Agency Master Planning 50 th R. H. Goddard Memorial Symposium Dreams and Possibilities: Planning for the Achievable Calvin Williams Acting Director, Technical Capabilities and Real Property March 2012

2 MASTER PLANNING What is it? Roadmap Iterative A baseline Internal framework Help to adapt assets Analogous to Cruise Ship Change takes time Requires planning Takes a steady hand Comes with risk and costs

NASA Centers and Installations Johnson Space Center Houston, Texas Michoud Assembly Facility New Orleans, LA Stennis Space Center Stennis Space Center, MS Langley Research Center Hampton, VA Kennedy Space Center Cape Canaveral, FL NASA Headquarters Washington, D.C. Marshall Space Flight Center Huntsville, AL Glenn Research Center Cleveland, OH Ames Research Center Mountain View, CA Dryden Flight Research Center Edwards, CA Jet Propulsion Laboratory Pasadena, CA Goddard Space Flight Center Greenbelt, MD White Sands Test Facility White Sands, NM Wallops Flight Facility Wallops Island, VA 3

Integrating Facilities with Mission 4 Strategic Tactical US Space Policy Strategic Planning Program Strategies Mission Support Strategies Budgeting Program Execution “Traditional” Master Plans Capital Investment Program Plan Program Alignment NASA Center Master Plans. Facilities Strategy Agency Master Planning

Agency Master Planning Products Center Master Plans identify: 5 At Centers Level At Agency Level Agency Master Plan identifies: Integration Collective summary of processes, proposals, and outcomes with an Agency strategic assessment 5 and 20 year Agency Capital Investment Program Plan (CIPP) Benchmarks and progress vs. goals (readiness, size, stewardship) 5 and 20 year Center capital investment project proposals Requirements and proposals for future Center operations concepts

Managing our Master Planning 6 1. Choose Facilities Strategy 2. Translate Strategy into Policy 3. Update Center Plans 4. Propose Capital Projects 5. Integrate Capital Plans 6. Evaluate/ Adjust NASA Headquarters & NASA Centers Headquarters and Centers each lead process segments

Strategy and Goals 7 “NASA will renew and modernize its facilities to sustain its capabilities, and accommodate those capabilities in the most efficient facilities set practical.” “To achieve similar capabilities, but with a more sustainable footprint.” Readier: Raise share of portfolio within design lifespan (from ~18% to 62% by 2055) Right-size: Reduce holdings 10% by % by 2050 Efficient: Renew with sustainable, resource-efficient assets to lower total cost of ownership Strategy Goals

Benefits and Next Steps 8 Links projected funding to strategic objectives Develops strategies to consolidate and renew needed capabilities Guide recapitalization and repair budget planning Allows trending of NASA-wide implementation progress Comprehensive energy and water conservation planning Introduces climate change across NASA as a master planning consideration Translate funding realities into more specific facilities plans Seek and assess consolidation opportunities of key asset sets across Centers Explore new ways of doing business across NASA Centers Consolidation Leaner and Greener Divesting without Diminishing Update guidance for future planning process, products, and metrics Current benefitsNext Steps

Master Planning It’s all about sustainability… …Serving our mission effectively (Master plans guide our Agency to be readier for the mission) Delivering products and services affordably (Master plans focus on right-sizing the portfolio of facilities needed in the future across the Agency) Stewarding assets and resources wisely (Master plans identify both natural and constructed assets in “greening” the Agency) 9