# Presentation: 354536

## NASA 2003 Strategic Plan & Agency Strategic Overview

**Doug Comstock**
**Director of Strategic Investments**
**March 17, 2003**

## Vision and Mission:Our New Starting Point

**Notes:**
In April [????] last year, I gave a speech at the Syracuse University that espoused a whole new Vision and Mission for NASA
As I asked my audience then, I ask you today to imagine knowing that we are not alone, but that life is abundant in our solar system and throughout the universe.  Imagine a world where we can safely travel anywhere, anytime, on our home planet, and in space.  Imagine a world in which longterm weather forecasts are highly accurate, and natural disasters are predictable and perhaps even preventable.  NASA is changing our understanding of the world, exploring the unknown, and creating new awareness about who we are and what our place is in the cosmos.  NASA can bring about these changes.
There are only 13 words in our Vision and 26 words in our Mission, but these words – every word – is the product of extensive senior leadership debate within NASA.  And what you see here is the product of those discussions from which all NASA’s leadership and the people of NASA are committed to delivering for the American people.
What I hold here before you [SHOW STRATEGIC PLAN] is the outcome and roadmap for those words.
In fact, we did not need to release this Plan today – law stipulates September and nearly all other Federal agencies will do it then – but we felt that if we are serious about our Vision and Mission, we must use it earlier during our budget deliberations and release it simultaneous with our budget.

## Budgeting for Results 

**Budgeting for Results **

**“****What has been missing:**
**Past and planned results are not shown with budget requests, let alone lined in a cost-and-results relationship.**
**Program managers responsible for achieving results often do not control the resources they use or have flexibility to use them effectively.**
**Performance and cost data are recorded in separate systems and not integrated to provide timely, analytical, feedback to decision makers and managers.**
**Americans cannot readily assess program results, and cannot compare performance and cost across programs.”**
**	****	****	****	**- FY03 Pres. Budget 					                  (Government-Wide Analytical Perspectives pg. 3)

**Notes:**
These are some of the things NASA was told it was missing:
Results were not aligned with budget requests.
Program managers responsible for achieving results often did not control resources.
Performance and cost data were not integrated.
Americans could not assess program results.

## NASA Response

**Revise strategic plan based on new vision and mission, align plan with budget and performance through Themes.**
**Implement full cost accounting and full cost management.**
**Implement an Integrated Financial Management System**
**Integrate budget and performance plan into one document.**
**Create budget structure that supports strategic Themes.**
**Link Themes with accountability and results.**
**Reorganize HQ/Code B to integrate budget, performance, and planning.**

**Issues:**
**Align budget with results**
**Managers control full resources**
**Support decision makers**
**Assess program results**

**NASA Response**

**Notes:**
NASA responded by creating a new Strategic Plan based on the Agency’s new Vision and Mission.
We aligned our budget and performance measurements with this plan.
We implemented full-cost accounting.
We combined our budget and performance plan.

## The Congressional Submission

**Notes:**
NASA’s 2003 Congressional Budget Submission consists of three volumes: the 2003 Strategic Plan, the Fiscal Year 2004 Budget Estimates, and the Fiscal Year 2002 Performance and Accountability Report.
 This simultaneous release of the three key documents is unprecedented. 

## The Congressional Submission

- The three volumes that make up the Congressional Submission are connected to the other elements of the NASA strategic management system.

**Notes:**
The three volumes that make up the congressional budget submission flow to more focused plans and documents, such as the the center implementation plans and program plans.
The Agency-level plans include:
	The Integrated Space Transportation Plan (ISTP), contained in the Justification for FY 2003 Budget Amendment submitted to Congress for NASA by the Administration; 
	The Integrated Space Plan, prepared by the NASA Space Architect; 
	The Real-Property Strategic Plan; and 
	The Strategic Human Capital Plan, prepared by Code F at Headquarters.
The Enterprise & Theme Strategies: (updated every 1 to 3 years)
Discuss “how” each Enterprise & its associated Themes will achieve its goals and objectives, whereas the NASA Strategic Plan discusses the “why” and “what” of each Enterprise and Theme, and
	Include each Enterprise & Theme’s missions, schedules, etc.
Center Implementation Plans (updated every 1 to 3 years):
	Discuss “how” each Center helps the Enterprises & Themes meet their assigned goals and objectives,
	Discuss “how” each Center provides institutional support, i.e., facilities, personnel, labs, etc.

## Achieving the NASA Mission

**Achieving the NASA Mission**

**Understand the Earth system and apply Earth system science to improve prediction of climate, weather, and natural hazards.**
**Enable a safer, more secure, efficient, and environmentally friendly air transportation system.**
**Create a more secure world and improve the quality of life by investing in technologies and collaborating with other agencies, industry, and academia.**

**To Understand and Protect our Home Planet**

**GOAL 1**

**GOAL 2**

**GOAL 3**

**Notes:**
The first part of our Mission – to understand and protect our home planet – means we’re providing more emphasis on providing timely information, technology, and tools to our policy makers so they can address issues of international importance. 
We have developed a renewed spirit of cooperation with the national security community.
 And we are placing a greater emphasis on transferring technologies to others.

## Achieving the NASA Mission

**Achieving the NASA Mission**

**Explore the fundamental principles of physics, chemistry, and biology through research in the unique natural laboratory of space.**
**Explore the solar system and the universe beyond, understand the origin and evolution of life, and search for evidence of life elsewhere.**

**To Explore the Universe and Search For Life**

**GOAL 4**

**GOAL 5**

**Notes:**
This is the second part of our new Mission – to explore the universe and search for life.
 From now on, our decisions will be science, research and exploration driven; not destination driven. 
 Human presence in and beyond low-Earth orbit will be enabled, not as end in itself but as a means to scientific exploration.
 Our investments will be justified by their contribution to our long-range Vision. 

## Achieving the NASA Mission

**Achieving the NASA Mission**

**Inspire and motivate students to pursue careers in science, technology, engineering, and mathematics.**
**Engage the public in shaping and sharing the experience of exploration and discovery.**

**To Inspire the Next Generation of Explorers**

**GOAL 6**

**GOAL 7**

**Notes:**

Inspiring the next generation of explorers is another critical part of our Mission.
We’ve created an Education Enterprise equal in stature to our other five Enterprises to emphasize the unique role that NASA can play in Education, and consolidate what were disparate educational programs. 
The benefits of stimulating young people’s imaginations about space cannot be overstated. 
NASA, with its focus on exploration and discovery, has a unique opportunity and responsibility to use its resources in this way.

## Achieving the NASA Mission

**Achieving the NASA Mission**

**Ensure the provision of space access and improve it by increasing safety, reliability, and affordability.**
**Extend the duration and boundaries of human space flight to create new opportunities for exploration and discovery.**
**Enable revolutionary capabilities through new technology.**

**Space Flight Capabilities:  ****Goals to enable the Mission**

**GOAL 8**

**GOAL 9**

**GOAL 10**

**Notes:**
Our knowledge of the solar system, our ability to travel the skies safely, and our technological innovations and inventions are a direct result of the taxpayer’s investment in NASA.
We are expanding human space flight capabilities to enable research and discovery. 
We are committed to expanding human presence in space – not as an end in itself, but as a means to further the goals of exploration, research, and discovery. 

## Achieving the NASA Mission

**Achieving the NASA Mission**

**... ****as only NASA can**

**NASA will pursue activities unique to our Mission in air and space:**
**If NASA does not do them, they won’t get done;**
**If others are doing them, we should question why NASA is involved; and**
**Programmatic and budget decisions will be aligned with our Mission.**

**Notes:**
Activities will be integrated across the Agency.
Programmatic and budget decisions will be aligned with our Mission.
We will carry out our Mission as a diverse, unified team.
We will use new technologies to move our physical infrastructure beyond brick and mortar and to leverage the Nation’s industrial and intellectual capital.
Our successes often spawn new capabilities that can be accomplished by private industry, universities, or other Government agencies. NASA-developed tools and techniques will be transferred to these organizations to help them succeed.  
From now on, we will pursue activities unique to our Mission in air and space. If  NASA does not do them, they won’t get done. And if others are doing them, we should question why NASA is involved.

## NASA’s Core Values

**Safety**
**NASA's Mission success starts with safety.  A commitment to safety permeates everything we do. We are committed to protecting the safety and health of the general public, astronauts and pilots, and the NASA workforce, and our high-value assets on and off the ground.**
**People**
**Our greatest strength is our workforce, a team of highly qualified individuals that is representative, at all levels, of America's diversity. We foster a culture of trust, respect, teamwork, communication, creativity, equal opportunity, and empowerment.**
**Excellence**
**We are committed to excellence. We continuously improve our processes, products, and services to better serve our customers.**
**Integrity**
**We are honest and ethical in all that we do. We deliver on our commitments, and we are accountable for our performance.**

## Compelling Questions Drive Exploration

**How did we get here? **
**We study the origins and evolution of the universe and the galaxies, stars, and planets within it. **
**We seek the building blocks of life that are preserved within our solar system and beyond.**
**Where are we going? **
**We probe the critical interactions among Earth’s atmosphere, oceans, weather, and climate—the complex systems upon which all living organisms depend. **
**We study how the Sun and Earth are changing, and we learn how to predict future changes. **
**We also develop the knowledge and capabilities for eventual human exploration of the solar system.**
**Are we alone? **
**We seek evidence of life in our solar system and of life-sustaining, Earth-like worlds around nearby stars. **
**We have embarked on an ambitious program to explore the planet Mars.  **
**Our spacecraft have discovered evidence that large amounts of liquid water once flowed on the planet, and that today, it may be frozen beneath the surface.**

**Notes:**
Fundamental questions about the origins of the universe drive NASA’s exploration. They include:
How did we get here?
Where are we going?
Are we alone?
NASA is changing our understanding of the world, exploring the unknown, and creating new awareness about who we are and what our place is in the cosmos. 

## New Building Block InvestmentsOvercoming Barriers that Constrain Research and Discovery

**Notes:**

By investing in new building blocks, such as nuclear propulsion and power, we can overcome the barriers that constrain research and discovery.
New power systems will transform our ability to conduct research in space.
New transportation systems will improve our ability to get to space and to travel in space.
Research into the human factors of space travel will enable us to understand the effects of the space environment and mitigate the risks to how we live and work in space.
Revolutionary communications technologies, using laser light instead of radio waves, will dramatically increase our ability to transmit information across the solar system.
We are making strategic investments in these transformational technologies, and will continue to invest in critical building blocks that will allow us to achieve our long-term vision.

## Robust Strategy for Scientific Discovery:Stepping Stones to Human and Robotic Exploration

**Notes:**
We are developing a robust, integrated exploration strategy to guide our investments. Through our new building-block capabilities and scientific discoveries, we create stepping-stones to the future while steadily increasing our ability to conduct ever more challenging robotic and human missions.

## All investments will contribute to our goals and traceable to the Vision and Mission
Every NASA program and project must be relevant to one or more of the goals, with measurable performance 
Human space flight capabilities will be expanded to enable research and discovery
Continue to expand human presence in space as a means to further the goals of exploration, research, and discovery
Technology developments will be crosscutting
Such as: propulsion, power, computation, communications, and information technologies.
Education and inspiration will be an integral part of all our programs
Create a new NASA Enterprise and track performance of our education programs like that of any other NASA activity
We will operate as 		     in pursuit of our Vision and Mission

Reinforce the shared commitment of all NASA employees to our common goals
As Only NASA Can
Pursue activities unique to our Mission -- if NASA does not do them, they will not get done -- if others are doing them, we should question why NASA is involved

**Every NASA program and project must be relevant to one or more of the goals, with measurable performance **
**Human space flight capabilities will be expanded to enable research and discovery**
**Continue to expand human presence in space as a means to further the goals of exploration, research, and discovery**
**Technology developments will be crosscutting**
**Such as: propulsion, power, computation, communications, and information technologies.**
**Education and inspiration will be an integral part of all our programs**
**Create a new NASA Enterprise and track performance of our education programs like that of any other NASA activity**
**We will operate as ****	****	****     in pursuit of our Vision and Mission**
**Reinforce the shared commitment of all NASA employees to our common goals**
**As Only NASA Can**
**Pursue activities unique to our Mission -- if NASA does not do them, they will not get done -- if others are doing them, we should question why NASA is involved**

**Transforming NASA:****Strategy for Change**

**Notes:**
We have identified a number of transforming changes discussed in our Strategic Plan that are important ingredients for fulfilling our Vision & Mission

## Implementing Strategies

**Achieve management and institutional excellence comparable to NASA’s technical excellence;**
**Demonstrate NASA leadership in the use of information technologies;**
**Enhance NASA’s core engineering, management, and scientific capabilities and processes to ensure safety and mission success, increase performance, and reduce cost;**
**Ensure that all NASA work environments, on Earth and in space, are safe, healthy, environmentally sound, and secure; and**
**Manage risk and cost to ensure success and provide the greatest value to the American public.**

**Notes:**
All NASA activities will be based on a foundation of sound planning and management practices. 
The Implementing Strategies are not unique to NASA; they are similar to management strategies of all well-run organizations.
Through them, we will ensure excellence and unwavering commitment to safety and fiscal responsibility.

## The Strategic Organization: Agency Goals

**The Strategic Organization: Agency Goals**

## The Strategic Organization: Themes

**The Strategic Organization: Themes**

## The Strategic Organization

- MISSION

- Understand & protect

- Explore

- Inspire

- Earth System Science

- Earth Science Applications

- Biological Sciences Research

- Physical Sciences Research

- Rsrch Part’ps & Flight Support

- Aeronautics Technology

- Education Programs

- Solar System Exploration

- Mars Exploration

- Astronomical Search for Origins

- Struct. & Evolut’n of the Universe

- Sun Earth Connection

- Space Science

- Earth Science

- Biological and Physical Research

- Space Flight

- Crosscutting
- Technology

- Understand the Earth system ...

**Goals**

**1**

**2**

**3**

**4**

**5**

**6**

**7**

**8**

**9**

**10**

**Themes**

- MISSION

- MISSION

- ENABLING
- GOALS

**SCIENCE, AERONAUTICS, AND EXPLORATION**

**SPACE FLIGHT CAPABILITIES**

- International  Space Station

- Space Shuttle

- Space and Flight Support

- Space Launch Initiative

- Mission & Sci. Measurem’t Tech.

- Innovative Tech. Trans.  Part’ps

- Enable a safer, more secure, ...  air transportation system.

- Create a more secure world ...

- Explore the fundamental principles ... in ... space.

- Explore the solar system ...

- Inspire and motivate students ...

- Engage the public ...

- Extend ... human space flight ...

- Enable revolutionary capabilities ...

- Ensure the provision of space access ...

- Primary contribution to a Goal

- Supporting contribution to a Goal

**The Strategic Organization**

## The Strategic Organization: Legend

- To find the **performance commitment** of a particular **Theme**, follow its vertical path.

- To identify all the **“One NASA” contributions** to a particular strategic **goal**, follow its horizontal path.

- At this intersection, a Theme has a strategic **objective **defining its contribution to this goal, or plays a supporting role with accountability for performance through specific **annual performance goals**.

**The Strategic Organization: Legend**

## The Integrated Document

- 2003

- 2004

**The Integrated Document**

**NASA**
**Budget**
**Request**

**NASA**
**Budget**
**Request**

**NASA**
**Perf. Plan**

**Internal**
**Program **
**Commitment**
**Agreements**

**Life Cycle **
**Cost Data **
**(300B’s)**

- Multiple documents from FY2003 and before are now one FY2004 Integrated Budget and Performance Document (IBPD).

- More detail, including mission life-cycle cost.
- Will be used by Agency managers as a signed commitment agreement.

**Notes:**
The Budget Request itself has been streamlined and forms the core of the new request. Previous requests were on the order of 1300 pages and the FY2004 request is less than 500 pages.
The Performance Plan consisted of a set of Enterprise and Program descriptions, the linkages to the Strategic Plan, the detailed annual performance measures, and a set of trending and summary tables. The format was hard to follow and information was difficult to find. The descriptions have been eliminated since they were duplications of the budget’s descriptions. No trending information has been provided because the new strategic organization of the 2003 Plan is so very different from that of the 2000 Plan. 
The life cycle cost(LCC) of Programs in development has always been provided, but not in the budget request itself. This data would be provided to OMB on a form known as the Exhibit 300B. The new data sheets in this integrated budget request now serve as the new form. This data would be provided to Congress through supplemental data sheets based on specific Members’ questions.
The new Budget Request also contains the same information as NASA’s internal documents known as Program Commitment Agreements (PCA’s). Many NASA managers, in particular in the Office of Aerospace Technology, are now using the new budget data sheets as the form for their PCA’s. In all other cases, the program descriptions and technical commitments directly parallel the internal agreements. 

## The New Budget Structure

**Two Appropriations****    ****(Plus the Inspector General)**
**Science, Aeronautics, and Exploration**
**Space Flight Capabilities**
**	**
**Level 1**** = Mission-Driven Enterprise**
**Level 2**** = Theme**
**Level 3**** = Major Category**
**Development**
**Operations**
**Research**
**Technology & Advanced Concepts**
**Level 4**** = Major Category Components**

**Themes are used to tie Strategic Goals and Objectives to a budget investment.**

**The type of budget and performance commitment is based on the type of Major Category. In development, the theme is committed to and held accountable for cost and schedule performance. An advanced concept, on the other hand, is still formulating its total cost and schedule.**

**Notes:**
This new, integrated document follows the strategic and organizational structure of the 2003 Strategic Plan. The budget request is arranged in levels, and the elements of each level can be identified by name throughout all planning and budget documents.
The appropriations and first two levels are directly described in the 2003 Strategic Plan and are used to align performance and budget to demonstrate that these investments will work toward our strategic objectives. The two appropriations are split to identify Mission-driven activities and other capabilities that support Mission-driven activities. At Level 1, the Enterprises have been aligned to the Strategic Plan and in particular the new Agency Vision and Mission.  At Level 2, the 18 Themes are presented. The Theme is where direct and explicit performance commitments are made to support specific goals and objectives in the Strategic Plan.
The levels below the Theme are used to organize our efforts so that their contributions to the Theme’s performance can be better identified. The type of budget and performance commitment is based on the type of Level 3 Major Category. In development, the theme is committed to and held accountable for cost and schedule performance. An advanced concept, on the other hand, is in formulation with uncertainty as to cost and schedule.

## The Table of Contents

**The Table of Contents**

**The new budget structure drives the organization of the integrated budget and performance document.**

**NASA**
**Budget**
**Request**

**30 pages**
**~80 pages**
- (18 x 4 pg ea)
**~200 pages**
- (93 x 2+ pg ea)
**~100 pages**

**Theme**

**Perspectives**

**Summary**

- Research

- Operations

- Tech & A.C.

- Development

**Agency Summary**
**Organized by Appropriation in 18 ****Level 2**** “Themes” :**
- Strategic goals and objectives
- Relevance
- Implementation strategy
- Performance
**Data sheet for each of ~90 ****Level 3 ****“Major Category”:**
- Purpose
- Technical commitment
- Independent Reviews
- Acquisition strategy, performing orgs, agreements, risk
**Statistical and Analytical Perspectives:**
- Center, salary & benefits, facilities, and other budget breakouts
- Transition to Full Cost
- President’s Management Agenda, GAO Issues
- Historical Data

**Data**
**Sheets**

**Notes:**
The structure of the budget was used to formulate the new table of contents. As part of the effort to streamline the budget, each part of the prior budget requests was evaluated. The result of this evaluation is a dramatic reduction in the size of the budget from amore than 1300 pages to less than 500 pages. By eliminating redundant information and developing more streamlined ways to present important information, this new document is easier to navigate, more useful a reference, and more consistent with the Strategic Plan.

The Agency Summary gives a detailed description of the changes between previous year’s requests and the FY2004 request, including Strategic Plan, programmatic and budget structure changes.

The levels of the budget are all presented on easy to understand, streamlined, and consistent data sheets. Each Enterprise, Theme, and Major Category can be directly compared and their budget and performance can be evaluated.

The Statistical and Analytical Perspectives section contains a streamlined set of exhibits plus detailed discussions about special issues.

## The Benefits

**The Benefits**

- There are fewer, more informative pages.
- Reduced chance of discrepancy between documents
- Uniformity of information across programs
- Concise detail about a program’s schedule, acquisition strategy, and technical commitments is presented in one place.
- Additional information available via WWW links in the document.
- The same structure is used across all documentation
- Strategic Plan, Budget Request, Performance Plan, Performance Report, and Accountability Report.
- The performance of strategic investments can be directly measured because the investment will be explicitly tracked under one name.

**Notes:**
There are many ways to align budget and performance, and many examples can be found in the Federal Government. NASA has chosen to integrate its annual performance plan with its budget request:
This means that much of the duplicate information from the two documents is presented only once. 
Further, this tight integration means the performance and budget information is presented together. The same strategic and organizational hierarchy can be used to identify investments in each of the Agency documents: Strategic Plan, Integrated Budget and Performance Document, and Performance and Accountability Report.

## Budget Structure: FY2003 Appropriations

***Features:***
**Basic construct created since Space Station Freedom redesign in 1993**
**Emphasizes split between human and science.**

**HUMAN SPACE FLIGHT**

**SCIENCE, AERO, & TECH**

**INSPECTOR GENERAL**

- International Space Station
- Space Shuttle
- Payload and ELV Support
- HEDS Invest. and Support
- Space Comm. & Data Sys.

- Space Science
- Earth Science
- Bio. & Physical Research
- Aerospace Technology
- Academic Programs

**Notes:**
The appropriation structure used between FY1993 and FY2003:
Emphasized the differences between human activities and science. 

With the new NASA 2003 Strategic Plan:
Needed to align with the new science-driven NASA Vision and Mission. 
Needed a budget structure to which performance could be mapped.

## Budget Structure: FY2004 Appropriations

***Features:***
**Matches 2003 Strategic Plan **
**Renames Appropriation Accounts**
**Emphasizes Mission-driven activities and capabilities**

**SCIENCE, AERONAUTICS, AND**
**EXPLORATION**

**SPACE FLIGHT CAPABILITIES**

**INSPECTOR GENERAL**

- Space Science
- Earth Science
- Bio & Physical Research
- Aeronautics
- Education Programs

- Space Flight
- Crosscutting Technology

- Mission Driven

- Enabling

**Notes:**
The SAE appropriation provides for the full costs associated with NASA’s Space Science, Earth Science, Biological and Physical Research, Aeronautics, and Education  programs. 
The SFC appropriation provides funding for the full costs associated with NASA’s Space Flight and Crosscutting Technology programs. 
Full costs include both the direct and the indirect costs supporting the  programs, and provides for all of the research; development; operations; salaries and related expenses; design, repair, rehabilitation, and modification of facilities and construction of new facilities; maintenance and operation of facilities; and other general and administrative activities supporting the programs.

## Budget Structure: Theme Areas

**Budget Structure: Theme Areas**

- SPACE SCIENCE
- Solar System Exploration
- Mars Exploration Program
- Astronomical Search for Origins
- Structure and Evolution of the Universe
- Sun Earth Connections
- AERONAUTICS
- Aeronautics Technology

- EARTH SCIENCE
- Earth System Science
- Earth Science Applications
- BIO. & PHYS. RSRCH
- Biological Sciences Research
- Physical Sciences Research
- Research Partnerships and Flight Support
- EDUCATION
- Education Programs

- SPACE FLIGHT
- International Space Station
- Space Shuttle Program
- Space and flight Support
- CROSSCUTTING TECHNOLOGY
- Space Launch Initiative
- Mission and Science Measurement Technology
- Innovative Technology Transfer Partnerships

**SCIENCE, AERONAUTICS, AND EXPLORATION**

**SPACE FLIGHT CAPABILITIES**

**Notes:**
There are 18 Theme Areas in the FY 2004 budget. Each Theme’s cost and performance should be viewed together. The performance section conveys the expected outcomes and outputs that can be achieved by the funding in the request.

## Performance: Accountability

**Mission**

- One NASA: Many Themes support each of 3 NASA Missions

- Strategic Plan

**Goal**

- 7 Goals tied to the Mission + 3 enabling Goals

**Objective**

- What is to be accomplished; owned by a single Theme.

**Outcome**

- An important multi-year step on a Theme’s roadmap.

**Annual Performance Goal**

- Indicates annual progress towards achieving outcomes.
- Tied to a Theme’s budget investment.

- Performance Plan

**Vision**

- All performance must be tied to the NASA Vision

**Notes:**
The elements of the Strategic Plan and the Performance Plan identify the elements of the One NASA that are accountable for specific performance. This chart shows the entire strategic system, including the integration between the Strategic Plan and the Performance Plan. The Performance Plan is also integrated with the Budget to provide measurable and verifiable accountability for specific investments.

## Performance: An Example

**Performance: An Example**

**Notes:**
This example demonstrates the flow from the top level of the Strategic Plan through the detailed performance measures.
All elements of the budget are accountable for performance that is explicitly tied to the NASA Vision and Mission.

## Performance: Roadmaps

**Strategic elements are all outcome or output oriented. **
- Near-term measurement is a combination of outcome and output.
- Long-term measurement is all outcome oriented.
**The performance plan annual performance goals must clearly demonstrate progress toward long-term outcomes and objectives.**
**The sum of all the annual performance goals working toward an objective must be sufficient to achieve the objective. **

**Annual**
**Performance**
**Goal**

**Long-term**
**Outcome**

**Objective**

**Time**

**Notes:**
The new performance system relies on roadmaps. Themes must provide important milestones to demonstrate that  the sum of all the Themes’ annual performance goals will ensure NASA achieves its objectives, Themes must provide important milestones. These milestones come in the form of long-term outcome measures.

## Communicating the Strategic Plan

**Strategic Plans mailed to all NASA employees**
**Strategic Plan and Budget available to the public at:**
**http://www.nasa.gov/about/budget**
**Supporting materials available as part of a “communication package” available to all NASA employees**
- A CD is being mailed to all Center Directors
**http://ifmp.nasa.gov/codeb/library/library.htm**  (future)

## Integrated Planning Activities – In Work

- The three volumes that make up the Congressional Submission are connected to the other elements of the NASA strategic management system.

**Notes:**
The three volumes that make up the congressional budget submission flow to more focused plans and documents, such as the the center implementation plans and program plans.
The Agency-level plans include:
	The Integrated Space Transportation Plan (ISTP), contained in the Justification for FY 2003 Budget Amendment submitted to Congress for NASA by the Administration; 
	The Integrated Space Plan, prepared by the NASA Space Architect; 
	The Real-Property Strategic Plan; and 
	The Strategic Human Capital Plan, prepared by Code F at Headquarters.
The Enterprise & Theme Strategies: (updated every 1 to 3 years)
Discuss “how” each Enterprise & its associated Themes will achieve its goals and objectives, whereas the NASA Strategic Plan discusses the “why” and “what” of each Enterprise and Theme, and
	Include each Enterprise & Theme’s missions, schedules, etc.
Center Implementation Plans (updated every 1 to 3 years):
	Discuss “how” each Center helps the Enterprises & Themes meet their assigned goals and objectives,
	Discuss “how” each Center provides institutional support, i.e., facilities, personnel, labs, etc.

## Integrated Planning Workshop

**To ensure common understanding and consistency among HQ and Centers as we kick off numerous planning activities, an Integrated Planning Workshop will be held March 17-18 in Washington, DC.**
**The workshop will be a two-way discussion and a forum for raising questions and addressing issues.**
**The workshop goal is a One NASA approach to coordinating and completing these planning activities in an integrated way that is consistent with our Strategic Plan and will help us better align our activities to achieve the NASA goals and objectives.**
**Representatives from each Enterprise, other HQ codes, and each Center will participate.**
**Working sessions will address performance measurement, Enterprise Strategies, Center Implementation Plans, and the Strategic Management Handbook.**

## Performance Plans

**OMB was not satisfied with the level of measurability in NASA’s FY 2004 objectives and performance measures.**
**In order to get OMB clearance of the 2003 NASA Strategic Plan, NASA agreed to update the FY 2004 performance plan to make it much more measurable, and to make half of all objectives measurable.**
**In addition, the FY 2003 performance plan will be updated to make it consistent with the new strategic framework; no annual performance goals dropped – some adjusted for measurability, some possibly added as appropriate.**
**Code BX will work with the Enterprises to develop improved objectives and performance measures – OMB will be participating in this process.**
**Measures for the FY 2005 performance plan are being gathered by the performing organizations through the POP call.**
**More specifics to be provided at next week’s workshop. **

## Enterprise Strategies will...

**Be updated with the NASA Strategic Plan every 3 years, in synch with the budget release in the future; however, a sudden major change within an Enterprise may require an earlier release of the next version of the Enterprise Strategy; **
**Address a ten-year horizon, with the next 5 years in detail, and less detail for years 6 to 10;**
**Directly map into the NASA Strategic Plan;**
**Show how the Themes for each Enterprise will achieve their assigned objectives and outcomes; **
**Assess technology requirements and institutional processes identified in the Agency-level plans and the Strategic Plan; recognize gaps in current Enterprise capabilities to meet these requirements; and create roadmaps to close these gaps; closing these gaps could require new measurable outcomes in the next IBPD;**
**Include each Enterprise’s themes, missions, schedules, etc; and**
** ****Will provide multiyear roadmaps showing the major activities required to accomplish the outcomes identified in the FY04 IBPD, and any new outcomes identified for the FY05 IBPD.**

## Center Implementation Plans will...

**Be updated every year prior to the beginning of the new fiscal year; **
**Address a ten-year horizon, with the next year in detail, and less detail for subsequent years; are primarily one-year tactical plans focused on how each Center will provide necessary support so relevant Themes and Enterprises can achieve assigned performance goals; can also address longer-term strategic issues as appropriate;**
**Directly map into the relevant Enterprise Strategies and the NASA Strategic Plan;**
**Show how each Center supports the Agency’s goals, objectives and outcomes under the management of its associated Enterprise(s); and**
**Show how each Center’s institutional functions (i.e., facilities, personnel, labs, etc.) either directly or indirectly support the Enterprises’ programs and projects.**

## Strategic Management Handbook

**The Strategic Management Handbook needs an update to make it consistent with the new strategic framework.**
**Latter portion of handbook (chapters 3-5) is relatively well in hand with strategic and performance planning process revisions.**
**Roles and Responsibilities (chapter 2) needs considerably more work – particularly clarification and definition of management roles including Centers and Enterprises.**
**The workshop will provide an opportunity to define what some of the key issues are in this area**
**Early clarification of Enterprise and Center roles will help define specific content of Enterprise Strategies and Center Implementation Plans.**

## Proposed Schedule

**Proposed Schedule**

## Conclusion

**Significant reforms are underway **
**Integration among the vision and mission, strategic plan, budget, and performance planning and reporting**
- Closer linkage of our budget estimates with our strategic plan, performance measures and institutional needs
**Integrated budget and performance information in a single document, linked to strategic plan objectives through new budget structure arranged in “themes”**
- Ensures consistency among critical documents
**Annual and long-term performance measures directly traceable through the strategic plan to the vision and mission**
- Clear accountability for results through themes
**Defined agency goals requiring multiple enterprises and themes, with interdependencies and shared accountabilities **
- Reflects the One NASA philosophy

**This new approach should allow NASA to better achieve our new Vision and Mission**