Attachment 5 - DRAFT STATEMENT OF OBJECTIVES.pdf

National Aeronautics and UNNO-DOC-001 Space Administration REVISION: Draft

EFFECTIVE DATE: 10/09/2026

Marshall Space Flight Center 4220 Rideout Rd, Huntsville, Alabama 35812

Unified Network & Navigation Operations (UNNO) Statement of

Objectives (SOO)

This document has been reviewed for Proprietary, CUI, and Export Control (ITAR/EAR) and has been determined to be non-sensitive.

TABLE OF CONTENTS

1.0 PURPOSE

2.0 BACKGROUND

3.0 SCOPE

4.0 GOVERNMENT OBJECTIVES

4.1 UNNO-SOO-1

4.2 UNNO-SOO-2

4.3 UNNO-SOO-3

4.4 UNNO-SOO-4

4.5 UNNO-SOO-5

4.6 UNNO-SOO-6

5.0 CONSTRAINTS AND ASSUMPTIONS

APPENDIX A ACRONYMS

TABLE OF FIGURES

NO TABLE OF FIGURES ENTRIES FOUND.

TABLE OF TABLES

Table 2.0-1 Current Networks Table 4.1-1 Operational Performance Table 4.6-1 Compliance Standards Table APPENDIX A-1 Acronyms for UNNO SOO

1.7 Facility Operations. Maintain hardware and software assets to ensure continuous network operations, resiliency, and targeted improvements. Identify prioritized sustainment tasks with network uptime return on investment.

4.2 UNNO-SOO-2

Objective 2 — Efficiency in Contract Execution and Network Operations

Desired Outcome: UNNO to deliver credible, auditable baseline and method for quantifying efficiencies for example: (cost per service hour, cost per supported event, labor hours per deliverable, mission onboarding cycle time, mean time to repair, discrepancy closure rate, and similar measures).

Expected Result:

2.1 Unification Efficiencies. Elimination of duplication created by parallel NSN and DSN management structures — consolidated management systems, common tools and processes, consolidated training and certification programs, unified reporting, and a single set of integrated plans in place of parallel network-specific plans.

2.2 Configuration Commonality. Configuration of underlying layers of hardware, operating systems, applications, scripts, settings, and tailoring made similar across SCaN One Network systems to facilitate reuse and eliminate duplication.

2.3 Standardized Mission Interfaces and Onboarding. A standardized interface experience for missions, with standardized interfaces, protocols, and data exchange across the integrated networks to the maximum extent practicable, reducing per-mission integration cost and cycle time. A simplified concept-of-operation and onboarding construct that reduces per-mission customer interfaces and reduces cost over time to cover the mission set.

2.4 Automation and Digital Transformation. Automated collection and reporting of contractor progress, network health, Discrepancy Reports, status, and network metrics

— reducing manual reporting labor while increasing Government insight. Automation of routine operational configuration, monitoring, scheduling, and product generation where it demonstrably reduces cost or risk without reducing reliability.

2.5 Sustainment and Obsolescence Discipline. A single integrated Sustainment Plan with an annual assessment capturing the basis of estimate for Non-Recurring Engineering (NRE), design, implementation, testing, and fielding of each candidate item, described in sufficient detail that labor, cost, and schedule impacts can be estimated without significant rediscovery effort. Sustainment items shall be ranked in priority order and supported by risk and life-cycle cost-benefit rationale to inform the Government's annual five-year budget formulation.

2.6 Supply Chain and Logistics Efficiency. Integrated Supply Chain Management (ISCM) capability spanning both networks, including reliability/maintainability analysis, early obsolescence identification and escalation, common sparing philosophy, and consolidated global logistics coordination.

2.7 Continuous Improvement as a Standing Obligation. Established, documented, and implemented processes to improve performance, reduce cost, and increase customer satisfaction, with improvement opportunities and realized savings reported at recurring management reviews. The Government expects the contractor to bring forward ideas for improvement proactively rather than solely in response to direction.

4.3 UNNO-SOO-3

Objective 3 — Safety Culture and Compliance with Safety Standards

Desired Outcome: No serious injuries, no preventable mishaps, and a workforce at every site that visibly owns safety as a personal and organizational value.

Expected Result:

3.1 A Genuine Safety-First Culture. A workplace culture in which personnel are empowered to identify unsafe conditions and exercise stop-work authority when conditions present imminent danger to personnel, property, or operations — with work placed in a safe condition, appropriate notification made, and resumption only upon authorization by the appropriate authority. Hazard reporting, employee involvement, mutual accountability, and procedural compliance shall be encouraged without fear of reprisal.

3.2 Integrated Safety, Health, and Environmental (SHE) Program. A comprehensive SHE program integrating environmental compliance, occupational safety, and worker health protection across all locations where contract work is performed — Government-controlled and contractor-controlled alike — in accordance with applicable international, Federal, state, and local requirements; environmental Executive Orders; NASA Procedural Requirements; and Center directives.

3.3 Hazard Control Commensurate with Risk. Identification and control of hazards associated with maintenance, testing, construction-like activities, facility modifications, transportation, material handling, machine operations, hazardous energy (lockout/tagout), electrical systems, elevated work (including antenna structures and aerial work platforms), confined spaces, pressure and cryogenic systems, hazardous materials, high-power RF radiation, laser operations, fire hazards, and environmental conditions.

3.4 Qualified and Current Personnel. Personnel that are trained, qualified, certified, medically cleared, and otherwise authorized before performing hazardous, specialized, or regulated work.

3.5 Rigorous Reporting and Investigation. Routine workplace inspections; prompt reporting, documentation, and investigation of incidents, injuries, illnesses, close calls, and unsafe conditions; preservation of evidence; determination of root causes and contributing factors; and corrective actions tracked to closure, consistent with NPR

8621.1 and Center anomaly notification requirements.

3.6 Extended Enterprise Safety. Flow-down of applicable safety requirements to subcontractors, vendors, temporary personnel, and visitors, with hazard communication, control verification, and oversight commensurate with activity risk.

3.7 Mission Assurance Integration. An integrated Mission Assurance Program applying disciplined processes for risk management, quality assurance, reliability, readiness, anomaly resolution, corrective action, and continuous improvement — with mission assurance considerations incorporated into hazard analyses, work planning, change implementation, and operational decision-making.

4.4 UNNO-SOO-4

Objective 4 — Transition of Developed Capabilities into Operations

Desired Outcome: Every capability delivered by the SCaN CapDev portfolio enters UNNO-managed operations on its committed date, fully verified, documented, staffed, sustainable, and integrated into the One Network service model — without creating a parallel operating model, an orphaned system, or technical debt inherited by the Government or by successor contracts.

Expected Result:

4.1 Early and Continuous Operations Participation in Capability Development (CapDev).

Operations engagement across the CapDev workflow — from unmet-need capture and requirements/CONOPS refinement through the CapDev Control Board decision points, formulation memorandum, implementation strategy and capability roadmap, and ultimately the Operational Readiness Review decision — such that operability, sustainability, staffing, and lifecycle cost considerations are reflected in the delivered design rather than discovered at handover. The Government's expectation, consistent with CapDev tenets, is that no capability is received into operations without a demonstrated user commitment and a defined operational home.

4.2 Disciplined Transition-to-Operations. A repeatable, documented transition process covering entry and exit criteria, ORR support, verification and validation, interface control documentation, operations and maintenance procedure development, operator and maintainer training and certification, spares and sustainment baseline, security authorization, and formal operational acceptance. Transition schedules shall be integrated with mission need dates and with the network's existing operational commitments.

4.3 Integration Across All Three Regimes. Capabilities delivered for Earth, cislunar, and Mars/deep space regimes shall be integrated into a single service model, so that a mission experiences one service interface irrespective of regime, network, or provider, including missions whose trajectory crosses regime boundaries.

4.4 Enterprise Service Management as the Integration Spine. New capabilities shall be integrated through the common Enterprise Service Management framework — common scheduling, monitoring, data management, service accounting, and reporting spanning Government and commercial providers — rather than through capability-unique interfaces.

4.5 UNNO-SOO-5

Objective 5 — Augmentation of Near Space Network Capacity Through Commercial Services

Desired Outcome: Integration of commercial services used as a routine, primary means of meeting Government near-space demand during oversubscription;

Government-owned near-space capacity is thereby optimized for priority demand.

Expected Result:

5.1 Demand and Capacity Management Across Government and Commercial Assets.

An integrated, forecast model to identify the balance of commercial services to augment the mission portfolio demand matched against available Government-owned and commercially contracted capacity.

5.2 Effective Use of the Commercial Aperture Portfolio. Augmentation of UNNO capacity through use of the commercial antenna portfolio available under commercial services, with no organizational conflict of interest, across the Earth-proximity, GEO-to-cislunar, and beyond-cislunar subcategories.

6.8 Supply Chain and Third-Party Cyber Assurance. Flow-down of cybersecurity requirements to subcontractors, suppliers, cloud providers, and external service providers, with contractor responsibility for their compliance and integration into the overall program.

5.0 CONSTRAINTS AND ASSUMPTIONS

1. 24x7 operations are non-negotiable: Both networks operate continuously; no proposed efficiency, transition step, or contract-type conversion may compromise continuous service.

2. International complexes are outside operations scope: MDSCC and CDSCC operations and maintenance are obtained through international agreement; UNNO scope is limited to global logistics coordination and selected coordination activities for those complexes.

3. The Government-owned footprint may decrease: Commercial capability growth may reduce Government-owned assets over the contract life; proposed approaches should be scalable in both directions.

4. Data deliverables are governed by the CDRL/DRL: Contract documentation shall be produced, controlled, and maintained in accordance with the Data Requirements Descriptions and Data Requirements List.

5. Government-furnished property will be provided: Certain facilities, office space, administrative computing/LAN services, IT systems, and heavy equipment will be Government-furnished at defined locations; the contractor is expected to provide the remainder.