Table of Contents
Strategies to achieve the goals
Strategy #1: Deliver
consistent, high-quality products and services
Strategy #2: Expand product
and service lines by pursuing new opportunities for growth
Strategy #3: Create a work
environment conducive to continuous improvement
Appendix:
ASF’s parent organizations’ mission statements
Vision
ASF will become the premier university-owned, self-sufficient, satellite facility; capable of supporting all aspects of remote sensing, from acquisition to generation of value-added products and services.
Mission Statement
Our mission at ASF is to promote, facilitate, and participate in the advancement of remote sensing in order to support national and international Earth science research, field operations and commercial remote-sensing applications that benefit society. ASF is committed to providing the highest quality of data and services.
Values
Commitment: to serve the needs of our customers with superior products and services
Quality: in our commitment to excellence in what we do and how we do it
Innovation: in solutions to serve our customers and partners
Professionalism: in the way we think, work, and act
Respect: for our customers, our people, ourselves
Goals
§ Maintain a viable organization with effective leadership, governance, and management.
§ Provide the highest quality, reliable satellite data products and services to the user communities.
§ Seek and implement new growth opportunities while responding to evolving user needs.
§ Continuously develop new ideas, attract leading-edge expertise and pursue challenging projects.
§ Promote universal acceptance of ASF products and conventions as the standard in the remote-sensing industry.
§ Recognized as a leader in the field of remote sensing.
Strategies to achieve the goals
§ Deliver consistent, high-quality products and services
§ Expand product and service lines by pursuing new opportunities for growth
§ Create a work environment conducive to continuous improvement
Strategy #1: Deliver consistent, high-quality products and services
Methods
1. Maintain and improve accurate, robust and reliable satellite tracking, data processing, product generation, archiving and delivery systems.
Ø Monitor quality of products and services to ensure consistent, reliable results.
Ø Evaluate and incorporate suitable new technologies into the ASF system.
2. Maintain and improve customer services to align with evolving customer base.
Ø Monitor quality of services to ensure consistent, reliable results.
Ø Evaluate new services required as new business opportunities are developed.
3. Ensure delivery schedule matches user needs.
Ø Evaluate each user community and discover the needs and requirements of each.
Ø Develop and maintain the system to support the appropriate level for each project.
Strategy #1 underscores the importance of quality in all our service lines including generation and distribution of data products. The basis of our future as a world-renowned facility is our reputation as a dependable, quality organization. Only though consistent delivery of both products and services, on time and in budget with high quality, can we maintain our position in the market.
Maintaining and improving accurate robust and reliable systems depends on employing two tactics: monitoring the systems currently in use and looking to the future for suitable, applicable technologies. Both are vital to success.
Diligence in our product generation requires adherence to standard processes and procedures as well as monitoring of output. In some cases these standards are in place and in others, more work is required. Although it requires time and energy to create and document processes and procedures, it is well worth the effort. The goal is consistent procedures that lead to a high quality output.
ASF’s system cannot remain static if we are to continue serving our customers. For our future growth the only thing that will remain constant is change. This does not mean constant development on any given processor or sub-system, but it does mean we expect evolution of the system.
In the past ASF has had one system through which all products were generated. When we were serving only one customer (NASA) this was an efficient method. But it is no longer the case. The ASF system will most likely evolve along the path of alternate streams within a common infrastructure. Re-use and dual-use of subsystems – both hardware and software - will be the norm.
Each new capability will build on existing systems as coherently and reasonably as possible. For example, new data products do not have to be wedged into existing databases if they don’t fit. Moreover, no blanket statement or philosophy will be applied concerning level of automation. For each new project, ASF must analyze the appropriate level of automation and integration.
As we build our customer base, the system will grow and change. Subsystems may be frozen while others may evolve, depending on funding or other constraints. All new development must pass a “makes sense” test, keeping in mind utility, length of project, budget, scope and schedule. Without a new project with associated funding, ASF will not plan to generate a totally new end-to-end system from scratch.
Indicators
§ Quality of products either maintained or improved
§ Customer satisfaction either maintained or improved
§ Efficiency of production either maintained or improved
§ Latency requirements met for each project
Strategy #2: Expand product and service lines by pursuing new opportunities for growth
Methods
1. Pursue and develop implementation plans in support of new SAR and non-SAR satellite missions
Ø Evaluate and incorporate suitable new opportunities in satellite missions, both SAR and non-SAR
Ø Remain abreast of and involved in planning for future satellite missions
Ø Pursue and develop implementation plans in support of new remote sensing missions
2. Exploit University identity to diversify projects and funding sources
Ø Increase participation in the Geophysical Institute’s Remote Sensing Group
Ø Devote attention to University needs and goals in order to align direction with our parent organization.
Ø Build partnerships – commercial, other data providers, other ground stations, government agencies and sponsorships.
Ø Seek new opportunities that are available to a University –owned facility.
There are 2 prongs to the approach to growth – first to be actively involved in new SAR and non-SAR missions as they come online and second, to expand into new development areas that had previously been unavailable to ASF due to our exclusive relationship with NASA. Pursuing new opportunities both in SAR and non-SAR missions requires ASF to remain abreast of developing plans for new missions. Although it has been recognized in the past that ASF can play an important role in SAR missions, it is in our best interest to maintain a high profile within the industry. This means a continued presence at key meetings and discussions on future satellite missions.
In addition, ASF will need to work to break into non-SAR missions. Showing competencies on a few initial, perhaps small, mission support contracts for non-SAR satellites will allow ASF to build a reputation and future clientele. Again, creating an ASF presence in the industry is a step toward future work.
In order to pursue new opportunities for growth, ASF needs
to grow into a new identity both internally and externally. The transformation from a NASA-sponsored
project to a University –owned facility has just begun. ASF’s new mission statement mirrors the Earth
Science aspects of the Geophysical Institute’s mission statement while
embracing the overarching philosophy of the
The mission of the Geophysical Institute includes
understanding basic geophysical processes governing the planet Earth,
especially as they occur in or are relevant to
.
Indicators
§ Increase the number and quality of proposals for ASF participation in new missions
§ Increase the number of supported missions, contracts and customers
§ Increase the number of data products and services
Strategy #3: Create a work environment conducive to continuous improvement
Methods
1. Attract and develop leading-edge talent for continuous innovation.
Ø Embrace new and innovative project proposals.
Ø Publish and publicize involvement in innovative science, development and pilot projects in remote sensing.
Ø Provide positive feedback both internally and externally.
2. Secure both medium and long-term contracts on various missions to ensure stability of the work force.
Ø Ensure long-term levels of resources and funding from government agencies through contract renewal and continued high-quality performance
Ø Diversify funding sources through development of new business in both government and private industry.
3. Seek renewed commitment to the ASF mission, goals, and objectives within the ASF employees, the Geophysical Institute, the University and other external partners.
Ø Align ASF internal goals with those of the parent organizations as well as the external stakeholders and partners.
Ø Communicate the vision, mission, and goals of ASF to all employees and stakeholders.
Ø Investigate other successful organizational models and strategies.
Ø Update ASF system; restructure and expand to ensure long-term stability and effectiveness.
4. Create an environment in which people at all levels, individually and collectively, are continuously increasing their skills, knowledge, and abilities.
Ø Encourage professional growth through education, training, and mentoring.
Ø Encourage systems thinking to develop ASF into a learning organization.
To ensure that ASF data products and services are accepted as world standard on a continuing basis, the organization must attract the kind of leading-edge talent to further innovation, foster relationships and demonstrate ASF involvement in interesting science. This is extremely important to increased collaboration with a growing customer base.
Securing a mixture of medium and long-term contracts from multiple agencies will help to diversify ASF’s funding. ASF can no longer put all its eggs into the NASA basket and hope for the best. As a viable, long-term organization, ASF will be proactive in acquiring new revenue from new contracts as well as continuing to service NASA needs.
ASF has experienced many changes over the last few years, with more changes expected in the near future. The primary change, reduction in NASA support and increase in University identity, affects every person at ASF. It is prudent to re-evaluate and attempt to improve ASF’s effectiveness. It is essential that as we move forward, we move together. A recommitment to the goals and objectives of the organization will help to ensure viability.
ASF is part of a great educational environment, the
A "Learning Organization" is one in which people at all levels, individually and collectively, are continually increasing their capacity to produce results they really care about. At ASF we are working toward becoming a learning organization.
Indicators
§ Increase employee retention
§ Increase the number of supported missions, contracts and customers
§ Perform systematic lessons learned analysis and incorporate findings in new projects
Management Structure
Operations Center
The
The receiving ground station section compromises the trackers and all the hardware and software that runs them. This includes the ASF-developed Host Controller System that controls acquisitions and both antennas.
The processing stations comprise all the hardware and software to process and archive the data products. This also includes the system for users to place orders and the subsystems that track the orders to completion.
All data are handled by the
Remote Sensing Support Center
The
The User Services Office handles incoming inquiries of all
types and final distribution of data products.
Some are handled within USO and some are passed to the appropriate
section of the
The Technical Services Office supports algorithm development
for higher-level products as well as improvements to current processing
capabilities. In addition, the TSO is
responsible for assuring the products ASF distributes are of consistently high
quality. This includes calibration and
validation of all processors supported by the
Large Research Projects, both internal and external to ASF,
come and go depending on funding cycles.
Appropriate experts inside the
Engineering Center
The
The development section of the
The system administration section of the
The system engineering section of the
"
because it is dressed in overalls and looks like work."
--Thomas Edison
Appendix: ASF’s parent organizations’ mission statements
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