, test, and demonstration of innovative technology to advance space exploration."

Using real-time prototyping techniques to construct hardware, KSC develops advanced space systems on an accelerated schedule, thus enabling the human space flight capabilities required to explore space in an affordable, sustainable way. KSC partners with private industry to resolve technical problems, often resulting in dual-use products or spinoffs.

Competency 6 Supporting Image

Strategic Partners

KSC cultivates strategic partnerships with other federal, state, public, private and academic organizations to capitalize on complementary strengths of each organization in developing the KSC Federal Spaceport. KSC also actively coordinates with state and local governments and regional economic development organizations to assess the market and develop strategies that will meet the emerging needs of KSC and its partners. KSC should continue to invest in these partnerships as well as others to aid in its transformation into a multi-user spaceport.

Brevard County

Brevard County is an unincorporated local Government authority operating under a charter as a political subdivision of the State of Florida. Brevard County’s boundaries encompass the majority of KSC’s 140,000 acres (the extreme north portion is located in Volusia County). The County is a key stakeholder in the spaceport, has been a long-term partner, and is prepared to explore future strategic relationships that support both Federal and local Government goals. Among these are the potential for:

County participation in incentives offered to prospective spaceport customers in support of the area economic development organization.
County staff and elected official advocacy for state-funded transportation projects benefiting the spaceport that require funding prioritization with other transportation needs.
County advocacy of state and Federal legislative initiatives.
County-provided services as a potential alternative to spaceport-managed services.
Cooperation with the State to connect underutilized KSC roads to Florida’s Strategic Intermodal System (SIS).

CCAFS (45th Space Wing)

Cape Canaveral Air Force Station (CCAFS) is an installation of the United States Air Force Space Command’s 45th Space Wing, headquartered at nearby Patrick Air Force Base. The facility is east-southeast of the KSC spaceport, and is linked to KSC by land (Beach Road), bridges and causeways. The CCAFS Skid Strip provides a 10,000-foot (3,000 m) runway close to the launch complexes for military airlift aircraft delivering heavy and outsized payloads to the Cape. Per a 1963 inter-agency agreement between NASA and the DoD, the 45th Space Wing is responsible for coordination of launch and airspace activities between NASA and the DoD and so KSC is currently reliant upon the 45SW Range to support commercial customers.

CCAFS is the primary launch head of the DoD Eastern Range with four launch pads currently active. Launch Complexes SLC-37B and SLC-41 were modified to launch EELV Delta IV and Atlas V launch vehicles, respectively. Launch Complex SLC-47 is used to launch weather sounding rockets. Launch Complex SLC-46 is reserved for commercial use by the Spaceport Florida Authority. Launch Complex SLC-40 hosted the first launch of the SpaceX Falcon 9 in June 2010. SLC-41 is owned by NASA, currently assigned to the 45th Space Wing under use permit until 2021.

KSC will continue to coordinate eastern range policies and scheduling issues with the 45th Space Wing, and will work with the 45th Space Wing to establish consistent commercial business policies and practices to simplify the process for commercial launch customers and reduce time to launch.

Department of Energy

KSC will pursue partnership opportunities with the Department of Energy (DOE) in the development of alternative and clean energy projects, including those that have already been facilitated or may be facilitated on KSC land.

Department of the Interior: National Park Service - Cape Canaveral National Seashore

The Canaveral National Seashore was created by an Act of Congress on January 3, 1975, to "preserve and protect the outstanding natural, scenic, scientific, ecologic, and historic values of certain lands, shorelines, and waters of the State of Florida and to provide for public outdoor recreation use and enjoyment of the same."

Cape Canaveral National Seashore is a superb example of a national park unit where interagency cooperation is paramount. Located at the northernmost end of Kennedy Space Center, approximately two-thirds of the park is owned by NASA and much of that is co-managed with the adjacent Merritt Island National Wildlife Refuge. The National Park Service is working with these agencies on numerous projects such as feral hog control, exotic plant removal, restoration of impacted wetlands, long-term monitoring of natural resources and implementation of prescribed fire management. Additional partnerships with state and local agencies include sea grass monitoring, mosquito control, water quality monitoring and law enforcement patrols.

The park contains 58,000 acres of barrier island, open lagoon, coastal hammock, pine flatwoods and offshore waters along the east central coast of Florida. It represents an excellent example of a relatively stable barrier beach backed by a productive lagoon system.

Department of the Interior: U.S. Fish & Wildlife Service - Merritt Island National Wildlife Refuge

Merritt Island National Wildlife Refuge was established in 1963 as an overlay of Kennedy Space Center. Consisting of 140,000 acres, the Refuge provides a wide variety of habitats. Coastal dunes, saltwater estuaries and marshes, freshwater impoundments, scrub, pine flatwoods, and hardwood hammocks provide habitat for more than 1,500 species of plants and animals.

Many recreational opportunities are offered at the Refuge. Bird and wildlife observation, a wildlife drive, manatee observation deck, fishing and hunting opportunities, and boating and paddling are examples of available activities. A Visitor Information Center is located 4 miles east of Titusville, Florida. Land areas within Merritt Island National Wildlife Refuge are defined as operational buffer land use designated as either public use or conservation.

FAA Office of Commercial Space Transportation

The Federal Aviation Administration (FAA) Office of Commercial Space Transportation (FAA-AST) is planning the establishment of an FAA Commercial Space Transportation Technical Center at KSC to help facilitate its role as regulator and promoter of the U.S. commercial space transportation industry. Significant strategic partnering opportunities include:

Collaboration between the FAA Technical Center and KSC resident experts on the development of human spaceflight standards and other technical requirements associated with the commercial space industry’s growth and operations.
Use of KSC as a test-bed for development of new launch range and air/space traffic management techniques and technologies.
Integrated planning for commercial spaceport/future markets.

While this plan does not envision the KSC Federal Spaceport as the authority for controlling space launch and reentry traffic, it anticipates an evolution from an Air Force-managed space traffic control regime to a space traffic control regime managed by the FAA for commercial activity. This new regime would entail a close working relationship between the KSC and the FAA regarding integrated flight and recovery scheduling; and FAA responsibility for managing launch and reentry traffic control through the national airspace and designated space access corridors.

The relationships and coordinated roles between the KSC Federal Spaceport, the Cape Canaveral Air Force Station Federal Spaceport, the NASA, Department of Defense (DoD), commercial launch site and system operators, and the FAA, will require new and clearly defined responsibility agreements.

Florida Department of Transportation

NASA, the U.S. Air Force, and the State of Florida are partnering together to take advantage of opportunities using the state’s existing assets, including launch facilities, payload processing and checkout facilities, and the Shuttle Landing Facility. Governor Rick Scott, FDOT, the Florida Department of Economic Opportunity, Enterprise Florida, and Space Florida are all working together to support the development of this important business sector.

FDOT supports the aerospace industry by:

Including spaceport and aerospace needs in the Florida Transportation Plan and the Strategic Intermodal System (SIS) Plan.
Helping develop joint-use facilities and technology for aviation and aerospace operations.
Cooperating with Space Florida to develop spaceport infrastructure and related transportation facilities in the SIS Plan.
Addressing intermodal requirements and impacts of launch ranges, spaceports, and other facilities.
Encouraging cooperation and integration of airports and spaceports.

Patrick Air Force Base (PAFB)

PAFB is the primary missile and rocket launch research area for the United States Air Force on the East Coast. The range safety services and weather forecasting services are provided to KSC by PAFB personnel. KSC’s helicopters, along with other visiting aircraft, are serviced at PAFB hangars. PAFB is also home to the 45th Space Wing Headquarters, which commands both PAFB and CCAFS.

Port Canaveral

Port Canaveral is an artificial port created in the 1950s by the U.S. Army Corps of Engineers (USACE). Large locks installed at the port’s west end for the Apollo program connect port facilities with the Banana River waterway leading to KSC and CCAFS. Seafaring activities abound servicing many industries including commercial fishing, fishing charters, and vacation cruises. Establishment of a Foreign Trade Zone at this port has led increased industrial development with various businesses, including several aerospace firms.

Space Florida

The 2006 Florida Statutes, Chapter 331, formally established Space Florida as the single point of contact for state aerospace-related activities with federal agencies, the military, state agencies, businesses and the private sector. Space Florida has specific state-conferred powers and authorities as well as financing tools to support the development of the aerospace industry. KSC will work with Space Florida in joint-venture relationships to develop and sustain spaceport capabilities, and to provide spaceport customers with comprehensive solutions for meeting their needs. Specific near-term and long-range involvement by Space Florida in support of KSC’s spaceport development activities is expected to include:

Direct financial incentives and support to attract commercial and government launch system operators, developers, and users. Space Florida may use state-appropriated funds to offset costs in the initial years of a new commercial customer’s operations, provide access to capital for co-investment and/or low-interest financing of capital improvements, and sponsor a user’s application for tax abatement and other cost-reduction incentives.
Assumption through lease or asset transfer of idle or underutilized spaceflight processing and launch-related facilities on KSC land, as may be determined to be in the mutual interest of both the federal and state governments. This will allow Space Florida to enter into joint-venture relationships with the KSC in the development and sustainment of spaceport capabilities.
Advocacy and support of authorizing legislation, both state and Federal, to help meet shared objectives.
Application of its independent special district status to act, if appropriate and mutually beneficial, as an alternate service provider.
Leveraging of the Space Life Sciences Laboratory to support utilization of ISS National Lab for scientific, technological, and educational purposes and supporting future objectives in human space transportation.
Development of Exploration Park.
Management of ISS National Lab (if selected).

University-Led Centers of Excellence - Research Consortia

KSC is a Federal member of the FAA’s newly established, university-led Center of Excellence (COE) of Commercial Space Transportation. The spaceport is also exploring potential partnering arrangements with the Florida Center for Advanced Aero Propulsion university consortium, which is affiliated with the FAA COE but independently funded and operated as a State of Florida Center of Excellence. Such university-led consortia, working with industry clients and partners, can help strengthen the use and development of spaceport assets and capabilities.

U.S. Air Force Research Lab

The Air Force Research Laboratory (AFRL) is a scientific research organization operated by U.S. Air Force Materiel Command, dedicated to leading the discovery, development and integration of affordable aerospace warfighting technologies, planning and executing the AF science and technology program, and providing warfighting capabilities to U.S. air, space, and cyberspace forces. Significant strategic partnering opportunities include:

Research and test on improved operability and sustainability of launch vehicles and ground support facilities to achieve low cost and reliable access to space.
Serve as host site and active partner in test programs to develop new operational capabilities, including the initial phases of maturing a reusable booster concept and architecture.

U.S. Coast Guard

U.S. Coast Guard (USCG) personnel are responsible for over 42 miles of sea coast adjoining KSC. USCG can provide waterborne security patrols for the Banana River and Indian River. Located on a nearly 10-acre parcel adjacent to the West Turning Basin of Canaveral Harbor, the U.S. Coast Guard Station has approximately 650 feet of water frontage along a bulkhead wall. A 125-foot-long pier and a 45-foot dock exist at the northern end of the site. The complex consists of five buildings and extensive recreational fields. With strong ties to the military port, some Coast Guard cargo operations are conducted at the Air Force wharf and Poseidon and Trident wharves on CCAFS.