/
Mission Support Future Architecture Program (MAP): Mission Support Future Architecture Program (MAP):

Mission Support Future Architecture Program (MAP): - PowerPoint Presentation

tatyana-admore
tatyana-admore . @tatyana-admore
Follow
346 views
Uploaded On 2020-01-17

Mission Support Future Architecture Program (MAP): - PPT Presentation

Mission Support Future Architecture Program MAP Office of Procurement OP Office of Small Business Programs OSBP Mission Support Future Architecture Program MAP Center Roadshow Project Manager Marvin Horne ID: 773031

support mission map business mission support business map small program project nasa procurement osbp services agency amp structure management

Share:

Link:

Embed:

Download Presentation from below link

Download Presentation The PPT/PDF document "Mission Support Future Architecture Prog..." is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.


Presentation Transcript

Mission Support Future Architecture Program (MAP): Office of Procurement (OP) / Office of Small Business Programs (OSBP)Mission Support Future Architecture Program (MAP) Center RoadshowProject Manager: Marvin HorneDeputy Project Manager: Tom Weih 1 “Enabling Mission Success”

MAP Purpose 2 The Mission Support Future Architecture Program (MAP) will implement a phased plan to transform all mission support functional areas from their current state to an enterprise architecture. (EC-2017-05-003) Business Services Assessment Strategic Workforce Planning Mission Support Architecture (MAP)

3 The transformation process toward optimization BSA The Business Services Assessment evaluated the health of mission support operations and enacted changes to optimize processes and practices Strengthen IT governance Reduce procurement lead-times Modernize hiring & recruiting Streamline budget practices Integrate facility planning Enhance STEM engagement PROCESS CHANGE The Mission Support Future Architecture Program will optimize mission support services by moving toward a more interdependent model Transform through collaboration Realign structure (budget & people) Establish a more efficient model Share capabilities across centers Strategically evolve with Center work & Agency objectives STRUCTURE CHANGE These changes are intended to result in: Stronger mission services Greater efficiency and lower costs More agility in workforce allocations Stronger employee development More equitable services for employees Improved quality of capabilities Resources for critical investments BSA assessments: Info. Technology, Procurement, Human Capital, Budget Management, Program Planning and Control, Facilities, Education and Outreach, Technical Authority, Protective Services, and Logistics Transforming Mission Support

4 Strategic Sourcing Strategic Sourcing Website NFS Guidance Acquisition Assignment Regional Construction Advanced Computing Services Agency Master Planning Agency Acquisition Service Agency Aerospace Corporation Consolidation Agency Audit Service Acquisition Portfolio Assessment Team (APAT) Contract Administration Funding Policy Evaluation Process SEB Community of Practice Standardization Pricing Community of Practice Policy and Guidance Standardization Alt Selections ( PPTO/LPTA )Knowledge Management PortalConcurrent ReviewsOptimizing Time Optimizing Leadership Knowledge ManagementStandardization (IT Systems)Paperless Contracts Project ManagementLeadership Optimizing Volume Progressing Toward Transformation BSA Enabling Transformation Progressing toward standardization and more flexibility enabling interdependency

5 Some major challenges in mission support: Declining resources (16% loss in buying power since 2012) to support increasing mission requirements and increasing overall budgetHigh fixed costs in mission support limits ability to rapidly re-size and re-scope operations for evolving missionsHigh cost of operations limits investment resources for key test facilities, information technology, and other high risk areas Replication and duplication of services , systems, and tools exists across locations Limited sharing and leveraging employee talents across locations Inequities in scope and types of services for employees across locations Mission Support Change Drivers

MAP Overview/Mission 6 The Executive Council approved a phased plan to evaluate and, where appropriate, realign mission support structure (to include budget authority and lines of reporting) in order to maintain mission focus, improve efficiency, and ensure local authority, while valuing the workforce. The long-term end state is anticipated to be a mix of implementation spanning the range of decentralized to fully centralized, based on appropriateness for each mission support function.

7 MAP GOALS Engage Headquarters, Center, and Mission Directorate LeadershipRealign mission support structure to include budget authority and lines of reportingEstablish a more efficient operating model Share Capabilities across Centers Evolve mission support operations consistent with Centers evolving roles/work assignments The MAP is the program and governing approach, established by the Executive Council , to oversee all Mission Support Architecture projects, including the Procurement Transformation project (phase 2) Purpose is to implement a phased plan to transform all mission support functional areas from their current state to an enterprise architecture Functional leads continue to have primary responsibility and authority for their respective areas including the vision of the future state ; MAP will serve as an integrating function to coordinate Agency Mission Support transformation efforts Implementation approach that operates with a very lean program staff and without a new budget allocationProgram management approach that loosely follows principles of NPR 7120.7 Integrated program control plan , which includes:Integrated Schedule across all Projects Key Decision Point (KDP) Milestone ReviewsReporting to the Mission Support Council (MSC) and the Baseline Process Review (BPR)Independent Reviews throughout the Program/Project LifecyclesMAP Overview/Mission

MAP OP/OSBP Goals & Objectives 8 Purpose of the OP/OSBP Project Team: The goal is to implement a strategic acquisition and OSBP solution that enables a Service Delivery Model that support the Mission Support Architecture Model (EC-2017-05-003). Re-align the mission support structure to include budget authority and lines of reporting Transform mission support functional areas to an enterprise architecture structure Objectives: Efficient & effective manner to acquire goods & services to meet the Agency mission while achieving the Agency’s small business goals. Longer-term, strategic acquisition outlook with an integrated Agency-wide focus with goals to optimize interdependencies and reduce redundancies Continuously assess the cost, risk and benefit of our compliance efforts to find the right balance for the Agency Develop metrics to measure performance of the new operating model Develop systems to ensure efficient workflow and personnel management

9 Develop an organizational structure for NASA Procurement and OSBP operations across the Agency that enables effective and efficient utilization of resources; increases the proficiency of NASA Procurement and OSBP operations ; and streamlines acquisition practices and processes. Ensure organizational structure is flexible enough to meet NASA mission needs Evolve the future NASA Procurement and OSBP operating model while maintaining alignment with strategic Agency objectives by: Aligning mission support services for NASA Procurement and OSBP consistent with evolving roles of Centers Ensure strategic workforce structure is aligned with BSA Decisions Ensure future NASA Procurement and OSBP operating model produces a strategic workforce structure that reflects the: Sharing of NASA Procurement and OSBP capabilities across regions and moves away from sustaining the full array of acquisition and OSBP activities at every location Uniqueness of the product or service by enabling an evolving service delivery model that includes localized, centralized, regionalized, or an enterprise solution. Ability to timely respond to local customer needs MAP OP/OSBP Guiding Principles (Aligns w/ EC-2017-05-003 and EC-2016-10-001)

MAP OP/OSBP Outcomes Leverage Employee Skills and capacity across the Agency Enhance the development of the workforce and leadership skills More agility in workload distribution across workforce People Processes Greater efficiency and lower costs Reduce redundant and duplicative contracts and other instruments Reduce Procurement Lead Times Stronger mission services 10

11 Source: https://inside.nasa.gov/msd/map/map-projects Information Technology Office of Procurement & Office of Small Business Programs Communications General Counsel Strategic Infrastructure International & Interagency Relations Protective Services Education Financial Management Human Capital Legislative and Intergovernmental Affairs Diversity and Equal Opportunity * MAP Phasing Plan (as of May 2018) Phase 1 Phase 2 Phase 3 Project Start: CY17 Budget Realignment: Oct. 1, 2018 Project Start: CY18 & CY19 * Budget Realignment: Oct. 1, 2019 Project Start: CY19 Budget Realignment: Oct. 1, 2020 All phases should be complete by CY 2022 MAP Projects Timeline

Explore and Execute Innovative, Effective, and Efficient Acquisition Business Solutions to Optimize Capabilities and Operations that enable space access from Earth to the Moon, Mars and beyond. DELIVER EXCEPTIONAL ACQUISITION BUSINESS SOLUTIONS AND RESULTS TO SUPPORT NASA MISSIONS. DEVELOP SOUND AND FLEXIBLE PROCUREMENT PROCESSES THAT INTEGRATE THE ACQUISITION WORKFORCE. DELIVER PROCUREMENT POLICY THAT IS REQUIRED, CLEAR, AND EASILY IMPLEMENTED. DEVELOP, TRAIN, INSPIRE, AND MOTIVATE THE ACQUISITION WORKFORCE . P EOPLE P ROCURE P ROCESS P OLICIES NASA Procurement NASA Procurement Acquisition Excellence in an Evolving Environment

Office of Small Business Programs Vision and Mission Vision Statement The vision of the Office of Small Business Programs at NASA Headquarters is to promote and integrate all small businesses into the competitive base of contractors that pioneer the future of space exploration, scientific discovery, and aeronautics research. Mission Statement To advise the Administrator on all matters related to small business; To promote the development and management of NASA programs that assist all categories of small business; To develop small businesses in high technology areas that include technology transfer and commercialization of technology; and To provide small businesses maximum practicable opportunities to participate in NASA prime contracts and subcontracts.

Current Organizational Structure 14 FTE Head CountContract Specialist (1102)687Office of Procurement (e.g. IPA, PD, ST) Total793 Office of Small Business Programs Total 19 Associate Director Division n Division 2 *Division 1 Small Business Mission Support Directorate (MSD) Procurement Officers** (Located all locations) Office of Small Business Programs Center Operations Director, or equivalent Headquarters Office of Procurement Agency Administrator Funding Provided by: MSD & Programs *Division / Branch / etc. (Number, size, and scope vary) **Reporting Structure is location-dependent Director ( Center)

Establish an Integrated Operating Model 15 The integrated operating model(s) will be refined and enhanced as the project continues. NASA “Procurement Offices” and “Small Business Specialists” will operate interdependently to support and deliver optimal business solutions to meet Agency needs effectively , efficiently and with a flexible management approach . (e.g. OP: People (FTE/WYE), Tools, Acquisition Assignment, Strategic Sourcing; OSBP: People (FTE/WYE), Tools (Mentor- Protege , OSBP Mobile App, NASA Vendor Database, NF 1787), Set-Asides, Subcontracting Goals) NASA Procurement and Office of Small Business Programs FTE/WYE Ratio Integrated Workforce Acquisition Assignments including Small Business Considerations Tools ARC AFRC GRC GSFC HQ NMO JSC KSC LaRC MSFC NSSC SSC

16 Future Integrated Service Delivery ModelNOT a “One-Size-Fits-All” Approach Uniqueness Unique and key Center role Not unique but part of key Center roles No unique and not part of key Center roles Other agency key role NASA no longer requires service to be provided to the Agency Stability/ Maturity Stable service with varying levels of maturity across centers Stable service with fairly common maturity at Centers Rapidly evolving services: lacks stability and needs maturity Availability Unique skill to NASA and highly specialized to Center role Availability varies across Centers or has peaks & valleys Not readily available in NASA but readily available from others Geography Local presence required Similarities in Centers Local presence not required and readily available to be performed remotely (may require local knowledge) Repeatable Not repeatable (more unique) Some Centers have more and sustain stronger expertise Routine or highly special Very routine and/or highly transactional services Knowledge Sharing Little knowledge sharing due to uniqueness of services Requires knowledge sharing to enable consistent operations More expertise found outside of the Agency through partners Continuum of Options Localize (at Centers) Centralize (at NSSC) Centralize (at a Center) Regionalize ( at Centers) Federalize Outsource Divest

Mission Support Program Management Council (MS PMC) Mission Support Council (MSC) Monica Manning, AA for NASA Procurement (Functional Lead ) Glenn Delgado, AA for Small Business Programs (Functional Lead) Procurement Officers: James Eastman (AFRC) Kelly Kaplan (ARC) Kurt Straub (GRC) Michael McGrath (GSFC) Debra Johnson (JSC) Michael McCarty (KSC) Susan McClain (LaRC) Kellie Craig, Acting (MSFC) David Crouch (NMO) Michael Vicory (NSSC) Gerald Norris (SSC) Advisory Council 17Marvin Horne (OP/OSBP MAP Project Manager) Tom Weih (OP/OSBP MAP Deputy Project Manager) Small Business RepresentationRobert Medina (AFRC) Chuck Williams (HQ) Core Team Members: Resources and Performance Management Integrator: Rhonda Smith (LaRC) Organizational Development & Change Management Barbara Fries (GRC) Communications Kim Henry (MSFC) Analyst Heather Hendrix (SSC ) Scheduler Provided by MAP Program Configuration Management Provided by MAP Program Enterprise IT Integrator Pending Janet Petro (MAP Executive) (KSC) Ed Healy ( Deputy Program Executive) (LaRC) Mission Support Future Architecture Program (MAP) OP / OSBP Project Team Leverage Community Portfolio Managers Communities of Practice (Pricing, Source Selection) Multiple Ad Hoc Teams - People - Benchmarking - IT Systems - Small Business - Risk etc… (MAP) Program Team Continual Stakeholder Coordination Continual Communication with Leadership and Workforce Request for Team participation forthcoming Membership/Council Communication Strategy Independent Review Team (IRT)

18 Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov 2018 2019 OP Map Kick-Off June 25-29 Key Project Milestones F2F with POs @ KSC Aug 27-31 F2F with Small Business Oct 22-26 KDP B Briefing Mar 2019 (TBD) OP/OSBP budget and people, are reallocated to Functional Owner KDP A Briefing MSC Nov 8, 2018 Key Decision Point (KDP) Briefings Center Briefings July 19-Aug 27 Transformation Efforts Continue Project Schedule & Timeline KDP C Briefing Jun2019 (TBD)

19 Kick-Off / Functional Lead Discussions and Program Orientation June 25-29, 2018Establish Team infrastructure (e.g. website, email for questions, SharePoint, plans, resources (support)) (ongoing) Reviewed phase 1 project (OCFO, OHC) documents and initiating documents for OP/OSBP (e.g. lvl 2 requirements, KDP A presentation) HQ Stakeholder Interviews July 9-12, 2018 William (Bill) Gerstenmaier (HEOMD) “Really Good Support,” “Flexible, Efficient, and Effective,” “Do not break it” Robert Pearce (Aero Deputy, Management) “OP is flexible, efficient, and effective” Dennis Andrucyk (SMD, Deputy) “Very Good Service,” “Do not Break it” Published Stakeholder Survey July 13, 2018 MAP OP/OSBP Activities to Date

20 Stakeholder Survey closes Aug 3, 2018OP/OSBP Center introductions July 19 thru Aug 27, 2018Planning August (Aug 28-30) F2F with POs at KSC Planning October (Oct 22-26) F2F with OSBP Community at KSC Procurement Quarterly in October MAP OP/OSBP Future Activities

MAP OP/OSBP Takeaways DRAFT Greater efficiency and lower costs Reduce redundant and duplicative contracts and other instruments. Reduce Procurement Lead Times Stronger mission services

Questions Contact your Procurement Officer or OSBP Program Manager Questions can be sent to the OP/OSBP Map Project email at: HQ-DL-PROCUREMENT-SMALL-BUSINESS-MAP@MAIL.NASA.GOV (The project team will monitor this account and address your feedback. Comments will not be attributed to any individual) Review the OP/OSBP Project Map website at: https ://inside.nasa.gov/msd/map/office-procurementoffice-small-business-programs Contact the OP/OSBP Project TeamProject Manager: Manager Marvin Horne at Marvin.L.Horne@nasa.gov Deputy Project Manager: Tom Weih at Carl.T.Weih@nasa.gov 22DRAFT

23 Supplemental Information

Procurement BSA Mission Support Architecture Budget BSA Facilities BSA Human Capital BSA IT BSA How BSA and Other Transformation Efforts Fit BSA efforts for functional areas outside Phase 1 will continue as planned Phase 1 and 2 Projects will integrate BSA and other transformation efforts into their MAP Project Plan Future phase Projects will integrate any remaining BSA and other transformation efforts into their MAP Project Plan during formulation. MAP will integrate the transformation efforts across functional areas There is no intent to re-legislate or change previous decisions made prior to integration within the Program. However, if new information gained through the Program/Project structure results in a need to change direction, such change will be accomplished through the Program/Project chain governance structure 24 Enabling an organizational structure that enhances efficiency and effectiveness Moving from a Centralistic approach to an Enterprise approach

25 25 1,938 Agency Contracts (as of 11/16/17) “APAT Baseline Dataset” 789 Recurring Contracts 310 Phase 1 Institutional 479 Phase 2 Program / Project Specific Aircraft Operations Engineering Propellants Safety and Mission Assurance (S&MA) Technology Transfer Phase 1: Institutional Phase 2: Program / Project-Specific Agency Contract Portfolio Identified Product/Service Lines, (PSLs) A&E Services Communication Services Environmental Compliance Ground Maintenance Logistics Project Planning and Control (PP&C) Acquisition Support Services Construction Facilities O&M Human Capital (includes EEO / ODEO) Occupational Health Protective Services Administrative Services Custodial Services Financial Support Services (OCFO) IT Services Legislative and Intergovernmental Affairs (OLIA) Utilities Note: Phase 2 currently under assessment by the APAT Return to Current Org. Structure Return to BSA Enabling Transformation

26 Small Business Improvement Plan Enabling Transformation NASA Vendor Database OSBP Mobile App - Active Contract Listing – SBS Listing Regional Outreach and HBCU/MI Technology Infusion Road Tours NASA Industry Forum and Centers Large and Small Business Councils Centers targeted set-asides for goals most challenging to achieve NPD 5000.2D, Small Business Subcontracting Goals Increase dollars obligated to small business Training NASA Mentor Protégé Small Business Learning Series Small Business Technical Coordinators, SBS Rotational Assignments Generate greater response to RFIs, and solicitations Progressing Toward Transformation Progressing toward standardization and more flexibility enabling interdependency Return to Previous Chart

Goal Meeting or Exceeding Falling Short 27 Small Business SDB WOSB HUBZone SDVOSB Agency 16.0% / 14.5% 5.0% / 7.0% 5.0% / 4.0% 3.0% / 0.4% 3.0% / 1.1% ARC 31.0% 18.0% 6.9% 0.6% 1.2% AFRC 43.7% 17.2% 3.8% 2.4% 10.6% GRC 60.0% 43.7% 18.8% 1.0% 1.7% GSFC/HQ 23.3% 13.0% 3.0% 0.4% 0.4% JSC 5.4% 1.6% 3.3% 0.4% 0.4% KSC 6.0% 3.8% 0.4% 0.4% 0.4% LaRC 36.0% 6.2% 11.6% 0.5% 0.4% MSFC 11.3% 5.0% 4.1% 0.4% 3.1% NSSC 39.7% 5.1% 5.0% 0.6% 1.1% SSC 35.3% 15.2% 12.1% 1.6% 1% Socioeconomic Goal Status-June FY18 Data generated July 6, 2018 from FPDS-NG Return to Previous Chart

Small Business Administration Certification FAR 19.8 Small Business Administration Certification FAR 19.13 Self-Certified FAR 19.14 Small Business Administration/Third Party Certification FAR 19.15 Self-Certified FAR 19.5 Self-Certified FAR 19.5 Small Business Subcontracting Plan FAR 19.7 28 Regulatory Requirements for consideration 8(a) BD Contract with SBA and subcontract with 8(a) BD firm SBA and NASA Partnership Agreement authorizes NASA direct contract authority between NASA and 8(a) BD firm. Sole source manufacturing NAICS Code $7M and $4M all other NAICS Codes. Competitive 8(a) BD above these thresholds, rule of two. 9 year certification program with 8(a) BD firm. Parity between 8(a) BD, HUBZone , SDVOSB, WOSB/EDWOSB Programs HUBZone HUBZone firms primary business office must be located in HUBZone and 35% of employees must reside in a HUBZone . Sole source manufacturing NAICS Code $7M and $4M all other NAICS Codes if only one HUBZone firm available. Competitive HUBZone set-aside rule of two. SDVOSB Self-Certified. Department of Veteran of Affairs establishes percentage of disability. Sole source manufacturing NAICS Code $6.5M and $4M all other NAICS Codes if only one SDVOSB firm available Competitive SDVOSB set-aside rule of two. WOSB/ EDWOSB SBA or third party certified. Verify eligibility in WOSB Program Repository Sole source manufacturing NAICS Code $6.5M and $4M all other NAICS Codes if only one WOSB or EDWOSB firm available Competitive WOSB/EDWOSB set-aside rule of two only for NAICS codes designated by the SBA. Small Business Self-Certified. Partial SB Set-Aside for a portion of the requirement when a total SB Set-Aside is not appropriate. 100% SB Set-Aside between MPT and SAT. Multiple Award procurements under full and open competition can set-aside part or parts of multiple award to SB. Limitation of Subcontracting applies to all set-asides. Full and Open NPD 5000.2D utilized to determine solicitation subcontracting goals. SB Subcontracting Plan required from other than small business if contract value over $700K or $1.5M construction. Individual Subcontracting Reports required semi-annually and Summary Subcontracting Reports required annually. Continuum of Options 8(a) BD Set-Aside HUBZone Set-Aside SDVOSB Set-Aside WOSB/ EDWOSB Set-Aside Small Business 100% Set-Aside Small Business Partial Set-Aside Full and Open Return to Previous Chart

29 MAP Core Team Executive: Janet Petro (KSC) Deputy Executive: Ed Healy ( LaRC )* Executive Officer: Jason Scott (MSFC)* Chief of Staff: Kristin Dean (KSC) Systems Engineering & Integration: Stephanie Sowards (KSC)* Organizational Development: Lisa Sherwood (KSC) Strategic Communications: Kim Henry (MSFC) * Members of the team also serve as Project Liaisons: One Program member to support the Projects Return to Previous Chart

30 Independent Review Team (IRT) IRT Chair: James Ortiz (HQ) External View- Mission Support other Agency : Robin Aube-Warren (ARC) Generalist Agency Operations, Program Manager: Dennis Boccippio (HQ) Mission Directorate Perspective, Project Mgt Risk: Prasun Desai (HQ) Review Manager, Program Manager: Peggy Masters (KSC) Programmatic Analyst: Andy Prince (MSFC) Center Perspective Program Management /Risk: Vanessa Wyche (JSC) Return to Previous Chart

31 Governance Structure Mission Support Council (MSC) Decisional Authority on Program KDPs Approve Program Plan Decisional Authority for Phase Projects KDP A Only May Delegate Decisional Authority Mission Support Program Management Council (MS PMC) Decisional Authority for Phase Project KDP B, C, D, E, and F May Delegate Approval Authority to Lower Level Board Program Control Board (PCB) Approves Project Plans, schedules, etc., and Changes Thereto Approves Risk Acceptance Approves Project KDP Readiness Provides Integration Function Decision Hierarchy MSD-AA retains Cost Account Manager (CAM) authority for all AMO/CMO Funding Functional Lead retains day-to-day authority for operational decisions that do not impact other organizations (does not move budget or people) Return to Previous Chart

32 Board Membership PCB MSPMC MSC Chair: MAP Program Executive Core Board Members: MAP Deputy Program Executive Chief Financial Officer Chief Information Officer Procurement General Counsel Office of Human Capital Management   The board will also invite certain as hoc members as are necessary to accomplish its tasks. This includes, at a minimum: Functional Leads for Projects in active and/or future phases within the MAP lifecycle Subject-Matter Experts (SME) for particular decisions Chair: Associate Administrator, Mission Support Directorate The below Advisors signatures are required for all decisional items: Chief Financial Officer Chief Human Capital Officer General Counsel Optional ParticipationChief Information Officer (CIO)Associate Administrator forLegislative and Intergovernmental AffairsAssociate Administrator for CommunicationsAssociate Administrator for STEM EngagementAssociate Administrator for Diversity and Equal OpportunityAssociate Administrator for International and Interagency RelationsAssociate Administrator for Small Business ProgramsAssistant Administrator for Procurement Executive Director, HQ OperationsAssociate Center Directors Assistant Associate Administrator for Resources and Performance Management Program Executive, Mission Support Future Architecture Program*For MAP Products also MDsChair: Deputy Associate Administrator (Chair). Core Board Members: Associate Administrator. Associate Administrator for Mission Support. Chief Financial Officer. Chief Information Officer. Chief, Safety and Mission Assurance. Extended MSC members: Senior Management Council (SMC) members form the extended MSC. SMC Members attend and participate in MSC meetings as is determined necessary and appropriate by the MSC Chair. Return to Previous Chart

Environmental Change Drivers 33 Financial Challenges within Mission Support SSMS budget reduced 16% since 2008 (while top-line increased) CECR budget reduced 25% since 2012 (while top-line increased) Continued decline in buying power with future trends Fixed cost represent ~60 of SSMS budget; very little investments Aging Infrastructure across Centers 83% of facilities are beyond their design life $ 2.3 billion deferred maintenance challenge across agency 50% of maintenance spent on emergency repairs (goal 25%) Increasing information technology requirements Evolving Mission and Programs for NASA Enabling new and unprecedented commercial access to space Transitioning to new lunar and deep space focus for exploration Evolving programs in science, aeronautics and space technology Leveraging more domestic and international partnerships