#### **NASA Policy Directive**

#### 

#### **NPD 1000.3C**

#### 

#### **Effective Date: February 15, 2007**

#### **Expiration Date: February 15, 2012**

## [The NASA Organization](#the-official-agency-level-organization-chart.) w/Change 8 (08/08/2007)

##  

## 

## Responsible Office: Office of the Associate Administrator

## 

## 

## 

## TABLE OF CONTENTS

## CHANGE LOG

## 

## [PREFACE](#_PREFACE) 

## P.1 Purpose 

P.2 Applicability

P.3 Authority

P.4 References

P.5 Cancellation

### [CHAPTER 1: GENERAL PROVISIONS](#_CHAPTER_1:_GENERAL)

## 1.1 Organizational Standards 

1.2 Terms

1.3 Lines of Succession

### [CHAPTER 2: THE NASA ORGANIZATION](#_CHAPTER_2:_THE)

2.1 The NASA Organizational Chart

### [CHAPTER 3: RESERVED]{.underline}

## [CHAPTER 4: MISSION STATEMENTS AND ORGANIZATIONAL CHARTS FOR HEADQUARTERS OFFICES](#_CHAPTER_4:_MISSION_1)

## 

## [**4.1 Office of the Administrator**](#_4.1_OFFICE_OF)

## [**4.2 Exploration Systems Mission Directorate**](#_4.2_EXPLORATION_SYSTEMS)

## [**4.3 Space Operations Mission Directorate**](#_4.3_SPACE_OPERATIONS)

## [**4.4 Science Mission Directorate**](#_4.4_SCIENCE_MISSION)

## [**4.5 Aeronautics Research Mission Directorate**](#_4.5_AERONAUTICS_RESEARCH)

## [**4.6 Office of Safety and Mission Assurance**](#_4.6__CHIEF) 

## 4.7 Office of Program Analysis and Evaluation

## [**4.8 Office of the Chief Financial Officer**](#_4.8_OFFICE_OF) 

## [**4.9 Office of the Chief Information Officer**](#_4.9__OFFICE)

## [**4.10 Office of the Chief Engineer**](#_4.10__OFFICE)

## [**4.11 Office of Institutions and Management**](#_4.11_OFFICE_OF)

## [**4.12 Office of the General Counsel**](#_4.12_OFFICE_OF)

## [**4.13 Office of the Chief of Strategic Communications**](#_4.13_OFFICE_OF)

## 4.14 Office of External Relations

## [**4.15 Office of the Inspector General**](#_4.14_OFFICE_OF)

## 4.16 Office of the Chief Health and Medical Officer

## 4.17 Integrated Enterprise Management Program 

## 4.18 Innovative Partnerships Program Office

## 4.19 Office of Program and Institutional Integration

## 

## [CHAPTER 5: MISSION STATEMENTS AND ORGANIZATIONAL CHARTS FOR CENTERS AS WELL AS TECHNICAL AND SERVICE SUPPORT CENTERS](#_Chapter_5:_)

## 

## [**5.1 Ames Research Center**](#_5.1_AMES_RESEARCH) 

[5.2 Dryden Flight Research Center](#_5.2_DRYDEN_FLIGHT)

[5.3 John H. Glenn Research Center at Lewis Field](#_5.3_JOHN_H)

[5.4 Goddard Space Flight Center](#_5.4_GODDARD_SPACE)

[5.5 Lyndon B. Johnson Space Center](#_5.5_LYNDON_B)

[5.6 John F. Kennedy Space Center](#_5.6_KENNEDY_SPACE)

[5.7 Langley Research Center](#_5.7_LANGLEY_RESEARCH)

[5.8 George C. Marshall Space Flight Center](#_5.8_GEORGE_C)

[5.9 John C. Stennis Space Center](#_5.9_JOHN_C)

[5.10 NASA Engineering and Safety Center](#_5.10_NASA_ENGINEERING)

5.11 NASA Shared Services Center

5.12 NASA Safety Center

## [CHAPTER 6: CHARTERS FOR NASA COUNCILS, COMMITTEES, BOARDS, AND PANELS](#_CHAPTER_6:_)

##  6.1 NASA Charters 

6.2 Federal Advisory Committee Act Committees

## 

## [Governing Councils]{.underline}

6.3 Strategic Management Council

6.4 Program Management Council

6.5 Operations Management Council

### [CHAPTER 7: THE ORGANIZATIONAL CHANGE PROCESS](#_CHAPTER_7.1:_)

## 7.1 Changes to Mission Statements and Organizational Charts 7.2 NASA Charters 

[]{#_PREFACE .anchor}**Change Log**

  ------ --------------- ------------ -------------------------------------------
  **Ch   **Office**      **Date**     **Description**
  \#**                                

  8      Deputy          08/08/2007   **CHAPTER 4, 4.8, OFFICE OF THE CHIEF
         Administrator                FINANCIAL OFFICER --** Reorganization to
                                      include retitling, restructuring, and the
                                      elimination of some divisions and offices.
                                      Also established the OCFO Budget Division.

  7      AA for          07/30/2007   **CHAPTER 4, 4.11, OFFICE OF INSTITUTIONS
         Institutions                 AND MANAGEMENT --** Update was made to the
         and Management               mission statement for the Office of
                                      Diversity and Equal Opportunity.

  6      Deputy          06/22/2007   **CHAPTER 4, 4.11, OFFICE OF INSTITUTIONS
         Administrator                AND MANAGEMENT --** Reorganization to
                                      include the Office of Internal Controls and
                                      Management Systems. Administrative changes
                                      to Chapters 1, 2, 4, and 7 as needed to
                                      support the addition of the new office and
                                      moving functions from the Office of
                                      Infrastructure and Administration.

  5      Deputy          05/10/2007   **CHAPTER 4, 4.7, OFFICE OF PROGRAM
         Administrator                ANALYSIS AND EVALUATION --** Reorganized
                                      office to eliminate the Organizational
                                      Readiness Division and realign activities
                                      to the Independent Program Assessment
                                      Division and Studies and Analysis Division.

  4      Associate       05/09/2007   **CHAPTER 5, 5.12, NASA SAFETY CENTER --**
         Administrator                Mission statement and organization chart
                                      established.

  3      Chief of Staff  04/12/2007   **CHAPTER 1, GENERAL PROVISIONS --**
                                      Administrative change to add Assistant
                                      Associate Administrator position.

  2      AA for Human    03/20/2007   **CHAPTER 4, 4.4 SCIENCE MISSION
         Capital                      DIRECTORATE --** Administrative change to
         Management                   correct organizational chart.

  1      Associate       3/16/2007    **CHAPTER 5, 5.7 LANGLEY RESEARCH CENTER
         Administrator                --** Change to organizational chart only.
                                      Flight Research Services Directorate
                                      renamed Research Services Directorate.
  ------ --------------- ------------ -------------------------------------------

[**PREFACE**](#change-log)

## P.1 PURPOSE

## This NASA Policy Directive (NPD) documents the NASA organization, defines terms, and sets forth the standards and requirements for establishing, modifying, and documenting the NASA organizational structure and for assigning organizational responsibilities. Specific duties of NASA officials are described in their official position descriptions rather than in this document. 

## P.2 APPLICABILITY 

## This NPD is applicable to NASA Headquarters, NASA Centers, and NASA's Component Facilities. It also applies to the Inspector General (IG), except in so far as it contravenes the requirements of the IG Act (Public Law 95-452), as amended (5 U.S.C. Appendix). 

## P.3 AUTHORITY 

## 42 U.S.C. 2473 (c)(1), Section 203(c)(1) of the National Aeronautics and Space Act of 1958, as amended. 

## P.4 REFERENCES 

## a. NPD 1000.0, NASA Strategic Management and Governance Handbook.

## 

## b. NPD 1001.0, NASA Strategic Plan.

## 

## P.5 CANCELLATION 

## NPD 1000.3B, NASA Organization, dated July 30, 2004.

## 

## 

## /S/

## Michael D. Griffin

## Administrator 

## 

## [CHAPTER 1: GENERAL PROVISIONS](#_CHAPTER_1:_GENERAL_1)

## 

## 1.1 ORGANIZATIONAL STANDARDS

## 1.1.1 The Administrator decides the overall mission and organizational structure of the Agency.

## 1.1.2 The Deputy Administrator approves changes to mission statements and organizational charts for the Office of the Administrator, the Office of the Inspector General, the Mission Support Offices (except the Innovative Partnerships Program Office), and the Office of Program Analysis and Evaluation.

## 1.1.3 The Associate Administrator approves changes to mission statements and organizational charts for the Office of Safety and Mission Assurance, the Office of the Chief Engineer, the Innovative Partnerships Program Office, the Mission Directorates, and the Centers.

## 1.1.4 Changes to mission statements and organizational charts for Technical and Service Support Centers will be approved by the Deputy Administrator or the Associate Administrator, depending on the Centers' reporting structure.

## 1.1.5 The Officials-in-Charge of Headquarters Offices (OICs) and Center Directors will approve their mission statements and organizational structures below the level shown on the organizational charts identified in Chapters 4 and 5. The corresponding organizational charts will be maintained by the OIC or Center Director. 

## 1.1.6 Organizational processes, such as ad hoc or temporary advisory groups or positions, will not be identified on the organizational charts. Special working relationships with other organizations will be described in the Special Relationships paragraph of the mission statement but not shown on the organizational chart.

## 1.1.6 Affected parties, including congressional committees, employees, officially recognized employee unions, suppliers, customers, and supporting organizations should be notified of significant aspects of the organizational change process.

## 1.2 TERMS

## 1.2.1 INSTALLATIONS:

## 1.2.1.1 Headquarters is composed of the following:

## a. Office of the Administrator. This term includes the following officials:

## (1) Administrator. 

## (2) Deputy Administrator.

## (3) Associate Administrator.

## (4) Chief of Staff.

## (5) Associate Deputy Administrator.

## (6) Deputy Chief of Staff/White House Liaison.

## (7) Assistant Associate Administrator.

## 

## b. Mission Directorate. A primary implementer of a NASA mission area. Each Mission Directorate is led by an Associate Administrator who leads their respective mission area. Listed in the order they appear on the NASA organizational chart, the current Mission Directorates are as follows: 

## 

## (1) Aeronautics Research Mission Directorate.

## (2) Exploration Systems Mission Directorate.

## (3) Science Mission Directorate.

## (4) Space Operations Mission Directorate.

## c. Mission Support Office. Headquarters organizations that establish and disseminate policy and leadership strategies within assigned areas of responsibility in support of all NASA programs and activities. Listed in the order they appear on the NASA organization chart, the current Mission Support Offices are as follows: 

\(1\) Office of Chief, Safety and Mission Assurance.

\(2\) Office of Program Analysis and Evaluation.

\(3\) Office of the Chief Engineer.

\(4\) Office of Program and Institutional Integration.

\(5\) Office of the Chief Financial Officer.

\(6\) Office of the Chief Information Officer.

\(7\) Office of the General Counsel.

\(8\) Integrated Enterprise Management Program.

\(9\) Innovative Partnerships Program Office.

\(10\) Office of External Relations.

\(11\) Office of the Chief Health and Medical Officer.

\(12\) Office of Institutions and Management.

\(13\) Office of the Chief of Strategic Communications.

## 

## d. Functional Support Office. Offices that provide functional support to the Agency through their respective Mission Support Offices. Listed in the order they appear on the NASA organizational chart, the current Functional Support Offices are as follows: 

## 

## (1) Office of Diversity and Equal Opportunity.

## (2) Office of Human Capital Management.

## (3) Office of Infrastructure and Administration.

## (4) Office of Internal Controls and Management Systems. 

## (5) Office of Procurement.

## (6) Office of Security and Program Protection.

## (7) Office of Small Business Programs.

## (8) Office of Communications Planning.

## (9) Office of Education.

## (10) Office of Legislative and Intergovernmental Affairs.

## (11) Office of Public Affairs.

## 

## e. Office of Inspector General. 

## 1.2.1.2 Centers. Primary NASA Field entities, each led by a Center Director. Some Centers have Component Facilities that may be geographically separated from the parent Center. Such Facilities are led by a Manager or Head who reports to the parent Center official. 

## a. Ames Research Center (ARC). 

## b. Dryden Flight Research Center (DFRC).

## c. John H. Glenn Research Center (GRC) at Lewis Field.

## d. Goddard Space Flight Center (GSFC).

## e. Lyndon B. Johnson Space Center (JSC).

## f. John F. Kennedy Space Center (KSC).

## g. Langley Research Center (LaRC).

## h. George C. Marshall Space Flight Center (MSFC).

## i. John C. Stennis Space Center (SSC).

## 

## 1.2.1.3 Component Facilities. NASA Installations, with their Component Facilities annotated, are as follows:

## 

## a. Deep Space Network - Goldstone, CA; Canberra, Australia, and Madrid, Spain; (JSC).

## b. Downey Facility (DF) (JSC).

## c. Ground Network at KSC (GSFC).

## d. Independent Verification and Validation Facility (IV&V) (GSFC).

## e. Michoud Assembly Facility (MAF) (MSFC).

## f. NASA Management Office (NMO)/Jet Propulsion Laboratory).

## g. Plum Brook Station (PBS) (GRC).

## h. Space Network (White Sands, NM) (GSFC).

## i. Wallops Flight Facility (WFF) (GSFC).

## j. White Sands Test Facility (WSTF) (JSC).

## 1.2.1.4 Jet Propulsion Laboratory (JPL). A Government-Owned Contractor-Operated facility (GOCO) that is a Federally Funded Research and Development Center (FFRDC) under the terms of a contract with the California Institute of Technology (CalTech).

## 1.2.1.5 Technical and Service Support Centers. Technical and Service Support Centers provide specialized technical and administrative expertise and support for the following NASA programs, projects, and operations:

## 

## a. NASA Engineering and Safety Center (NESC).

## b. NASA Shared Services Center (NSSC).

## c. NASA Safety Center (NSC).

## 1.2.2 Officials-in-Charge (OIC) of Headquarters Offices. Headquarters Senior Management officials who work in the Office of the Administrator; or lead Mission Directorates or Mission Support Offices. Listed in the order they appear on the OIC distribution list, the OICs are as follows:

## a. Deputy Administrator.

## b. Associate Administrator. 

## c. Chief of Staff.

## d. Associate Deputy Administrator.

## e. Deputy Chief of Staff/White House Liaison.

## f. Assistant Associate Administrator.

## g. Assistant Administrator for External Relations.

## h. Associate Administrator for Aeronautics Research Mission Directorate.

## i. Associate Administrator for Exploration Systems Mission Directorate.

## j. Associate Administrator for Institutions and Management.

## k. Associate Administrator for Program Analysis and Evaluation.

## l. Associate Administrator for Science Mission Directorate.

## m. Associate Administrator for Space Operations Mission Directorate.

## n. Chief Engineer.

## o. Chief Financial Officer.

## p. Chief Health and Medical Officer.

## q. Chief Information Officer.

## r. Chief, Safety and Mission Assurance. 

## s. Chief of Strategic Communications.

## t. Director, Innovative Partnerships Program Office.

## u. Director, Integrated Enterprise Management Program.

## v. Director, Program and Institutional Integration.

## w. General Counsel.

## x. Inspector General.

## 1.3 [LINE OF SUCCESSION]{.underline}: In the following order: Deputy Administrator; Associate Administrator; and Chief of Staff. The process for designating an Acting Administrator is set forth at 5 U.S.C. 3345 et.seq. 

## 1.3.1 OICs of Headquarters Offices and Center Directors: Whenever an OIC or Center Director is unable to perform assigned duties, the permanently assigned incumbents of the positions listed in the Line of Succession of each mission statement (Chapters 4 and 5) are authorized to serve, in the order listed, in an acting capacity for the OIC or Center Director and to carry out all functions, powers, and duties of such position except the duty of the OIC or the Center Director to succeed to any other NASA position, pursuant to laws and emergency authorities. 

## CHAPTER 2: THE NASA ORGANIZATION

## [2.1 The Official Agency-Level Organization Chart.](#_CHAPTER_2:_THE_1) 

## 

## ![](media/image1.wmf){width="6.372916666666667in" height="7.778472222222222in"} 

## CHAPTER 3: RESERVED 

## 

##  

#### **CHAPTER 4: MISSION STATEMENTS AND ORGANIZATIONAL CHARTS FOR HEADQUARTERS OFFICES**

#### 

#### [[]{#_4.1_OFFICE_OF .anchor}**4.1 OFFICE OF THE ADMINISTRATOR**](#chapter-4-mission-statements-and-organizational-charts-for-headquarters-offices) 

#### **4.1.1 [MISSION]{.underline}.** This office provides overall leadership, planning, policy direction, management, and coordination for all NASA activities. 

#### **4.1.2 [RESPONSIBILITIES]{.underline}**

#### 4.1.2.1 The Administrator leads the Agency and is accountable to the President for all aspects of the Agency's mission, including establishing and articulating the Agency's vision and strategic priorities and ensuring successful implementation of supporting policies, programs, and performance assessments. The Administrator performs all necessary functions to govern NASA operations and exercises the powers vested in NASA by law.

#### 4.1.2.2 The Deputy Administrator is responsible to the Administrator for providing overall leadership, planning, and policy direction for the Agency. The Deputy Administrator performs the duties and exercises the powers delegated by the Administrator, assists the Administrator in making final Agency decisions, and acts for the Administrator in his or her absence by performing all necessary functions to govern NASA operations and exercise the powers vested in the Agency by law. 

#### The Deputy Administrator articulates the Agency's vision and represents NASA to the Executive Office of the President, Congress, heads of Federal and other appropriate Government agencies, international organizations, and external organizations and communities.

4.1.2.3 The Associate Administrator reports to the Deputy Administrator
and the Administrator and is responsible for integrating the technical
and programmatic elements of the Agency. The Associate Administrator
oversees the Agency's programs through the Mission Directorates, Field
Centers, and Headquarters technical mission support offices, to include
the Office of Safety and Mission Assurance and the Office of the Chief
Engineer.

The Associate Administrator performs the duties and exercises the powers
delegated by the Administrator and acts for the Administrator in the
absence of the Administrator and Deputy Administrator.

The Associate Administrator oversees the planning, directing,
organization, and control of the day-to-day Agency technical and
programmatic operations, including establishing controls over Agency
activities, providing a means for evaluating mission accomplishments,
and correcting deficiencies. In addition, the Associate Administrator
provides institutional management, programmatic oversight, and
performance evaluation of the Mission Directorates, Field Centers, and
Technical Mission Support Offices.

#### 4.1.2.4 The Chief of Staff is responsible for overseeing the implementation of NASA's mission and functional support programs and for coordinating cross-mission programs and activities to ensure that the strategic goals and objectives established by the Administrator and Deputy Administrator are achieved. The Chief of Staff is responsible for the management of initiatives, programs, and policies in critical areas of concern to the Administrator and Deputy Administrator. The Chief of Staff directs the Office of the Administrator. 

#### **4.1.3 SPECIAL RELATIONSHIPS** 

#### 4.1.3.1 The Administrator chairs the Strategic Management Council.

#### 4.1.3.2 The Deputy Administrator chairs the Operations Management Council and is alternate Chair for the Strategic Management Council.

#### 4.1.3.3 The Associate Administrator chairs the Program Management Council. 

#### 4.1.3.4 The Chief of Staff is the alternate Chair for the Operations Management Council.

#### 4.1.4 LINE OF SUCCESSION: In the following order: Deputy Administrator; Associate Administrator; Chief of Staff. The process for designating an Acting Administrator is set forth at 5 U.S.C. 3345 et.seq. 

#### 4.1.5 DELEGATION AND REDELEGATION. Except as may be specified in laws, regulations, or directives, OICs and Center Directors have full authority to carry out the responsibilities of their offices, and they may redelegate this authority as deemed appropriate.

![](media/image2.wmf){width="8.002083333333333in"
height="6.001388888888889in"}

**4.2 [EXPLORATION SYSTEMS MISSION DIRECTORATE]{.underline}**

**4.2.1** **[MISSION]{.underline}**. The Exploration Systems Mission
Directorate (ESMD) is responsible for creating a suite of new
capabilities, called Constellation Systems, to enable human exploration.
Constellation Systems include a crew exploration vehicle, transportation
systems, lunar and planetary body exploration systems, in-space support
systems, and ground-based support systems. The ESMD portfolio also
includes robotic missions to the Moon and research payloads that use the
International Space Station, as well as ground-based experimental
facilities.

**4.2.2** **[RESPONSIBILITIES]{.underline}**. All NASA Mission
Directorate Associate Administrators report to the NASA Associate
Administrator and are responsible for managing program portfolios at the
theme level and setting priorities and strategies for achieving
mission-area objectives. As such, they own the budgets, schedules, and
top-level requirements for the Agency's programs. Programs and projects
are selected by Mission Directorate Associate Administrators and are
delegated to the Centers to execute.

4.2.2.1 The Associate Administrator for Exploration Systems Mission
Directorate:

a\. Is responsible for the development of technologies targeted for
incorporation within the Constellation Systems.

b\. Oversees mechanisms to promote innovative modes of participation in
ESMD programs, such as Centennial Challenges and commercial crew and
cargo transportation.

c\. Develops a Mission Directorate Implementation Plan designed to
execute the strategic goals/objectives outlined in the NASA Strategic
Plan.

d\. Oversees the formulation and definition of programmatic
requirements, objectives, and performance goals.

e\. Manages the development of the ESMD budget to support programmatic
requirements and objectives and allocates resources in support of
programs and projects.

f\. Conducts regular reviews of program and project performance,
evaluating the current and projected status against the established
requirements, objectives, and performance goals.

g\. Oversees ESMD reporting as required by Congress, Office of
Management and Budget and other external bodies.

h\. Coordinates ESMD's planning, policies, and programs with other NASA
Mission Directorates, Government agencies, industry, international
participants, and academia.

i\. Represents NASA and ESMD in promoting and maintaining good public
and community relations and providing for the widest practical and
appropriate dissemination of information concerning space activities.

j\. Coordinates all international partnership arrangements with the
Office of External Relations.

**4.2.3 [SPECIAL RELATIONSHIP]{.underline}**

4.2.3.1 Serves as a member of NASA's Strategic Management Council (SMC),
Program Management Council (PMC), and Operations Management Council
(OMC).**\
**

**4.2.4 [LINE OF SUCCESSION]{.underline}**. In the following order:
Deputy Associate Administrator, Assistant Associate Administrator
(Administration), Director of the Directorate Integration Office,
Director of the Constellation Systems Division, and Director of the
Advanced Capabilities Division.

![](media/image3.wmf){width="8.376388888888888in"
height="6.279861111111111in"}

**4.3 [SPACE OPERATIONS MISSION DIRECTORATE]{.underline}**

**4.3.1 [MISSION]{.underline}**. The Space Operations Mission
Directorate (SOMD) is responsible for NASA space operations related to
exploration in and beyond low-Earth orbit with special emphasis on human
activities in space. SOMD is responsible for Agency leadership and
management of NASA space operations related to launch services, space
transportation, space communications and navigation, and rocket
propulsion test in support of human and robotic exploration
requirements.

**4.3.2** **[RESPONSIBILITIES]{.underline}**. All NASA Mission
Directorate Associate Administrators report to the NASA Associate
Administrator and are responsible for managing program portfolios at the
theme level and setting priorities and strategies for achieving
mission-area objectives. As such, they own the budgets, schedules, and
top-level requirements for the Agency's programs. Programs and projects
are selected by Mission Directorate Associate Administrators and are
delegated to the Centers to execute.

4.3.2.1 The Associate Administrator for Space Operations Mission
Directorate:

a\. Provides current operational human exploration activities for the
Space Shuttle and International Space Station (ISS) programs.

b\. Manages integrated Agency space communications and navigation
requirements as a program, in coordination with other Mission
Directorates.

c\. Oversees the formulation and definition of programmatic
requirements, objectives, and performance goals.

d\. Manages the development of the SOMD budget to support programmatic
requirements and objectives and allocates resources in support of
programs and projects.

e\. Conducts regular reviews of program and project performance,
evaluating the current and projected status against the established
requirements, objectives, and performance goals.

f\. Oversees SOMD reporting as required by Congress, the Office of
Management and Budget, and other external bodies.

g\. Coordinates SOMD's planning, policies, and programs with other NASA
Mission Directorates, Government agencies, industry, international
participants, and academia.

h\. Represents NASA and SOMD in promoting and maintaining good public
and community relations and providing for the widest practical and
appropriate dissemination of information concerning space activities.

i\. Coordinates all international partnership arrangements with the
Office of External Relations.

4.3.2.2 Carries out the responsibilities of 4.3.2.1 with regard to the
following:

a\. The safe and effective operation of the Space Shuttle and
improvements in Space Shuttle capabilities necessary to complete
assembly of the ISS.

b\. The development and safe and effective operation of the ISS,
including working closely with international partners to define
operational concepts and establish operational capabilities.

c\. The acquisition, management, and certification of reliable and
cost-effective services from existing and emerging private sector and/or
Department of Defense suppliers as necessary to ensure access to space
for civil missions including robotic and human space exploration
requirements.

d\. The development, acquisition, and management of reliable and
cost-effective communications and navigation services to meet NASA and
other Government requirements for human and robotic space exploration
programs.

e\. The establishment and management of radio telecommunications
spectrum utilization in support of all NASA human and robotic space
exploration and aeronautics research programs.

f\. The conduct of technology and advanced developmental activities in
cooperation and coordination with other Mission Directorates to enhance
operational capabilities and cost effectiveness of the space operations
program and to develop a basis for future programs.

g\. The management of flight crew health and safety to include:
operational research requirements, integration of human systems and
environments to include extravehicular and intravehicular activity
advanced development, health care delivery and crew protection, and
participation of crewmembers in on-orbit research.

h\. The establishment and integration of efficient and cost-effective
rocket propulsion testing services.

i\. The development of transition plans for disposition of residual
Space Shuttle assets and plans for safe retirement of the Space Shuttle,
safe Shuttle termination, integrated efficiencies in the evolution to
new space operations architecture, and disposition of residual assets.

j\. The determination of appropriate SOMD policies, procedures, and
relationships to advance the coordination of space operations with ESMD.

4.3.2.3 Functional responsibility for flight planning, which entails
addressing user space launch requirements and priorities, ensuring
compliance with Agency launch services risk mitigation and vehicle
assignment policy, and approving official contractual launch dates.

**4.3.3 [SPECIAL RELATIONSHIPS]{.underline}**

4.3.3.1 Serves as a member of NASA's Strategic Management Council (SMC),
Program Management Council (PMC), and Operations Management Council
(OMC).

4.3.3.2 The ISS and Space Shuttle program implementation is executed by
the Program Managers reporting to the Associate Administrator for SOMD
and is performed primarily at JSC, KSC, MSFC, and SSC. The Launch
Services Program implementation is executed by the Program Manager
reporting to the Headquarters Assistant Associate Administrator for
Launch Services and is performed primarily at KSC with support from
MSFC, SSC, and other Centers as warranted. The Space Communications and
Navigations program implementation is executed by Project Managers
reporting to SOMD Program Managers at NASA Headquarters who manage the
Space Network, Ground Network, Deep Space Network, and the NASA
Integrated Services Network. The work is performed primarily at GSFC,
JPL, GRC, and MSFC. Management of these networks is conducted by the
Space Communications Board of Directors, which is chaired by the Deputy
Associate Administrator for Space Communications and Navigations.

4.3.3.3 Serves as the Agency spectrum manager in accordance with NPD
2570.5D.

**4.3.4 [LINE OF SUCCESSION]{.underline}.** In the following order:
Deputy Associate Administrator for Space Operations, Deputy Associate
Administrator for Program Integration, and Deputy Associate
Administrator for Space Communications and Navigations.

![](media/image4.wmf){width="8.626388888888888in"
height="6.125694444444444in"}

[**4.4 SCIENCE MISSION
DIRECTORATE**](#space-operations-mission-directorate)

4.4.1 **[MISSION]{.underline}**. The Science Mission Directorate (SMD)
carries out the scientific exploration of Earth and space to expand the
frontiers of Earth science, heliophysics, planetary science, and
astrophysics. Through a variety of robotic observatory and explorer
craft and through sponsored research, the Directorate provides virtual
human access to the farthest reaches of space and time, as well as
practical information about changes on our home planet.

4.4.2 [**RESPONSIBILITIES**.]{.underline} All NASA Mission Directorate
Associate Administrators report to the NASA Associate Administrator and
are responsible for managing program portfolios at the theme level and
setting priorities and strategies for achieving mission-area objectives.
As such, they own the budgets, schedules, and top-level requirements for
the Agency's programs. Flight programs and projects are selected by
Mission Directorate Associate Administrators and are delegated to the
Centers to execute.

4.4.2.1 The Associate Administrator for the Science Mission Directorate:

a\. Engages the external and internal science community via the National
Research Council and science advisory groups to define and prioritize
science questions that NASA should pursue in light of its Vision for
Space Exploration (VSE) and mission.

b\. Provides scientific results and priorities to enable and help guide
NASA's VSE and exploit VSE capabilities for scientific discovery where
appropriate.

c\. Develops a Mission Directorate Implementation Plan designed to
execute the strategic goals/objectives outlined in the NASA Strategic
Plan.

d\. Oversees the formulation and definition of programmatic
requirements, objectives, and performance goals.

e\. Sponsors research by academia, NASA Centers, other Federal research
centers, industry, and others selected through open, competitive
solicitations.

f\. Develops and/or leverages advanced technologies to meet science
mission requirements and enables new scientific endeavors.

g\. Manages the development of the SMD budget to support programmatic
requirements and objectives and allocates resources in support of
programs and projects.

h\. Conducts regular reviews of program and project performance,
evaluating the current and projected status against the established
requirements, objectives, and performance goals.

i\. Oversees SMD reporting as required by Congress, the Office of
Management and Budget, and other external bodies.

j\. Coordinates SMD's planning, policies, and programs with other NASA
Mission Directorates, Government agencies, industry, international
participants, and academia.

k\. Coordinates all international partnership arrangements with the
Office of External Relations.

l\. Extends the benefits of NASA science, technology, and information to
the Nation through partnerships with other Federal agencies and other
organizations relied upon by decision makers and citizens.

m\. Represents NASA and SMD in promoting and maintaining good public and
community relations and providing for the widest practical and
appropriate dissemination of information concerning space activities.

n\. Ensures that data and information from NASA science missions are
openly available and accessible in a timely and affordable manner.

o\. Conducts educational and public outreach programs to enhance the
Nation's return on its investment in NASA.

p\. Provides overall institutional management, policy programmatic
oversight, and performance evaluation for the Directorate.

4.4.3 **[SPECIAL RELATIONSHIPS]{.underline}**

4.3.1 Serves as a member of NASA's Strategic Management Council (SMC),
Program Management Council (PMC), and Operations Management Council
(OMC).

4.4.4 **[LINE OF SUCCESSION]{.underline}**. In the following order:
Deputy Associate Administrator, Deputy Associate Administrator for
Programs, Deputy Associate Administrator for Technology, and Chief
Scientist.

![](media/image5.wmf){width="8.122916666666667in"
height="5.501388888888889in"}

**Change 2...March 20, 2007**

**4.5 [AERONAUTICS RESEARCH MISSION DIRECTORATE]{.underline}**

**4.5.1 [MISSION]{.underline}**. The Aeronautics Research Mission
Directorate (ARMD) conducts research and technology activities to
develop the knowledge, tools, and technologies to support the
development of future air and space vehicles and to support the
transformation of the Nation's air transportation system. ARMD's
programs focus on cutting-edge, fundamental research in traditional
aeronautical disciplines, as well as emerging fields with promising
applications to aeronautics.

**4.5.2 [RESPONSIBILITIES]{.underline}**. All NASA Mission Directorate
Associate Administrators report to the NASA Associate Administrator and
are responsible for managing program portfolios at the theme level and
setting priorities and strategies for achieving mission-area objectives.
As such, they own the budgets, schedules, and top-level requirements for
the Agency's programs. Programs and projects are selected by Mission
Directorate Associate Administrators and are delegated to the Centers to
execute.

4.5.2.1 The Associate Administrator for Aeronautics Research Mission
Directorate:

a\. Invests in research for the long term in areas that are appropriate
to NASA's unique capabilities and that meet NASA's charter of addressing
national needs and benefiting the public good.

b\. Develops a Mission Directorate Implementation Plan designed to
execute the strategic goals/objectives outlined in the NASA Strategic
Plan.

c\. Oversees the formulation and definition of programmatic
requirements, objectives, and performance goals.

d\. Manages the development of the ARMD budget to support programmatic
requirements and objectives and allocates resources in support of
programs and projects.

e\. Conducts regular reviews of program and project performance,
evaluating the current and projected status against the established
requirements, objectives, and performance goals.

f\. Oversees ARMD reporting as required by Congress, the Office of
Management and Budget, and other external bodies.

g\. Coordinates ARMD's planning, policies, and programs with other NASA
Mission Directorates, Government agencies, industry, international
participants, and academia.

h\. Represents NASA and ARMD in promoting and maintaining good public
and community relations and providing for the widest practical and
appropriate dissemination of information concerning Agency activities.

i\. Coordinates all international partnership arrangements with the
Office of External Relations.

**4.5.3 [SPECIAL RELATIONSHIP]{.underline}**

4.5.3.1 Serves as a member of NASA's Strategic Management Council (SMC),
Program Management Council (PMC), and Operations Management Council
(OMC).

**4.5.4 [LINE OF SUCCESSION]{.underline}**. Deputy Associate
Administrator.

#### ![](media/image6.wmf){width="8.497222222222222in" height="6.626388888888889in"}

#### [**4.6 OFFICE OF SAFETY AND MISSION ASSURANCE**](#_CHAPTER_4:_MISSION)

#### **4.6.1 [MISSION]{.underline}**. The Office of Safety and Mission Assurance is a mission support office that provides policy direction, functional oversight, and assessment for all Agency safety, reliability, maintainability, and quality engineering and assurance activities and serves as a principal advisory resource for the Administrator and other senior officials on matters pertaining to safety and mission success.

#### **4.6.2 [RESPONSIBILITIES]{.underline}** 

#### 4.6.2.1 The Chief, Safety and Mission Assurance, reports to the Administrator through the Associate Administrator and advises the Administrator on matters related to risk, safety, and mission success.

#### 4.6.2.2 The Chief, Safety and Mission Assurance is responsible for the following:

#### a. Developing strategies, policies, procedures, guidelines, and standards for safety, reliability, maintainability, and quality engineering and assurance (hereinafter abbreviated as safety and mission assurance (SMA) requirements).

#### b. Ensuring the incorporation of SMA requirements into NASA programs and institutions. 

#### c. Overseeing and assessing the application of SMA tools, knowledge, techniques, and practices (including risk management as applied to safety and mission success) throughout the program/project life cycle. 

#### d. Verifying the effectiveness of SMA requirements, activities, and processes. 

e\. Providing input to the Mission Support Implementation Plan (MSIP)
that describes the organization's goals, objectives, performance
metrics, budget, and alignment of goals with overall Agency objectives.
Executes the MSIP in alignment and support of the Agency mission and
VSE. Manages the MSO functions by reducing institutional risk to
missions.

#### 4.6.2.3 In fulfillment by the authority vested in the Administrator, the Chief, Safety and Mission Assurance is authorized to:

#### a. Suspend any operation or project activity that presents an unacceptable risk to personnel, property, or mission success and provide guidance for corrective action. 

#### b. Ensure that adequate levels of both programmatic and institutional resources are applied to SMA functions.

#### c. In concurrence with Center Directors, approving the assignment, promotion, discipline, and relief of the principal SMA official at each Center, and assessing their performance. Provides a written evaluation of the principal SMA official at each Center, which shall be attached to each individual's annual performance appraisal.

#### d. In concurrence with Center Directors, determining the appropriate staffing compliment for Center SMA offices.

#### e. Advise NASA leadership on significant SMA issues including guidance for corrective action.

#### f. Oversee the prompt investigation and closure for NASA mishap findings and recommendations.

#### 

#### g. Advocate and represent the NASA SMA programs and community to other 

#### U.S. Government organizations, industry, academia, and international participants.

#### 

#### **4.6.3 [SPECIAL RELATIONSHIPS]{.underline}**

#### 

#### 4.6.3.1 The Chief, Safety and Mission Assurance serves as a member of NASA's Strategic Management Council (SMC), Program Management Council (PMC), and Operations Management Council (OMC). 

#### 4.6.3.2 The Chief, Safety and Mission Assurance provides safety direction for the NASA Engineering and Safety Center in coordination with the Chief Engineer.

#### 4.6.3.3 The Chief, Safety and Mission Assurance establishes program direction and budget for both the NASA Independent Verification and Validation Facility and the Assurance Technology Center.

#### **4.6.4 [LINE OF SUCCESSION]{.underline}**. In the following order: Deputy Chief, Safety and Mission Assurance; Director, Safety and Assurance Requirements Division; Director, Mission Support Division; and Director, Review and Assessment Division.

![](media/image7.wmf){width="8.497222222222222in"
height="6.626388888888889in"}

**4.7 [OFFICE OF PROGRAM ANALYSIS AND EVALUATION]{.underline}**

1.  4.7.1 **[MISSION]{.underline}**. The Office of Program Analysis and
    Evaluation (PA&E) is a staff office supporting the Administrator,
    Deputy Administrator, Associate Administrator, and Chief of Staff.
    PA&E serves as an independent assessment organization that provides
    objective, transparent, and multidisciplinary analysis of programs
    to inform strategic decision making.

    4.7.2 **[RESPONSIBILITIES]{.underline}**. The Associate
    Administrator for Program Analysis and Evaluation reports to the
    NASA Administrator and is responsible for:

a\. Integrating NASA's mission, strategic plan, budget, and performance
plan to ensure alignment with the VSE, NASA's strategic goals, Agency
programs, and institutional requirements.

b\. Performing studies and assessments of specific issues of strategic
importance to the Agency.

c\. Analyzing the technical, programmatic, and institutional investment
options available to the Agency in support of Administration policies
and congressional legislation.

d\. Evaluating mission-related programs and projects to ensure cost
effectiveness, quality, performance, and strategic alignment.

e\. Developing alternatives to resource planning and programming
recommended by the Mission Directorates and the Office of Institutions
and Management (OI&M), as required, and capturing and publishing all
program and policy decisions rendered by the Agency's leadership during
program and budget deliberations.

f\. Providing independent cost estimates in support of Agency program
approvals and evaluations and establishing standards for cost analysis
Agency-wide.

g\. In coordination with the OCFO, ensuring that budget formulation and
execution are consistent with the Agency's strategic investment
decisions. As such, PA&E will serve as the authoritative source for
Agency programmatic and institutional strategic requirements.

h\. Leading the NASA strategic planning process through the development,
coordination, and publication of the Agency's strategic plan.

i\. Monitoring changes in U.S. industrial base and domestic capabilities
and policies and refining NASA's strategic investment posture,
accordingly, to ensure that NASA programs can be implemented with
appropriate levels of confidence.

j\. Coordinating annual performance plans and reports in accordance with
the Government Performance and Results Act (GPRA) of 1993 (Public Law
103-62), as amended.

k\. Continually assessing NASA\'s readiness to fulfill its strategic
commitments through multiple indicators and mechanisms.

l\. Leading the Agency's efforts to improve management and deliver
results in one of the Government-wide pursuits of the President's
Management Agenda\--Budget and Performance Integration.

m\. Leading the Agency's efforts to improve management and deliver
results in one of the Agency-specific pursuits of the President's
Management Agenda\--R&D Investment Criteria.

n\. Chairing the NASA Interface Committee to Red Planet Capital, Inc.

o\. Providing input to the Mission Support Implementation Plan (MSIP)
that describes the organization's goals, objectives, performance
metrics, budget, and alignment of goals with overall Agency objectives.
Execute the MSIP in alignment and support of the Agency mission and VSE.
Manage the MSO functions by reducing institutional risk to missions.

p\. Lead the MSIP process and ensure that it fully enables the Agency
mission and VSE, reduces institutional risk to mission, and is tied to
the Agency budget process.

4.7.3 **[SPECIAL RELATIONSHIPS]{.underline}**

Serves as a member of and the executive secretary for NASA's Strategic
Management Council (SMC), Program Management Council (PMC), and
Operations Management Council (OMC).

4.7.4 **[LINE OF SUCCESSION]{.underline}**. In the following order:
Deputy Associate Administrator; Director, Strategic Investments
Division; and Director, Studies and Analysis Division.

![](media/image8.wmf){width="8.502083333333333in"
height="5.747916666666667in"}

**Change 5...May 10, 2007**

**4.8 [OFFICE OF THE CHIEF FINANCIAL OFFICER ]{.underline}**

**4.8.1 [MISSION]{.underline}.** This Mission Support Office (MSO),
established in accordance with the Chief Financial Officer's Act (CFO
Act) of 1990 (Public Law 101-576), provides professional leadership for
the planning, analysis, justification, control, and reporting of all
Agency fiscal resources; for Agency strategic management, planning, and
performance measurement; for timely, useful, and accurate financial
reporting; and effective financial management internal controls.

**4.8.2 [RESPONSIBILITIES]{.underline}.** The CFO reports to the
Administrator and the Deputy Administrator and is responsible for:

a\. Providing for the oversight and financial management of Agency
resources relating to programs and operations, ensuring strategic
alignment with Agency mission and the Vision for Space Exploration
(VSE), including all resources aspects of the planning, programming, and
budgeting process.

b\. Reviewing, assessing, and validating Agency resources, requirements,
and requests on the basis of strategic alignment, priorities, quality,
and performance, including recommendations to the Administrator for
fiscal resources approvals and authorizations.

c\. Establishing standards for and ensuring performance of economic and
costs analyses for Agency assessments of ongoing and proposed programs
and program alternatives.

d\. Developing and maintaining an integrated Agency planning, budgeting,
and performance reporting, accounting, and financial management system,
including financial reporting and financial management internal
controls.

e\. Monitoring the financial execution of the Agency budget in relation
to actual expenditures, monitoring quality and performance of ongoing
financial activities, analyzing ongoing activities to proactively
identify potential performance problems, and preparing and submitting
timely financial and performance reports to the Administrator.

f\. Preparing and transmitting an annual financial statement and budget
information to the Administrator, the Director of the Office of
Management and Budget (OMB), the congressional committees of
jurisdiction, and other authorities who review NASA's financial matters.

g\. Working with the Comptroller General and administrative officials to
facilitate financial management improvements consistent with the CFO
Act.

h\. Coordinating the Annual Performance Plan and Performance Report in
accordance with the Government Performance and Results Act (GPRA) of
1992 (Public Law 103-62), as amended.

#### i. Directing, managing, and providing policy guidance and oversight of the Agency\'s financial management personnel, activities, and operations, including, with the concurrence of Center Directors, approving the assignment, promotion, discipline, and relief of the principal financial official at each Center, and assessing their performance. Center Directors shall provide a written evaluation of the principal financial official at their Center, which shall be attached to each individual's annual performance appraisal.

#### j. In concurrence with Center Directors, determining the appropriate staffing complement for Center financial organizations.

#### k. Providing independent cost estimates in support of Agency program approvals and evaluations and establishes standards for cost analysis Agency-wide.

#### l. Providing direct financial advice and support to Center Directors and program managers across all NASA operational units.

**4.8.3 [SPECIAL RELATIONSHIPS]{.underline}.**

a\. The CFO serves as a member of NASA's Strategic Management Council
(SMC), Program Management Council (PMC), and Operations Management
Council (OMC).

b\. As required by the CFO Act, the CFO is appointed by the President
with the advice and consent of the Senate and:

\(1\) Makes recommendations to the Administrator on the selection and
appointment of the Deputy CFO, the Director of Budget, the Director of
Business Integration, the Director of Financial Management, and the
Director of Quality Assurance.

\(2\) Serves as primary interface with the congressional committees,
especially appropriations, on issues dealing with budget and financial
matters.

c\. The Director of Budget, located in the Office of the CFO, serves as
the principal administrative official for Agency funds and resources and
directs, monitors, and approves the structure of budget formulation and
execution, cost analysis, apportionments, and allotments.

**4.8.4 [LINE OF SUCCESSION]{.underline}**. In the following order:
Deputy Chief Financial Officer and Associate Deputy Chief Financial
Officer.

**Change 8...August 8, 2007**

#### ![](media/image9.wmf){width="9.002083333333333in" height="5.499305555555556in"}**Change 8...August 8, 2007**

#### **[4.9 OFFICE OF THE CHIEF INFORMATION OFFICER](#_CHAPTER_4:_MISSION)** 

#### **4.9.1 [MISSION]{.underline}.** The Office of the Chief Information Officer provides leadership, planning, policy direction, and oversight for the management of NASA information and all NASA information technology (IT) in accordance with the responsibilities required by the Clinger-Cohen Act of 1996, the Paperwork Reduction Act of 1995, the E-Government Act of 2002, the Federal Information Security Management Act of 2002, and the Privacy Act of 1974. The Chief Information Officer (CIO) is the principal advisor to the Administrator and other senior officials on matters pertaining to information technology, the NASA Enterprise Architecture, and IT security.

#### **4.9.2 [RESPONSIBILITIES]{.underline}**. The CIO reports to the NASA Deputy Administrator and is responsible for:

#### a. Defining IT program objectives and top-level requirement and monitoring program performance, as well as effectiveness and efficiency of IT programs and processes.

#### b. Developing and overseeing Agency-wide policies, strategies, program, and processes for the management of IT investments and services. Providing for effective governance (i.e. allocation of decision rights) of IT by developing appropriate policies, procedural requirements, standards, and performance measures. The governance structure and processes will include appropriate delegations of responsibility, authority and accountability, and evaluation of performance, aligned with delivering the results required by NASA and applicable laws and regulations.

#### c. Ensuring statutory, regulatory, and fiduciary compliance.

#### d. Developing, maintaining, and facilitating the implementation of the NASA Enterprise Architecture (EA), which is the framework for ensuring alignment of all NASA IT investments with mission and business needs.

#### e. Leading the development and maintenance of the NASA Information Resources Management Strategic Plan and roadmap to guide the Agency's IT programs and align policies, procedures, guidelines, standards, and capabilities with Agency strategy.

#### f. Maximizing the value and assessing and managing the risks of the IT plans and investments for NASA through an IT capital planning and investment control process that is integrated with Agency processes for making budgetary, financial, and program management decisions for all NASA IT.

#### g. Serving as advisor to the NASA leadership and management on IT strategic direction, as well as planning, acquisition, and management of information resources.

#### h. Managing NASA's IT systems as a joint responsibility with the NASA Centers, Mission Directorates, and Mission Support Offices. The Centers, Mission Directorates, and Mission Support Offices have responsibility for the applications, while the CIO has overarching responsibility for ensuring alignment of those applications with the NASA EA and for all aspects of the IT infrastructure in which those applications reside. 

#### i. Ensuring appropriate confidentiality, integrity, and availability of all NASA's information assets by establishing and enforcing Agency-wide IT security, records management and privacy policies, protocols, and procedures.

#### j. Ensuring that NASA's information assets are acquired and managed consistent with Federal legislation, architecture, policies, procedures, and standards, and that the NASA Information Resources Management strategy is in alignment with NASA's VSE, mission, and strategic goals.

#### k. Identifying IT systems investments that would result in shared benefits or costs for NASA, other Federal agencies, or state and local governments.

#### l. Ensuring consistency of approach, including appropriate collaboration, centralization, and/or elimination of duplicative functions, in order to support the most efficient and effective provision of IT services to the Agency as a whole.

#### m. Ensuring that the NASA workforce possesses the requisite knowledge and skills in information technology and information resources management.

#### n. In concurrence with Center Directors, approving the assignment, promotion, discipline, and relief of the principal CIO at each Center, and assessing their performance. Provides a written evaluation of the principal CIO at each Center, which shall be attached to each individual's annual performance appraisal. 

#### o. In concurrence with Center Directors, determining the appropriate staffing complement for Center CIO offices. 

p\. Leading the Agency's efforts to improve management and deliver
results in one of the Government-wide pursuits of the President's
Management Agenda---Expanded Electronic Government. Providing oversight
for all Agency E-Government initiatives.

#### q. Overseeing reporting as required by Congress, the Office of Management and Budget, and other external bodies.

r\. Providing input to the Mission Support Implementation Plan (MSIP)
that describes the organization's goals, objectives, performance
metrics, budget, and alignment of goals with overall Agency objectives.
Executes the MSIP in alignment and support of the Agency mission and
VSE. Manages the MSO functions by reducing institutional risk to
missions.

[]{.mark}

#### s. Leading the development of an integrated set of goals, objectives, and metrics for the assigned Integrated Product Team (IPT) area (i.e., workforce, infrastructure, finance, management systems, or stakeholder commitment) and documenting this in an annual white paper to be attached to the Mission Support Implementation Plan. The IPT role includes review and prioritization of individual inputs from the Mission Support Offices (MSO) and working with the MSOs, Mission Directorates, and Centers to ensure alignment of the IPT strategy to Agency goals and objectives.

#### 

#### **4.9.3 [SPECIAL RELATIONSHIPS]{.underline}**

#### 4.9.3.1 Serves as a member of NASA's Strategic Management Council (SMC), Program Management Council (PMC), and Operations Management Council (OMC).

#### 4.9.3.2 Works in cooperation with the Chief Financial Officer to develop a full and accurate accounting of IT expenditures, related expenses, and results.

#### 4.9.3.3 Works in conjunction with the Office of Security and Program Protection to provide for the certification and accreditation of information systems.

#### **4.9.4 [LINE OF SUCCESSION.]{.underline}** In the following order: Deputy CIO; Deputy CIO for Information Technology Security; Associate CIO for Architecture and Operations.

#### ![](media/image1.wmf)

#### **4.10 [OFFICE OF THE CHIEF ENGINEER ]{.underline}**

#### **4.10.1 [MISSION]{.underline}.** The Office of the Chief Engineer provides policy direction, oversight, and assessment for NASA engineering and program/project management. It serves as the principal advisor to the Administrator and other senior officials on matters pertaining to technical readiness in execution of NASA programs and projects. Also, it is responsible for Agency-level standards and policies as applied to engineering and program management.

#### **4.10.2 [RESPONSIBILITIES]{.underline}** 

#### The Chief Engineer reports to the NASA Associate Administrator and is responsible for: 

#### a. Providing leadership, policy direction, functional oversight, assessment, and coordination for two major, closely related areas: 

#### 1) Engineering and related technical disciplines, including systems engineering and technical integration.

#### 2) Program and project management, including earned value management and program integration.

#### b. Serving as the principal advisor to the Administrator on matters pertaining to the technical readiness of NASA programs and projects.

#### c. Assessing the adequacy, quality, and effectiveness of engineering work and program/project management Agency-wide and recommending or directing improvements in these areas where appropriate.

#### d. Coordinating the application of technical resources to support engineering work, including lessons learned, technical standards, trend evaluation, access to technical information, technical support for specific disciplines and problems, and coordination among engineering work groups.

#### e. Providing leadership to define the tools, processes, facilities, and engineering resources needed to improve the Agency's technical excellence. 

#### f. Overseeing of the NASA Engineering and Safety Center (NESC).

#### g. Establishing and maintaining Agency-wide processes, technical standards, requirements, and policies for the conduct of discipline-area engineering and systems engineering. This shall include evaluating the implementation by the Centers and program/project management. 

#### h. Establishing and maintaining the Agency-wide process and requirements for program and project management. This includes maintenance and update of NPR 7120.5, NASA Program and Project Management Processes and Requirements.

#### i. Providing leadership of and policy for the Agency's engineering and program/project management training conducted through NASA's Academy of Program, Project, and Engineering Leadership. 

#### j. Implementing and managing Agency-wide mandatory curriculum for program/project managers, systems engineers, and discipline engineers. This shall include providing and managing mandatory curriculum at NASA Centers. The Office of the Chief Engineer shall work with the Associate Administrator to ensure proper alignment of curriculum with needed competencies for the future of NASA. 

#### k. Coordinating with the Office of Human Capital Management to ensure that new hiring policies and core competencies are in line with the future technical and program/project management needs for the Agency. 

#### l. Conducting and integrating periodic and ad hoc programmatic and technical assessments of programs and projects.

#### m. Providing leadership and oversight for the Agency's Inventions and Contributions Board.

n\. Providing input to the Mission Support Implementation Plan (MSIP)
that describes the organization's goals, objectives, performance
metrics, budget, and alignment of goals with overall Agency objectives.
Execute the MSIP in alignment and support of the Agency mission and
vision. Manage the MSO functions by reducing institutional risk to
missions.

#### o. Ensuring statutory, regulatory, and fiduciary compliance.

#### p. Serving as a liaison to external organizations performing similar functions and stakeholders who establish Government-wide policies and requirements.

#### q. Overseeing reporting as required by Congress, the Office of Management and Budget, and other external bodies.

#### 

#### **4.10.3 [SPECIAL RELATIONSHIPS]{.underline}** 

#### 

#### 4.10.3.1 Serves as a member of NASA's Strategic Management Council (SMC), Program Management Council (PMC), and Operations Management Council (OMC). 

#### 4.10.3.2 In addition, the Chief Engineer provides policy direction to and oversight of the:

#### a. Systems Management Offices (SMO) at the Centers and, in conjunction with the Center Directors, assigns review topics for specific SMOs.

#### b. Lead Engineers, Engineering Directors, and associated engineering organizations within Mission Directorates and Centers and, through them, within programs and projects.

#### c. Engineering Management Board for engineering infrastructure and practices.

#### **4.10.4 [LINE OF SUCCESSION]{.underline}.** In the following order: Deputy Chief Engineer, Deputy for Management. 

![](media/image2.wmf){width="8.872222222222222in"
height="6.629861111111111in"}

[**4.11 OFFICE OF INSTITUTIONS AND MANAGEMENT**](#_CHAPTER_4:_MISSION)

#### **4.11.1 [MISSION]{.underline}**. This Mission Support Office provides effective and efficient institutional support to enable the Agency to successfully accomplish its missions. It focuses on improving processes, stimulating efficiency, and providing consistency and uniformity across institutional capabilities and services. 

#### **4.11.2 [RESPONSIBILITIES]{.underline}.** The Associate Administrator for Institutions and Management reports to the NASA Deputy Administrator and is responsible for:

#### a. Overseeing the management of the functional areas of Diversity and Equal Opportunity, Human Capital Management, Infrastructure and Administration, Internal Controls and Management Systems, Procurement, Security and Program Protection, Small Business Programs, and the NASA Shared Services Center.

b\. Providing input to the Mission Support Implementation Plan (MSIP)
that describes the organization's goals, objectives, performance
metrics, budget, and alignment of goals with overall Agency objectives.
Executing the MSIP in alignment and support of the Agency mission and
VSE. Managing the MSO functions by reducing institutional risk to
missions.

#### c. Ensuring integration and alignment of mission support activities in support of Agency strategic needs.

#### d. Ensuring personnel competencies and facility capabilities required to meet NASA's strategic needs are identified and provided. 

#### e. Ensuring statutory, regulatory, and fiduciary compliance.

#### f. Achieving consistency of approach to improve functional performance across the Agency.

#### g. Monitoring program performance, as well as effectiveness and efficiency of programs and processes.

#### h. Providing an integrated projection of functional activities with associated cost and workload implications for Headquarters and across the Agency. 

#### i. Managing the Corporate General and Administrative, and Agency pool plans and processes.

#### j. Interfacing with the NASA Deputy Administrator, the Associate Administrator, and the Chief of Staff to ensure integration and alignment of mission support activities in support of Agency strategic needs.

#### k. Serving as a liaison to external organizations performing similar functions and stakeholders who establish Government-wide policy and requirements.

#### l. Overseeing reporting as required by Congress, the Office of Management and Budget, and other external bodies.

#### m. Accessing individual mission statements for the Functional Offices, listed below reporting to the Office of Institutions and Management: 

#### [4.11.2.1 Diversity and Equal Opportunity.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/ODEO.doc) 

#### 

#### [4.11.2.2 Human Capital Management.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/OHCM.doc)

#### 

#### [4.11.2.3 Infrastructure and Administration.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/OIA.doc)

#### 

#### [4.11.2.4 Internal Controls and Management Systems.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/OICMS.doc)

#### 

#### [4.11.2.5 Procurement.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/OP.doc)

#### 

#### [4.11.2.6 Security and Program Protection.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/OSPP.doc)

#### 

#### [4.11.2.7 Small Business Programs.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/OSBP.doc) 

#### 

#### 4.11.2.8 NASA Shared Services Center. 

(The NASA Shared Services Center mission statement is maintained under
Chapter 5 (5.11) because of its role as a Technical Service and Support
Center.)

#### 

#### **4.11.3 [SPECIAL RELATIONSHIPS]{.underline}**

#### 

#### The Associate Administrator serves as a member of NASA's Strategic Management Council (SMC), Program Management Council (PMC), and Operations Management Council (OMC).

#### **4.11.4 [LINE OF SUCCESSION.]{.underline}** In the following order: Assistant Administrator for Human Capital Management and Assistant Administrator for Infrastructure and Administration.

#### 

#### 

#### 

#### **Change 7...July 30, 2007**

#### ![](media/image3.wmf){width="8.372916666666667in" height="5.499305555555556in"}

#### **Change 6...June 22, 2007**

#### [**4.12**](../../../../../../../../C:%5CDocuments%20and%20Settings%5Cmwholley%5CDesktop%5COGC-1000.3-final-05-26--1225pm.doc#_CHAPTER_4:_MISSION%23_CHAPTER_4:_MISSION) **OFFICE OF THE GENERAL COUNSEL** 

#### **4.12.1 [MISSION]{.underline}.** The General Counsel establishes Agency-wide legal policy, provides legal advice, assistance, and Agency-wide functional guidance, ensures the appropriateness of all legal actions and activities Agency-wide, and provides binding formal legal opinions on Agency matters. With respect to legal matters and issues, the General Counsel further ensures consistency of approach, eliminates duplication of functional support activities through collaboration, centralization, and/or consolidation of functions between and within Headquarters, the Centers, and separate NASA entities.

#### **4.12.2 [RESPONSIBILITIES]{.underline}.** The General Counsel reports to the NASA Deputy Administrator. The General Counsel's duties include: 

#### a. Providing legal services related to all aspects of NASA activities and rendering final, binding Agency decisions on the legal sufficiency of actions proposed by, arising within, or referred to NASA, including the definitive legal interpretation and consistent application of NASA policies, applicable statutes, regulations, and/or other authorities, while maintaining functional cognizance over all legal services rendered Agency-wide.

#### b. Administering the NASA intellectual property law program, including retention of the authority to exercise all powers relating to the right of proprietorship or other legal rights. 

#### c. Administering the NASA commercial practice law program, including the obligation to provide advice and counsel and ensure appropriate coordination of all legal issues relating to enterprises or initiatives of interest to the Agency of a commercial nature (including, but not limited to, other transaction authority agreements and activity, such as innovative partnership programs, as well as commercialization of space exploration and space transportation matters) and continuation of process improvements and dialogue with NASA commercial providers to ensure the most efficient and effective procurement processes are in place and that mutual resolution of organizational conflicts of interest and other impediments to commercial interaction are reduced to the maximum extent possible.

####  d. Administering the NASA Ethics Program, including serving as the Designated Agency Ethics Official, and exercising administrative control over the Agency-wide Ethics Team.

#### e. Reviewing the NASA legislative program and NASA-proposed Executive orders for legal compliance, sufficiency, and policy consistency.

#### f. Serving as the NASA liaison with the Department of Justice (except contacts premised on the Inspector General Act that fall under the cognizance of the Inspector General and those within the specified purview of the NASA Office of Security and Program Protection).

#### g. Serving as the NASA liaison with the Executive Office of the President concerning Executive orders.

h\. Providing input to the Mission Support Implementation Plan (MSIP)
that describes the organization's goals, objectives, performance
metrics, budget, and alignment of goals with overall Agency objectives.
Executes the MSIP in alignment and support of the Agency mission and
VSE. Manages the MSO functions by reducing institutional risk to
missions.

#### 

#### i. Providing direct supervisory oversight over the Agency Acquisition Integrity Program, a multidisciplinary group resident in the Office of the General Counsel, but combining the expertise of the Inspector General, Office of Procurement, and other NASA entities involved with contracts, procurement, and assurance of procurement integrity issues. This program ultimately reports to the Deputy Administrator (or other designated non-career senior official), as the Agency's Chief Acquisition Officer and Suspension and Debarment Authority and coordinates educational efforts for procurement personnel, Agency actions to identify and coordinate activity involving procurement integrity issues, and ensures appropriate remedies in the interests of the Agency.

#### 

#### j. Assigning legal counsel to represent NASA interests in all judicial or administrative proceedings.

#### 

#### k. Providing legal representation for NASA in all Agency negotiations, including those involving foreign governmental or nongovernmental participation and formal regulatory processes. 

#### l. Investigating, analyzing, determining, settling, or adjudicating administratively all claims or demands against NASA for personal injury or death and/or damage to or loss of property.

#### m. Executing appropriate releases from liability for any demands asserted administratively by or against NASA.

#### n. Accepting service of process of all papers in official legal proceedings served upon NASA and executing *Certificates of Full Faith and Credit* on behalf of NASA.

#### o. Reviewing and determining the legal sufficiency of all NASA regulations, directives, and internal instructions and policies prior to their enactment or the enactment of any revision.

#### p. In concurrence with Center Directors, approving the assignment, promotion, discipline, and relief of the principal legal official at each Center and assessing their performance. Provides a written evaluation of the principal legal official at each Center, which shall be attached to each individual's annual performance appraisal.

#### q. In concurrence with Center Directors, determining the appropriate staffing complement for Center Chief Counsel Offices. 

#### 

#### r. Developing a consistent approach to recruitment, training, and retention of legal professional and support staff to accomplish current and projected future missions, and maintaining an Agency training and development planning process designed to foster and mentor candidates for succession to positions of leadership in the legal community, including oversight and administration of NPR 3400.1, Training and Development for the NASA Legal Staff. 

#### 

#### s. Ensuring the quality and sufficiency of legal advice provided to NASA Agency-wide.

#### t. Ensuring consistency of approach, including appropriate collaboration, centralization, and/or elimination of duplicative functions in order to ensure the most efficient and effective provision of legal services to the Agency as a whole. 

#### u. Developing and maintaining an effective and efficient system of information-sharing to enable Agency-wide access to legal research, opinions, and issue resolutions.

#### v. Ensuring concurrence from the affected Mission Directorates and Mission Support Offices prior to the imposition of any requirements or policy upon the Agency that will have a significant monetary or time impact on the resources of Mission Directorates, Centers, or Mission Support Offices.

#### w. Overseeing reporting as required by Congress, the Office of Management and Budget, and other external bodies.

#### **4.12.3 [SPECIAL RELATIONSHIPS.]{.underline}** 

#### 4.12.3.1 Serves as a member of NASA's Strategic Management Council (SMC), Program Management Council (PMC), and Operations Management Council (OMC). 

#### 4.12.3.2 Directorate Lead Counsel. The General Counsel assigns Directorate Lead Counsel (DLC) \-- experienced senior attorneys from both NASA Headquarters and participating Center Chief Counsel Offices \-- to career development positions as "embedded" assets for periods of 12-18 months to Mission Directorates, Mission Support Offices, or other NASA entities by specific agreement between the entity and the General Counsel. DLCs are tasked to provide full-time, on-scene legal support at the Associate Administrator level to ensure legal situational awareness on the part of the Associate Administrator and his or her senior staff and to coordinate matters of importance to the Directorate with both Center Chief Counsel Offices and the Office of the General Counsel. 

#### 4.12.3.3 Counsel for NASA Activities Other Than Centers. The General Counsel is responsible for legal support to all non-Center NASA activities Agency-wide, including, but not limited to, the NASA Shared Services Center (NSSC) and NASA Management Offices currently existing or developed in the future. The General Counsel will directly assist the Directors of such offices and Centers in staffing and will retain cognizance over professional and support staff personnel assignments to these activities. 

#### **4.12.4 [LINE OF SUCCESSION]{.underline}.** In the following order: Deputy General Counsel (Administration and Management); Deputy General Counsel (Legal Matters); Associate General Counsel (International Law Practice Group); Associate General Counsel (Contracts and Procurement Law Practice Group); Associate General Counsel (General Law Practice Group); and Associate General Counsel (Intellectual Property and Commercial Law Practice Group).

#### ![](media/image4.wmf){width="8.497222222222222in" height="6.749305555555556in"}

#### [**4.13 CHIEF OF STRATEGIC COMMUNICATIONS**](#_CHAPTER_4:_MISSION)

#### 4.13.1 **[MISSION]{.underline}**. The Chief of Strategic Communications works to promote effective NASA communications by ensuring synergy and strategic focus among the Offices of Communications Planning; Education; Legislative and Intergovernmental Affairs; and Public Affairs. 

#### The Assistant Administrators for the Offices of Communications Planning; Education; Legislative and Intergovernmental Affairs; and Public Affairs each reports to the Chief of Strategic Communications. Each office similarly maintains liaison with all other Officials-in-Charge of Headquarters Offices and Center Directors.

#### **4.13.2 [RESPONSIBILITIES.]{.underline}** The Chief of Strategic Communications reports to the NASA Deputy Administrator and is responsible for: 

#### a. Developing a strategic communications approach for guiding the activities of the Offices of Communications Planning; Education; Legislative and Intergovernmental Affairs; and Public Affairs including:

#### (1) Designing and implementing strategies and tactics that support NASA's mission.

#### (2) Advising the Administrator, Deputy Administrator, Associate Administrator, and Chief of Staff on long-range and day-to-day activities involving Agency policy and communications activities. 

#### (3) Providing Agency-wide standards for outreach activities and products.

#### (4) Developing the ability/flexibility to give timely strategic guidance.

#### (5) Developing Agency-wide internal communications policies and instruments.

#### (6) Building and maintaining the NASA brand.

#### (7) Developing, in coordination with the Office of the Administrator, communications for matters of policy, budgets, and mission.

#### (8) Monitoring program performance, as well as effectiveness and efficiency of programs and processes.

#### b. Ensuring the quality of strategic communication activities and achieving consistency of approach, where appropriate, across the Agency.

c\. Providing input to the Mission Support Implementation Plan (MSIP)
that describes the organization's goals, objectives, performance
metrics, budget, and alignment of goals with overall Agency objectives.
Executing the MSIP in alignment and support of the Agency mission and
VSE. Manage the MSO functions by reducing institutional risk to
missions.

####  d. Ensuring that the development of written annual implementation plans for the Offices of Communications Planning; Education; Legislative and Intergovernmental Affairs; and Public Affairs support the strategic communications plan of NASA, are both strategic and operational in nature, and work synergistically and harmoniously across functional support offices, Mission Directorates, and Centers.

#### e. Holding the Offices of Communications Planning; Education; Legislative and Intergovernmental Affairs; and Public Affairs accountable for their annual performance as well as setting specific strategies applicable to each office\'s functions in support of the Agency\'s priorities. 

#### f. Individual mission statements for the functional offices reporting to the Office of the Chief of Strategic Communications can be accessed below.

#### [4.13.2.1. Office of Communications Planning.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/OCP.doc) 

#### 

#### [4.13.2.2. Office of Education.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/OE.doc)

#### 

#### [4.13.2.3. Office of Legislative and Intergovernmental Affairs.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/OLIA.doc)

#### 

#### [4.13.2.4. Office of Public Affairs.](http://nodis3.gsfc.nasa.gov/npg_img/N_PD_1000_003C_/OPA.doc)

#### 

#### g. Reviewing and approving, prior to imposition, any mandates initiated by the Offices of Communications Planning; Education; Legislative and Intergovernmental Affairs; and Public Affairs that have significant strategic communication impact on Mission Directorates, Centers, or other Functional Support Offices.

#### h. Establishing a strategic communications structure that supports all NASA functions and activities.

#### i. Performing for long-range strategic scheduling and planning activities related to NASA communication.

#### **4.13.3 [SPECIAL RELATIONSHIPS]{.underline}.** The Chief of Strategic Communications serves as a member of NASA's Strategic Management Council (SMC), Program Management Council (PMC), and Operations Management Council (OMC).

#### **4.13.4 [LINE OF SUCCESSION]{.underline}**. In the following order: Assistant Administrator for Communications Planning; Assistant Administrator for Public Affairs; Assistant Administrator for Legislative and Intergovernmental Affairs; and the Assistant Administrator for Education. 

![](media/image5.wmf){width="9.002083333333333in" height="5.875in"}

#### **4.14 [OFFICE OF EXTERNAL RELATIONS]{.underline}** 

#### **4.14.1 [MISSION]{.underline}.** This Functional Support Office serves as the coordinator of all NASA international cooperative and reimbursable activities and partnerships; coordinates Agency-level policy interactions with U.S. executive branch departments and agencies; and is the principal Agency liaison with the National Security Council, the Office of Science and Technology Policy, the Department of State, and the Department of Defense. 

#### **4.14.2 [RESPONSIBILITIES]{.underline}.** The Assistant Administrator for External Relations reports to the Deputy Administrator and is responsible for:

#### a. Directing NASA's international relations through the development, coordination, and implementation of Agency international policies and the development, coordination, and negotiations of NASA international agreements.

#### b. Serving as the principal advisor to the Office of the Administrator and providing consultation to NASA officials on matters involving external/international relations.

#### c. Disseminating information on foreign aerospace-related developments of programmatic interest to other NASA offices.

#### d. Serving as the coordinator of Agency-level interaction with U.S. executive branch offices and agencies, ensuring that the implementation of Agency programs is consistent with the U.S. Government domestic and foreign policies, and facilitating NASA participation in selected interagency forums.

#### e. Serving as the focal point for Agency-wide Export Control Program and J-1 Visitor program and overseeing all NASA foreign travel.

#### f. Serving as the Agency focal point for advisory committees and Federal Government-wide commissions and advisory activities.

#### g. Managing the NASA History Division.

#### h. Ensuring statutory, regulatory, and fiduciary compliance.

#### i. Monitoring program performance, as well as effectiveness and efficiency of programs and processes.

#### j. Providing liaison to external organizations performing similar functions and who establish Government-wide policies and requirements.

#### k. Overseeing reporting as required by Congress, OMB, and other external bodies.

l\. Providing input to the Mission Support Implementation Plan that
describes the organization's goals, objectives, performance metrics,
budget, and alignment of goals with overall Agency objectives. Executing
the MSIP in alignment and support of the Agency mission and VSE.
Managing the MSO functions by reducing institutional risks to missions.

#### **4.14.3 [SPECIAL RELATIONSHIPS]{.underline}**. The Assistant Administrator for External Relations assigns international program specialists to selected Mission Directorates that are aligned to focus on specific countries. These International Program Specialists work with the assigned Associate Administrators and their staffs, providing international relations support. The International Program Specialists report to the relevant External Relations Division Director and have direct access to the Assistant Administrator and Deputy Assistant Administrator for External Relations.

**4.14.4 [LINE OF SUCCESSION]{.underline}.** In the following order:
Deputy Assistant Administrator; Director, Advisory Committee Division;
Director, Export Control and Interagency Liaison Division; Director,
Science Division; Director, Space Operations Division; and Director,
Exploration Systems and Aeronautics Research Division.

#### ![](media/image6.wmf){width="8.626388888888888in" height="5.501388888888889in"}

#### 

#### **[4.15 OFFICE OF THE INSPECTOR GENERAL](#_CHAPTER_4:_MISSION)** 

#### **4.15.1 [OFFICE MISSION]{.underline}**. The Office of the Inspector General was created as an independent and objective unit by Public Law 95-452, the Inspector General Act. The OIG conducts independent and objective audits and investigations and other evaluations of Agency programs and operations; promotes economy, effectiveness, and efficiency within the Agency; prevents and detects crimes, fraud, waste, and abuse; reviews and makes recommendations regarding existing and proposed legislation and regulations; and keeps the NASA Administrator and Congress fully and currently informed of problems in Agency programs and operations.

#### **4.15.2 [RESPONSIBILITIES]{.underline}.** The Inspector General (IG) is responsible for the following:

#### a. Audits and reviews programs and operations to determine whether information is reliable; resources have been safeguarded; funds have been expended in a manner consistent with related laws, regulations, and policies; resources have been managed economically and efficiently; and desired program results have been achieved.

#### b. Investigates complaints or information received concerning the possible violation of laws, rules, and regulations, and mismanagement, gross waste of funds, abuse of authority, or substantial and specific dangers to the public health and safety.

#### c. Reports expeditiously to the Attorney General whenever there are reasonable grounds to believe there has been a violation of Federal criminal law.

#### d. Submits an annual report on the NASA financial statement to the Administrator.

#### e. Submits reports, reviews, and evaluations to Congress.

#### f. Develops and executes the IG budget and controls and expends funds in a separate appropriation account for the OIG.

#### g. Selects, appoints, and employs such officers and employees and secures services as may be necessary for carrying out the functions of the offices, as provided for under the IG Act.

#### h. Exercises other powers and responsibilities provided by the IG Act and other legislation.

#### i. Serves as a member of the President\'s Council on Integrity and Efficiency, established under Section 1 of Executive Order 12805, dated May 1, 1992.

#### j. Provides semiannual reports to the Administrator and Congress, summarizing the activities of the OIG during the preceding 6-month period.

#### **4.15.3. [SPECIAL RELATIONSHIPS]{.underline}** 

#### 4.15.3.1 The IG is appointed by the President, with the advice and consent of the U.S. Senate.

#### 4.15.3.2 The IG reports directly to the Administrator; however, in accordance with the Inspector General Act, as amended, neither the Administrator nor the Deputy Administrator will prevent or prohibit the IG from initiating, carrying out, or completing any audit, investigation, or review, or from issuing any subpoena.

#### 4.15.3.3 The IG has staff who report directly to the OIG at Headquarters. Staffs are located at NASA Centers, Component Facilities, and at the Jet Propulsion Laboratory.

#### **4.15.4 [LINE OF SUCCESSION]{.underline}.** In the following order: Deputy Inspector General; Counsel to the Inspector General; Assistant Inspector General for Auditing; and Assistant Inspector General for Investigations.

#### ![](media/image7.wmf){width="8.251388888888888in" height="6.186111111111111in"}

#### **4.16 [OFFICE OF THE CHIEF HEALTH AND MEDICAL OFFICER]{.underline}**

#### **4.16.1 [MISSION.]{.underline}** The Office of the Chief Health and Medical Officer (OCHMO) serves as the focal point for policy formulation, oversight, coordination, and management of all NASA health and medical matters in all environments, and medical emergency preparedness and contingency operations and response.

#### **4.16.2 [RESPONSIBILITIES.]{.underline}** The Chief Health and Medical Officer (CHMO) reports to the NASA Deputy Administrator and is responsible for:

#### a. Providing review and oversight of health care delivery, assurance of professional competency, and quality and consistency of health care services Agency-wide.

#### b. Formulating health care and medical policies for, and providing oversight of, activities related to crew health and medical operations for exploration in and beyond low-Earth orbit.

#### c. Establishing and maintaining medical and human health-related standards and appropriate levels of medical care, for all NASA activities, and developing and implementing processes for approving these standards.

#### d. Serving as the Agency Technical Authority for all health and medical requirements and matters.

#### e. Working with Mission Directorate Associate Administrators to review all human health-related program plans and requirements for compliance with established medical and health-related standards and practices.

#### f. Reviewing and approving medical requirements and research products as ready for operational implementation through the established Transition to Medical Practice process.

#### g. Ensuring Agency compliance with all statutory and regulatory requirements regarding the safe and ethical execution of research involving human and animal subjects.

#### h. Ensuring Agency compliance with all statutory and regulatory requirements regarding the safe and ethical execution of medical practice.

#### i. Supporting the Mission Directorates as appropriate regarding selection of research and development projects relative to research subjects, human health, and medical matters.

#### j. Supporting the Space Operations Mission Directorate in all activities pertinent to human space flight mission execution.

k\. Providing input to the Mission Support Implementation Plan (MSIP)
that describes the organization's goals, objectives, performance
metrics, budget, and alignment of goals with overall Agency objectives.
Executing the MSIP in alignment and support of the Agency mission and
VSE. Managing the MSO functions by reducing institutional risks to
missions.

#### l. Ensuring coordination with the Office of External Relations when health and medical and research subject matters have implications for international partners or NASA\'s international activities.

#### m. Coordinating NASA health and medical issues, policies, and programs with other NASA organizations, other Government agencies, industry, international participants, and academia.

#### n. Ensuring that all employees shall be provided healthful workplaces free from exposures to harmful substances or conditions.

#### o. Serving as the Designated Agency Safety and Health Officer (DASHO) liaison to the Department of Labor.

#### **4.16.3 [SPECIAL RELATIONSHIPS]{.underline}**

#### 4.16.3.1 The CHMO is the principal advisor to both the Administrator and the Deputy Administrator, on health and medical requirements, matters of astronaut health, research subject protection, and matters to ensure the mental and physical health and well-being of the NASA workforce in all environments. 

#### 4.16.3.2 The CHMO serves as the NASA liaison to the Occupational Safety and Health Administration, along with representatives from the Office of Safety and Mission Assurance. 

#### 4.16.3.3 The OCHMO serves as primary NASA liaison to the Department of Health and Human Services, the Department of Defense, the Department of Homeland Security, the Department of Transportation, and other Federal departments concerning health and medical matters, and research subject protection as appropriate.

#### 4.16.3.7 The OCHMO maintains a standing committee of the Institute of Medicine to advise NASA on Aerospace Medicine and Medicine of Extreme Environments.

#### **4.16.4 [LINE OF SUCCESSION.]{.underline}** In the following order: Director, Medicine of Extreme Environments Division and Director, Occupational Health Division.

#### ![](media/image8.wmf){width="8.001388888888888in" height="5.998611111111111in"}

#### **4.17 [INTEGRATED ENTERPRISE MANAGEMENT PROGRAM]{.underline}**

#### 

#### 

#### ![](media/image9.wmf){width="8.251388888888888in" height="6.186111111111111in"}

#### **4.18 [INNOVATIVE PARTNERSHIPS PROGRAM OFFICE]{.underline}**

#### 

#### 

#### ![](media/image10.wmf){width="8.001388888888888in" height="5.998611111111111in"}

#### **4.19 [OFFICE OF PROGRAM AND INSTITUTIONAL INTEGRATION]{.underline}**

#### 

#### 

#### ![](media/image11.wmf){width="8.126388888888888in" height="6.092361111111111in"}

#### **CHAPTER 5: MISSION STATEMENTS AND ORGANIZATIONAL CHARTS FOR CENTERS AS WELL AS TECHNICAL AND SERVICE SUPPORT CENTERS**

## [5.1 AMES RESEARCH CENTER](#_5.1_Ames_Research_1) 

**5.1.1 [MISSION]{.underline}**. Ames Research Center (ARC), located in
California's Silicon Valley, enables exploration through selected
developments, innovative technologies, and interdisciplinary scientific
discovery. ARC provides leadership in Astrobiology; microsatellites;
technologies for CEV, CLV, and HLV; the search for habitable planets;
supercomputing; intelligent/adaptive systems; advanced thermal
protection; and airborne astronomy. ARC develops tools for a safer, more
efficient national airspace and unique partnerships benefiting NASA's
mission.

**5.1.2 [RESPONSIBILITIES]{.underline}**. All Center Directors report to
the NASA Associate Administrator and are responsible for developing and
managing the Center's institutional capabilities (such as, processes,
competency development and leadership, human capital, facilities, and
independent review) required for the execution of programs, projects,
and missions assigned to the Center.

5.1.2.1 Specifically, the Center Director for ARC:

a\. Provides technical and institutional resources to satisfy program
requirements and schedules to include engineering and safety and mission
assurance; ensures that human, financial, physical, and other supporting
resources are properly applied to programs.

b\. Maintains a safe and healthy, environmentally friendly work
environment for the workforce and provides safety, reliability, and
quality assurance for all Center activities.

c\. Is the Safety and Mission Assurance (SMA) and Engineering Authority
for all NASA projects or subprojects and for delegated programs hosted
at ARC. This role requires the Center Director to:

1\) Exercise SMA and Engineering Authority through delegation to the SMA
and Engineering Directors at ARC.

2\) Convene an Independent Review for programs and projects at major
milestones to ascertain technical readiness.

3\) Approve the flight readiness of programs and projects for which
he/she is the Engineering Authority.

4\) Provide for organizational and financial independence of the
technical authorities at ARC and develop a policy for handling
dissenting opinions that are based on the personal responsibility which
each individual has to adhere to the Agency's shared core values of
safety, teamwork, integrity, and mission success.

d\. Provides regular review and reporting of program and project
performance in accordance with Agency program and project policies.
Provides input for the Agency Program Management Council reviews.

e\. Coordinates and communicates ARC's program, project, and policy
implementation activities with other Centers and Headquarters on a
regular basis.

## f. Contributes individually, and as part of the Center teams, essential technologies, subsystems, and capabilities to the CEV, CLV, and heavy lift launch vehicle, including thermal protection, launch mission systems, integrated systems health management, and ascent abort/crew escape logic.

## g. Provides leadership for NASA's astrobiology science mission to study the origin, evolution, distribution, and destiny of life in the universe. 

## h. Oversees the NASA Astrobiology Institute (NAI) and its cadre of domestic and international partners; serves as the home base for the NAI administrative offices.

## i. Leads the science and technical management of NASA's airborne physical sciences missions. \[Oversees the Stratospheric Observatory for Infrared Astronomy (SOFIA) Science Mission and Operations Center.\]

## j. Leads the science and technical management of selected NASA missions (including the development of atmospheric probes) to search for habitable environments, understand the origin and evolution of life, and develop the tools needed for this exploration.

## k. Provides leadership for NASA information sciences and technology, particularly research in the critical subdisciplines of automated reasoning for autonomous systems, high-performance computing and networking, and human-centered computing. Performs Earth science investigations, in particular, ecosystems research supported by advanced supercomputing and modeling. 

## l. Develops new applications to enable and enhance space exploration, in particular, techniques to reduce mass and increase vehicle payload capacity and advanced thermal protection systems for transportation and planetary-entry missions.

## m. Serves as a NASA leader in the area of IT security in support of the NASA Chief Information Officer.

n\. Provides leadership in defining concepts of operation and developing
technologies to enable significant increases in the capacity of the
Nation's air transportation system.

o\. Contributes pathfinding research to provide system-level analysis
capability for flight vehicles in all speed regimes.

## p. Develops models of human performance and analysis capabilities for human-operated systems that are integral to enhancing the safety of flight vehicles and of the aviation system as a whole. 

## q. Performs scientific investigations in-house and through extensive cooperative arrangements with the academic community and private sector within the United States and with foreign institutions; furnishes research and development support to industry and academia as an outgrowth of cooperative utilization of ARC-unique facilities.

r\. Provides research and technical leadership in the study of radiation
biomarkers and countermeasures to mitigate effects of space radiation in
human space flight.

## s. Implements innovative partnerships and collaborations with the private sector and academia through development of the NASA Research Park and establishment of the University Affiliated Research Center (with the University of California); accomplishes this in part through execution of Enhanced Use Leasing (EUL).

## t. Represents NASA and ARC in promoting and maintaining good public and community relations and providing for the widest practical and appropriate dissemination of information concerning space activities.

## u. Transfers technology to the public and private sectors and spins external technologies back into NASA programs and projects.

v\. Provides concurrence to the Agency CFO regarding the assignment,
promotion, discipline, and relief of the principal financial official at
ARC. Also, provides the Agency CFO with a written evaluation of the
principal financial official at ARC, which shall be attached to that
individual's annual performance appraisal.

## 5.1.3 [SPECIAL RELATIONSHIPS]{.underline} 

5.1.3.1 Serves as a member of NASA's Strategic Management Council (SMC),
Program Management Council (PMC), and Operations Management Council
(OMC).

## 5.1.3.2 ARC serves as host to other Federal, military, and civilian organizations, such as the California Air National Guard. 

## 5.1.4 [LINE OF SUCCESSION]{.underline}. In the following order: Deputy Director, Ames Research Center; Deputy Director for Research; Director of Center Operations; Director for Flight Program/Project Management; Chief Financial Officer; Director of Aeronautics; and Director of Safety, Environmental, and Mission Assurance. 

## ![](media/image12.wmf){width="8.251388888888888in" height="6.186111111111111in"}

## [5.2 DRYDEN FLIGHT RESEARCH CENTER](#_5.2_Dryden_Flight_1) 

## 5.2.1 [MISSION]{.underline}. Advancing technology and science through flight. The Dryden Flight Research Center (DFRC), located at Edwards Air Force Base, California, performs flight research and technology integration to revolutionize aviation and pioneer aerospace technology, validates space exploration concepts, conducts airborne remote sensing and science missions, and supports operations of the Space Shuttle and the International Space Station for NASA and the Nation. 

**5.2.2 [RESPONSIBILITIES]{.underline}**. All NASA Center Directors
report to the NASA Associate Administrator and are responsible for
developing and managing the Center's institutional capabilities (such
as, processes, competency development and leadership, human capital,
facilities, and independent review) required for the execution of
programs, projects, and missions assigned to the Center.

5.2.2.1 Specifically, the Center Director for DFRC:

a\. Provides technical and institutional resources to satisfy program
requirements and schedules to include engineering and safety and mission
assurance; ensures that human, financial, physical, and other supporting
resources are properly applied to programs.

b\. Maintains a safe and healthy, environmentally friendly work
environment for the workforce and ensures safety, reliability, and
quality assurance for all Center activities.

c\. Is the Safety and Mission Assurance (SMA) and Engineering Authority
for all NASA projects or subprojects and for delegated programs hosted
at DFRC. This role requires the Center Director to:

1\) Exercise SMA and Engineering Authority through delegation to the SMA
and Engineering Directors at DFRC.

2\) Convene an Independent Review for programs and projects at major
milestones to ascertain technical readiness.

3\) Approve the flight readiness of programs and projects for which
he/she is the Engineering Authority.

4\) Provide for organizational and financial independence of the
technical authorities at DFRC and develop a policy for handling
dissenting opinions that are based on the personal responsibility which
each individual has to adhere to the Agency's shared core values of
safety, teamwork, integrity, and mission success.

d\. Provides regular review and reporting of program and project
performance in accordance with Agency program and project policies.
Provides input for the Agency Program Management Council reviews.

e\. Coordinates and communicates DFRC's program, project, and policy
implementation activities with other Centers and Headquarters on a
regular basis.

## f. Represents NASA and DFRC in promoting and maintaining good public and community relations and providing for the widest practical and appropriate dissemination of information concerning space activities.

g\. Provides concurrence to the Agency CFO regarding the assignment,
promotion, discipline, and relief of the principal financial official at
DFRC. Also, provides the Agency CFO with a written evaluation of the
principal financial official at DFRC, which shall be attached to that
individual's annual performance appraisal.

## 5.2.2.3 Formulates and conducts piloted and unpiloted flight research and test projects in disciplinary technologies, integrated aerospace systems, and advanced concepts to meet current and future Agency missions in aeronautics, sciences, and space exploration.

## 5.2.2.4 Develops, manages, and maintains research and science platform aircraft, flight test bed aircraft, and flight facilities to support safe, timely, and cost-effective NASA flight projects and to support industry, university, and other Government agency flight programs.

## 5.2.2.5 Provides operational and technical support for the conduct of Space Shuttle and International Space Station missions and for the validation of new and experimental space exploration concepts.

## 5.2.3 [SPECIAL RELATIONSHIPS]{.underline} 

## 

## 5.2.3.1 Serves as a member of NASA's Strategic Management Council (SMC), Program Management Council (PMC), and Operations Management Council (OMC).

## 5.2.3.2 DFRC shares an alliance with the U.S. Air Force Flight Test Center (AFFTC) and the U.S. Air Force Research Laboratory (AFRL) at Edwards AFB, to minimize infrastructure duplication and costs and to share technical and programmatic assets as opportunities arise.

## 5.2.4 [LINE OF SUCCESSION]{.underline}. In the following order: Deputy Director, Dryden Flight Research Center; Associate Director for Programs; Associate Director for Operations; and Associate Director for Management. 

## ![](media/image13.wmf){width="8.747222222222222in" height="6.5368055555555555in"}

## [5.3 JOHN H. GLENN RESEARCH CENTER at LEWIS FIELD](#_5.3_John_H_1)

**5.3.1 [MISSION]{.underline}**. The NASA Glenn Research Center (GRC) at
Lewis Field develops critical space flight systems and technologies to
advance the exploration of our solar system and beyond while maintaining
leadership in aeronautics. In partnership with U.S. industries,
universities, and other Government institutions, research and
development efforts focus on advancements in propulsion, power,
communications, nuclear, and human-related aerospace systems.

**5.3.2 [RESPONSIBILITIES]{.underline}**. All NASA Center Directors
report to the NASA Associate Administrator and are responsible for
developing and managing the Center's institutional capabilities (such
as, processes, competency development and leadership, human capital,
facilities, and independent review) required for the execution of
programs, projects, and missions assigned to the Center.

5.3.2.1 Specifically, the Center Director for GRC:

a\. Provides technical and institutional resources to satisfy program
requirements and schedules to include aerospace research and technology
development and engineering and safety and mission assurance; ensures
that human, financial, physical, and other supporting resources are
properly applied to programs.

b\. Maintains a safe and healthy, environmentally friendly work
environment for the workforce and ensures safety, reliability, and
quality assurance for Center activities.

c\. Is the Safety and Mission Assurance (SMA) and Engineering Authority
for all NASA projects or subprojects and for delegated programs hosted
at GRC. This role requires the Center Director to:

1\) Exercise SMA and Engineering Authority through delegation to the SMA
and Engineering Directors at GRC.

2\) Convene an Independent Review for programs and projects at major
milestones to ascertain technical readiness.

3\) Approve the flight readiness of programs and projects for which
he/she is the Engineering Authority.

4\) Provide for organizational and financial independence of the
technical authorities at GRC and develop a policy for handling
dissenting opinions that are based on the personal responsibility which
each individual has to adhere to the Agency's shared core values of
safety, teamwork, integrity, and mission success.

d\. Provides regular review and reporting of program and project
performance in accordance with Agency program and project policies.
Provides input for the Agency Program Management Council reviews.

e\. Coordinates and communicates GRC's program, project, and policy
implementation activities with other Centers and Headquarters on a
regular basis.

## f. Represents NASA and GRC in promoting and maintaining good public and community relations and providing for the widest practical and appropriate dissemination of information concerning space activities.

g\. Ensures that the workforce embraces and reflects the core values of
safety, teamwork, integrity, and mission success as inherent guiding
principles in all activities and decision making.

h\. Ensures the establishment and maintenance of partnerships with other
Government agencies, the private sector, academia, and the community to
further the NASA mission.

i\. Provides concurrence to the Agency CFO regarding the assignment,
promotion, discipline, and relief of the principal financial official at
GRC. Also, provides the Agency CFO with a written evaluation of the
principal financial official at GRC, which shall be attached to that
individual's annual performance appraisal.

## 5.3.3 [SPECIAL RELATIONSHIPS]{.underline} 

## 

## Serves as a member of NASA's Strategic Management Council (SMC), Program Management Council (PMC), and Operations Management Council (OMC). 

**5.3.4 [LINE OF SUCCESSION]{.underline}**. In the following order:
Deputy Director, Associate Director, Director of Research and
Technology, Director of Engineering and Technical Services, Director of
Space Flight Systems, Director of Programs and Projects, Director of
Safety and Mission Assurance, Director of Center Operations, and
Director of External Programs.

## ![](media/image14.wmf){width="8.875694444444445in" height="6.374305555555556in"}

## [5.4 GODDARD SPACE FLIGHT CENTER](#_5.4_Goddard_Space_1) 

## 5.4.1 [MISSION]{.underline}. The Goddard Space Flight Center (GSFC), located in Greenbelt, Maryland, expands the knowledge of Earth and its environment, the solar system, and the universe through observations from space. The Center also conducts scientific investigations, develops and operates space systems, and advances essential technologies.

**5.4.2 [RESPONSIBILITIES]{.underline}**. All NASA Center Directors
report to the NASA Associate Administrator and are responsible for
developing and managing the Center's institutional capabilities (such
as, processes, competency development and leadership, human capital,
facilities, and independent review) required for the execution of
programs, projects, and missions assigned to the Center.

5.4.2.1 Specifically, the Center Director for GSFC:

a\. Provides technical and institutional resources to satisfy program
requirements and schedules to include engineering, project management,
and safety and mission assurance; ensures that human, financial,
physical, and other supporting resources are properly applied to
programs.

b\. Maintains a safe and healthy, environmentally friendly work
environment for the workforce and ensures safety, reliability, and
quality assurance for all Center activities.

c\. Is the Safety and Mission Assurance (SMA) and Engineering Authority
for all NASA projects or subprojects and for delegated programs hosted
at GSFC. This role requires the Center Director to:

1\) Exercise SMA and Engineering Authority through delegation to the SMA
and Engineering Directors at GSFC.

2\) Convene an Independent Review for programs and projects at major
milestones to ascertain technical readiness.

3\) Approve the flight readiness of programs and projects for which
he/she is the Engineering Authority.

4\) Provide for organizational and financial independence of the
technical authorities at GSFC and develop a policy for handling
dissenting opinions that are based on the personal responsibility which
each individual has to adhere to the Agency's shared core values of
safety, teamwork, integrity, and mission success.

d\. Provides regular review and reporting of program and project
performance in accordance with Agency program and project policies.
Provides input for the Agency Program Management Council reviews.

e\. Coordinates and communicates GSFC's program, project, and policy
implementation activities with other Centers and Headquarters on a
regular basis.

## f. Represents NASA and GSFC in promoting and maintaining good public and community relations and providing for the widest practical and appropriate dissemination of information concerning space activities.

g\. Conducts research to advance scientific knowledge of the origin,
evolution, and destiny of the universe, Earth, and planetary
environments that support life.

h\. Designs, develops, and implements sensors, instruments, and flight
missions to study the structure of the universe; its fundamental forces
and matter; the processes involved in the birth, life, and death of
stars, galaxies, and planets; and the chemical and biological conditions
for the evolution and sustenance of life.

i\. Studies the sun, the Earth, other planets, and other bodies in the
solar system to understand the impact of solar activity on the Earth's
climate and human activity and on space and planetary radiation
environments encountered in human exploration.

j\. Studies the Earth's atmospheric, oceanographic, cryospheric,
hydrological, geologic, and biogeochemical cycles to understand the
Earth as a system, to apply this understanding of the Earth to the study
of the nature and evolution of other planets, and to apply discoveries
from this study of other planets to an improved understanding of our own
planet.

k\. Applies knowledge gained from Earth and planetary studies to search
the stars for other planets that have the potential to support life.
Performs theoretical research, analysis, modeling, and simulation to
develop and test theories and to synthesize data from space missions and
ground-based observations to develop an integrated understanding of our
planet, our sun, and our universe as a system.

l\. Communicates knowledge to the public and to the education community
to expand general understanding and to inspire the next generation.

## m. Develops advanced technology for future space flight missions, with emphasis on optical communications, advanced science instrumentation, data systems, robotics, and computer science. 

## n. Develops and procures suborbital launch vehicles and launch services.

## o. Hosts assigned programs and projects, including the preliminary and final definition, design, development, integration and test, launch, and operations of flight and unique ground systems for: Earth-orbiting satellites, instruments, long-term flight operations, and projects using NASA Sounding Rockets and Balloons. Manages unique facilities such as the Hubble Space Telescope Science Institute.

## p. Manages NASA space flight tracking, data acquisition, communications, and data handling networks and services in support of NASA and other spacecraft. Acquires, operates, and maintains the system as a national asset.

## q. Directs mission planning and analysis, space and ground communications networks, spacecraft and payload command and control, flight dynamics, information processing, and flight missions operations and applied research and development of advanced data and telecommunications systems in support of space flight missions.

## r. Manages the Wallops Flight Facility rocket range, aircraft flight platforms, and research airport, including related tracking and data acquisition systems for conducting scientific experiments and aeronautical tests. Plans and conducts launches of scientific payloads and aeronautical tests and other research, development, and related activities as requested by elements of NASA, other Government agencies, and the worldwide scientific community.

## s. Provides services to NASA Headquarters in a variety of assigned business functions, including HQ accounting, procurement, grants, training and development, logistics, related administrative support, and Agency printing management, forms, reports, and mail management.

## t. Supports the Explorations Systems Mission Directorate in the development and operation of robotic missions, communications and navigation architectures, systems and technologies, and other supporting capabilities for the range of exploration systems.

u\. Provides concurrence to the Agency CFO regarding the assignment,
promotion, discipline, and relief of the principal financial official at
GSFC. Also, provides the Agency CFO with a written evaluation of the
principal financial official at GSFC, which shall be attached to that
individual's annual performance appraisal.

## 5.4.3 [SPECIAL RELATIONSHIP]{.underline} 

## 

## 5.4.3.1 Serves as a member of NASA's Strategic Management Council (SMC), Program Management Council (PMC), and Operations Management Council (OMC).

## 5.4.3.2 GSFC provides design, development, testing, launch, and maintenance of a constellation of operational satellites for the National Oceanic and Atmospheric Administration, Department of Commerce. This activity is fully funded by the Department of Commerce.

## 5.4.4 [LINE OF SUCCESSION]{.underline}. In the following order: Deputy Director, Goddard Space Flight Center; Deputy Director for Technical; Associate Director; and Director, Management Operations. 

## ![](media/image15.wmf){width="8.251388888888888in" height="6.186111111111111in"}

## 5.5 [LYNDON B. JOHNSON SPACE CENTER]{.underline}

## 5.5.1 [MISSION]{.underline}. The Johnson Space Center (JSC) provides leadership for human space exploration and operations. The Center strives to advance human capability for exploration and utilization of space by conducting space operations, as well as designing, testing, and developing space flight hardware and systems. The Center has responsibility for the operation of the Space Shuttle and the International Space Station. Additionally, the Center hosts the Constellation Program which will enable the Vision for Space Exploration, as well as the Commercial Crew/Cargo Project which will foster increased commercial space enterprise opportunities. 

**5.5.2 [RESPONSIBILITIES]{.underline}**. All NASA Center Directors
report to the NASA Associate Administrator and are responsible for
developing and managing the Center's institutional capabilities (such
as, processes, competency development and leadership, human capital,
facilities, and independent review) required for the execution of
programs, projects, and missions assigned to the Center.

5.5.2.1 Specifically, the Center Director for JSC:

a\. Provides technical and institutional resources to satisfy program
requirements and schedules to include engineering and safety and mission
assurance; ensures that human, financial, physical, and other supporting
resources are properly applied to programs.

b\. Maintains a safe and healthy, environmentally friendly work
environment for the workforce and ensures safety, reliability, and
quality assurance in all Center activities.

c\. Is the Safety and Mission Assurance (SMA) and Engineering Authority
for all NASA projects or subprojects and for delegated programs hosted
at JSC. This role requires the Center Director to:

1\) Exercise SMA and Engineering Authority through delegation to the SMA
and Engineering Directors at JSC.

2\) Convene an Independent Review for programs and projects at major
milestones to ascertain technical readiness.

3\) Approve the flight readiness of programs and projects for which
he/she is the Engineering Authority.

4\) Provide for organizational and financial independence of the
technical authorities at JSC and develop a policy for handling
dissenting opinions that are based on the personal responsibility which
each individual has to adhere to the Agency's shared core values of
safety, teamwork, integrity, and mission success.

d\. Provides regular review and reporting of program and project
performance in accordance with Agency program and project policies.
Provides input for the Agency Program Management Council reviews.

e\. Coordinates and communicates JSC's program, project, and policy
implementation activities with other Centers and Headquarters on a
regular basis.

## f. Represents NASA and JSC in promoting and maintaining good public and community relations and providing for the widest practical and appropriate dissemination of information concerning space activities.

## g. Maintains the capability to develop space vehicles and space systems as follows:

## 1) Provides the workforce and associated development, design, and sustaining engineering support to the Space Shuttle, ISS, and Constellation Program, as well as the Commercial Crew/Cargo Project.

## 2) Provides vehicle, system, and subsystem expertise that are critical to both the Agency and JSC for future roles in space utilization and exploration.

## h. Plans and conducts space flight, crew, and aircraft operations as follows:

## 1) Provides Agency-wide consolidated operations support environment for space networks, command and control facilities, operations data processing and planning systems, and telecommunications systems.

## 2) Conducts flight operations for the Space Shuttle Program and ISS Program Office, including providing the flight and support environment to satisfy mission objectives and ensure mission safety.

## 3) Provides Agency-wide project management of Extravehicular Activity (EVA) services to the Space Shuttle and ISS programs and support for future programs requiring low-g (gravity) or surface EVA capabilities, including all EVA-related research and development activities.

## 4) Manages flight crew operations including selection and training.

## 5) Conducts aircraft operations in support of astronaut flight readiness training, high-altitude research, low-g flight evaluations, orbiter transportation, Agency logistics, and administrative functions.

## i. Plans and conducts ground-based and flight operational and research programs in the fields of human research (health care, environmental and human factors, adaptation, and countermeasures) and Astromaterials Research and Exploration Sciences (ARES-lunar and planetary science, astromaterials science, orbital debris, and Earth observations sciences).

## j. Develops and integrates scientific, medical, and technological experiments and payloads to be flown on the Space Shuttle, ISS, and future exploration vehicles.

## k. Integrates all JSC implementing Center requirements and objectives, including schedules, budgets, technical requirements, and safety and reliability standards. 

l\. Provides concurrence to the Agency CFO regarding the assignment,
promotion, discipline, and relief of the principal financial official at
JSC. Also, provides the Agency CFO with a written evaluation of the
principal financial official at JSC, which shall be attached to that
individual's annual performance appraisal.

## 5.5.3 [SPECIAL RELATIONSHIP]{.underline} 

## 

## 5.5.3.1 Serves as a member of NASA's Strategic Management Council (SMC), Program Management Council (PMC), and Operations Management Council (OMC).

## 5.5.3.2 Promotes the Agency's strategic goals and, with common purpose of achieving NASA's Vision for Space Exploration and mission, supports all the Agency's Centers and Mission Directorates.

## 5.5.3.3 Provides the independent technical authority, independent safety and mission assurance, project management, and engineering support for resident programs and projects, while program authority is retained at NASA Headquarters.

## 5.5.4 [LINE OF SUCCESSION]{.underline}. In the following order: Deputy Director, Johnson Space Center and Associate Director (Management). 

## ![](media/image16.wmf){width="8.501388888888888in" height="6.374305555555556in"}

## [5.6 JOHN F. KENNEDY SPACE CENTER](#_5.6_John_F_1) 

## 5.6.1 [MISSION]{.underline}. The Kennedy Space Center (KSC) is responsible for the Agency's space launch processing and services, and planning/implementation of ground operations for the Vision for Space Exploration. KSC manages the processing, launch, and recovery of the Space Shuttle; International Space Station elements, and associated payloads; and provides acquisition and technical management of commercially available launch services. 

**5.6.2 [RESPONSIBILITIES]{.underline}**[.]{.underline} All NASA Center
Directors report to the NASA Associate Administrator and are responsible
for developing and managing the Center's institutional capabilities
(such as, processes, competency development and leadership, human
capital, facilities, and independent review) required for the execution
of programs, projects, and missions assigned to the Center.

5.6.2.1 Specifically, the Center Director for KSC:

a\. Provides technical and institutional resources to satisfy program
requirements and schedules to include engineering and safety and mission
assurance; and ensures that human, financial, physical, and other
supporting resources are properly applied to programs.

b\. Maintains a safe and healthy, environmentally friendly work
environment for the workforce and ensures safety, reliability, and
quality assurance for all Center activities.

c\. Is the Safety and Mission Assurance (SMA) and Engineering Authority
for all NASA projects or subprojects and for delegated programs hosted
at KSC. This role requires the Center Director to:

1\) Exercise SMA and Engineering Authority through delegation to the SMA
and Engineering Directors at KSC.

2\) Convene an Independent Review for programs and projects at major
milestones to ascertain technical readiness.

3\) Approve the flight readiness of programs and projects for which
he/she is the Engineering Authority.

4\) Provide for organizational and financial independence of the
technical authorities at KSC and develop a policy for handling
dissenting opinions that are based on the personal responsibility which
each individual has to adhere to the Agency's shared core values of
safety, teamwork, integrity, and mission success.

d\. Provides regular review and reporting of program and project
performance in accordance with Agency program and project policies.
Provides input for the Agency Program Management Council reviews.

e\. Coordinates and communicates KSC's program, project, and policy
implementation activities with other Centers and Headquarters on a
regular basis.

## 

## f. Represents NASA and KSC in promoting and maintaining good public and community relations and providing for the widest practical and appropriate dissemination of information concerning space activities.

## g. Provides space systems processes, testing, and launch and recovery techniques and applies new technologies to support extended human exploration of space.

## h. Designs, constructs, operates, and maintains KSC ground facilities, ground-support equipment, and other systems to meet customer launch site needs, including using innovative and integrated science and engineering techniques that enable safer, lower cost of access to space and extended human exploration. 

## i. Teams with space launch vehicle designers at other NASA Centers and with industry to ensure lessons learned from processing of launch vehicles are incorporated into future generations to improve their maintainability, supportability, reliability, and safety and to reduce cost of access to space.

## j. Operates and maintains ground-support equipment, facilities, and logistics support for NASA launch and recovery activities conducted at KSC, Cape Canaveral Air Force Station, Vandenberg Air Force Base, and Space Shuttle orbiter contingency sites worldwide. 

## k. Conducts the final preparation and integrated checkout of vehicles, spacecraft, payloads, launch facilities, ground-support equipment, and launch and recovery operations at all launch sites referenced in paragraph 5.6.2.1j.

## l. Provides the launch site support, ground processing, and integration of ISS elements, logistics, and research experiments.

## m. Provides institutional and technical services in direct support of the Constellation Program, Launch Services Program, Space Shuttle, and ISS customers.

## n. Develops, tests, and deploys technologies to support NASA programs and provides test beds, laboratories, tools, and expertise in the related areas.

o\. Provides concurrence to the Agency CFO regarding the assignment,
promotion, discipline, and relief of the principal financial official at
KSC. Also, provides the Agency CFO with a written evaluation of the
principal financial official at KSC, which shall be attached to that
individual's annual performance appraisal.

##  

## 5.6.3 [SPECIAL RELATIONSHIPS]{.underline} 

5.6.3.1 Serves as a member of NASA's Strategic Management Council (SMC),
Program Management Council (PMC), and Operations Management Council
(OMC).

## 5.6.3.2 KSC implements Agency policy and direction regarding investments, facilities, and personnel competencies, especially in the context of resolving disputes, coordinating through the appropriate Agency forums.

## 5.6.3.3 KSC supports the Launch Services Program, which provides acquisition and technical management of commercially available launch services including vehicle integration and launch campaign support for the Agency, with payload processing, institutional and business resources, capabilities, and expertise.

## 5.6.3.4 KSC is a supporting Center to the Space Shuttle program in the areas of preflight and launch and recovery operations, flight hardware spares, and launch site logistics. This includes test, processing, and integration of Space Shuttle elements. KSC also provides certain logistics services for other NASA Centers supporting the Space Shuttle program.

## 5.6.3.5 KSC is a supporting Center for the ISS program in the areas of preflight and launch and recovery operations, launch site logistics support, resupply, and customer utilization. This includes the integration, testing, and processing for research experiments and other payloads for the ISS.

## 5.6.3.6 KSC is a supporting Center for the Constellation Program providing operational knowledge and expertise for the design and processing of spacecraft and launch systems.

## 5.6.3.7 Promotes the Agency's strategic goals and, with the common purpose of achieving NASA's Vision for Space Exploration and mission, supports all the Agency's Centers and Mission Directorates.

## 5.6.3.8 Center activities assigned by the Agency include Drug-Free Workplace Laboratory Services, Employee Relocation Services, NASA\'s Contracting Intern Program, Recycling and Affirmative Procurement, NASA Acquisition Pollution Prevention, Specifications Kept Intact, Security/Law Enforcement Standards and Training, Fire Protection Program, Metrology and Calibration, Range Safety, NASA-wide Aerospace Fluids Acquisition and Management, and NASA Emergency Preparedness Program.

## 5.6.4 [LINE OF SUCCESSION]{.underline}. In the following order: Deputy Director, Kennedy Space Center; Associate Director, Kennedy Space Center; Director, Advanced Planning Office; Director, Launch Vehicles Processing Directorate; Director, ISS and Spacecraft Processing Directorate; Manager, Launch Services Program; and Director, Constellation Project Office.

## ![](media/image1.wmf)

## [5.7 LANGLEY RESEARCH CENTER](#_5.7_Langley_Research_1) 

## 5.7.1 [MISSION]{.underline}. The Langley Research Center (LaRC) pioneers the future in space exploration, scientific discovery, and aeronautics through research and development of technology, scientific instruments and investigations, and exploration systems.

**5.7.2 [RESPONSIBILITIES]{.underline}**[.]{.underline} All NASA Center
Directors report to the NASA Associate Administrator and are responsible
for developing and managing the Center's institutional capabilities
(such as, processes, competency development and leadership, human
capital, facilities, and independent review) required for the execution
of programs, projects, and missions assigned to the Center.

5.7.2.1 Specifically, the Center Director for LaRC:

a\. Provides technical and institutional resources to satisfy program
requirements and schedules to include engineering and safety and mission
assurance; ensures that human, financial, physical, and other supporting
resources are properly applied to programs.

b\. Maintains a safe and healthy, environmentally friendly work
environment for the workforce and ensures safety, reliability, and
quality assurance in all Center activities.

c\. Is the Safety and Mission Assurance (SMA) and Engineering Authority
for all NASA projects or subprojects and for delegated programs hosted
at LaRC. This role requires the Center Director to:

1\) Exercise SMA and Engineering Authority through delegation to the SMA
and Engineering Directors at LaRC.

2\) Convene an Independent Review for programs and projects at major
milestones to ascertain technical readiness.

3\) Approve the flight readiness of programs and projects for which
he/she is the Engineering Authority.

4\) Provide for organizational and financial independence of the
technical authorities at LaRC and develop a policy for handling
dissenting opinions that are based on the personal responsibility which
each individual has to adhere to the Agency's shared core values of
safety, teamwork, integrity, and mission success.

d\. Provides regular review and reporting of program and project
performance in accordance with Agency program and project policies.
Provides input for the Agency Program Management Council reviews.

e\. Coordinates and communicates LaRC's program, project, and policy
implementation activities with other Centers and Headquarters on a
regular basis.

## f. Represents NASA and LaRC in promoting and maintaining good public and community relations and providing for the widest practical and appropriate dissemination of information concerning space activities.

## g. Provides and manages an institutional base for long-term stewardship of a national capability in support of NASA, other Federal and state agencies, and components of U.S. industry engaged in advanced research and technology in aeronautics and space. Additionally, extends these technologies to nonaerospace applications which enhance the U.S. economic posture.

h\. Provides concurrence to the Agency CFO regarding the assignment,
promotion, discipline, and relief of the principal financial official at
LaRC. Also, provides the Agency CFO with a written evaluation of the
principal financial official at LaRC, which shall be attached to that
individual's annual performance appraisal.

**5.7.3 [SPECIAL RELATIONSHIPS]{.underline}**. Serves as a member of
NASA's Strategic Management Council (SMC), Program Management Council
(PMC), and Operations Management Council (OMC).

## 

## 5.7.4 [LINE OF SUCCESSION]{.underline}. In the following order: Deputy Director, Langley Research Center; Associate Director for Operations; and Chief of Staff. 

![](media/image2.wmf){width="8.626388888888888in"
height="5.501388888888889in"}

**Change 1...March 16, 2007**

**5.8 [GEORGE C. MARSHALL SPACE FLIGHT CENTER]{.underline}**

**5.8.1 [MISSION]{.underline}.** Marshall Space Flight Center (MSFC)
serves as a systems developer and integrator for exploration and science
missions. It advances Agency priorities with its full life-cycle
engineering capabilities, developing and integrating human and
scientific space flight systems from concept to development to
operation. The Center's work in advanced materials and manufacturing
processes and scientific research in specialized areas rounds out its
portfolio.

**5.8.2 [RESPONSIBILITIES]{.underline}.** All NASA Center Directors
report to the NASA Associate Administrator and are responsible for
developing and managing the Center's institutional capabilities (such
as, processes, competency development and leadership, human capital,
facilities, and independent review) required for the execution of
programs, projects, and missions assigned to the Center.

5.8.2.1 Specifically, the Center Director for MSFC:

a\. Provides technical and institutional resources to satisfy program
requirements and schedules to include engineering and safety and mission
assurance; ensures that human, financial, physical, and other supporting
resources are properly applied to programs.

b\. Maintains a safe and healthy, environmentally friendly work
environment for the workforce and ensures safety, reliability, and
quality assurance in all Center activities.

c\. Is the Safety and Mission Assurance (SMA) and Engineering Authority
for all NASA projects or subprojects and for delegated programs hosted
at MSFC. This role requires the Center Director to:

1\) Exercise SMA and Engineering Authority through delegation to the SMA
and Engineering Directors at MSFC.

2\) Convene an Independent Review for programs and projects at major
milestones to ascertain technical readiness.

3\) Approve the flight readiness of programs and projects for which
he/she is the Engineering Authority.

4\) Provide for organizational and financial independence of the
technical authorities at MSFC and develop a policy for handling
dissenting opinions that are based on the personal responsibility which
each individual has to adhere to the Agency's shared core values of
safety, teamwork, integrity, and mission success.

d\. Provides regular review and reporting of program and project
performance in accordance with Agency program and project policies.
Provides input for the Agency Program Management Council reviews.

e\. Coordinates and communicates MFSC's program, project, and policy
implementation activities with other Centers and Headquarters on a
regular basis.

f\. Represents NASA and MSFC in promoting and maintaining good public
and community relations and providing for the widest practical and
appropriate dissemination of information concerning space activities.

g\. Ensures alignment of MSFC implementing plans with the Agency's
strategic direction by sustaining the institutional capability to
analyze, plan, evaluate, and communicate performance.

h\. Provides concurrence to the Agency CFO regarding the assignment,
promotion, discipline, and relief of the principal financial official at
MSFC. Also, provides the Agency CFO with a written evaluation of the
principal financial official at MSFC, which shall be attached to that
individual's annual performance appraisal.

5.8.2.2 MSFC's institutional capabilities deliver the following
solutions:

a\. Space Transportation and Propulsion Systems\--embodying the Center's
Space Shuttle propulsion and new launch systems expertise, including
experience with propulsion and space transportation elements, systems,
and subsystems.

b\. Space Systems Development and Integration\--involving the Center's
development and engineering expertise that forms the base for expanding
and renewing MSFC's capabilities in flight projects, science, and
exploration missions, including spacecraft and scientific systems.

c\. Scientific Research and Instrument Development\--encompassing the
Center's research and development capabilities in astrophysics, large
optics development and testing, Earth science, and exploration systems.

d\. Advanced Materials and Manufacturing\--integrating the Center's
capabilities to discover, develop, and apply materials and processes for
transportation and propulsion systems and spacecraft and instrument
development.

5.8.2.3 The Center provides the capability to support the following
resident projects and activities:

a\. Space Shuttle Propulsion Project Offices.

b\. Operation of the Payload Operation Center for management of science
aboard the International Space Station.

c\. Crew Launch Vehicle and Heavy Lift Launch Vehicle Project Offices,
including first and upper stage design and engine development, systems
engineering and full vehicle stack integration, and safety and mission
assurance.

d\. Robotic Lunar Exploration Program (RLEP) and RLEP-2 Project Office.

e\. Discovery and New Frontiers program, Chandra X-ray Observatory, and
Gravity Probe-B.

**5.8.3 [SPECIAL RELATIONSHIPS]{.underline}**

5.8.3.1 Serves as a member of NASA's Strategic Management Council (SMC),
Program Management Council (PMC), and Operations Management Council
(OMC).

5.8.3.2 Provides program and project management, systems, and
engineering expertise to other NASA Centers.

5.8.3.3 Provides scientific and technical research knowledge to
appropriate Agency Mission Directorates and other NASA Centers.

5.8.3.4 Provides Agency management and support in technical areas such
as network communications, the NASA Data Center, the Integrated
Enterprise Management Program, and Agency enterprise applications
including the personnel, logistics, Agency payroll, and the NASA
Operational Environment Team.

5.8.3.5 Oversees the National Space Science and Technology Center, a
collaborative research and education initiative, in cooperation with the
State of Alabama, other Government agencies, academia, and industry.

**5.8.4 [LINE OF SUCCESSION]{.underline}.** In the following order:
Deputy Director, Marshall Space Flight Center; Associate Director,
Marshall Space Flight Center; Director, Engineering Directorate,
Marshall Space Flight Center; and Director, Shuttle Propulsion Office,
Marshall Space Flight Center.

## ![](media/image3.wmf){width="8.872222222222222in" height="6.629861111111111in"}

## [5.9 JOHN C. STENNIS SPACE CENTER](#_5.9_John_C_1) 

## 5.9.1 [MISSION]{.underline}. Stennis Space Center (SSC) implements NASA's mission in areas assigned by three Agency Mission Directorates. Manages Rocket Propulsion Testing for the Space Operations and Exploration Systems Mission Directorates. Serves as Systems Engineering Center for and manages assigned applied sciences program activities for the Science Mission Directorate. Serves as Federal manager and host Agency of a major Government multiagency Center. 

**5.9.2 [RESPONSIBILITIES]{.underline}**. All NASA Center Directors
report to the NASA Associate Administrator and are responsible for
developing and managing the Center's institutional capabilities (such
as, processes, competency development and leadership, human capital,
facilities, and independent review) required for the execution of
programs, projects, and missions assigned to the Center.

5.9.2.1 Specifically, the Center Director for SSC:

a\. Provides technical and institutional resources to satisfy program
requirements and schedules to include engineering and safety and mission
assurance; ensures that human, financial, physical, and other supporting
resources are properly applied to programs.

b\. Maintains a safe and healthy, environmentally friendly work
environment for the workforce and ensures safety, reliability, and
quality assurance in all Center activities.

c\. Is the Safety and Mission Assurance (SMA) and Engineering Authority
for all NASA projects or subprojects and for delegated programs hosted
at SSC. This role requires the Center Director to:

1\) Exercise SMA and Engineering Authority through delegation to the SMA
and Engineering Directors at SSC.

2\) Convene an Independent Review for programs and projects at major
milestones to ascertain technical readiness.

3\) Approve the flight readiness of programs and projects for which
he/she is the Engineering Authority.

4\) Provide for organizational and financial independence of the
technical authorities at SSC and develop a policy for handling
dissenting opinions that are based on the personal responsibility which
each individual has to adhere to the Agency's shared core values of
safety, teamwork, integrity, and mission success.

d\. Provides regular review and reporting of program and project
performance in accordance with Agency program and project policies.
Provides input for the Agency Program Management Council reviews.

e\. Coordinates and communicates SSC's program, project, and policy
implementation activities with other Centers and Headquarters on a
regular basis.

## f. Represents NASA and SSC in promoting and maintaining good public and community relations and providing for the widest practical and appropriate dissemination of information concerning space activities.

## g. Manages, operates, develops, and maintains NASA Rocket Propulsion Test capabilities and associated processes and procedures.

## h. Provides test operations services to NASA, the Department of Defense, industry, and other customers for the development of propulsion systems, engines, subsystems, and components.

## i. Accomplishes development, flight certification, and acceptance testing of the Space Shuttle Main Engines and derivatives.

## j. Manages NASA\'s effort to extend the benefits of Earth-Sun Division science and technology and information investments by applying a systems engineering approach to advance Federal partners' decision support tools that serve the Nation. 

## k. Manages SSC as an integrated multiagency Federal laboratory for the programmatic benefit of NASA and the other Federal and state agencies in residence.

l\. Provides concurrence to the Agency CFO regarding the assignment,
promotion, discipline, and relief of the principal financial official at
ARC. Also, provides the Agency CFO with a written evaluation of the
principal financial official at ARC, which shall be attached to that
individual's annual performance appraisal.

## 5.9.3 [SPECIAL RELATIONSHIPS]{.underline} 

5.9.3.1 Serves as a member of NASA's Strategic Management Council (SMC),
Program Management Council (PMC), and Operations Management Council
(OMC).

## 5.9.3.2 SSC has program management responsibility for managing all of the Agency\'s rocket propulsion test assets.

5.9.3.3 SSC has program management responsibility for applying a systems
engineering approach to benchmark the benefits of assimilating NASA
Earth-Sun research results into decision-support tools in areas of
national priority.

5.9.3.4 SSC supports other Centers in their lead program roles.

5.9.3.5 SSC promotes the Agency's strategic goals and, with the common
purpose of achieving NASA's Vision for Space Exploration and mission,
supports all the Agency's Centers and Mission Directorates.

**5.9.4 [LINE OF SUCCESSION]{.underline}**. In the following order:
Deputy Director, Stennis Space Center; Associate Director, Stennis Space
Center; Director, Engineering and Science Directorate; and Director,
Center Operations Directorate.

![](media/image4.wmf){width="8.872222222222222in"
height="6.629861111111111in"}

[**5.10 NASA ENGINEERING AND SAFETY CENTER**](#_5.10_NASA_Engineering_1)

5.10.1 **[MISSION]{.underline}**. The NASA Engineering and Safety Center
(NESC), managed at the Langley Research Center, serves as a major
Agency-wide technical resource focused on engineering excellence
supporting the safety and success of NASA missions. The NESC provides
independent engineering and technical expertise to evaluate technical
problems and supplement Center-based engineering and safety activities
for NASA programs. The NESC shall perform independent engineering
assessments, analysis, and testing to ensure technical adequacy and,
thus, the safety of NASA activities. In relation to the Center's
mission, the term "safety" encompasses those aspects of NASA system
designs and operations that are important to mission success and that
relate to potential risks to the public, to NASA, and to contractor
flight and ground personnel. The term "engineering" signifies any of the
professional technical design, manufacturing, and operational
disciplines, including systems engineering and the various assurance
engineering disciplines. The NESC serves the safety and mission
assurance, engineering, and program/project communities as a
value-added, independent resource.

5.10.2 **[RESPONSIBILITIES]{.underline}**. The NESC Director reports to
the NASA Chief Engineer and performs the following activities:

5.10.2.1 Provides a centralized location for the management of
independent engineering assessment supported by expert personnel and
state-of-the-art tools and methods for the purpose of ensuring safety.

5.10.2.2 Performs independent engineering review, analysis, and testing
to uncover technical vulnerabilities and to determine the appropriate
preventive or corrective action for NASA programs.

5.10.2.3 Performs independent safety and engineering trend analyses and
technical risk assessments utilizing program and discipline data sources
and state-of-the-art tools and techniques while looking for trends
across and within programs.

5.10.2.4 Provides technical leadership and expertise in support of
Agency engineering and safety and mission assurance assessments and
reviews (provides recommendations certifying the adequacy of areas
reviewed).

5.10.2.5 Facilitates and/or leads mishap investigations. Analyzes Agency
mishap and close-call data for trends and causes, develops
countermeasures for root causes, and disseminates information on
analysis results.

5.10.2.6 Promotes continual improvement of engineering and safety within
NASA by capturing, disseminating, and using knowledge gleaned both
inside and outside the Agency.

5.10.2.7 Assesses and validates existing analytical techniques,
engineering standards, models, simulations, and other tools for adequacy
and capability. Enhances or corrects deficient analytical techniques and
tools and develops advanced assessment techniques and tools.

5.10.2.8 Promotes the capture and dissemination of lifetime technical
experiences and knowledge of senior scientists and engineers through the
establishment and operation of the NESC Academy.

5.10.2.9 Participates as appropriate in Agency engineering and system
safety training and mentoring programs.

5.10.3 **[SPECIAL RELATIONSHIPS]{.underline}.** NASA Centers provide
technical personnel, resources, and facilities to support the NESC
mission.

5.10.4 **[LINE OF SUCCESSION]{.underline}.** Deputy Director, NASA
Engineering and Safety Center; and Deputy Director for Safety, NASA
Engineering and Safety Center.

![](media/image5.wmf){width="8.747222222222222in"
height="6.5368055555555555in"}

**5.11 [NASA SHARED SERVICES CENTER]{.underline}**

5.11.1 **[MISSION]{.underline}**. The NASA Shared Services Center
(NSSC), located at Stennis Space Center, serves as a major Agencywide
service resource that provides timely, accurate, high-quality, cost
effective, and customer-focused services for NASA. The NSSC serves the
information technology (IT), financial management, procurement, and
human resources communities as a value added, independent resource.
Increased operational efficiency and improved overall customer service
will be achieved through consolidated business and technical services.
By achieving synergy within and across functions the NSSC will reduce
resource requirements for institutional support areas and position NASA
for further business process improvements and innovations.

5.11.2 **[RESPONSIBILITIES]{.underline}**

5.11.2.1 The NSSC Executive Director reports directly to the Associate
Administrator for Institutions and Management and is responsible for the
following:

#### 5.11.2.2 Provides timely, accurate, high-quality, cost-effective, and customer-focused support for selected NASA businesses and technical services.

#### 5.11.2.3 Processes transactional work in the areas of IT, financial management, procurement, and human resources for NASA.

#### 5.11.2.4 Provides effective and consistent services for all employees and vendors by standardizing business processes and integrating systems and technology.

#### 5.11.2.5 Implements an organization that employs shared services leading practices in management and process development. {#implements-an-organization-that-employs-shared-services-leading-practices-in-management-and-process-development. .Normal-+-Dark-Blue}

#### 5.11.2.6 Promotes the Agency's strategic goals with the common purpose of achieving NASA's VSE and mission by providing support Agency-wide. {#promotes-the-agencys-strategic-goals-with-the-common-purpose-of-achieving-nasas-vse-and-mission-by-providing-support-agency-wide. .Normal-+-Dark-Blue}

#### 5.11.3 **[SPECIAL RELATIONSHIP]{.underline}**  {#special-relationship-2 .Normal-+-Dark-Blue}

5.11.3.1 NSSC shares an infrastructure alliance with the Stennis Space
Center to minimize infrastructure duplication.

5.11.3.2 NSSC works in cooperation with the following officials to
provide services at the NSSC:

a\. Chief Financial Officer to provide management of financial
management services.

b\. Assistant Administrator for Human Capital Management to provide
management of human resources services.

c\. Chief Information Officer to provide management of IT services.

d\. Assistant Administrator for Procurement to provide management of
procurement services.

[]{.mark}

5.11.4 **[LINE OF SUCCESSION]{.underline}**. In the following order:
Deputy Director, NSSC; Director for Service Delivery Directorate, NSSC;
Director for Business and Administration Office, NSSC; and Director of
Customer Satisfaction and Communications Office, NSSC.

#### ![](media/image6.wmf){width="8.372916666666667in" height="6.25625in"}

**5.12 [NASA SAFETY CENTER]{.underline}**

5.12.1 **[MISSION]{.underline}**. The NASA Safety Center (NSC), a tenant
organization located near and administratively supported by the Glenn
Research Center, serves as an Agency-wide resource for strengthening
Safety and Mission Assurance (SMA) capabilities and enabling more
uniform and effective SMA support for the safe and successful execution
of all NASA programs. The NSC promotes technical excellence through a
balanced program for leadership development, education, training,
communication, and information management in the SMA disciplines. The
term \"SMA\" refers to the disciplines that include safety, reliability,
maintainability, quality engineering, and quality assurance.

5.12.2 **[RESPONSIBILITIES]{.underline}**. The Director, NSC reports to
the Chief, Safety and Mission Assurance and manages the NSC in the
following activities:

5.12.2.1 Enhances knowledge and capabilities within the SMA community by
developing a technical excellence program that fosters education,
training, and leadership development within SMA and other engineering
disciplines.

5.12.2.2 Provides SMA technical support to Agency managers while
embracing the concept that SMA encompasses important engineering and
operations disciplines that enable and enhance the effective execution
of all NASA programs from concept through retirement or mission
completion.

5.12.2.3 Manages the audit, review, and assessment process for
evaluating and assuring conformance with Agency SMA requirements.

5.12.2.4 Facilitates the mishap investigation process and supports
mishap investigation boards. Performs in-depth analysis, risk
assessment, quality assurance, and trending of NASA's mishaps and
provides timely and relevant information to the NASA community to ensure
understanding and prevent recurrence as part of NASA\'s mishap
prevention efforts. Manages mishap data and provides a centralized
mishap information collection system for the Agency.

5.12.2.5 Captures and disseminates information of importance and
usefulness to the SMA community. Maintains a repository and serves as a
clearing house for essential data and information collected from the SMA
community.

5.12.3 **[SPECIAL RELATIONSHIP]{.underline}**. NASA Centers provide
technical personnel, resources, and facilities to support the NSC
mission.

5.12.4 **[LINE OF SUCCESSION]{.underline}**. Deputy Director, NASA
Safety Center; Director, Technical Excellence, NASA Safety Center; and
Director, Audits and Assessments, NASA Safety Center.

#### **Change 4...May 9, 2007**

#### ![](media/image7.wmf){width="9.000694444444445in" height="5.501388888888889in"}**Change 4...May 9, 2007**

#### [**CHAPTER 6: CHARTERS FOR NASA COUNCILS, COMMITTEES, BOARDS, AND PANELS**](#_CHAPTER_6:_CHARTERS)

## 

## 6.1 NASA CHARTERS 

## 6.1.1 Charters establish councils, committees, boards, and panels mandated by regulation, statute, the NASA Administrator, or Officials-in-Charge of Headquarters Offices. To the extent that a group is established by law, directive, or other authority, the charter cites specific authority. Council, committee, board, and panel chairs shall ensure meeting preparation, efficiency, and follow up on actions. Members are expected to attend and participate in scheduled meetings. 

## 6.1.2 The charters for NASA's three governing councils will be the only charters maintained in this directive. All other Agency-level advisory charters required by regulation, statute, program control, or directed by the Administrator will be housed in the [**NASA Online Directives Information System (NODIS) library.**](http://nodis3.gsfc.nasa.gov/Charters/NC_list.cfm) 

## 6.1.3 A list of the Federal Advisory Committee Act (FACA) Committees will be maintained in this directive and the charters for these committees will be maintained by the NASA Advisory Committee Management Officer, Office of External Relations. 

## 6.2 [FEDERAL ADVISORY COMMITTEE ACT (FACA) COMMITTEES]{.underline} 

## In 1972, the Federal Advisory Committee Act (FACA) (5 U.S.C. App., as amended) was enacted by Congress. FACA sets strict Government-wide requirements for the establishment, operation, oversight, and termination of any group established by the Government for the purpose of providing advice to the Government and which includes any non-Government employees in its membership.

## NASA currently has five Federal advisory committees. The charters for NASA\'s advisory committees are maintained and renewed in accordance with the procedures stipulated in FACA and in 41 CFR, Parts 101-6 and 102-3, the Federal Advisory Committee Management Final Rule.

## FACA requires an Advisory Committee Management Officer (ACMO) at each agency to provide management oversight of its respective advisory committees, ensure agency compliance with FACA provisions, and administer the chartering process. Government-wide oversight of FACA committees is provided by the U.S. General Services Administration (GSA). Unless the renewal of a committee charter is justified under the FACA, the charter automatically expires after a 2-year period (or as otherwise provided by law).

## NASA's own policies and procedures for its Federal advisory committees are documented in NPD 1150.1, Federal Advisory Committee Act Committees, with the Office of External Relations serving as the responsible office. The five NASA-chartered Federal Advisory Committees are shown below, along with their GSA advisory committee numbers: 

+--------------------------------+------+-----------------------------+
| ## Committee                   | ##   | ## Responsible Office       |
|                                |  GSA |                             |
|                                |  No. |                             |
+--------------------------------+------+-----------------------------+
| ## Aerospac                    | ##   | ##  O                       |
| e Safety Advisory Panel (ASAP) |  136 | ffice of External Relations |
+--------------------------------+------+-----------------------------+
| ## NASA Advisory Council (NAC) | ##   | ## O                        |
|                                | 1071 | ffice of External Relations |
+--------------------------------+------+-----------------------------+
| ## International Sp            | ## 2 | ## O                        |
| ace Station Advisory Committee | 7808 | ffice of External Relations |
+--------------------------------+------+-----------------------------+
| ## International Space Station | ## 2 | ## O                        |
|  Independent Safety Task Force | 9112 | ffice of External Relations |
+--------------------------------+------+-----------------------------+
| ## U.S.                        | ## 2 | ## O                        |
| Space-Based Positioning Naviga | 9124 | ffice of External Relations |
| tion and Timing Advisory Board |      |                             |
+--------------------------------+------+-----------------------------+

## 

## Charters for these committees are kept by the NASA Advisory Committee Management Division, Office of External Relations, NASA Headquarters.

##  

**6.3 [Strategic Management Council]{.underline}**

6.3.1 **[PURPOSE]{.underline}**

The Strategic Management Council (SMC) serves as the Agency's senior
decision-making body for strategic direction and planning. The SMC
determines NASA strategic direction and assesses Agency progress at the
VSE and mission level.

6.3.2 **[APPLICABILITY/SCOPE]{.underline}**

6.3.2.1 This charter applies to NASA Headquarters and NASA Centers,
including Component Facilities.

6.3.2.2 The scope of the SMC encompasses all activities conducted by
NASA. Governance by the council shall be used only in cases where
decisions require high degrees of integration, visibility, and approval.

6.3.3 **[AUTHORITY]{.underline}**

42 U.S.C. 2473(c)(1), Section 203(c)(1) of The National Aeronautics and
Space Act of 1958, as amended.

6.3.4 **[FUNCTIONS]{.underline}**

6.3.4.1 Specific SMC activities include:

a\. Setting NASA strategic direction, goals, architecture, and policies.

b\. Providing guidance for the formulation of the NASA Strategic Plan.

c\. Establishing the highest level metrics against which to measure
Agency performance.

d\. Establishing mission and budget priorities.

e\. Approving Agency-level requirements for all NASA programs.

f\. Approving major new initiatives.

g\. Serving as the senior leadership forum for making decisions on all
strategic Agency-level issues.

h\. Approving communications strategies.

6.3.4.2 The NASA Administrator serves as the chair and holds the
ultimate decision-making authority for the SMC. The Office of Program
Analysis and Evaluation (PA&E) provides functional support for the SMC
and facilitates the assessment, analysis, and preparation for
decision-making of all matters considered by the SMC.

6.3.5 **[MEMBERSHIP]{.underline}**

6.3.5.1 The membership of the SMC shall include the following positions:

a\. Administrator (chair).

b\. Deputy Administrator (alternate chair).

c\. Associate Administrator.

d\. Chief of Staff.

e\. Associate Administrator for Program Analysis and Evaluation.

f\. Chief Engineer.

g\. Chief of Strategic Communications.

h\. Chief, Safety and Mission Assurance.

i\. Chief Financial Officer.

j\. General Counsel.

k\. Chief Information Officer.

l\. Associate Administrators, Mission Directorates.

m\. Associate Administrator for Institution and Management.

n\. Assistant Administrator for Infrastructure and Administration.

o\. Center Directors.

6.3.5.1.1 Adjunct members, who attend meetings based on their need to
participate in the discussion of a specific agenda item, include the
following positions:

a\. Director, Strategic Investment Division, PA&E.

b\. Comptroller, Office of the Chief Financial Officer.

c\. Director, Office of Program and Institutional Integration.

d\. Director, Innovative Partnerships Program.

e\. Chief Health and Medical Officer.

6.3.5.2 The Administrator may appoint special members to the SMC.

6.3.5.3 The Associate Administrator for PA&E, subject to the approval of
the Administrator, appoints an Executive Secretary to facilitate the
activities of the SMC, coordinate meeting agendas, distribute minutes,
and ensures that information required for SMC deliberations is
distributed to the members on a timely basis.

6.3.6 **[MEETINGS]{.underline}**

The SMC meets once each month for regular sessions and as necessary for
emergent, time-critical matters.

6.3.7 **[DURATION]{.underline}**

The SMC will remain in existence indefinitely.

6.3.8 **[RECORDS]{.underline}**

The Executive Secretary is responsible for the maintenance of all
records associated with the SMC, including this charter.

**6.4 [PROGRAM MANAGEMENT COUNCIL]{.underline}**

6.4.1 **[PURPOSE]{.underline}**

The Program Management Council (PMC) serves as the Agency's senior
decision-making body for baselining and assessing program/project
performance and ensuring successful achievement of NASA strategic goals
and objectives.

6.4.2 **[APPLICABILITY/SCOPE]{.underline}**

6.4.2.1 This charter applies to NASA Headquarters and NASA Centers,
including Component Facilities.

6.4.2.2 The scope of the PMC encompasses all programmatic activities and
program-related institutional issues conducted by NASA. Governance by
the PMC shall be used only in cases where decisions require high degrees
of integration, visibility, and approval.

6.4.3 **[AUTHORITY]{.underline}**

42 U.S.C. 2473(c)(1), Section 203(c)(1) of The National Aeronautics and
Space Act of 1958, as amended.

6.4.4 **[FUNCTIONS]{.underline}**

6.4.4.1 Specific PMC activities include:

a\. Ensuring that NASA is meeting the commitments specified in the
relevant management documents for program/project performance and
mission assurance.

b\. Ensuring implementation and compliance with NPD 7120.4,
Program/Project Management and NPR 7120.5, NASA Program and Project
Management Processes and Requirements.

c\. Approving programs/projects' entry into subsequent life cycle
phases.

d\. Reviewing programs periodically.

e\. Approving Program Commitment Agreements.

f\. Reviewing special and out-of-cycle assessments.

g\. Approving the Mission Directorate strategic portfolio and its
associated risk.

6.4.4.2 The Associate Administrator serves as the chair and holds the
ultimate decision-making authority for the PMC. The PA&E provides
functional support for the PMC and facilitates the assessment, analysis,
and preparation for decision-making of all matters considered by the
PMC.

6.4.5 **[MEMBERSHIP]{.underline}**

6.4.5.1 The membership of the PMC shall include the following positions:

a\. Associate Administrator (chair).

b\. Chief Engineer (alternate chair).

c\. Deputy Administrator.

d\. Chief of Staff.

e\. Associate Administrator for Program Analysis and Evaluation.

f\. Chief of Strategic Communication.

g\. Chief, Safety and Mission Assurance.

h\. Chief Financial Officer.

i\. Chief Information Officer.

j\. Associate Administrators, Mission Directorates.

k\. Associate Administrator for Institutions and Management.

l\. Center Directors.

6.4.5.1.1 Adjunct members, who attend meetings based on their need to
participate in the discussion of a specific agenda item, include the
following positions:

a\. Director, Strategic Investment Division, PA&E.

b\. Comptroller, Office of the Chief Financial Officer.

c\. Director, Office of Program and Institutional Integration.

d\. Director, Innovative Partnerships Program.

e\. Chief Health and Medical Officer.

6.4.5.2 The Associate Administrator may appoint special members to the
PMC.

6.4.5.3 The Associate Administrator for PA&E, subject to the approval of
the Associate Administrator, appoints an Executive Secretary to
facilitate the activities of the PMC, coordinate meeting agendas,
distribute minutes, and ensure that information required for Council
deliberations is distributed to the members on a timely basis.

6.4.6 **[MEETINGS]{.underline}**

The PMC meets once each month for regular sessions and as necessary for
emergent, time-critical matters.

6.4.7 **[DURATION]{.underline}**

The PMC will remain in existence indefinitely.

6.4.8 **[RECORDS]{.underline}**

The Executive Secretary is responsible for the maintenance of all
records associated with the PMC, including this charter.

**6.5 [OPERATIONS MANAGEMENT COUNCIL]{.underline}**

6.5.1 **[PURPOSE]{.underline}**

The Operations Management Council (OMC) serves as NASA's senior
decision-making body for institutional plans and implementation
strategies. The council determines and assesses mission support
requirements to enable the successful accomplishment of the Agency's VSE
and mission.

6.5.2 **[APPLICABILITY/SCOPE]{.underline}**

6.5.2.1 This charter applies to NASA Headquarters and NASA Centers,
including Component Facilities.

6.5.2.2 The scope of the OMC encompasses all mission support activities
conducted by NASA, including, but not limited to, human capital,
infrastructure, financial, information services, acquisition,
institutional safety, security, strategic communications, health and
medical, and the development and management of all required business
systems, processes, and tools. Governance by the council shall be used
only in cases where decisions require a high degree of integration,
visibility, and approval.

6.5.3 **[AUTHORITY]{.underline}**

42 U.S.C. 2473(c)(1), Section 203(c)(1) of The National Aeronautics and
Space Act of 1958, as amended.

6.5.4 **[FUNCTIONS]{.underline}**

6.5.4.1 Specific OMC activities include:

a.  Setting mission support goals and objectives.

b.  Serving as the senior leadership forum for making decisions on
    institutional issues.

c.  Approving major new mission support initiatives, plans, and
    requirements.

d.  Providing leadership, guidance, and approval of the Mission Support
    Implementation Plan (MSIP).

e.  Overseeing and approving institutional risk plans and mitigation
    strategies.

f.  Establishing institutional metrics to measure performance against
    MSIP objectives.

g.  Reviewing progress on institutional initiatives, plans, and
    programs.

h.  Establishing institutional priorities and approving guidance for the
    formulation of corporate and institutional budgets.

i.  Overseeing Agency internal control, identifying deficiencies,
    reviewing corrective action plans, and evaluating progress against
    the plans.

j.  Providing prior review and concurrence on selected institutional
    issues with strategic implications before going forward to the
    Strategic Management Council to be briefed or for approval.

k.  Identifying and reviewing the status of Agency material weaknesses.

6.5.4.2 The NASA Deputy Administrator serves as the chair and holds the
ultimate decision-making authority for the council. The Office of
Program Analysis and Evaluation (PA&E) provides functional support to
the council and facilitates the assessment, analysis, and preparation
for decision-making of all matters considered by the council.

6.5.5 **[MEMBERSHIP]{.underline}**

6.5.5.1 The membership of the OMC shall include the following positions:

a\. Deputy Administrator (chair).

b\. Chief of Staff (alternate chair).

c\. Associate Administrator.

d\. Associate Administrator for Program Analysis and Evaluation.

e\. Chief Engineer.

f\. Chief of Strategic Communications

g\. Chief, Safety and Mission Assurance.

h\. Chief Financial Officer.

i\. General Counsel.

j\. Chief Information Officer.

k\. Chief Health and Medical Officer.

l\. Associate Administrators or Deputies, Mission Directorates.

m\. Associate Administrator for Institutions and Management.

n\. Assistant Administrator for Infrastructure and Administration.

o\. Executive Director for NASA Shared Services Center.

p\. Center Directors or Representatives.

6.5.5.1.1 Adjunct members, who attend meetings based on their need to
participate in the discussion of a specific agenda item, include the
following positions:

a\. Director, Strategic Investment Division, PA&E.

b\. Comptroller, Office of the Chief Financial Officer.

c\. Director, Office of Program and Institutional Integration.

d\. Director, Innovative Partnerships Program.

e\. Chief Health and Medical Officer.

6.5.5.2 The Administrator may appoint special members to the council.

6.5.5.3 The Associate Administrator for PA&E, subject to the approval of
the Deputy Administrator, appoints an Executive Secretary to facilitate
the activities of the council, coordinate meeting agendas, distribute
minutes, and ensure that information required for council deliberations
is distributed to the members on a timely basis.

6.5.6 **[MEETINGS]{.underline}**

The council meets as needed (typically once each month).

6.5.7 **[DURATION]{.underline}**

The council will remain in existence indefinitely.

6.5.8 **[RECORDS]{.underline}**

The Executive Secretary is responsible for the maintenance of all
records associated with the council, including this charter.

## CHAPTER 7: THE ORGANIZATIONAL CHANGE PROCESS

## 

## 7.1 CHANGES TO MISSION STATEMENTS AND ORGANIZATIONAL CHARTS

## Within the Mission Support Office of Institutions and Management, the Office of Human Capital Management is responsible for the administration of the NASA organizational change process.

## 7.1.1 Mission statements and organizational charts will be revised to reflect either of the following:

## a. Revision in the responsibilities of a Headquarters office or a Center.

## 

## b. Establishment of or changes to existing internal or external relationships with organizations, especially those organizations that rely on NASA for service or support to accomplish their programs.

## 7.1.2 APPROVAL LEVELS REQUIRED FOR CHANGES TO MISSION STATEMENTS AND ORGANIZATIONAL STRUCTURES

## 7.1.2.1 The Deputy Administrator will approve changes to mission statements and organizational charts for the Office of the Administrator, the Office of the Inspector General, the Office of Program Analysis and Evaluation, and the Mission Support Offices (except the Innovative Partnerships Program Office). 

## 

## 7.1.2.2 The Associate Administrator will approve changes to mission statements and organization charts for the Office of Safety and Mission Assurance, the Office of the Chief Engineer, the Innovative Partnerships Program Office, the Mission Directorates, and the Centers. 

## 

## 7.1.2.3 Changes to mission statements and organizational charts for Technical and Service Support Centers will be approved by the Deputy Administrator or the Associate Administrator depending on the Center's reporting structure.

## 7.1.2.4 The Officials-in-Charge of Headquarters Offices (OIC) and Center Directors will approve their mission statements and organizational structures below the level shown on the organization charts identified in Chapters 4 and 5. The corresponding organizational charts will be maintained by the OIC or Center Director.

## 7.1.3 DOCUMENTATION NEEDED FOR HEADQUARTERS ORGANIZATIONAL CHANGES

## a. A memo from the proposing official to the respective approval authority as identified in 7.1.2, through the AA for Institutions and Management describing the rationale for the changes being submitted. When the proposed changes may affect bargaining-unit employees, appropriate union notification will also be described in the memo.

## b. A new or revised mission statement which includes a narrative about the organization's mission, responsibilities, any special relationships, and line of succession. When changes to the mission statement also change the organizational structure (to include office name changes) an updated organizational chart will be submitted. If organizational changes do not affect the mission statement, a revised organization chart is all that needs to be submitted. 

## c. A current onboard position analysis and a proposed position plan based on the approved total office ceiling which reflects the number of positions by supervisor, scientist and engineer, professional and administrative, and clerical and support categories, as well as the total number of SES positions. The plan should also reflect an analysis of any proposed staffing or SES increases or decreases. This analysis will also address the effect of the proposed changes on tracked metrics such as the supervisor/employee ratio.

## 

## 7.1.4 COORDINATION PROCESS FOR HEADQUARTERS OFFICES

## 

## a. The Office of Internal Controls and Management Systems will review the proposed package for organizational structure and content. Upon concurrence, the package will be forwarded to the Office of Human Capital Management for processing.

## 

## b. The Office of Human Capital Management will review the submittal, prepare the revised/redlined mission statement, organizational chart, and the action document summary, and submit the package concurrently to the following offices for review/concurrence: 

## 

## (1) The Office of Institutions and Management (mandatory reviews by: Offices of Diversity and Equal Opportunity, Internal Controls and Management Systems, and Human Capital Management).

## (2) Office of the Chief Financial Officer.

## (3) Office of the General Counsel.

## (4) Office of the Inspector General. 

## (5) Office of Program and Institutional Integration.

## (6) Other Headquarters offices impacted by the proposed change. 

## c. Each reviewing official will concur or provide reasons for opposing the action. Nonconcurrences will be referred to the submitting office for resolution. Remaining conflicts will be resolved by the approving authority.

## d. Upon completion of the final approval/signature, changes will be incorporated into the NASA Online Directives Information System (NODIS). Agency Directives Managers will receive e-mail notification of all changes.

## 7.1.5 DOCUMENTATION NEEDED FOR CENTERS ORGANIZATION CHANGES

## a. Prior to submitting any packages to Headquarters, the Centers shall work with their respective Human Resources Office to ensure the proposed reorganization conforms to standard human resources policy. 

## b. A memo from the Center Director to the Associate Administrator, through the Director, Program and Institutional Integration and the Associate Administrator for Institutions and Management, describing the rationale for the changes being submitted. 

## c. A new or revised mission statement which includes a narrative about the Centers mission, responsibilities, any special relationships, and line of succession. When changes to the mission statement also change the organizational structure (to include office name changes) an updated organizational chart will be submitted. If organizational changes do not affect the mission statement, a revised organizational chart is all that needs to be submitted. 

## 7.1.6 COORDINATION PROCESS FOR CENTERS

## a. The Program and Institutional Integration Office will review the proposed package for consistency with Agency-level programmatic and institutional requirements and constraints. Upon concurrence, the package will be forwarded to the Office of Human Capital Management for processing.

## b. The Office of Human Capital Management will review the submittal, prepare the revised/redlined mission statement, organizational chart, and the ADS, and submit the package concurrently to the following offices for review/concurrence: 

## 

## (1) The Office of Institutions and Management (mandatory reviews by: Offices of Diversity and Equal Opportunity, Internal Controls and Management Systems, and Human Capital Management) 

## (2) Office of the Chief Financial Officer 

## (3) Office of the General Counsel 

## (4) Office of the Inspector General 

## (5) Program and Institutional Integration Office 

## (6) Other Headquarters offices impacted by the proposed change. 

## c. Each reviewing official will concur or provide reasons for opposing the action. Nonconcurrences will be referred to the submitting office for resolution. Remaining conflicts will be resolved by the approving authority.

## d. Upon completion of the final approval/signature, changes will be incorporated into the NASA Online Directives Information System (NODIS). Agency Directives Managers will receive e-mail notification of all changes.

## 7.1.7 ACTION TO EXPEDITE PROCESSING. During the planning stage of any organizational change, originators are encouraged to discuss the proposed changes with all stakeholders prior to submission into the formal approval process. Early coordination will enable these offices and the originators to identify and resolve any issues, eliminating potential delays in the formal approval process.

## 7.1.8 ANNOUNCEMENTS AND OTHER POST-APPROVAL ACTIONS. Special care should be taken to avoid premature release of information prior to final approval. The organization undergoing change is responsible for preparing announcements and other post-approval actions. At Headquarters, this action will be cleared with the AA for Institutions and Management. Public statements and press releases on changes to NASA organizations will be issued by the Office of Strategic Communications, NASA Headquarters, after appropriate coordination with external entities.

## 7.2 [NASA CHARTERS]{.underline} 

## 7.2.1 NASA CHARTERS: ESTABLISHED/REVISED TO REFLECT ANY OF THE FOLLOWING:

## Establishment of a new charter as mandated by statute, Executive order, or the Administrator.

## 7.2.2 APPROVAL LEVEL FOR CHARTERS. The Administrator or designee will approve charters maintained in Chapter 6. 

## 7.2.3 COMMUNICATIONS PROCESS FOR ESTABLISHING/CHANGING CHARTERS. 

## a. The Office of Program Analysis and Evaluation is responsible to prepare revisions for any of the three governance charters and forward them to OHCM for processing.