1. NNSA Program Perspective
DOE Property Management Virtual Workshop
Jeff Underwood
Office of Infrastructure and Capital Planning, NA-00-20
Office of Infrastructure and Operations, NA-00
May

2. Organizational Structure
Associate Administrator Infrastructure & Operations 00
Program Executive Officer
(VACANT)
00.1
Deputy Associate Administrator
*Est. 15 Sep 2012 00
Field Coordination Office
00.2
Environment, Safety & Health
Livermore Field Office
Savannah River
Field Office
00-10
00-LL
00-SV
Sustainability
Center of Excellence
Infrastructure & Capital Planning
Legend
I - Established 26 JUN 2012
II - NNSA approved 20 Dec 2012
package submitted to DOE
15 Jan 2013
III - In development with NA-70
Nevada Field Office
00-60
00-20
00-NV
Security Operations
Sandia Field Office
Kansas City Field Office
00-30
00-SN
00-KC
Packaging & Transportation
Los Alamos Field Office
Quality Management
Center of Excellence
00-LA
00-40
00-70
NNSA Production Office
Infrastructure Resource Management 2
00-NPO
00-50
Department of Energy | National Nuclear Security Administration | Office of infrastructure and operations

3. “Become the cornerstone for the Administrator
The NA-00 Vision
NNSA ORGANIZING PRINCIPAL
We are a unified organization, centrally governed. We do our work  at headquarters, in the field, and around the world.
NA-00 SHORT TERM VISION
“Become the cornerstone for the Administrator
and Principal Deputy of a unified organization, centrally governed to enable and facilitate changes in other areas.”
To fulfill the vision, NA-00 must:
Build the NNSA and NA-00 Operating Models
Arrest the declining state of infrastructure throughout NNSA
Achieve measureable operational excellence
Achieve scalable, repeatable, predictable, and transparent
cyclic processes
Efficiently manage scarce resources particularly people and funding

4. NA-00-20 Initiatives Builder Sustainment Management System (BSMS)
End State Planning
G-2 Infrastructure Module
Risk-Based D&D 4

5. BSMS Flow Chart 5 Distress “Symptoms” at building component level
Failure Curve
Condition Index
“Programming” module
Mission Dependency Index
(Developed by program, uses site provided data)
IPL (Site level actions prioritized at Enterprise level) 5

6. Why BSMS?
State of the Art condition “risk of failure” assessments based on engineering data with results comparable across Nuclear Security Enterprise (NSE).
Reduction in costs of assessment.
Common frame of reference for discussing infrastructure condition with Department of Defense.
Opportunity to build collaboration with Corps of Engineers to put NNSA on the cutting edge of infrastructure assessment, planning, and management. 6

7. End State Planning – Basic Premise
NNSA is a government-owned aerospace scientific, consulting, and production enterprise with a mature product line and multiple customers. Its nuclear weapon “backbone” supports all NNSA missions; to sustain that backbone with its mature product line NNSA needs to grow national security and other business lines that draw on the core competencies of the backbone. NNSA’s infrastructure must be “right-sized” to support both the backbone and the surrounding business lines. 7

8. End State Planning - Concept
The first “P” in PPBE.
Develop NNSA planning guidance based on existing site guidance and comparable policies from industry and academia
Plan for all customers.
Each site proposes the end state that will meet its current mission and business development requirements.
NNSA integrates site end states into a single “right-sized” enterprise end state, approved by program offices, and translates that “right-sized” end state into a capital investment roadmap.
“Right-Sized” means redundancies are identified and defensible, utilities and other enabling infrastructure are scaled to mission, and consistent with national consensus standards.
End states are updated annually. 8

9. G-2 Infrastructure Module Concept
Proposed Infrastructure Investments and Changes
(Sites enter data.)
Decision Module
(Programs review proposals against mission and planning standards)
Approved Infrastructure Investments
FIMS
(Current Infrastructure)
Current State
End State
Road Map
Programming
What Iffer
Builder
CostWorks/CAIS 9

10. Risk-Based D&D
The business case for proposed D&D projects is broader than the often minimal reduction in operating and maintenance costs.
Allowing facilities to remain standing for many years with minimal maintenance and surveillance creates risk.
Management of that risk needs to be quantified and tracked along with footprint.
Footprint, by itself, is an imperfect metric that steers D&D investments toward the lower cost per square foot facilities, away from the more expensive projects and away from management of the risks of extended minimal maintenance and surveillance. 10

11. Take Aways Enterprise level perspective
Moving infrastructure toward a transparent, enterprise level, data-driven assessment and planning model, with automated data entry and decision processes
Risk-based infrastructure decisions
Scalable, repeatable, predictable, and transparent cyclic processes 11

12. BACK UP SLIDES
Department of Energy | National Nuclear Security Administration | Office of infrastructure and operations

13. The Office of Infrastructure and Operations
NA-00 - Formed June 26, 2012
The Office of Infrastructure and Operations
Department of Energy | National Nuclear Security Administration | Office of infrastructure and operations

14. Office of the Administrator
NNSA Integrated Operations Concept
Lab / Plant
Execute
FUNCTIONAL
OFFICE
NA-SH, NA-IM
Office of the Administrator
Strategic Vision
Operational
Expectations
Policy/
Requirements
Development
Process
On-site Oversight
And Performance
Review
Infrastructure Requirements
Support or
Execution
PROGRAM
NA-10,20,40,80
Requirements/ Directions
NA-00
Coordinate Integrate
Standardize
Strategic Vision
Assessment
Consistent Implementation (Allows for purposeful differences)
Department of Energy | National Nuclear Security Administration | Office of infrastructure and operations

15. Cross-walk from Defense Programs to Site Stewardship
Site Operations: Includes facility operations costs; utilities; development and implementation of the Nuclear Safety Basis; and ES&H programs.
Site Sustainment: Includes direct maintenance costs, re-capitalization projects, GPPs/Capital Equipment projects, RAMP costs, OPCs.
Site Support: Includes Container activities - a part of Program Readiness, specifically, Nuclear Safety Research and Development Program and Nuclear Criticality
Safety Program Long-Term Stewardship (formerly EPO) was realigned from within Site Stewardship.
Facilities Disposition: Reduce risks by preparing high priority production facilities with mercury issues, safety and security concern.
Site Stewardship, NA-00
Defense Programs, NA-10
Operations of
Facilities
MRR
Containers
Storage
Program Readiness
Construction
Readiness in Technical Base and Facilities
Nuclear Operations Capability
MRR
Storage
Pu Metal Processing
Program Readiness
Capabilities Based Investments
Construction
Nuclear Programs, NA-10
Operations of Facilities: $1.5B
Program Readiness: $92.6M
MRR: $127.7M
Storage: $37.5M
Containers: $27.5
Construction: $439M
Nuclear Operations Capability: $265.9M
MRR Storage
Pu Metal Processing
Program Readiness S67.3M
Capabilities Based Investments: $39.6M
Site Operations: $1.1B
Site Sustainment: $433.8M
Site Support: $109.6M
Safety Program $25.3M
Facilities Disposition: $5M
*All funds remain in the Weapons Activities Appropriation
Department of Energy | National Nuclear Security Administration | Office of infrastructure and operations

16. NA-00 Accomplishments To Date
Established NA-00 Headquarters organizations, realigned NNSA Field Office personnel to report directly to NA-00, consolidated Y-12 and Pantex Field Offices into the NNSA Production Office (NPO)
Issued Strategic PEP, which streamlines NNSA evaluation of contractor performance by focusing on strategic outcomes indicative of acceptable overall performance in lieu of its historic tactical focus. Ensures consistency across the enterprise and assesses the M&Os on common criteria.
Established Sustainability Center of Excellence and Quality Management Center of Excellence
Developed standardized Leadership Strategic Performance Objectives.
Established employee SPOs by functional area to increase visibility of the Headquarters Program Functions to the performance of the Field Office personnel executing the mission; i.e. FPDs, COs, and GC)
Established the Capabilities Based Field Office (CBFO) structure, which is the result of a unified approach to identify essential common functions that NNSA field offices must perform, and realign resources to best execute the mission
Established Performance Reporting: NA-00 White boarding, Action Tracking and Dashboard
Transferred funding from DP to NA-00 to support facilities and infrastructure operations and maintenance
Lead in initiating and integrating an enterprise-wide management system that complies with an international consensus standards (ISO 9000 – 9008) to improve efficiency and financial stewardship.
Approved Business Management System and Business Model
B-4
Department of Energy | National Nuclear Security Administration | Office of infrastructure and operations

17. Site Stewardship Congressional Budget Request
[a] This represents the proposed control level.
Department of Energy | National Nuclear Security Administration | Office of infrastructure and operations

18. Mapping from FY13 Operations of Facilities to FY14 Site Operations and Sustainment
Operations of Facilities in FY2013 RTBF = Site Operations + Sustainment in FY2014 budget request
FY14 EI Site Operations $1.11B
FY13 RTBF Operation of Facilities
$1.49B
TOTAL FY14 $1.54B
FY14 EI Sustainment$0.43B
Notes for Sujita
1.49B is the FY13 annualized CR dollars, PBR was 1.41B
This equates to only a 50M increase. However we had a target transfer of 115M for NIF operation.
There was also the Workforce prioritization of ,020M
And Management efficiencies of ,144M
Also we took 15.8M for TRU waste obvious question ??? Only 5M for NIF????
The change from FY13 to FY14 includes target transfer for
NIF operations and recapitalization.
Department of Energy | National Nuclear Security Administration | Office of infrastructure and operations

19. NNSA BSMS Goals
Implement for all BSMS supported infrastructure by 9/14/2014.
Draw on Construction Engineering Research Laboratory development activities to get on “cutting edge” of infrastructure maintenance and to participate as possible, including development of utilities module.
Fully implement CAIS for infrastructure not currently addressed by BSMS.
Set a precedent to take NNSA to the cutting edge of infrastructure planning and management.
B-7

20. BSMS Implementation Concept
Validate/fully implement UNIFORMAT II inventory used by CAIS
Train assessment and planning staff
Integrate BSMS training into site training programs
Integrate “distress” assessments with existing maintenance and assessment practices and procedures
Conduct initial assessments
Determine programming parameters
Validate uniform implementation across complex
“First Wave” will further refine gap before formal tasking issued to sites.
B-8

21. Current Strategy
Implement at two “First Wave” sites. With “Second Wave” starting a few months later.
Develop high level milestones that can be incorporated into contractor performance evaluation plans.
LLNL and Y12 lead effort, with other sites following.
Set/revise milestones based on leader’s experience.
Implement milestones through “rolling wave” planning.
M&O’s develop plans to meet milestones.
Implement “off the shelf” with no modifications other than those needed to tailor to unique building components.
NA develop MDI guidance and plans.
Use deadlines, milestones, and award fee to create sense of urgency.
B-10

22. BSMS - Near Term Steps
USACE provides integrator as single point of contact for NNSA.
Understand implementation by other agencies, establishing networking contacts with others at same and more advanced stage of implementation.
Working with integrator and “First Wave” sites, develop high level milestones and an estimate of funding to be provided to USACE.
Sign Supplemental Agreement under existing MOU.
Develop quantified performance measures of implementation success.
Identify training available, develop a strategy for making it available to sites (M&O’s or NNSA fund? Train the Trainer? ...?).
“Roll out” BSMS in a series of VTC’s with each site as soon as possible to keep all M&O’s and their federal offices aware of plans, progress and their roles, to obtain their inputs to implementation memorandum, and to invite sites to join Y12 and LLNL in “rolling wave” implementation.
Develop, in concert with NNSA program offices, a plan for MDI with screening questions oriented around NNSA mission.
Determine delta between BSMS and DOE policy and document equivalencies.
Based on above, develop a high level tasking memorandum to direct sites to implement BSMS, including high level milestones to be used in fee determinations, with a complex-wide “kick-off” training session and workshop hosted by CERL.
B-12

23. What-Iffer - Concept Based on Y12 planning proposal.
Integrates operating spending, maintenance spending, and capital investment in a risk-based “zero sum” budget.
Will be used by NNSA to inform budget decisions made between embargo of the budget and submission of budget to Congress.
NNSA will send out a “data call” when requirements are established.
B-11