U.S. GOVERNMENT PUBLISHING OFFICE

32–515PDF WASHINGTON : 2019

SIXTY YEARS OF NASA LEADERSHIP 

IN HUMAN SPACE EXPLORATION: 

PAST, PRESENT, AND FUTURE 

HEARING 

BEFORE THE

SUBCOMMITTEE ON SPACE 

COMMITTEE ON SCIENCE, SPACE, AND 

TECHNOLOGY 

HOUSE OF REPRESENTATIVES 

ONE HUNDRED FIFTEENTH CONGRESS 

SECOND SESSION 

SEPTEMBER 26, 2018 

Serial No. 115–74 

Printed for the use of the Committee on Science, Space, and Technology 

( 

Available via the World Wide Web: http://science.house.gov 
(II) 

COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY 

HON. LAMAR S. SMITH, Texas, Chair 

FRANK D. LUCAS, Oklahoma 

DANA ROHRABACHER, California 

MO BROOKS, Alabama 

RANDY HULTGREN, Illinois 

BILL POSEY, Florida 

THOMAS MASSIE, Kentucky 

RANDY K. WEBER, Texas 

STEPHEN KNIGHT, California 

BRIAN BABIN, Texas 

BARBARA COMSTOCK, Virginia 

BARRY LOUDERMILK, Georgia 

RALPH LEE ABRAHAM, Louisiana 

GARY PALMER, Alabama 

DANIEL WEBSTER, Florida 

JIM BANKS, Indiana 

ANDY BIGGS, Arizona 

ROGER W. MARSHALL, Kansas 

NEAL P. DUNN, Florida 

CLAY HIGGINS, Louisiana 

RALPH NORMAN, South Carolina 

DEBBIE LESKO, Arizona 

EDDIE BERNICE JOHNSON, Texas 

ZOE LOFGREN, California 

DANIEL LIPINSKI, Illinois 

SUZANNE BONAMICI, Oregon 

AMI BERA, California 

ELIZABETH H. ESTY, Connecticut 

MARC A. VEASEY, Texas 

DONALD S. BEYER, JR., Virginia 

JACKY ROSEN, Nevada 

CONOR LAMB, Pennsylvania 

JERRY MCNERNEY, California 

ED PERLMUTTER, Colorado 

PAUL TONKO, New York 

BILL FOSTER, Illinois 

MARK TAKANO, California 

COLLEEN HANABUSA, Hawaii 

CHARLIE CRIST, Florida 

SUBCOMMITTEE ON SPACE

HON. BRIAN BABIN, Texas, Chair 

DANA ROHRABACHER, California 

FRANK D. LUCAS, Oklahoma 

MO BROOKS, Alabama 

RANDY HULTGREN, Illinois 

BILL POSEY, Florida 

STEPHEN KNIGHT, California 

BARBARA COMSTOCK, Virginia 

RALPH LEE ABRAHAM, Louisiana 

DANIEL WEBSTER, Florida 

ANDY BIGGS, Arizona 

NEAL P. DUNN, Florida 

CLAY HIGGINS, Louisiana 

LAMAR S. SMITH, Texas 

AMI BERA, California, Ranking Member 

ZOE LOFGREN, California 

DONALD S. BEYER, JR., Virginia 

MARC A. VEASEY, Texas 

DANIEL LIPINSKI, Illinois 

ED PERLMUTTER, Colorado 

CHARLIE CRIST, Florida 

BILL FOSTER, Illinois 

EDDIE BERNICE JOHNSON, Texas 
(III) 

C O N T E N T S 

September 26, 2018 

Page 

Witness List ............................................................................................................. 2 

Hearing Charter ...................................................................................................... 3 

Opening Statements 

Statement by Representative Brian Babin, Chairman, Subcommittee on 

Space, Committee on Science, Space, and Technology, U.S. House of Representatives ........................................................................................................... 4 

Written Statement ............................................................................................ 6 

Statement by Representative Ami Bera, Minority Ranking Member, Subcommittee on Space, Committee on Science, Space, and Technology, U.S. 

House of Representatives .................................................................................... 8 

Written Statement ............................................................................................ 10 

Statement by Representative Eddie Bernice Johnson, Ranking Member, Committee on Science, Space, and Technology, U.S. House of Representatives .... 12 

Written Statement ............................................................................................ 13 

Statement by Representative Lamar Smith, Chairman, Committee on Science, 

Space, and Technology, U.S. House of Representatives .................................... 14 

Written Statement ............................................................................................ 16 

Witnesses: 

Mr. William Gerstenmaier, Associate Administrator, Human Exploration and 

Operations Mission Directorate, NASA 

Oral Statement ................................................................................................. 19 

Written Statement ............................................................................................ 22 

Mr. Mark Geyer, Director, Johnson Space Center, NASA 

Oral Statement ................................................................................................. 31 

Written Statement ............................................................................................ 34 

Ms. Jody Singer, Director, Marshall Space Flight Center, NASA 

Oral Statement ................................................................................................. 35 

Written Statement ............................................................................................ 37 

Mr. Robert Cabana, Director, John F. Kennedy Space Center, NASA 

Oral Statement ................................................................................................. 39 

Written Statement ............................................................................................ 41 

Discussion ................................................................................................................. 42 

Appendix I: Answers to Post-Hearing Questions 

Mr. William Gerstenmaier, Associate Administrator, Human Exploration and 

Operations Mission Directorate, NASA .............................................................. 58 

Mr. Mark Geyer, Director, Johnson Space Center, NASA ................................... 73 

Ms. Jody Singer, Director, Marshall Space Flight Center, NASA ....................... 77 

Mr. Robert Cabana, Director, John F. Kennedy Space Center, NASA ............... 84 

Appendix II: Additional Material for the Record 

Document submitted by NASA ............................................................................... 92 

(1) 

SIXTY YEARS OF NASA LEADERSHIP 

IN HUMAN SPACE EXPLORATION: 

PAST, PRESENT, AND FUTURE 

WEDNESDAY, SEPTEMBER 26, 2018 

HOUSE OF REPRESENTATIVES, COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY, Washington, D.C. 

The Subcommittee met, pursuant to call, at 2:11 p.m., in Room 

2318 of the Rayburn House Office Building, Hon. Brian Babin 

[Chairman of the Subcommittee] presiding. 
2 

lAMAA S. SMITH, Texas 

CHAIRMAN 

~ngrcss of the ti.nitcd eStates 

"!!louse or 'Rfprcstntatiocs COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY 

2321 RAYBURN HouSE OFFICE BUILDING 

WASHINGTON, OC 20515-6301 

1202)225-6371 

www . .eianc:~~.huUIOI!I.gnv 

EOOlE BERNICE JOHNSON, TaKas 

RANKING MEMBER 

60 Years of NASA Leadership in Human Space Exploration: 

Past, Present, and Future 

Wednesday, September 25,2018 

2:00p.m. 

2318 Rayburn House Office Building 

Witnesses 

Mr. William Gerstenmaier, Associate Administrator, Human Exploration 

and Operations Mission Directorate, NASA 

Mr. Mark Geyer, Director, Johnson Space Center, NASA 

Ms. Jody Singer, Director, Marshall Space Flight Center, NASA 

Mr. Robert Cabana, Director, John F. Kennedy Space Center, NASA 
3 

TO: 

FROM: 

DATE: 

SUBJECT: 

U.S. HUUSt; ut· KEPKESt:NTATIVt:S 

COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY 

Charter 

Members, Committee on Science, Space, and Technology 

Majority Staff, Committee on Science, Space, and Technology 

September 26, 2018 

Space Subcommittee Hearing: "60 Years of NASA Leadership in Human Space 

Exploration: Past, Present, and Future" 

On Wednesday, September 26 at 2:00p.m. in Room 2318 of the Rayburn House Office 

Building, the Subcommittee on Space will hold a hearing titled, "60 Years of NASA Leadership 

in Human Space Exploration: Past, Present, and Future." 

Hearing Purpose 

To provide NASA and Center Directors with significant Human Spaceflight 

responsibilities the opportunity to describe how they are positioning their respective centers to 

enable NASA to execute successfully a sustainable human exploration program that mitigates the 

negative impacts experienced in the course of prior human spaceflight program transitions. 

Witnesses 

• Mr. William Gerstenmaier, Associate Administrator, Human Exploration and 

Operations Mission Directorate, NASA 

• Mr. Mark Geyer, Director, Johnson Space Center, NASA 

• Ms. Jody Singer, Director, Marshall Space Flight Center, NASA 

• Mr. Robert Cabana, Director, John F. Kennedy Space Center, NASA 

Staff Contact 

For questions related to the hearing, please contact Mr. Ryan Faith, Professional Staff 

Member, Space Subcommittee, or Ms. Sara Ratliff, Professional Staff Member, Space 

Subcommittee, at 202-225-6371. 
4 

Chairman BABIN. Good afternoon. The Subcommittee on Space 

will now come to order. 

Without objection, the Chair is authorized to declare recesses of 

the Subcommittee at any time. 

Welcome to today’s hearing titled, ‘‘60 Years of NASA Leadership 

in Human Space Exploration: Past, Present, and Future.’’ I’ll recognize myself for 5 minutes for an opening statement. 

The 36th Congressional District of Texas is home to the Johnson 

Space Center, a source of pride for all Texans. Representing my 

constituents and JSC has been one of the proudest and most exciting experiences during my Congressional tenure. I am honored to 

have the privilege of serving as the Chairman of the Space House 

Subcommittee as well. This role has shown me just how vital 

NASA is to our Nation. 

Sixty years of outstanding achievements by NASA have served to 

lay the foundation for even more incredible feats over the next 60 

years. Every single one of these remarkable accomplishments 

would not have occurred had it not been for the amazing individuals who have made up the NASA team over the years. The unique 

capabilities and experience of the workforce at each of NASA’s centers, three of which are represented here today, were very critical 

in helping NASA accomplish such audacious goals. To accomplish 

remarkable feats in the future, our NASA centers, workforce, and 

industry must be healthy and vibrant. 

One of the first bills signed into law this Congressional session 

was the 2017 NASA Transition Authorization Act, which directed 

NASA to provide a Human Exploration Roadmap. Although that 

report arrived a little later than originally planned, it is finally 

here. 

The new National Space Exploration Campaign laid out in the 

report not only charts a bold course for American human space exploration in the years and decades to come, it also provides an opportunity for JSC to continue serving a central role in exploration, 

as the expertise in Houston is critical to taking our astronauts beyond low-Earth orbit. As I said in my July 25 column in the Houston Chronicle, the next time any American sets foot on the Moon 

or Mars, I want to again ensure that the first word from the surface is ‘‘Houston.’’ To meet these new goals, we need to build upon 

and cultivate the invaluable and unique capabilities of each center 

and to utilize their irreplaceable workforce, which is a competitive 

asset for our Nation. 

Following the passage of the 2017 NASA authorization, I introduced H.R. 5503, the 2018 NASA Authorization Act. This bill reaffirms JSC’s leadership role in human spaceflight operations and 

consolidates NASA’s systems and integration work on space suits, 

providing greater efficiencies, preserving the industrial base, and 

keeping JSC’s engineering and space operations capabilities ‘‘front 

and center.’’ 

Just this morning, I introduced the Leading Human Spaceflight 

Act to provide further Congressional direction to NASA. This bill 

reaffirms JSC’s leadership role as the home of American human 

spaceflight, and this legislation also recognizes that, based on their 

historical role and extensive expertise and capabilities, Johnson 

Space Center is the logical center to serve a lead role in program 
5 

management, systems engineering, program integration, and operations for NASA’s human space exploration program, particularly 

those outlined in the Human Space Exploration Campaign. 

As I’ve said before, the ISS is the crown jewel of America’s 

human spaceflight program. Leadership in LEO returns tremendous economic benefits of space exploration to Earth. My bill promotes policy that will lead to a permanent and continuous U.S. 

human presence in LEO and authorizes NASA to operate the ISS 

until 2030, or until we have demonstrated a sustainable lower-cost 

alternative. At the same time, NASA is directed to start work with 

the private sector in developing the commercial capabilities to meet 

America’s future needs in low-Earth orbit. 

And while I’ve talked at length about JSC this afternoon, space 

exploration is a team effort, and I am very, very proud of the work 

done at all of our NASA centers. We must ensure that we learn 

from the past to prevent the detrimental gaps in prior transitions 

and protect our most important asset—the people—the irreplaceable workforce that have brought us this far and will take us into 

the next 60 years of space exploration. 

[The prepared statement of Chairman Babin follows:] 
6 

COMMITTEE ON 

SCIENCE, SPACE, & TECHNOLOGY 

Lamar Smith, Chairman 

For Immediate Release 

September26, 2018 

Media Contacts: Heather Vaughan, Bridget Dunn 

(202) 225-6371 

Statement from Chairman Brian Babin (R-Texas) 

60 Years of NASA Leadership in Human Space Exploration: Past Present and Future 

Chairman Babin: The 36th Congressional District of Texas is home to Johnson Space 

Center, a source of pride for all Texans. Representing my constituents and JSC has 

been one of the proudest and most exciting experiences during my congressional 

tenure. I am honored to have the privilege of serving as Chairman of the House 

Subcommittee on Space. This role has shown me how vital NASA is to the nation. 

Sixty years of outstanding achievements by NASA have served to lay the foundation 

for even more incredible feats over the next 60 years. 

Every single one of these remarkable accomplishments would not have occurred had 

it not been for the amazing individuals who have made up the NASA team over the 

years. The unique capabilities and experience of the workforce at each of NASA's 

centers. three of which are represented here today, were critical in helping NASA 

accomplishing such audacious goals. To accomplish remarkable feats in the future. 

our NASA centers. workforce and industry must be healthy and vibrant. 

One of the first bills signed into law this Congressional session was the 2017 NASA 

Transition Authorization Act, which directed NASA to provide a Human Exploration 

Roadmap. Although that report arrived later than originally planned, it is finally here. 

The new National Space Exploration Campaign laid out in the report not only charts a 

bold course for American human space exploration in the years and decades to 

come, it also provides an opportunity for JSC to continue serving a central role in 

exploration-as the expertise in Houston is critical to taking our astronauts beyond low 

Earth orbit. As I said in my July 25th column in the Houston Chronicle, the next time any 

American sets foot on the Moon or Mars, I want to again ensure, the first word from the 

surface is "Houston." To meet these new goals, we need to build upon and cultivate 

the invaluable and unique capabilities of each Center and utilize the irreplaceable 

workforce which is a competitive asset for our nation. 

Following the passage of the 2017 NASA Authorization, I introduced H.R. 5503, the 2018 

NASA Authorization Act. This bill reaffirms JSC's leadership role in human spaceflight 

operations and consolidates NASA's systems and integration work on space suits-
7 

providing greater efficiencies, preserving the industrial base, and keeping JSC's 

engineering and space operations capabilities "front and center". 

Just this morning, I introduced the Leading Human Spaceflight Act to provide further 

Congressional direction to NASA. This bill reaffirms Johnson Space Center's leadership 

role as the home of American human spaceflight. This legislation also recognizes that 

based on their historical role and extensive expertise and capabilities, Johnson Space 

Center is the logical center to serve a lead role in program management. systems 

engineering, program integration, and operations for NASA's human space 

exploration program-particularly those outlined in the Human Space Exploration 

Campaign. 

I've said it before-the International Space Station (ISS) is the crown jewel of America's 

human spaceflight program. Leadership in LEO returns tremendous economic benefits 

of space exploration to Earth. My bill promotes policy that will lead to a permanent 

and continuous US human presence in LEO and authorizes NASA to operate the ISS 

until 2030, or until we have demonstrated and sustainable lower cost alternative. At 

the same time. NASA is directed to start work with the private sector in developing the 

commercial capabilities to meet America's future needs in low-Earth orbit. 

While I have talked at length about JSC this afternoon-space exploration is a team 

effort and I am very proud of the work done at all of our NASA centers. WE MUST 

ENSURE that we learn from the past to prevent the detrimental gaps in prior transitions 

and protect our most important asset-the people-the irreplaceable workforce that 

have brought us this far and will take us into the next 60 years of space exploration. 

I thank the witnesses for joining us here today and look forward to their testimony. 

### 
8 

Chairman BABIN. And speaking of the invaluable workforce, I 

understand that NASA’s Flight Director class of 2018 is in the audience today. I just shook hands with all of them, I believe. These 

new Flight Directors have begun their training on flight control 

and vehicle systems, operational leadership, and training and risk 

management, and they aim to complete their training in 2019 and 

join an elite group of less than 100 Flight Directors who will lead 

America in our future human spaceflight missions. We welcome 

you today and thank you for your service. 

I want to thank the witnesses. I’m sorry I was running late. I 

didn’t get a chance to come in the room in there and get to shake 

your hands. We had to vote, and I rushed in as quickly as I could, 

but I want to thank you for—each and every one of you for being 

here, and I look forward to your testimony. 

Let me introduce—what do we have? Oh, I now recognize the 

Ranking Member. I don’t have that page. I’m sorry. Sorry about 

that—— 

Mr. BERA. Don’t worry. 

Chairman BABIN. —Ranking Member. I now recognize the Ranking Member, the gentleman from California, a good friend, for an 

opening statement. 

Mr. BERA. Thank you, Mr. Chairman, and thank you for calling 

this hearing on 60 years of NASA leadership in human space exploration, past, present, and future. I’ve said this often in this Committee when I think about the past, having grown up in Downey, 

California, which was the home of Rockwell International at that 

time and in the midst of the Apollo program, just the excitement 

of the late ’60s and early ’70s. In many ways that led to my interest in science. And while I didn’t become a NASA astronaut, I did 

go to medical school and become a doctor. 

And I think for a generation of kids, it led to kids going into engineering, kids going into the sciences and really captured our 

imagination. So, you know, the past and when we think about 

NASA, it is one of the iconic brands that has accomplished a lot, 

but it also in a sense of patriotism, it’s one of the things that we’re 

most proud about in the last 50 years. 

It’s also—when I—we think about the present, it’s not that often 

we get four senior-level NASA Administrators and the folks that 

are really on the forefront here, so thank you to the witnesses for 

being here and the work that you do and the pride that you give 

us as Americans. 

When we think about the future and we think about our NASA 

centers—and I think that’s something that the Chairman and I and 

the full committee have thought about. We really have to start giving NASA and our whole space program a roadmap, a strategic 

plan. We can’t change that strategic plan from Administration to 

Administration, particularly if we’re setting a goal—and my colleague Mr. Perlmutter from Colorado is not here, but he’d say well, 

the goal is to get to Mars by 2033. Well, if we are setting that goal, 

again, we’ve got to give NASA that roadmap and give the men and 

women and our commercial industries that roadmap so we can 

move forward with that. That was one of the things that made us 

very successful in the lunar mission was it didn’t matter if it was 

a Democratic Administration or Republican Administration. We set 
9 

a goal, we set our minds to it, we put our ingenuity into it, and 

we got there. And I think that’s certainly my hope is Congress 

working with the Administration does start to lay out what that 

roadmap looks like. 

With that I’d be interested as we start hearing from the witnesses within our centers, how can the centers be a cornerstone of 

that sustainability and how we move forward? In addition, what 

are the challenges that we might face as we look at those future 

missions, whether those are an aging workforce, if there’s a skills 

gap, et cetera, and what are some things that we should be focusing in on as we look at the question of the future, and where 

should we focus as Congress? 

And then what are some of the barriers in terms of funding and 

predictability, et cetera, because, again, if the goal is to go to Mars 

by 2033, we don’t know how we’re going to get there. We didn’t 

know how we were going to get to the Moon, but let’s set that challenge and then let’s put our shoulders into it and our ingenuity 

into it and then let’s go meet that challenge. 

So, again, thank all of you for your service and, you know, making this country proud. And again, I look forward to the testimony. 

Thank you. 

[The prepared statement of Mr. Bera follows:] 
10 

Good afternoon. 

OPENING STATEMENT 

Ranking Member Ami Bera (D-CA) 

of the Subcommittee on Space 

House Committee on Science, Space, and Technology 

Subcommittee on Space 

"60 Years of NASA Leadership in 

Human Space Exploration: Past, Present, and Future" 

September 26,2018 

Thank you Mr. Chairman for calling this hearing on "60 Years of NASA Leadership in Human 

Space Exploration: Past, Present, and Future" and welcome to our witnesses. It is not often that 

we have the privilege of hearing from a panel composed of only active NASA senior executives. 

Mr. Chairman, this Subcommittee and its Members know that NASA has done a lot during its 60 

years of operation and their human spaceflight accomplishments continue to have a special place 

in this country's history. I have often talked in this committee about how Apollo and the Moon 

landing drove my interest in science and my desire to become a physician. After serving on this 

committee, I know that I am not alone in having been inspired by NASA. Sadly, the missions 

planned to follow Apollo 17 were cancelled and we never were able to explore the Marius Hills 

volcanic domes on the Moon nor the Copernicus crater. As we all know, many ofNASA's 

missions take years to complete. 

With the goal of sending humans to the sUrface of Mars, the sequence of activities leading up to 

that goal will likely occur over several decades or more. Prior starts and stops and unscheduled 

transitions have taxed NASA's workforce, its supporting contractors, and the communities 

surrounding NASA centers. That's why it's critical that we find a way to sustain a multi-decadal 

program over several Congresses and Administrations. 

Late.last Friday, NASA fmally provided the Committee with its National Space Exploration 

Campaign report. Although I am appreciative of receiving it, I would have hoped it came closer 

to the December I, 2017 due date established in law. And while we are certain to have 

additional opportunities to discuss the details of the plan, today I hope to hear from NASA how 

this new campaign will enable, as the agency states in the report, an innovative and sustainable 

program of exploration that "does not assume or require significant funding increases". 

However, there are fundamental issues related to sustainability that we also need to discuss 

today. These include: 

• What allows a human space exploration to be sustainable? What can NASA centers do to 

ensure sustainability? 

• What negative impacts have centers and their surrounding communities experienced 

during past human spaceflight program transitions, both scheduled and unscheduled? 
11 

Do existing conditions at the centers and their surrounding communities make the reoccurrence of such negative impacts less likely or more likely, and does it vary by center? 

• Has NASA identified any gaps in the skills, knowledge, experience, or expertise needed to 

carry out its planned human spaceflight activities? Does NASA require additional 

authorities to address any workforce-related shortcomings? 

Well Mr. Chairman, as you can see, we have much to discuss today. Thank you and I yield back. 
12 

Chairman BABIN. Thank you. I now recognize the Ranking Member of the full Committee for a statement, the gentlewoman from 

Texas. 

Ms. JOHNSON. Thank you very much, Mr. Chairman. 

Good afternoon and welcome to all of our NASA witnesses. It’s 

really good to see all of you here from NASA. 

In concert with our international, academic, and commercial 

partners, NASA and the Nation are closer than we have been in 

decades to launching the world’s largest heavy-lift rocket, sending 

crew beyond the Earth’s neighborhood, launching humans to the 

International Space Station from domestic soil, and developing a 

shared vision on how to get humans to the surface of Mars. This 

is an exciting time in our nation’s space history, and NASA and its 

workforce are planning an important role in bringing these dreams 

to reality. 

So I’d like to take a moment to thank all of you from the NASA 

Centers and the Directors of the workforce that you represent, and 

the work that you do every day to achieve America’s goal. 

Last Friday, NASA transmitted the National Space Exploration 

Campaign report in response to direction in the NASA Transition 

Authorization Act of 2017. I’m pleased that we have finally received this report, and I look forward, Mr. Chairman, to a vigorous 

discussion of the report’s contents. The report was to provide the 

necessary plans to enable a human mission to Mars, a national 

goal enshrined in law. 

I also look forward to continuing our discussion of the proposed 

International Space Station transition. If Congress decides to end 

direct financial support for the Space Station at some point during 

the next decade, we will need a well-thought-out transition in 

place. A repeat of the negative experience that followed the end of 

the Shuttle program would not be in the best interest, and nor 

would it be consistent with the goal of a sustainable exploration 

program. 

And, Mr. Chairman, before closing, I want to say that it is important to recognize that today’s space program is not the government 

program that existed 60 years ago. The expanding number of space 

actors, both government and non-government, provide increased capabilities that NASA can leverage in meeting our space exploration 

goals. But it is equally important to recognize that, as NASA is 

doing with the International Space Station, we need NASA to provide the leadership required for a successful long-term collaborative 

partnership to send humans to Mars. 

I thank you, Mr. Chairman, for having this hearing, and I hope 

that we’ll follow a sensible course. Thank you. 

[The prepared statement of Ms. Johnson follows:] 
13 

OPENING STATEMENT 

Ranking Member Eddie Bernice Johnson (D-TX) 

House Committee on Science, Space, and Technology 

Subcommittee on Space 

"60 Years of NASA Leadership in 

Human Space Exploration: Past, Present, and Future" 

September 26,2018 

Good afternoon and welcome to all of our NASA witnesses. It is good to have you here. 

In concert with our international, academic, and commercial partners, NASA and the nation are 

closer than we have been in decades to launching the world's largest heavy-lift rocket, sending 

crew beyond the Earth's neighborhood, launching humans to the International Space Station 

from domestic soil, and developing a shared vision on how to get humans to the surface of Mars. 

This is an exciting time in our nation's space history, and NASA and its workforce are playing 

an important role in bringing these dreams to reality. So, I'd like to take a moment to thank all 

of the NASA Center Directors and the workforce they represent who work so hard each and 

every day to help achieve America's goals in space. 

Last Friday, NASA transmitted the "National Space Exploration Campaign Report" in response 

to direction in the NASA Transition Authorization Act of2017. I'm pleased that we have finally 

received this report. I look forward, Mr. Chairman, to a vigorous discussion of the report's 

contents. The report was to provide the necessary plans to enable a human mission to Mars, a 

national goal enshrined in law. 

I also look forward to continuing our discussion of the proposed International Space Station 

Transition. If Congress decides to end direct financial support of the Space Station at some point 

during the next decade, we will need a well-thought out transition in place. A repeat of the 

negative experience that followed the end of the Shuttle program would not be consistent with 

the goal of a sustainable exploration program. 

Before closing, Mr. Chairman, it is important to recognize that today's space program is not the 

government program that existed sixty years ago. The expanding number of space actors--both 

government and non-government-provide increased capabilities that NASA can leverage in 

meeting our space exploration goals. But it is equally important to recognize that, just as NASA 

is doing with the International Space Station, we need NASA to provide the leadership required 

for a successful long-term collaborative partnership to send humans to Mars. 

Thank you, Mr. Chairman, and I yield back. 
14 

Chairman BABIN. Yes, ma’am. Thank you. 

I now recognize the Chairman of the full Committee, the gentleman from Texas, Mr. Smith. 

Chairman SMITH. Thank you, Mr. Chairman. 

The recently released National Space Exploration Campaign report shows we are truly in an exciting time for our Nation and 

NASA. 

Our witnesses today include the head of NASA’s human 

spaceflight programs and the Directors of three NASA centers who 

carry out major human spaceflight responsibilities. Together, they 

are responsible for implementing and carrying out much of this 

campaign, and we are fortunate to have them with us. 

With clear Congressional direction, strong White House leadership, and NASA’s tremendous expertise, we have all the resources 

available to make significant progress in human space exploration. 

I’m pleased that NASA has delivered a Human Exploration Roadmap, as required by the 2017 NASA Transition Authorization Act. 

The National Space Exploration Campaign lays out a bold and 

achievable plan for human exploration that includes low-Earth 

orbit, the Moon, Mars, and beyond. The report also specifies key 

critical decision points for future human space exploration. By laying out an open architecture with key decision points, off ramps, 

and deadlines, the campaign demonstrates resilience, constancy, 

and sustainability. We cannot always predict which ambitious 

projects will succeed or what future missions may discover, but this 

campaign builds in opportunities to capitalize on successes while 

mitigating misfortunes. 

I believe this report also clarifies the Administration’s policy on 

the International Space Station and its future. Clearly, NASA and 

the Administration do not intend to abandon America’s presence in 

low-Earth orbit. This campaign lays out some of the first details 

about how the United States can preserve its leadership in lowEarth orbit, while extending its reach outward to the Moon, Mars, 

and beyond. 

At the same time, I note that Subcommittee Chairman Babin has 

introduced the Leading Human Spaceflight Act, which builds on 

the ISS Transition Report and the ISS policy laid out in the National Space Exploration Campaign report and provides forwardleaning Congressional leadership as we move into the next phase 

of low-Earth orbit utilization, and I want to thank the Chairman 

of the Subcommittee for introducing that legislation. 

I am sure that Mr. Gerstenmaier will agree that all of NASA’s 

centers play an important and vital role in our Nation’s space program. Each center is an incredible technological asset and engine 

of economic development. The goals and tasks laid out in the National Space Exploration Campaign will provide many opportunities for each center to bring their unique capabilities to bear. Three 

of those centers will be represented here today to tell us how they 

intend to contribute to this campaign and what it means for their 

workforces and their communities. 

As we near the end of this Congress, I cannot tell you how 

pleased I am with our progress in space over the last six years. We 

are on the verge of one of the most ambitious eras in space that 
15 

this country has ever seen. I hope the testimony we hear today will 

shed additional light on these exciting times. 

Thank you, Mr. Chairman, and I’ll yield back. 

[The prepared statement of Chairman Smith follows:] 
16 

A~~ COMMITTEE ON 

v~ ~£!!~N:£~c:n SPACE, & TECHNOLOGY 

For Immediate Release 

September 26, 2018 

Media Contacts: Heather Vaughan, Bridget Dunn 

(202) 225-6371 

Statement from Chairman Lamar Smith (R-Texas) 

60 Years of NASA Leadership in Human Space Exploration: Past Present, and Future 

Chairman Smith: The recently released National Space Exploration Campaign report 

shows we are truly in an exciting time for our nation and NASA. 

Our witnesses today include the head of NASA's human spaceflight programs and the 

directors of three NASA centers who carry out major human spaceflight responsibilities. 

Together, they are responsible for implementing and carrying out much of this 

Campaign and we are fortunate to have them before us. 

With clear Congressional direction, strong White House leadership, and NASA's 

tremendous expertise we have all the resources available to make significant progress 

in human space exploration. 

I'm pleased that NASA has delivered a human exploration roadmap as required by 

the 2017 NASA Transition Authorization Act. 

The National Space Exploration Campaign lays out a bold and achievable plan for 

human exploration that includes low-Earth orbit, the Moon, Mars, and beyond. The 

report also specifies key critical decision points for future human space exploration. 

By laying out an open architecture with key decision points, off ramps, and deadlines, 

the Campaign demonstrates resilience, constancy, and sustainability. 

We cannot always predict which ambitious projects will succeed or what future 

missions may discover, but this Campaign builds in opportunities to capitalize on 

successes while mitigating misfortunes. 

I believe this report also clarifies the Administration's policy on the International Space 

Station and its future. Clearly, NASA and the Administration do not intend to abandon 

America's presence in low-Earth orbit. 

This Campaign lays out some of the first details about how the U.S. can preserve its 

leadership in low-Earth orbit, while extending its reach outward to the Moon, Mars, and 

beyond. 
17 

At the same time, I note that Subcommittee Chairman Babin has introduced his 

Leading Human Spaceflight Act which builds on the ISS Transition Report and the ISS 

policy laid out in the National Space Exploration Campaign report and provides 

forward-leaning Congressional leadership as we move into the next phase of lowEarth orbit utilization. 

I am sure that Mr. Gerstenmaier will agree that all of NASA's Centers play an important 

and vital role in our nation's space program. Each Center is an incredible 

technological asset and engine of economic development. 

The goals and tasks laid out in the National Space Exploration Campaign will provide 

many opportunities for each center to bring their unique capabilities to bear. 

Three of those Centers are represented here today to tell us how they intend to 

contribute to this Campaign and what it means for their workforces and their 

communities. 

As we near the end of this Congress, I cannot tell you how pleased I am with our 

progress in space over the last six years. We are on the verge of one of the most 

ambitious eras in space that this country has ever seen. I hope the testimony we hear 

today will shed additional light on these exciting times. 

### 
18 

Chairman BABIN. Thank you. I appreciate you, Mr. Chairman. 

Now, I’d like to recognize the gentleman from Florida for an 

opening statement, Mr. Posey. 

Mr. POSEY. Thank you, Mr. Chairman, and thank you for holding 

this hearing. 

This year, we celebrate the 60th anniversary of the National Aeronautics and Space Administration, the world’s premier and most 

respected space exploration agency and the only federal agency 

tasked with space exploration. We’ve come a long way since the inspiring words of President Kennedy, who motivated this country to 

make and keep a promise to put a man on the Moon and return 

him safely to Earth by the end of the 1960s, not because it was 

easy but because it was hard. 

If I were to say, ‘‘Kitty Hawk,’’ everyone would immediately 

think of the Wright brothers and the first flight of man. If you say, 

‘‘Cape Canaveral’’ or ‘‘Kennedy Space Center,’’ most people, in my 

generation certainly, would say in return, ‘‘Mercury, Gemini, Apollo, Space Shuttle.’’ Our nation is so very proud of the men and 

women at our space center who continue the noble work of our 

space program. They know and we know that space exploration is 

demanding work and that they will meet any of the challenges, 

however bold that they may be in the future. 

As other members have mentioned earlier today, Members of 

Congress have been asking NASA for a detailed roadmap to Mars 

for several years now, and I’ve advanced a bipartisan legislative 

proposal to return to the Moon and to go onward to Mars from 

there. Today, we have bold leadership. The President’s directive, 

NASA, and the National Space Council are all preparing the way. 

America must not fall behind. I look forward to hearing our witnesses and learning more about the national space exploration 

strategy. 

Thank you, Mr. Chairman. 

Chairman BABIN. Yes, sir. Thank you. 

And now, I’d like to introduce our witnesses today. Mr. Bill 

Gerstenmaier, our first witness today, is the Associate Administrator of the Human Exploration and Operations Mission Directorate at NASA. He develops the strategic direction for all aspects 

of NASA’s human exploration of space and provides programmatic 

direction for the continued operation and the utilization of our 

International Space Station. Mr. Gerstenmaier began his NASA career in 1977, performing aeronautical research, and he’s managed 

NASA’s human spaceflight portfolio since 2011. He received a 

Bachelor of Science in aeronautical engineering from Purdue University and a Master of Science in mechanical engineering from the 

University of Toledo. Thank you for being here, Mr. Gerstenmaier. 

Our second witness today is Mr. Mark Geyer, Director of NASA’s 

Johnson Space Center in Houston, Texas, located in my district. In 

his role, Mr. Geyer leads a workforce of about 10,000 civil servants 

and contractor employees. He began his NASA career in 1990 and 

later joined the International Space Station program in 1994. He 

has served in a variety of roles there, including Chair of the Space 

Station Mission Management Team. Mr. Geyer earned both his 

Bachelor of Science and Master of Science degrees in aeronautical 
19 

and astronautical engineering from Purdue University in Indiana. 

Thank you for being here. 

Ms. Jody Singer, our third witness today, Director of NASA’s 

Marshall Space Flight Center in Huntsville, Alabama. Appointed in 

September of 2018 as the first woman to ever run Marshall. Ms. 

Singer manages one of NASA’s largest field installations with nearly 6,000 civil service and contractor employees and an annual budget of $2.8 billion. During her 32-year career at NASA, Ms. Singer 

has held leadership roles in human spaceflight, technology, and 

science programs and projects. Ms. Singer earned a bachelor’s degree in industrial engineering from the University of Alabama. 

Welcome. Your football team is just doing fantastic this year. 

And last but not least is Mr. Bob Cabana, our final witness 

today, Director of NASA’s John F. Kennedy Space Center, or KSC, 

in Florida. Mr. Cabana manages all NASA facilities and activities 

at the spaceport, including the team of civil service and contractor 

employees who operate and support numerous space programs and 

projects. Mr. Cabana was selected as an astronaut candidate in 

1985, and he served in a number of leadership positions at the 

Lyndon B. Johnson Space Center Astronaut Office. He has logged 

38 days in space. Mr. Cabana graduated from the U.S. Naval Academy in 1971 with a bachelor’s degree in mathematics. I welcome 

you as well, Mr. Cabana. 

I now recognize Mr. Gerstenmaier for 5 minutes to present his 

testimony. 

TESTIMONY OF MR. WILLIAM GERSTENMAIER, 

ASSOCIATE ADMINISTRATOR, 

HUMAN EXPLORATION AND 

OPERATIONS MISSION DIRECTORATE, NASA 

Mr. GERSTENMAIER. Thank you very much. It’s an honor to be 

here with this panel and also to represent the men and women of 

NASA. 

Stopping to reflect on the past, present, and future of human exploration at NASA on this 60th anniversary is important and worthy of serious discussion. As we look back on the past, we must be 

extremely careful. As we look back, we carry a bias in the way 

we—as we know the outcome of the events that transpired. We also 

tend to link decisions and outcomes in ways that may not be correct. We have a natural hindsight bias and have a tendency to remember only the good things or the tragedies, and we miss the 

subtle things that were critical to success. We miss understanding 

the difficult decisions that were made with little data and appear 

perfect—and appear as perfect decisions in hindsight. We also discount the role of luck in some of our outcomes. 

I can tell you from my own experience of having written many 

design requirements and flight rules in the past and now hearing 

the new generation of engineers and designers discuss the logic for 

these flight rules and design criteria, their perception today for the 

requirements and flight rules does not match the logic or the environment in which these requirements were written. We should 

learn from the past but recognize that our view of the past is 

flawed and try not to develop a strategy based solely on our perception of the past. There are also new processes and techniques that 
20 

did not exist in the past. We need to look for new approaches and 

develop new ways of designing systems and building hardware. 

The capabilities of others outside of NASA is radically different 

than in the past. Both private industry and countries have the ability to contribute in huge ways that were not possible in the past. 

And looking forward to the future, it’s difficult to predict the 

exact plan or capability that we need. Space Policy Directive–1 provides an appropriate solid base for the future. I’ll read from the 

policy. It says, ‘‘to lead an innovative and sustainable program of 

exploration with commercial and international partners, to enable 

human expansion across the solar system, and to bring back to 

Earth new knowledge and opportunities. Beginning with missions 

beyond low-Earth orbit, the United States will lead the return of 

humans to the Moon for long-term exploration and utilization, followed by human missions to Mars and other destinations.’’ 

This policy is great in that it does not over-specify the how but 

describes key considerations, that is, an innovative and sustainable 

program with commercial and international partners and to enable 

human expansion across the solar system. The policy even covers 

the why, to bring back to Earth new knowledge and opportunities. 

This is a good policy to build off of for the future. 

Rather than speculate on the future, let’s spend a few moments 

reflecting on the present. Today, we sit with more hardware in development for human spaceflight than at any time in our past. We 

have two commercial crew transportation systems nearing completion and ready for—ready to fly crew to the ISS in the next year: 

Boeing CST–100 and SpaceX Dragon. We have an Orion capsule 

ready for Exploration Mission 1 and the European Service Module 

for Orion that has completed assembly in Germany. The service 

module will shift to the Kennedy Space Center for integration with 

Orion in late October and will undergo 400 days of integrated testing at KSC in Plum Brook in Ohio prior to flight. 

The flight engines and solid rocket motors and liquid engines are 

ready for flight. The Space Launch System flight hardware is undergoing manufacturing and is planned to ship to Stennis next 

June for testing. In the next nine months, there will be two uncrewed flight tests to the ISS, a pad abort test for Boeing, a highaltitude abort test for SpaceX, a pad abort test for the Orion vehicle. Further, the Orion capsule pressure shell for the first human 

crewed mission around the Moon, EM–2, is at KSC beginning integration. This is an amazing time. Outside of NASA, we should also 

see the private sector suborbital flights with Virgin Galactic and 

Blue Origin next year. 

Lastly, we’ve had crews in space continuously for 18 years. The 

research being done by the crews on ISS is amazing, and the technology development will allow divisions of Space Policy Directive– 

1 to be accomplished. We are likely never to see another space facility as amazing as the International Space Station in our lifetimes. These may be the good old days for the future generation. 

We in human spaceflight are often accused of being too optimistic 

by review teams and inspectors. I like to think that we are appropriately optimistic. We must dream big to lead. The challenge of 

the lunar landing was huge and required appropriate optimism. We 

can do these big things, but there will always be risks, risks to the 
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lives of our astronauts, risks to our careers and legacies, risks to 

schedules and budgets. We can mitigate some of these obvious 

risks, but these risks cannot be truly managed or eliminated. We 

need to openly discuss these risks and make sure that they are understood. These risks are part of enabling human expansion across 

the solar system. Appropriate optimism is required to be a leader 

and to create the next 60 years of amazing accomplishments. 

I look forward to a good hearing. Thank you. 

[The prepared statement of Mr. Gerstenmaier follows:] 
22 

Statement of 

William H. Gerstenmaier 

HOLD FOR RELEASE 

UNTIL PRESENTED 

BY WITNESS 

September 26, 2018 

Associate Administrator for Human Exploration and Operations 

. National Aeronautics and Space Administration 

before the 

Subcommittee on Space, 

Committee on Science, Space, and Technology 

U.S. House of Representatives 

Mr. Chairman and Members of the Subcommittee, I am very pleased to appear before you today. NASA 

is proud to be at the forefront of a global effort to advance humanity's future in space, leading the world 

while expanding on our Nation's great capacity for exploration and innovation. This is a role the Agency 

has played for 60 years, leveraging the talent and hard work of America's skilled Government and 

aerospace industry workforce to push the boundaries of science, exploration, and technology development 

to achieve bold goals in the aviation and space arenas. Now, pursuant to Space Policy Directive-! (and 

consistent with the NASA Transition Authorization Act of 20 17), NASA is pursuing "an innovative and 

sustainable program of exploration with commercial and international partners to enable human 

expansion across the solar system and to bring back to Earth new knowledge and opportunities." We are 

working on a sustainable campaign of exploration, transitioning the International Space Station (ISS), 

returning humans to the surface of the Moon and lunar orbit, where we will build the systems, deep space 

infrastructure, and operational capabilities to expand human presence beyond the Earth-Moon system, 

eventually embarking on human missions to Mars and other destinations. 

The Past Is Prelude 

From its earliest days, NASA has pushed the envelope in human spaceflight, with the 1960s dominated 

by the Agency's efforts to land a man on the Moon and return him safely to the Earth before the end of 

the decade. The Apollo program sent nine crews around the Moon, with six of those conducting landings 

on the lunar surface. The 1970s saw Skylab, America's first space station, the Apollo-Soyuz mission, and 

the development of the remarkably capable Space Shuttle. From 1981 to 2011, NASA launched 135 

Space Shuttle missions, with crews conducting an array of research, repairing and extending the 

operational life of the Hubble Space Telescope, deploying space probes, delivering satellites, conducting 

docked missions with the Russian Mir space station, and playing a key role in building and supplying the 

ISS. In the 1990s, NASA worked with its international partners on the ISS, the first element of which 

was launched in November 1998. By the advent of the first expedition to ISS in November 2000, a new 

era of international collaboration in LEO had begun. With the retirement of the Space Shuttle in 2011, 

NASA relied on U.S. commercial providers for cargo transportation, and soon, Americans will be flying 

to and from ISS aboard vehicles owned and operated by U.S. industry- a very different paradigm from 

the framework used previously. ISS represents the current pinnacle of human spaceflight, building on 

NASA's 60-year history of achievement, yet it is also the starting point for an Exploration Campaign that 

will carry humanity out into the solar system. 
23 

Exploration Campaign 

The National Space Exploration Campaign builds on 18 years of Americans and our international partners 

living and working continuously on the ISS. It leverages the advances made in commercial launch 

vehicle capabilities, robotics, and other technologies, and accelerates in the next few years with the launch 

of the Orion capsule and Space Launch System (SLS) rocket which will expand human exploration to 

cislunar space and the surface of the Moon. 

A key component of establishing the first permanent, American presence and infrastructure on and around 

the Moon is the Gateway, a spacecraft assembled in cislunar space that will be used as a staging point for 

missions to the lunar surface and to deep space destinations. The Gateway will not be continuously 

occupied like the ISS. NASA currently envisions crew visits approximately once per year, so a strong 

focus is placed on robotic activities and infrastructure to foster ongoing investigations and operations that 

can operate autonomously between crew visits. Gateway in-space assembly starts with the launch of the 

power and propulsion element (PPE) no later than 2022 aboard a commercial rocket. Gateway ground 

testing, risk reduction, and development activities are already underway at NASA centers across the 

United States, including facilities in Ohio, Texas, Florida, Virginia, and Alabama, as well as in facilities 

of private sector partners in those states as well as in Colorado and Nevada. Following the successful inspace demonstration of the PPE and the delivery of the first pressurized Gateway modules, U.S. 

astronauts will be visiting before the end of 2024. 

As part of the Campaign, we will also begin sending increasingly capable robotic missions to the lunar 

surface in the next two years. Developed by U.S. commercial companies, these spacecraft will conduct 

scientific investigations, characterize resources, and provide lunar landing services to customers from 

America and around the world. Ultimately, these efforts will culminate in the safe landing of U.S. 

astronauts on the Moon before the end of the 2020s. 

We will also continue to execute sophisticated robotic missions to Mars while we work to develop and 

demonstrate the deep space capabilities required to safely send a human crew to the Red Planet. 

Activities across these domains are closely related and mutually supportive; for example, NASA's drive 

to conduct robotic and human exploration of the Moon informs the research and technology development 

we will conduct on the ISS and potential future orbital platforms, as well as the development of 

technologies needed for future Mars missions. Likewise, current and future robotic missions will provide 

vital science, reconnaissance, and technology demonstrations in support of future human exploration, in 

addition to their science objectives. NASA is actively working now to support sustainable exploration 

and development over the coming decades in all three domains. 

The Exploration Campaign has five strategic goals: 

1. Transition U.S. human spaceflight in LEO to commercial operations that support NASA and the 

needs of an emerging private sector market. 

2. Lead the emplacement of capabilities that support lunar surface operations and facilitate missions 

beyond cislunar space. 

3. Foster scientific discovery and characterization oflunar resources through a series of robotic 

missions. 

2 
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4. Return U.S. astronauts to the surface of the Moon for a sustained campaign of exploration and 

utilization. 

5. Demonstrate the capabilities required for human missions to Mars and other destinations. 

NASA will act as architect, mission leader, and in several key areas, systems integrator, defining an open 

architecture that meets National objectives. The Exploration Campaign will draw upon a variety of 

innovative partnerships with U.S. commercial industry, other Government agencies, academia, and 

international partners. We have designed the Exploration Campaign to enable early successes, relying on 

seamless collaboration across the Agency, including Deep Space Exploration Systems, Exploration 

Technology, LEO and Spaceflight Operations, and elements of Science, and the rapidly advancing 

capabilities of our commercial partners. I'll now describe our plans in each major domain of the 

Campaign- Earth Orbit, the Moon, and Mars - in more detail. 

Transitioning LEO 

The ISS will continue to serve as a core long-duration human spaceflight asset through at least 2024-

which will mark nearly 25 years of continuous human occupancy. Currently, NASA is leveraging the ISS 

to learn how to keep crews healthy and productive on deep space missions, and as a testbed to develop 

technologies to support those missions. The ISS is an experiential testing ground that enables discovery 

and development of advanced robotics, communications, medicine, agriculture, and environmental 

science. ISS also provides an example of international collaboration on large space projects. ISS can also 

enable the transition to commercial companies' use of LEO. NASA recently awarded 12 study contracts 

to industry to investigate the best way to use the ISS to enable commercial industry to take a lead role in 

LEO. The portfolio of selected studies will include specific industry concepts detailing business plans 

and the viability of habitable platforms, using Station or separate free-flying structures. 

Maintaining the ISS and future orbital platforms requires a fleet of vehicles to sustain a constant supply 

line of both crew and cargo. Under the original Commercial Resupply Services (CRS) contracts, our two 

commercial cargo partners, Space Exploration Technologies (SpaceX) and Orbital ATK (now Northrop 

Grumman), are providing cargo deliveries to the ISS. Under the new CRS-2 contracts, SpaceX, Northrop 

Grumman, and Sierra Nevada Corporation will deliver critical science, research, and technology 

demonstrations to the ISS over five years from 2020 through 2024. Working with our commercial crew 

partners, SpaceX and the Boeing Company, NASA plans to return crew launch capability to American 

soil in2019. 

Under the auspices of the ISS National Laboratory, managed by the Center for the Advancement of 

Science In Space (CASIS), NASA and CASIS continue to expand research on the ISS sponsored by 

pharmaceutical, technology, consumer product, and other industries, as well as by other Government 

agencies, such as the National Institutes of Health and the National' Science Foundation. Through 

CASIS' efforts, the ISS National Lab has reached full capacity for allocated crew time and upmass and 

downmass. NASA also works with commercial companies, such as NanoRacks, to support commercial 

activity on the ISS. 

NASA intends to transition from the current Government-dominated model of human space activities in 

LEO to a model where Government is only one customer for commercial services. Starting in 2018, the 

Agency will increase the breadth and depth of commercial and international LEO activities. NASA will 

expand partnerships in LEO to include new companies and new nations, including working with 

commercial partners to support new international astronaut visits. Based on inputs from current ISS 

partners, commercial and other stakeholders, NASA will shape the plan for the transition of LEO 

activities from direct Government funding to commercial services and partnerships, with new, 

3 
25 

independent commercial platforms or a non-NASA operating model for some form or elements of the ISS 

by 2025. In addition, NASA will expand public-private partnerships to develop and demonstrate 

technologies and capabilities to enable new commercial space products and services. 

Lunar Exploration 

NASA is building a launch and crew system- the Orion spacecraft, the heavy-lift SLS launch vehicle, 

and the supporting Exploration Ground Systems (EGS) - to support the Exploration Campaign. The 

Orion crew vehicle will carry up to four humans to deep space for up to 21 days. The Orion will also be 

able to transport and dock co-manifested modules to Gateway, and provide key initial life-support and 

abort capabilities. The SLS Block I cargo variant will be capable of delivering Orion to cislunar space in 

the early 2020s, and the Block !B SLS will be capable of delivering 8-10 metric tons co-manifested with 

Orion in the mid- to late-2020s. The first SLS/Orion mission will be the uncrewed Exploration Mission-! 

(EM-I), to be launched to lunar orbit in FY 2020, followed by the first crewed SLS/Orion mission, EM-2, 

no later than 2023. These SLS/Orion missions will demonstrate the capability to operate safely and 

productively around the Moon. These are the early steps on a journey that leads American astronauts into 

deep space, sustainably and permanently. 

SLS Core Stage integration and outfitting (including installation of the four RS-25 main engines 

developed from the Space Shuttle) has continued at Michoud Assembly Facility. EM-! flight hardware is 

being delivered to the Kennedy Space Center (KSC). SLS has continued a series of EM-I Design 

Certification Reviews, will conduct the Critical Design Review (CDR) for EM-2, and begin fabrication of 

components for EM-3 and beyond. For EM-I, the Orion European Service Module is scheduled to be 

delivered soon to the Operations and Checkout Building at KSC for integration with the Crew Module. 

NASA is accelerating the Ascent Abort-2 test (AA-2) into 2019, ahead ofEM-1. Structural work is 

already underway on Orion EM-2 flight hardware production. Orion has continued qualification testing 

of systems for EM-2. This year, EGS will complete the system verification and validation phase and 

begin the operations and integration phase in preparation for multi-element verification and validation for 

the Mobile Launcher, Pad, and Vehicle Assembly Building. 

NASA will also begin to build the in-space infrastructure for long-term exploration and development of 

the Moon by delivering to lunar orbit a power and propulsion element (PPE), planned to be launched in 

2022 on a commercial rocket, as the foundation of the Gateway. NASA released the PPE final Broad 

Agency Announcement (BAA) in September and proposals are due in November. This BAA is designed 

to leverage the commercial communication industry's extensive experience in building and operating 

spacecraft. The Gateway is envisioned to be a spacecraft operating in the vicinity of the Moon that 

demonstrates crewed and uncrewed operations in deep space. It will be incrementally built in place using 

SLS, the Orion crew vehicle, and commercial launch vehicles. The Gateway will be assembled in lunar 

orbit where it can be used as a staging point for missions to the lunar surface and destinations in deep 

space, providing a flexible human exploration architecture depending on mission needs. Although there 

are various concepts for its configuration, current analysis suggests the initial functionality will include 

four main capabilities: PPE; habitation; airlock to enable science and EVA; and logistics for cargo 

delivery, science utilization, exploration technology demonstrations, and potential commercial utilization. 

With the initial habitation capabilities delivered to cislunar space, crews of four -launched on Orionwill visit the Gateway on missions initially lasting 30 days and up to 90 days as new modules are added to 

complete Gateway's full capabilities. 

Gateway will enable system and operational demonstrations, scientific exploration, biological and 

biomedical science, and will serve as an eventual aggregation and departure point for crewed missions to 

the lunar surface and other deep space destinations. The Gateway will serve as a critical platform to 

conduct biological and biomedical studies that require a beyond-LEO space environment to study the 

4 
26 

response of biology (human and non-human organisms) to this new environment. A key science-enabling 

feature of this spacecraft is exposure of organisms to the deep space radiation environment for radiation 

and combined radiation/microgravity studies. The Gateway will also serve as a platform to mature 

necessary short- and long-duration deep space exploration capabilities in the 2020s, including highly 

reliable and dormancy-tolerant environmental control and life support systems; logistics reduction 

capabilities; advanced in-space propulsion; automated rendezvous and docking; radiation monitoring and 

mitigation capabilities; and integrated human-robotic mission operations, to name a few. 

NASA has established the Lunar Discovery and Exploration Program (LDEP) in the Science Mission 

Directorate and is leveraging the Agency's extensive lunar science experience and data for lunar 

exploration. We are jump-starting commercial partnerships, innovative approaches for building and 

launching sophisticated next-generation science instruments, and the development of small rovers that 

will reach the Moon's surface via commercial landers. The Agency is integrating science and human 

exploration goals, including the eventual return of humans to the Moon. Just this past year, scientists 

used data from NASA's Lunar Reconnaissance Orbiter to identifY areas in lunar craters that are cold 

enough to have frost present on the surface- ice that could provide crucial resources for exploration 

while also containing valuable information about the chemical makeup of the early solar system. 

NASA is supporting the development of commercial lunar exploration capabilities leading to a human 

lunar landing. The Advanced Cislunar and Surface Capabilities (ACSC) program in the Human 

Exploration and Operations Mission Directorate will focus on engaging U.S. industry partners using 

innovative approaches to combine lunar robotics, a cislunar presence, and lunar landing capabilities 

building up to a human-rated lander. In 2019, ACSC and LDEP will support initial risk reduction 

activities by incorporating results from the following. 

• The Lunar Cargo Transportation and Landing by Soft Touchdown (CATALYST) initiative is 

encouraging the development of U.S. private-sector robotic lunar landers capable of successfully 

delivering payloads to the lunar surface using U.S. commercial launch capabilities. 

• NASA issued a request for proposals (RFP) for Commercial Lunar Payload Services (CLPS) on 

September 6, 2018, encouraging the U.S. commercial space industry to introduce new 

technologies to deliver payloads to the Moon. NASA intends to award multiple contracts for 

these services through the next decade, with contract missions to the lunar surface expected to 

begin as early as 2019, and with a company's first delivery no later than Dec. 31, 2021. 

NASA is also working on the second phase of the Next Space Technologies for Exploration 

Partnerships (NextSTEP), an effort to stimulate deep-space capability development across the 

aerospace industry. Through NextSTEP, the Agency intends to seek proposals from industry in 

support of design analysis, technology maturation, system development and integration, and 

spaceflight demonstrations for human-class lunar landers. This will address the development of 

medium- to large-scale lunar lander capabilities that have extensibility to reusable, human-class 

landers to a wide range of destinations on the lunar surface. 

Ultimately, the Moon will also serve as a stepping-stone, a training ground, and a platform to 

strengthen commercial and international partnerships and prepare for future human missions to 

Mars and other destinations. 

NASA will advance robotic access to Mars in preparation for human exploration. The Agency will: 

• Continue the search for life with a Mars rover in 2020; 

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27 

Demonstrate technology to produce oxygen from Mars resources, critical for future human 

Mars missions; 

• Begin planning a first-ever sample-retnm Mars mission; 

• Prioritize and guide investments and partnerships in long-pole technology areas and resource 

characterization needed for deep-space exploration; and 

• Develop standards for human long-duration deep space transportation vehicles. 

Exploration Technology 

Critical to the Exploration Campaign, NASA will conduct research and promote technology development 

to address needs for human and robotic space exploration and to foster commercial expansion in LEO, 

cislunar space, and beyond. NASA's Technology research drives exploration by spanning the 

Technology Readiness Level spectrum, including investments in early-stage concepts and prototypes. 

Exploration Research and Technology key areas of focus will include: 

• Advanced environmental control and life support systems; 

• In-Situ Resource Utilization (ISRU); 

• Nuclear and solar power and propulsion technologies for exploration; 

• Advanced communications, navigation, and avionics; 

• In-space manufactnring and on-orbit assembly; 

• Advanced materials; 

Entry, Descent, and Landing; 

• Autonomous operations; and 

• Research to enable humans to safely and effectively operate in various space environments. 

NASA continues to partner with researchers across academia, industry, and within the Agency to explore 

transformative technologies and approaches. Upcoming early-stage innovation activities will investigate 

areas such as breakthrough propulsion, challenges in deep space human habitation, space-optimized 

energy systems, radiation protection, and materials. These areas are part of a comprehensive approach to 

efficiently support innovative discovery, progress toward important goals, and development of exciting 

new capabilities. 

In August, NASA selected 10 proposals from six U.S. companies, with a combined award value of 

approximately $44 million, to develop commercial space capabilities that benefit future NASA 

exploration missions in new public-private partnerships, including lunar lander and deep space rocket 

engine technologies. While these "Tipping Point' partnership selections will enable NASA's future 

science and human exploration missions, these awards will also grow the economy and strengthen the 

Nation's economic competitiveness. 

This past spring, NASA also selected I 0 companies to conduct stndies and advance ISRU technologies to 

collect, process, and use space-based resources for missions to the Moon and Mars. ISRU could increase 

safety and affordability of future human spaceflight missions by limiting the need to launch supplies such 

as oxygen and water from Earth. In the area of Flight Opportunities, suborbital flight providers are now 

on the verge of a significant leap forward, and payloads are beginning to fly from multiple providers. 

Given this success, NASA will shift our focus to funding more payload flights. To date, Flight 

Opportunities has enabled 122 flights of 93 payloads. There are an additional 62 payloads awaiting flight. 

Later this year, we look forward to the launch of the Green Propellant Infusion Mission and the Deep 

Space Atomic Clock on the U.S. Air Force's Space Technology Mission-2 on a SpaceX Falcon Heavy 

booster. 

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Conclusion 

As NASA celebrates its 60th anniversary, one of the Agency's key goals is opening the space frontier with 

the objective of extending human presence deeper into the solar system starting with returning humans to 

the Moon through a sustainable human and robotic spaceflight program. The Agency has developed a 

strategic, pioneering approach to expand the distance and duration of human space exploration, building 

off the research happening today on the International Space Station. NASA is pushing human presence 

deeper into space while making new discoveries and strengthening the Nation's diplomatic posture. We 

appreciate the Subcommittee's continued support, and I would be pleased to respond to your questions. 

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WILLIAM H. GERSTENMAIER 

ASSOCIATE ADMINISTRATOR FOR 

HUMAN EXPLORATION AND OPERATIONS 

William H. Gerstenmaier is the associate administrator for 

the Human Exploration and Operations Mission Directorate 

at NASA Headquarters in Washington, DC. In this position, 

Mr. Gerstenmaier provides strategic direction for all aspects 

of NASA's human exploration of space and cross-agency 

space support functions of space communications and 

space launch vehicles. He provides programmatic direction 

for the continued operation and utilization of the International 

Space Station, development of the Space Launch System 

and Orion spacecraft, and is providing strategic guidance 

and direction for the commercial crew and cargo programs 

that will provide logistics and crew transportation for the 

International Space Station. 

Mr. Gerstenmaier began his NASA career in 1977 at the 

then Lewis Research Center in Cleveland, Ohio, performing 

aeronautical research. He was involved with the wind tunnel 

tests that were used to develop the calibration curves for the air data probes used during entry on the 

Space Shuttle. 

Beginning in 1988, Mr. Gerstenmaier headed the Orbital Maneuvering Vehicle (OMV) Operations Office, 

Systems Division at the Johnson Space Center. He was responsible for all aspects of OMV operations at 

Johnson, including development of a ground control center and training facility for OMV, operations 

support to vehicle development, and personnel and procedures development to support OMV operations. 

Subsequently he headed the Space Shuttie/Space Station Freedom Assembly Operations Office, 

Operations Division. He was responsible for resolving technical assembly issues and developing 

assembly strategies. 

Mr. Gerstenmaier also served as Shuttle/Mir Program operations manager. In this role, he was the 

primary interface to the Russian Space Agency for operational issues, negotiating all protocols used in 

support of operations during the Shuttle/Mir missions. In addition, he supported NASA 2 operatiops in 

Russia, from January through September 1996 including responsibility for daily activities, as well as the 

health and safety of the NASA crewmember on space station Mir. He scheduled science activities, public 

affairs activities, monitored Mir systems, and communicated with the NASA astronaut on Mir. 

In 1998, Mr. Gerstenmaier was named manager, Space Shuttle Program Integration, responsible for the 

overall management, integration, and operations of the Space Shuttle Program. This included 

development and operations of all Space Shuttle elements, including the orbiter, external tank, solid 

rocket boosters, and Space Shuttle main engines, as well as the facilities required to support ground 

processing and flight operations. 

In December 2000, Mr. Gerstenmaier was named deputy manager, International Space Station Program 

and two years later became manager. He was responsible for the day-to-day management, development, 

integration, and operation of the International Space Station. This included the design, manufacture, 

testing, and delivery of complex space flight hardware and software, and for its integration with the 

elements from the International Partners into a fully functional and operating International Space Station. 

Named associate administrator for the Space Operations Mission Directorate in 2005, Mr. Gersten maier 

directed the safe completion of the last 21 Space Shuttle missions that witnessed assembly complete of 

the International Space Station. During this time, he provided programmatic direction for the integration 

and operation of the International Space Station, space communications, and space launch vehicles. 
30 

In 2011, Mr. Gerstenmaier was named to his current position as associate administrator for the Human 

Exploration and Operations Mission Directorate. 

Mr. Gerstenmaier received a bachelor of science in aeronautical engineering from Purdue University in 

1977 and a master of science degree in mechanical engineering from the University of Toledo in 1981. In 

1992 and 1993, he completed course work for a doctorate in dynamics and control with emphasis in 

propul~ion at Purdue University. 

Mr. Gerstenmaier is the recipient of numerous awards, including three NASA Certificates of 

Commendation, two NASA Exceptional Service Medals, a Senior NASA Outstanding Leadership Medal, 

the Meritorious Executive Presidential Rank Award, and Distinguished Executive Presidential Rank 

Award. He also was honored with an Outstanding Aerospace Engineer Award from Purdue University. 

Additionally, he was twice honored by Aviation Week and Space Technology for outstanding achievement 

in the field of space. His other awards include: the AIM International Cooperation Award; the National 

Space Club Astronautics Engineer Award; National Space Club Von Braun Award; the Federation of 

Galaxy Explorers Space Leadership Award; AIM International Award; the AIM Fellow; Purdue 

University Distinguished Alumni Award; and honored at Purdue as an Old Master in the Old Masters 

Program; recipient of the Rotary National Award for Space Achievement's National Space Trophy; Space 

Transportation Leadership Award; the AIM von Braun Award for Excellence in Space Program 

Management; and the AIM von Karman Lectureship in Astronautics. 

He is married to the former Marsha Ann Johnson. They have two children. 

October 2015 
31 

Chairman BABIN. Thank you very much for that testimony. 

Now, I recognize Mr. Geyer for 5 minutes to present his testimony. 

TESTIMONY OF MR. MARK GEYER, 

DIRECTOR, JOHNSON SPACE CENTER, NASA 

Mr. GEYER. Chairman Babin, Ranking Member Bera, thank you, 

and Members of the Subcommittee, thank you for the opportunity 

to be here today to discuss the ISS and human exploration. 

So NASA has an exciting and challenging future, and the Johnson Space Center stands ready to support the Human Exploration 

and Operations Mission Directorate and work in partnerships with 

our other NASA human spaceflight centers to enable that future. 

NASA’s JSC was established in 1961, and from the Gemini, Apollo, and Space Shuttle missions to today’s International Space Station and Orion programs, the center has led the development and 

operation of historic human spaceflight programs. JSC’s famed mission control center or MCC has been the operational hub of every 

American human space mission since Gemini IV. The MCC manages all activity on board the space station and will play a pivotal 

role in commercial crew vehicle flights flying astronauts to and 

from the ISS in the near future. The MCC will direct the flights 

of Orion when it launches on top of the Space Launch System that 

takes humans beyond low-Earth orbit for the first time since 1972. 

JSC is also home to the NASA’s Astronaut Corps and is responsible for training space explorers from the United States and our 

space station partner nations. As such, it is the principal training 

site for the ISS expedition crews. 

JSC also leads NASA’s flight-related scientific and medical research efforts and strives to make revolutionary discoveries and advances to benefit not only our ability to live and work in space but 

all of humankind. 

Technologies developed originally for spaceflight have already 

found a wide range of applications in medicine, energy, transportation, agriculture, communications, and electronics. JSC leads the 

development of the Orion spacecraft and provides space craft expertise in support of KSC’s Commercial Crew Program. JSC will lead 

a high-altitude test flight of Orion abort system in April of 2019, 

which will showcase the power and complexity of this critical system used to enhance crew safety during ascent. These efforts continue JSC’s legacy as human spacecraft development experts. 

The Johnson Space Center also has unique expertise in 

extravehicular activity, suit development, and operations. At JSC 

we manage EVA execution training integration, as well as development for the suits, systems, and support equipment. The United 

States has performed a total of 252 EVAs, totaling over 1,500 

hours, including over 1,000 hours of EVAs during the assembly and 

operation of the ISS program. 

The Johnson Space Center is a world leader in complex programmatic and system integration. For example, for more than 20 

years we have—JSC has managed the integration, assembly, and 

operation of the ISS. The space station is a multinational microgravity laboratory, continuously occupied since November of 2000. 

The ISS has hosted 232 individuals from 18 countries. An inter-
32 

national crew of six people live and work while traveling at a speed 

of five miles per second orbiting the Earth every 90 minutes. Microgravity, along with many other beneficial environmental conditions, 

provide a unique research environment to support bioscience, physical science, remote-sensing, and technology development projects. 

Over 2,400 investigations by over 100 countries have been performed in space station history, and this number increases every 

week. 

JSC has also developed and implemented cutting-edge partnering 

strategies. The Commercial Orbital Transportation Services program, COTS, and the cargo resupply contract strategy enabled two 

companies to develop launch vehicles and spacecraft through public-private partnerships, which now resupply critical cargo to the 

ISS. This initiative has shown the power and the challenges of the 

strategy which will be important—an important part of any future 

sustainable exploration plan. 

Looking forward, the White House Space Policy Directive–1 calls 

for the NASA Administrator to lead and innovative and sustainable 

program of exploration and commercial with—with commercial and 

international partners to enable human expansion across the solar 

system and bring back to Earth new knowledge and opportunities. 

JSC has demonstrated the capability to unite commercial and 

international partners to complete bold missions. 

By continuing the use of the ISS as a low-Earth orbit laboratory 

to buy down human risk factors presented by space travel and to 

develop the technologies that will enable humans to journey to the 

Moon and beyond, NASA has already established the foundation 

necessary to expand the frontier of human space exploration. Partnerships with commercial international partners have already been 

established to build, operate, and maintain the ISS and have established a template to follow for human expansion across the solar 

system. Knowledge gained on the space station has already benefited humans on Earth and points to the future promise of new 

knowledge and opportunities from human space exploration. 

NASA and JSC look forward to the future of human space exploration. Commercial companies are currently launching cargo to the 

space station from Virginia and Florida. In the very near future, 

the tempo of Americans spaceflight will increase exponentially as 

commercial companies prepare to launch American astronauts to 

the ISS from the United States. 

On August 3, 2018, at a ceremony at JSC we named the astronaut crew of brave men and women who will fly on our first commercial missions. This milestone was another reminder of JSC’s 

central role in human space exploration. 

As I mentioned before, the Orion and SLS will soon be flying humans beyond low-Earth orbit. These systems enable access to the 

lunar region and will be used in the near term to assemble and utilize elements of a human outpost around the Moon. 

JSC stands ready to apply its unique capabilities and complex 

program management, partnerships, system integration, operations, spacecraft design, and human health and performance in 

partnership with our fellow NASA centers, commercial partners, 

international partners as NASA fulfills the initiatives set forward 
33 

by the National Space Council and the White House. Thank you 

very much. 

[The prepared statement of Mr. Geyer follows:] 
34 

Mark S. Geyer 

Director, NASA Johnson Space Center 

MarkS. Geyer is the 12th director of NASA's Johnson Space Center, a position he assumed on May 

25, 2018. In this role, Geyer leads a workforce of approximately 10,000 civil servant and contractor 

employees at one of NASA's largest installations in Houston and the White Sands Test Facility in 

Las Cruces, New Mexico. 

Geyer began his NASA career in 1990 at NASA Johnson in the new business directorate. He joined 

the International Space Station Program in 1994, where he served a variety of roles until 2005, 

including chair of the space station Mission Management Team, manager of the ISS Program 

Integration Office and NASA lead negotiator with Russia on space station requirements, plans and 

strategies. 

From 2005 to 2007, Geyer served as deputy program manager of the Constellation Program, before 

transitioning to manager of the Orion Program, a position he held until 2015. Under Geyer's 

direction, Orion was successfully tested in space in 2014 for the first time, bringing NASA another 

step closer to sending astronauts to deep space destinations. 

After supporting Orion, Geyer served as deputy center director at NASA Johnson until September 

2017. In this role, he helped the center director manage a broad range of human spaceflight 

activities, including the center's annual budget of approximately $5.1 billion. 

From October 2017 to May 2018, Geyer served as the acting deputy associate administrator for 

technical for the Human Explorations and Operations Mission Directorate at NASA Headquarters in 

Washington. In this position, he was responsible for assisting the associate administrator in 

providing strategic direction for all aspects of NASA's human spaceflight exploration mission. 

Born in Indianapolis, Geyer earned both his Bachelor of Science and Master of Science degrees in 

Aeronautical and Astronautical Engineering from Purdue University in Indiana. 

Geyer is the recipient of the NASA Distinguished Service Medal, Meritorious Executive Rank Award 

and the Distinguished Executive Rank Award. 

He is married to Jacqueline Geyer, and they have three children. 
35 

Chairman BABIN. Yes, sir. Thank you for your testimony. 

I now recognize Ms. Singer for 5 minutes to present her testimony. 

TESTIMONY OF MS. JODY SINGER, 

DIRECTOR, MARSHALL SPACE FLIGHT CENTER, NASA 

Ms. SINGER. Thank you, Chairman Babin and Members of the 

Subcommittee. Thank you for this opportunity to address this Committee and represent Marshall Space Flight Center where I began 

my 32-year NASA career. 

I was recently honored to be named Center Director by the Administrator Jim Bridenstine. It is a privilege to testify before you 

with my colleagues here today. 

At Marshall we make human deep space exploration possible. As 

you know, one of our flagship programs is the Space Launch System. The Space Launch System is unmatched in its capabilities 

and will deliver human-rated spacecraft, habitats, along with unprecedented science missions to the Moon, to Mars, and beyond. 

Our work on SLS builds on nearly 60 years of leadership in human 

space exploration. 

At Marshall, we have a storied history of expertise in developing 

and integrating large, complex, human-rated systems on behalf of 

the agency and our country. It started with Apollo, then expanded 

to include Skylab, Hubble, Spacelab, Shuttle, Chandra, and eventually the International Space Station, or ISS. 

Marshall has been essential to the creation and utilization of the 

International Space Station, beginning with the integration of the 

modules. Node 1 was built in Huntsville with Marshall supporting 

the build and delivery of nodes 2 and 3. The U.S. laboratory was 

built in the Saturn V test facility in Huntsville, Alabama. The Marshall team designed and developed the Environmental Control and 

Life-Support System called the ECLSS, which provides water and 

oxygen for the crew. We’re using what we know about these essential and complex systems so that we can better enable long-term 

human exploration into deep space. 

For more than 17 years we have supported the ISS with our 24/ 

7 operations, 365-days-a-year management of science operations. 

We have hosted more than 2,300 research investigations from researchers in 103 countries to date. 

We also support the Commercial Crew Program, which will allow 

us to launch American astronauts from American soil to the ISS 

for the first time since the Shuttle program ended in 2011. In addition to SLS, ISS, and other technology development activities, we 

are excited to be working with commercial partners and other 

NASA centers on a number of robotic and human lander development programs, which will return our nation to the Moon. 

We have a long and storied role in our Nation’s human 

spaceflight program, and we couldn’t do it alone. At NASA, we are 

driven by partnerships and constantly reminded of the old saying, 

if you want to go fast, go alone. If you want to go far, we go together. Our partnerships with industry, with academia, and with 

other government entities are instrumental to our success. As we 

look ahead to what it will take to expand human presence in our 

solar system, we look forward to continue to provide our expertise 
36 

in large integrated human exploration systems as we partner to develop landers, habitats, transit systems, and integrated exploration 

systems as we partner to develop as we go forward. All of these 

will be essential elements for deep space human exploration. 

We are preparing for our return to the Moon and to travel on to 

Mars as we continue to help the United States lead the world in 

exploration and discovery of the unknown. I am excited to be a part 

of our Nation’s space program, and I’m honored to be part of a 

team of experienced and passionate professionals who are ready to 

take on any and all challenges that arise as we aim to push human 

presence deeper into space than we ever have before. 

Thank you, and I look forward to answering your questions. 

[The prepared statement of Ms. Singer follows:] 
37 

Jody Singer 

Director 

Marshall Space Flight Center 

Jody Singer is the director ofNASA's Marshall Space Flight Center in Huntsville, Alabama. 

Appointed in September 2018, Singer manages one ofNASA's largest field installations, with 

nearly 6,000 on- and near-site civil service and contractor employees and an armual budget of 

approximately $2.8 billion. Prior to being named to the position, Singer had served as Marshall 

acting director since July 2018 and was deputy director from February 2016 to July 2018, 

assisting the director with the daily management of the center's workforce and operations. 

During her 32-year NASA career, Singer has held leadership roles of increasing responsibility in 

human spaceflight, technology and science flight missions programs and projects and was 

appointed in 2002 to the Senior Executive Service, the personnel system covering top managerial 

positions in federal agencies. She began her NASA engineering career in 1985 through the 

professional intern program in the mission plarming and development office. 

In 1986, she joined the Space Shuttle Program office, where she was an engineer in the Space 

Shuttle Main Engine office and involved with Return to Flight activities after the Challenger 

accident. From 1990 to 2002, she was the business manager, technical assistant and deputy 

manager in the External Tank project office. From 2002 to 2007, she served as the first female 

project manager for the Reusable Solid Rocket Booster Project and led the team during the 

Columbia Return to Flight activities. In 2008 until the shuttle's successful retirement in 2011, 

she served as the deputy manager in the Space Shuttle Propulsion Office. 

From 2010 through 2012, she held deputy positions for three concurrent major programs: the 

Space Shuttle, Ares, and the start-up of the Space Launch System (SLS). As deputy for the 

Shuttle Propulsion Office, she guided successful fly-out and retirement ofthe space shuttle in 

2011. As the deputy of the Ares Project Office, Singer was responsible for the transition of the 

workforce and assets after project cancellation. Singer was also integral to the start-up of the 

Space Launch System (SLS) program. As the deputy program manager of the SLS at Marshall, 

she helped oversee nearly 3,000 civil servants and contractors involved in the developing and 

testing of the vehicle, which is the most powerful rocket ever built, able to carry astronauts in 

NASA's Orion spacecraft on deep space missions to the Moon and ultimately to Mars. 

From 2013 until In 2016, Singer served as the manager of the Flight Programs and Partnerships 

Office at Marshall, where she held primary responsibility for the center's work with human 

advanced exploration projects, science flight mission programs, technology demonstration 

missions, commercial crew, and International Space Station life support systems, research 

facilities, and payload operations. Singer also was responsible for identifying opportunities to 

develop and maintain partnerships with other government agencies, academia, and international 

and commercial partners that will help achieve NASA's vision. 

Singer, a native of Hartselle, Alabama, earned a bachelor's degree in industrial engineering from 

the University of Alabama in 1983. She has completed two NASA Fellowships, one at 
38 

Pennsylvania State University in State College and another at the Simmons College Graduate 

School of Management in Boston. 

She ·has been recognized with numerous awards during her NASA career, including NASA 

Outstanding Leadership Medals and two Presidential Rank of Meritorious Executive Awards, the 

highest honor for career federal employees. She received the Space Flight Awareness Leadership 

Award in 2005 for inspiring the Shuttle Propulsion Office to strive for excellence and continuous 

improvement; and the NASA Exceptional Service Medal in 1993 while managing the External 

Tank project's business office. For her dedication and commitment to excellence and 

achievement in support of the human space program, she was awarded the Silver Snoopy Award 

by the NASA astronaut corps, and was named a Space Flight Awareness Launch Honoree. 

Singer and her husband, Chris, live in Huntsville. They have three children and two 

grandchildren. 

Sept. 13,2018 
39 

Chairman BABIN. Thank you, Ms. Singer. 

I now recognize Mr. Cabana for his 5 minutes of testimony. 

TESTIMONY OF MR. ROBERT CABANA, 

DIRECTOR, JOHN F. KENNEDY SPACE CENTER, NASA 

Mr. CABANA. Thank you for the opportunity to appear today to 

discuss KSC’s contributions to 60 years of NASA leadership in 

human space exploration, past, present, and future. 

NASA’s John F. Kennedy Space Center is the United States’ preeminent multiuser spaceport for government and commercial access to space. KSC’s rich history dates back to 1962 when it was 

first established as a NASA launch operations center, and from 

those first steps on the Moon through 30 years of the Space Shuttle, culminating in the completion of the International Space Station to the myriad of NASA science missions, expanding our knowledge of the universe and home planet, KSC has led the way in innovative, efficient, and cost-effective spacecraft processing, launch, 

and recovery. 

Today, we continue to lead. Since the last Shuttle mission in July 

of 2011, the center has transformed to enable commercial operations, better utilizing our assets and strengthening America’s 

space program. By early next year it is our goal to once again be 

flying U.S. astronauts to space on an American rocket from U.S. 

soil, a direct result of establishing KSC as a multiuser spaceport. 

In 2017, the United States led the world in launches for the first 

time since 2003. Of the 29 U.S. launches last year, 12 were from 

the Kennedy Space Center. I’d like to recognize the great partnership we have with the 45th Space Wing and the FAA that helped 

to enable that. 

In addition to the many ground operations going on at KSC, commercial operations going on at KSC, the Exploration Ground Systems program is preparing the center to once again enable us to 

explore beyond low-Earth orbit with NASA’s Space Launch System 

and the Orion spacecraft. Recently, the mobile launcher rolled from 

the park site out to pad 39B for a fit check and is now in high bay 

3 of the vehicle assembly building, undergoing verification and validation testing. With this move, we are essentially complete with 

the construction of all the facilities necessary to process and launch 

the vehicle for Exploration Mission 1. To support future exploration 

missions, we’re in the process of procuring a second mobile launcher that accommodates the exploration upper stage Block 1B version 

of the SLS and eliminates a three-year gap between missions. 

As we prepare for the launch of SLS and Orion and a return to 

the Moon, NASA will soon begin work on the Gateway, a flexible 

outpost in cislunar space that will provide access to anywhere on 

the Moon and enable sustained exploration of the lunar surface, expanding our knowledge and proving technologies needed for eventual trips to Mars and beyond. 

The Gateway, a logistics effort, will involve procuring commercial 

services via fixed-price contracts for the delivery of cargo to support 

science and exploration missions staged from the Gateway, including human exploration. KSC is positioned to provide its core area 

of expertise: commercial acquisition, contract management, payload 
40 

processing, ground processing, and launch integration to support 

Gateway and ensure its success. 

Five years ago, the KSC team set out to restore our prominence 

as the place where astronauts launch to space. With NASA’s desire 

to stimulate commercial markets, coupled with the availability of 

historic space processing and launch assets, we set an ambitious 

goal to be the home of five human spaceflight providers. Today, 

through commercial crew, exploration ground systems, and our 

commercial partners, we’re supporting the development of four 

human spaceflight providers, and we haven’t given up on the fifth. 

We’re also launching the agency’s science missions through the 

Launch Services Program. With five of six planned missions already successfully completed this year, our multiuser spaceport is 

prospering like never before. Truly, the sky is not the limit at KSC. 

Finally, I’d like to recognize the upcoming 20th anniversary of 

the first assembly mission of the ISS. On December 4, 1998, I had 

the privilege of commanding Endeavour on that first mission and 

activating the space station for the first time and entering it. As 

we noted in the first log entry of the ISS, ‘‘From small beginnings, 

great things come,’’ and the ISS has more than exceeded its expectation as a world-class microgravity lab, a superb engineering 

testbed, as a partnership—international partnership model for the 

future and as a destination that made commercial crew and cargo 

programs a reality. 

Mr. Chairman and members of the committee, I’d like to thank 

you for your time and attention this afternoon, but more importantly, I’d like to thank you for your support of America’s space 

program, and I look forward to your questions. Thank you. 

[The prepared statement of Mr. Cabana follows:] 
41 

Robert D. Cabana 

Director 

John F. Kennedy Space Center 

Robert D. Cabana is a former NASA astronaut, currently serving as director of NASA's John 

F. Kennedy Space Center in Florida. In his current role, Cabana manages all NASA 

facilities and activities at the spaceport, including the team of civil service and contractor 

employees who operate and support numerous space programs and projects. 

Born in Minneapolis, Minnesota, Cabana graduated from the U.S. Naval Academy in 1971 

with a bachelor's degree in mathematics. He was commissioned a second lieutenant in the 

U.S. Marine Corps and completed Naval Flight Officer training in Pensacola in 1972. 

Cabana then served as an A-6 bombardier/navigator with Marine Air Wings in Cherry Point, 

North Carolina, and lwakuni, Japan. · 

Returning to Pensacola in 1975, Cabana began pilot training and was designated a naval 

aviator in September of 1976, earning the Daughters of the American Revolution award as 

the top Marine to complete flight training that year. He graduated with distinction from the 

U.S. Naval Test Pilot School in 1981 and served in the Flight Systems Branch at the Naval 

Air Test Center until1984. During his career, Cabana has logged over 7,000 hours in 50 

different kinds of aircraft. 

Cabana was selected as an astronaut candidate in June 1985 and completed his initial 

astronaut training in July 1986. He was assigned to the Lyndon B. Johnson Space Center 

Astronaut Office, serving in a number of leadership positions, including lead astronaut in the 

Shuttle Avionics Integration Laboratory; Mission Control Spacecraft Communicator, 

famously known as CAPCOM; and chief of NASA's Astronaut Office. 

A veteran of four spaceflights, Cabana has logged 38 days in space, serving as the pilot on 

STS-41 and STS-53 and mission commander on STS-65 and STS-88. His fourth flight was 

the first assembly mission of the International Space Station in December of 1998. 

Following his retirement as a colonel from the Marine Corps in September 2000, Cabana 

was appointed a member of the Federal Senior Executive Service. He served in numerous, 

challenging senior management positions at Johnson Space Center in Houston, ultimately 

becoming deputy director. 

In October 2007, Cabana was appointed director of NASA's John C. Stennis Space Center 

in Mississippi. A year later he was reassigned as the tenth director of the John F. Kennedy 

Space Center. · 

Cabana's many achievements have been recognized with induction into the Astronaut Hall 

of Fame and being named an Associate Fellow in the American Institute of Aeronautics and 

Astronautics and a Fellow in the Society of Experimental Test Pilots. He has received 

numerous personal awards and decorations, including the Distinguished Flying Cross, the 

Presidential Distinguished Rank Award, and the National Space Club Florida Committee's 

Dr. Kurt H. Debus Award. He also is a recipient of the Rotary National Award for Space 

Achievement's National Space Trophy. 

May 2015 
42 

Chairman BABIN. Thank you very much, Mr. Cabana. 

Now, the Chair recognizes himself for 5 minutes for questions. 

This is going to be for everyone. Considering the current discussion about ISS transition, what is NASA doing to prevent another 

detrimental capability gap as we have experienced in the past, 

most recently with the retirement of the Space Shuttle? And I’ll 

start with you, Mr. Gerstenmaier. 

Mr. GERSTENMAIER. You’ve seen our transition plan for ISS, and 

we treat that very seriously. And we’re not just doing a plan, but 

we issued some study contracts to 12 companies, and those companies are going to give us business plans and market analysis for 

how they could potentially use the space station or they could use 

low-Earth orbit to provide some capability for us in the future. So 

we’re going to see what industry is interested in, what they can 

provide, and therefore, we’ll build a smooth transition so we don’t 

have an abrupt end of one program and then start another program. We need to make sure there’s a continuity of human 

spaceflight where there—we continue this human presence in lowEarth orbit, and NASA becomes one of many users of low-Earth 

orbit. 

Chairman BABIN. Thank you very much. Mr. Geyer? 

Mr. GEYER. Yes, I think if we described the incredible things the 

space station is providing today and I think a great conversation 

about we really don’t want the gap in low-Earth orbit, so as Bill 

described where we’re putting together a plan that looks logically 

at how we might build other capabilities so NASA is one of many 

users and put together a well-thought-through plan. 

I think also the key is, as we go into exploration further into the 

solar system, how do we take the lessons from ISS into those other 

endeavors like the Gateway and so forth and keep those partnerships strong. All those are very important parts to consider. 

Chairman BABIN. All right. Thank you. And, Ms. Singer? 

Ms. SINGER. Yes, sir. I looked as far as the exploration program 

and how we’re going, that that is setting out a roadmap that will 

help us. I went through the Shuttle, and I went through the—after 

flying out the Shuttle in 2011 and saw the gap. I think one of the 

things that we are looking forward to is learning off of lessons 

learned, and also going forward, one of the things that we’re doing 

is there’s a lot on our plate. The future is very bright. We have to 

deliver on our missions today and make sure that we invest in our 

people and making sure that we form partnerships that will make 

us a sustainable program. So I think all of that focus will keep us 

strong and going. 

Chairman BABIN. Excellent. Mr. Cabana? 

Mr. CABANA. Thank you. Mr. Gerstenmaier laid out the plan 

well, and I think it’s critical that we have a follow-on for the International Space Station, that we do have a plan for low-Earth orbit. 

Even as we explore beyond our home planet, I believe that there 

is a place for operations in Earth orbit, and it’s critical that we 

have a destination for our commercial partners, both crew and 

cargo, to have a viable commercial base there, so we’re working 

hard to ensure through our partnerships that we can commercialize 

the ISS and that we have a future beyond it in low-Earth orbit. 
43 

Chairman BABIN. Thank you very much. And then for Mr. 

Gerstenmaier, during the early development phases of a program, 

program management from headquarters is understandable. However, once acquisitions begin, do you believe that program management should be done from the centers where the workforce and expertise exist to perform these roles for NASA? 

Mr. GERSTENMAIER. Yes, definitely. And we’re in the process of 

laying that out and figuring out the right time to transition activities from kind of putting together the strategy at headquarters and 

then passing it down to the centers for actual implementation and 

doing the day-to-day management of the project. 

Chairman BABIN. Right. 

Mr. GERSTENMAIER. But I think it’s important in the beginning 

headquarters kind of sets those bigger-picture goals of where the 

partnerships ought to be, new ways of doing business, et cetera. 

Then we could hand that off, and the execution is much better done 

at the centers. 

Chairman BABIN. Absolutely. Thank you. And then for Mr. 

Geyer, in your new role as JSC Center Director, how are you 

leveraging the decades of experience your team has serving as the 

lead center for human spaceflight program management, systems 

engineering, program integration, and operations? 

Mr. GEYER. So what we do, first of all, is we participate with the 

studies that are done on the future and the exploration campaign 

is a good example of that. We provide inputs and expertise as the 

strategy is being put together, again, bringing what we’ve seen and 

what we’ve learned in the past, and then we support the conversations of—as we decide to roll those programs out, making sure that 

JSC is poised and has the folks ready to do those jobs. 

Chairman BABIN. Thank you. And what is JSC doing to encourage commercial partnerships with the center? 

Mr. GEYER. So a couple things, of course, we have the big contracts that are obvious, the commercial cargo is a great example of 

a technique we’ve used to buy services, and we’ve seen what that’s 

done to actually create the capability. We participate with Kennedy 

on the Commercial Crew Program, which now has taken the next 

step in actually flying our crews, so it’s a bigger, more challenging 

task. And then we also have—even within the center on tasks that 

are infrastructure things like training crews, we put into our contracts the capability for those contractors to actually bring in other 

customers to reduce our fixed cost and help us do our job for less 

money. 

Chairman BABIN. I know I’m out of time, but I just want to get 

something in. What is the current workforce level, both civil servant and contractor, directly supporting ISS at your center? 

Mr. GEYER. I’ll—we’ll get back to you on that exact number. 

Chairman BABIN. Okay. And then do you have a rough estimate 

on the numbers at the other centers supporting ISS, or maybe I 

should ask the other two real quick, Ms. Singer and Mr. Cabana? 

Ms. SINGER. I don’t have the exact number in front of me. I’ll 

have to take that for the record—— 

Chairman BABIN. Okay. 

Ms. SINGER. —and get back to you. 

Chairman BABIN. Okay. 
44 

Mr. CABANA. I’ll take it for the record also, Mr. Chairman—— 

Chairman BABIN. All right, great. 

Mr. CABANA. —and get you the exact number. 

Chairman BABIN. Okay. Well, I’ll yield back. Thank you very 

much. 

Now, the gentlewoman from Texas, Ms. Johnson. 

Ms. JOHNSON. Thank you very much, Mr. Chairman. 

Well, Ms. Singer and Mr. Cabana and Mr. Geyer, the Space Exploration Campaign is anticipated to involve partnerships with industry, academia, and international entities. What is the most important role of NASA and the centers in a multi-partner Space Exploration Campaign? 

Mr. GEYER. Well, I think, first of all, it’s NASA’s job to provide 

the vision and the strategy and then to set the acquisition plan, exactly how are we going to accomplish these goals and how do we 

decide how to partner, who’s going to do what jobs. That’s a big 

part that NASA provides. 

Mr. CABANA. Yes, I think I’d say it even more simply than that. 

NASA leads. We provide the direction, we coordinate, we ensure 

that we work together as one team, and we set the course with our 

requirements and how we go about doing it. 

Ms. SINGER. And I would add to both of their statements and say 

a critical part of it is NASA working together. We work together, 

centers to centers, working with the agency, as well as with our 

partners, to make sure we deliver on what the Nation needs, and 

that includes delivering on our commitments, executing our missions, making sure that we have the right infrastructure and people in place with the right training, as well as forward thinking to 

make sure we have a readiness. We’re ready to be able to execute 

the missions put in front of us. And then obviously cultivating partnerships, having partners, and the ability to be more flexible, agile, 

and having the ability to execute is critical. 

Ms. JOHNSON. Thank you very much, Mr. Chairman. I yield back. 

Chairman BABIN. Yes, ma’am. Thank you very much. 

I now recognize the gentleman from Oklahoma, Mr. Lucas. 

Mr. LUCAS. Thank you, Mr. Chairman. 

And, Mr. Gerstenmaier, my colleagues have commented on the 

early space program, the Apollo program, that went on in my youth 

of course that instilled in a whole generation of Americans a different perspective for looking at the stars and drove people into the 

field of math and science. And of course we have a renewed interest now with all the spectacular things going on in space exploration in this country. 

Could you expand for a moment on how the National Space Exploration Campaign could potentially have a similar effect on our 

culture as a society regarding an interest in and fascination with 

space and science in general? 

Mr. GERSTENMAIER. I think what’s interesting is there’s a couple 

pieces. First of all, we shouldn’t discount the space station and 

what it can do today to inspire the next generation. I’m often 

amazed when I go talk to college students how much they’re impressed by Station, and they relate to me things that I would think 

would only be attributable back to Apollo in the other days. So I 

think we need to celebrate what’s going on with Station and what 
45 

our crews are doing there every day. You know, continually operating a station is not easy and moving forward. 

As we talk about things like the Gateway around the Moon, 

what’s intriguing about that is we’re building a piece of infrastructure in space that can be used as a reusable piece by multiple folks, 

so what’s exciting about the new vision is it’s not a single mission. 

It’s not a single ‘‘achieve this.’’ It has actually put in place an open 

architecture that can be used by the private sector, used by international partners. It can enable reusable spacecraft. 

So on the—in the Apollo program, we had a service module, a 

command module that was used once and thrown away. The Gateway can be that reusable service command module that’s sits in 

space to be a destination for any spacecraft going to space with 

open standards. They can dock there. The lunar landing module 

will be reusable. And the neat thing is all this orbital mechanics, 

electric propulsion are all new technologies, new analysis, and we 

need the students today to start looking at new, creative ways to 

utilize space. So I think if we can put the challenge out there in 

a way every person in the United States, every person in the world 

can figure out a way that they can contribute to this space program 

that is now open, and it’s the right role for government to put that 

piece of first infrastructure in place that just enables the world to 

innovate and be creative in utilizing space. 

Mr. LUCAS. Oh, absolutely. And speaking of Gateway, could you 

visit with us for just a moment in whatever regard you can about 

the—and I know it’s early in the process—the conversations that 

are going on with the potential commercial partners? I assume 

there is interest out there. I assume they are warming up and 

cranking up the designs to utilize the opportunities. You’re getting 

that kind of feedback, correct? 

Mr. GERSTENMAIER. Yes, definitely. With domestic providers we 

have several companies working on next-step broad-agency-announcement activities where there’s actually modules available at 

some of the centers that you can go see where we’re starting to look 

at what the U.S. habitation module will look like on Gateway. So 

that activity is moving forward. We’re soliciting input from many 

of the companies, and we’re also receiving a lot of interest from the 

science community. We’ve done one workshop in Colorado. The interest in doing science around the Moon and using the unique orbit 

of the Gateway was really amazing. We’ve also—there was a European activity also looking at science on Gateway, so, so far, there’s 

been very strong support from industry. We’re involving them in 

many ways to see how they can contribute in ways that help build 

this piece of infrastructure that is multiuse and multi-decades that 

can be used. 

Mr. LUCAS. Absolutely. And speaking of that, I think I’d like to 

turn now to all three of the Center Directors. Can you visit for just 

a moment about the unique capacities that each of your particular 

centers have in regards to NASA’s future and for that matter the 

National Space Exploration Campaign, the unique qualities that 

each center brings, just a little bit if you wouldn’t mind? That’s not 

a trick question, I promise. 

Mr. CABANA. So, absolutely, sir. I think, you know, you look at 

the Kennedy Space Center, this is where we process the vehicles. 
46 

This is where we do the launch integration. This is where we 

launch to space. And there’s no other place like it in the United 

States or in the world in my opinion. I think we do it right, and 

I look forward to processing and launching the vehicles that are 

going to be supporting Gateway. 

Mr. LUCAS. Thank you. 

Ms. SINGER. From a Marshall Space Flight Center standpoint, I 

look at Marshall’s heritage and expertise that we have. We have 

development and integration experience in large and complex 

human systems, have been demonstrated in Apollo, Shuttle, and 

SLS. We have—deep space transportation systems will be critical 

for ascent and descent. We look to advanced manufacturing and additive manufacturing not only to be able to build our components 

but to build in space. Also the lifesupport systems that we see, we 

partner with other centers to make sure that we have the life-support system for survival, and also when I look about large science 

instruments, being able to understand the science and the world 

around us. 

So I see as our participation from a center perspective and as a 

group we all have a lot to offer in robotic and human exploration, 

and I think spaceflight in our future is very bright. And I think 

we’ll be looking as to whether we’ll be traveling to and through or 

living and working in space or understanding our world. I think we 

all can be significant contributors. 

Mr. GEYER. Yes, great. And so, yes, we’re excited about the exploration campaign, and I think there’s parts of that that we’ve mentioned. Certainly the astronauts are at JSC. We do operations, 

flight operations. We do human health and performance, learning 

how the body behaves in space, spacecraft design, and then really 

integrating complex not just engineering but also programmatic relationships like space station has both commercial—and ISS will be 

a big part I think about the sustainability of the new plan. So we’re 

excited to work with our partners and get started on this new endeavor. 

Mr. LUCAS. Thank you, Mr. Chairman. And I just note to our 

panelists that those of us on this side of the table are constantly 

reminded we have to deliver our message, what, 17 times to get it 

to stick, so repetitiveness is the nature of bringing the general population along with us. 

I yield back, Mr. Chairman. 

Chairman BABIN. Well said. 

Mr. PERLMUTTER. It takes us 21. 

Chairman BABIN. Thank you, Mr. Perlmutter. 

I now recognize the gentleman from Pennsylvania, Mr. Lamb. 

Mr. LAMB. Thank you, Mr. Chairman. 

Mr. Gerstenmaier, what is the basis for the statement in the report that this strategy does not require significant funding increases or does not assume them? Could you talk a little bit about 

that? 

Mr. GERSTENMAIER. Sure. What we’re doing is we’re trying to leverage the capability that already exists in the commercial industry. So, for example, the first element of Gateway is the power propulsion element. It will provide communications and electric propulsion for the Gateway spacecraft around the Moon. 
47 

We noticed that the commercial satellite buses that are in existence today flying around with commercial satellites are very similar to what we need for this application, so we’re going to leverage 

off of what’s available in the commercial satellite industry, offer 

them the chance to add high-powered solar rays and high-powered 

electric propulsion to their spacecraft, and we think they’ll be very 

interested in that activity. So therefore, we don’t need to do a complete new redesign from the beginning. We can take advantage of 

the spacecraft that’s flying on orbit today with 15 years of reliability and demonstrated performance, and that allows us to keep 

the cost fairly low, at least for that first acquisition. 

We’re looking at the same thing for all the elements. We’re looking to see what’s available from the private sector, what we can do 

ourselves, where we can contribute to—and we spread the development out across several years such that we don’t need a huge influx of funding on an annual basis to make this activity happen. 

Mr. LAMB. Okay. And are these mostly American commercial 

partners that you’re talking about? 

Mr. GERSTENMAIER. Yes. 

Mr. LAMB. Okay. 

Mr. GERSTENMAIER. And again, you can see—I think in the report it talks about conceptually what we think it’s international as 

well. If we want to be a leader, we’re bringing in some international partners into the Gateway as well, and we’ve distributed 

some of the components. We chose areas that we think are uniquely important to us that we want to have in the United States 

where we want to continue to keep U.S. leadership, so that was 

kind of strategically defined how we picked our partners and put 

our partnerships together. 

Mr. LAMB. And does the lack of a need for significant funding increases, does that hold true only up to the landing of humans on 

the Moon or would it include, you know, further missions like the 

mission to Mars or do you know? 

Mr. GERSTENMAIER. Again, I think we’ve kind of laid out the first 

framework to that point. We also assume reusability, so, for example, the—like I described earlier, the lunar landing module, we see 

that the—there’s an ascent module that would be reusable and 

would not have to be replaced. The Gateway, as I described earlier, 

is a reusable piece. We think that helps keep costs down. It depends how many unique pieces we need going forward. It also depends how much interest there is in low-Earth orbit. We think we 

need to keep some presence in low-Earth orbit and will the commercial sector be able to generate revenues so NASA is one of 

many customers. So there’s lots of what-ifs as we go out there. 

I think we do need more than a flatline budget. We need some 

increase each year at least consistent with inflation, maybe slightly 

above, but it’s that moderate increase, and that’s what that statement tries to capture in the report. 

Mr. LAMB. Thank you. Can we talk a little bit about the use of 

private lunar landers specifically? And this could be for Mr. 

Gerstenmaier or anyone on the panel who’s familiar with it. But 

there’s a company, for example, in Pittsburgh near where I’m from 

called Astrobotic that’s planning on launching its first mission in 

2020. This to me seems like a success story along the lines of what 
48 

you’re talking about where we are having private commercial companies do Moon missions for the first time really in history. Is 

that—on that specific point of having them do lunar landers, is 

that a place where you’ve seen a lot of success, and what opportunities does that create I guess is my question. 

Mr. GERSTENMAIER. It—I think as the other Center Directors 

talked a little bit about, one of the unique roles of NASA is we 

have a lot of internal expertise, so we supported a lot of these 

smaller companies transferring some of our knowledge to them, so 

we helped many of the providers that you’ve described and talked 

about. And we’re going to do a services contract through the 

Science Mission Directorate that’s a sister directorate to mine that 

will look at commercial landed services on the Moon, and these will 

be small landers, less than 100 kilograms or so kind of landed 

mass, and the company that you described is one of the participants potentially in that activity. 

So we’re off doing that solicitation now. That will let us see what 

the commercial sector can provide. Then once we understand that, 

when we do the more highly reliable, more complex human class 

landers which are, you know, up to 1,000 kilograms landed or 

2,000, 3,000 kilograms landed on the Moon, we can learn from 

those early activities to see where we need to do extra analysis, 

extra research to move forward. So we have kind of a phased program of small-class landers, mid-class landers, and then humanclass landers, so those are three integrated programs that allow us 

to explore and see what commercial industry can provide, what 

their skills are, and then we only dial-in what we uniquely need 

to add to what the commercial sector can do to give us a highly reliable human transportation landing capability in the future. 

Mr. LAMB. Thank you very much, sir. Mr. Chairman, I yield 

back. 

Chairman BABIN. Yes, sir, thank you. 

I now recognize the gentleman from Louisiana, Mr. Abraham. 

Mr. ABRAHAM. Thank you, Mr. Chairman. 

Before I get to my questions, I certainly want to recognize the 

role that Louisiana plays in our space missions. New Orleans is 

home to the Michoud Assembly Facility where NASA is building 

the Space Launch System that Ms. Singer referenced and the 

Orion spacecraft. And I know everyone here realizes how critical 

this facility and the entire federal campus, including the NASA 

Business Development Center and the USDA National Finance 

Center, are to the federal government and to our mission to explore 

space. 

And for us in Louisiana it’s a source of pride. It’s a major job provider, so we certainly just appreciate Michoud being there. And I 

want to acknowledge the fine work being done there to our country 

and to our space exploration. 

I was looking at the bios of you on the panel. It amazes me on 

the Space Committee, either the full committee or the subcommittee, the intellect and the knowledge base. And you guys and 

ladies on that panel, you give us mere mortals a bad rep. I mean, 

it’s like, you know, it doesn’t take a rocket scientist—well you guys 

are the rocket scientists that we are compared to. So, you know, 
49 

I do have a little bit of chip on my shoulder when my wife says, 

‘‘it doesn’t take a rocket scientist to change a lightbulb.’’ 

Mr. Cabana, is there anything you haven’t done, sir? I mean, I’m 

looking at your resume and I’m just blown away at the accomplishments, as anyone on the table. So just thanks for being here and, 

you know, thanks for taking care of us on the space and exploration frontier. We certainly want to continue to lead as a country, 

as a nation, globally. We want to certainly command space in every 

form and fashion. 

And the only question I have—and I guess it’ll be to all of you 

and if you can just go down the line—I want to kind of pony on 

my good friend Mr. Lucas where we left off. What Congressional 

action do we need to mitigate the feast or famine that we’ve had 

in the past, better leverage the resources that you have available, 

the workforces? What do we need to do as a Congress to make 

those centers even better than you guys are? Mr. Gerstenmaier, I’ll 

start with you and just go down the line. 

Mr. GERSTENMAIER. Sure. I think it’s important that we have 

consistency of purpose, right, where we kind of keep our goals and 

objectives at a higher level, and then that allows us to continue to 

keep moving progress and move forward. It’s hard when we start 

a program and then we have to stop a program and then start another program. So if we get too specific a direction, it’s difficult for 

us to implement under that. But I think good steady guidance, 

good financial support, other pieces are there—— 

Mr. ABRAHAM. So no C.R.’s if we can help it. 

Mr. GERSTENMAIER. Yes, that would be nice if that happens. But 

we are prepared for those. But we can—but again, I think just consistency would be very important. 

I think we also see this as really the ultimate team sport. You 

know, all of us can contribute in our own way, and each one of us 

has our own unique strengths. And by pulling all of us together 

with our diverse backgrounds, we can do amazing things. And I 

think we need Congressional support, we need Administration support as well, and—but we call you part of the spaceflight team. 

Mr. ABRAHAM. Well, we appreciate that. 

Mr. Geyer? 

Mr. GEYER. Yes, thank you. And—so I think it’s great and appropriate to be held accountable for the work that we do, and I appreciate the opportunity to respond to that and talk about the work 

that we are doing and on the transition report especially about putting together a well-thought-out and logical plan, giving—having 

the opportunity to do that and show the rationale for the future I 

would say is really, really important. 

And as Bill said, it’s working together to make these come together. I would say I just want to echo what you said about Orion. 

You know, we found that the welding expertise in that location was 

world-class, and they did a terrific job on Orion and will continue 

to do so. 

Mr. ABRAHAM. Right. 

Mr. GEYER. Thanks. 

Mr. ABRAHAM. Ms. Singer, any comments on that? 
50 

Ms. SINGER. Yes, I would second that from—Michoud Assembly 

Facility is very near and dear to my heart. I’ve worked external 

tank for over ten years, and it is the—— 

Mr. ABRAHAM. You’re welcome to come over to the LSU side—you 

understand that—from the Alabama side. 

Ms. SINGER. And I would tell you, too, thank you so much for you 

all’s bipartisan support. It makes a difference. When we have continuity of funding and continuous pressure, as Mark said, it’s great 

for us to be held accountable, but it does make a difference in how 

we recruit and be able to get the next generation of folks that want 

to work on space and space program and exploration. Having that 

inspiration makes a big difference, too. 

Mr. ABRAHAM. Mr. Cabana? 

Mr. CABANA. I think, as Mr. Gerstenmaier said, consistency in 

our direction, and we have that consistency in our funding. One of 

the things that—the program that we played out, it’s sustainable 

and it’s evolvable. It’s something that doesn’t need to be started 

over. It is the right path forward to allow us to get back in cislunar 

space, to get to the Moon and eventually on to Mars as we evolve, 

and having that continuity is going to be really important. 

I think continuing with the authorities that we have, especially 

looking at the Kennedy Space Center, what we’ve been able to do 

to commercialize the assets that we have through the Space Act 

Agreements, enhanced use lease, and so on is extremely important. 

And I know that our human resources folks are also looking at 

human resources initiatives that can help us better recruit and retain the workforce that we have, items such as direct hiring authority, so there are a number of things that can help us and we’re 

looking at that. 

And I would also say, sir, that Senator Glenn was 77 when he 

flew his last flight, and I’m still holding out hope. 

Mr. ABRAHAM. I think you could qualify for the physical right 

now. Thank you, Mr. Chairman. 

Chairman BABIN. You’re welcome. Thank you. 

I now recognize the gentleman from Colorado, Mr. Perlmutter. 

Mr. PERLMUTTER. Thank you. 

I know I’m a broken record. I know you’ve seen this before, but 

I will put it up there one more time because this is a goal I think 

we all want to achieve, which is to get our astronauts to Mars at 

a time when it’s relatively safer for them because of a shorter trip, 

less radiation, those kinds of things. 

And so, Mr. Gerstenmaier, you and I have had this conversation 

on occasion, and so I’d just like to kind of talk about where we are 

because I think in one of the bills that we passed last year we 

asked for report about a roadmap to Mars, and we have yet to see 

that. So I know you’re not surprised by my question, and I’d just 

like to see where you think we are and when we’re going to see the 

report. 

And I guess there’s a third piece based on what I’ve just read. 

Have you all decided to make it a backseat to the Moon? 

Mr. GERSTENMAIER. Okay. So I think, again, the report’s coming. 

The first report we needed to get done was the Exploration Campaign, which we were late on but you got it last Friday. And I— 

and Mars is not a backseat to the Moon. What we see is we need 
51 

to do the activities around the Moon to really prepare us to go to 

Mars. So this Gateway spacecraft we talk about around the Moon, 

it can be moved in different orbits around the Moon. It also could 

be the basis for a Mars spacecraft. The ascent vehicle that we will 

use for the lunar activity, we’re going to try to size that ascent vehicle that comes off the Moon that takes the crews from the surface 

of the Moon to Gateway. That vehicle will be sized towards a Marsclass lander. So we’re using the region around the Moon to build 

the skills to build the understanding, the technology that allows us 

to go to Mars. 

I don’t think we’re ready to go to Mars directly today. We need 

someplace—we need to use the space station first to build long-duration life-support systems. Those will start flying as early as this 

fall. There are some scheduled to fly in November, and that’ll be 

really good on Station to see those systems come online. Then we 

go to the Moon, press the skills a little bit harder, and then we’re 

ready to go to Mars. So I see the Moon—— 

Mr. PERLMUTTER. So—— 

Mr. GERSTENMAIER. —as an enabler for Mars. 

Mr. PERLMUTTER. Good. And that—I—really was what I wanted 

to hear. I guess what I’d like to see in the report on the roadmap 

to Mars is more of a connection between what this steppingstone 

is in my opinion in going to the Moon and then how it relates and 

supports and—because I told you I’m agnostic on how you get to 

the—to Mars, just get there by 2033. So I felt like there needs to 

be more of a connection between your activities and efforts returning to the Moon and developing things there. 

To change the subject just a little bit, this Gateway thing, I did 

have a constituent of mine who is very involved in sort of space exploration, a guy named Dr. Zubrin, who you know, who had some 

reservations about the Gateway sort of approach. Does that give 

somebody in the private arena, you know, a monopoly on leases or 

something like that? He was much more erudite in how he expressed his concern than I just have, but are you familiar with that 

kind of a critique? 

Mr. GERSTENMAIER. We’ve heard some of that. One key thing is 

we’re trying to develop—we call them interoperable standards. And 

what those are is we have an international docking standard now, 

which we’ve said—it doesn’t tell you how to build a docking device, 

but if you can build to the standard, you can dock any spacecraft 

to another spacecraft. And we’re using that now on our new vehicles. 

We’re also going to set seven other standards, atmospheric standards, power standards, data standards, rendezvous proximity operations system standards, and those will allow any spacecraft to operate with other spacecraft, so then that prevents this monopoly 

that you described or one of the concerns. 

Mr. PERLMUTTER. Okay. 

Mr. GERSTENMAIER. So by having an open architecture that anyone could build to, they build to these standards, it doesn’t tell 

them how to build the hardware, they can be interoperable with 

our spacecraft moving forward. And we think that’s a very powerful 

tool that lets us now keep everyone participating in these activities 
52 

so there’s not a one unique spacecraft, one unique design owned by 

one company. It’s effectively built to an open standard. 

Mr. PERLMUTTER. Thank you. And, Ms. Singer, I’ll end with you. 

So SLS, Orion, Marshall obviously plays a very big role there. Are 

you comfortable that NASA is paying attention to getting to Mars? 

Ms. SINGER. Yes, sir. I see that as a top focus of—part of our 

ability to be sustainable and operating in deep space. The Space 

Launch System is the enabling workhorse that has to be there to 

be able not only to support Gateway but beyond Gateway and 

above. So, yes, we are getting the attention. 

Mr. PERLMUTTER. Okay. Thank you. Mr. Chairman, I yield back. 

Chairman BABIN. Yes, sir. Thank you. 

I now recognize the gentleman from Florida, Mr. Dunn. 

Mr. DUNN. Thank you very much, Mr. Chairman. 

Mr. Gerstenmaier, as we ramp up the number of launches to 

Gateway, can you share with us your best estimate of the cost per 

launch? And if you need to stratify that by payload size or launch 

vehicle, please feel free. 

Mr. GERSTENMAIER. Yes, if you want exact numbers—— 

Mr. DUNN. No, no, just a—you know, back-of-an-envelope type 

thing. 

Mr. GERSTENMAIER. Yes, if you take a look at our budget, we’re looking at probably, I don’t know, $3 billion or so per year, but 

then it’s balanced across with SLS being launched about once per 

year roughly as you see in the report, but then that’s augmented 

by commercial launches for other things like supply, fuels, other 

pieces, so there are several commercial launches there. 

So the SLS Orion system, when crew needs to be there or large 

components need to be there, you uniquely use the heavy-lift government system. When the smaller things can come, they can come 

on other pieces. So, for example, the power propulsion element, it’ll 

be launched on a commercial launch vehicle. So we spread that 

across all of them so we can get the most efficient launch system 

to take whatever unique cargo is needed. 

Mr. DUNN. So I was under the impression some of the commercial systems also are heavy launch now. My—— 

Mr. GERSTENMAIER. They’re still on the books in terms of redesign. There is no system that is as far along in manufacture and 

development as the SLS. It’s—— 

Mr. DUNN. It might very well happen, though, over the course of 

the next four, five years—— 

Mr. GERSTENMAIER. Sure, and if it does, then we’ll figure out a 

way we can accommodate those in our architecture so our architecture isn’t dependent upon one launch system. 

Mr. DUNN. So Mr. Lucas asked earlier a question that really 

piqued my interest, which is how do you leverage the commercial— 

all the interested parties of the commercial side to get them really 

involved in the Gateway and the lunar explorations, which are in 

preparation for deep space exploration? 

Mr. GERSTENMAIER. You know, I think, again, if we can show 

what we need from a NASA perspective to do this and show the 

vision, then I think industry can start figuring out ways to contribute and move forward in that vision. We’re trying to do that 

very much in low-Earth orbit. We’re starting to see now some com-
53 

panies that have not done research in space, now have interest in 

space, which is encouraging. So I think the key thing is we can 

show the vision, we can show the open architecture, then it’s up 

to the companies to figure out how they can contribute and work 

with us in that area. 

We can also share our expertise with them. You know, where we 

have some unique manufacturing or processing techniques and 

things, we can share those with industry as well to help them. 

Mr. DUNN. I certainly have been approached by some industries 

like that, and I know we had here during testimony one day a gentleman was talking about how to do the fuel resupply on the Moon 

based on commodities he could get from the Moon, hydrogen and 

whatnot, so that—I think that’s possible. 

Also for Mr. Gerstenmaier, can you confirm that NASA does not 

have plans to abandon American human presence in low-Earth 

orbit even if the details are still unclear how that—how you—what 

you’re going to do? 

Mr. GERSTENMAIER. No, our intent is to have a continuous presence in low-Earth orbit, and we’re working—and our transition 

plan lays out the principles for that activity and we’re moving forward to try to implement that. 

Mr. DUNN. I thank you very much. Thank you, gentlemen, and 

also your flight controllers for joining us today. It’s always fascinating to see NASA come in and talk to us. Thank you. 

Chairman BABIN. Thank you very much. 

I now recognize the gentleman from Louisiana, Mr. Higgins. 

Mr. HIGGINS. Thank you, Mr. Chairman. 

Gentlemen, madam, thank you for appearing before us today. I’m 

the seventh of eight children. I have six sisters, and they join many 

ladies across the country for the last several decades—I would hear 

them occasionally say, ‘‘If we can send one man to the Moon, why 

can’t we send them all?’’ 

And I join my colleagues in the goal to reach Mars by 2033. The 

problem could perhaps be that much of America would like to send 

Congress to Mars right now. 

Human space exploration of course is incredibly important for 

the future of our world. I support it; this Committee supports it. 

The policies have remained relatively consistent across current and 

prior Administrations but minute differences concerning the 

planned level of lunar activity prior to going to Mars has hindered 

term planning as we sit right now. 

Before I ask my question, I’d like to thank Ms. Singer specifically 

for being here today. The Michoud Assembly Facility managed by 

the Marshall Space Flight Center has consistently been an impressive and vitally important facility for the entire State of Louisiana. 

I’ve visited the facility, it’s an incredible experience with some of 

the most professional men and women that I’ve ever met in my life. 

So we certainly support the mission that we are joined here on this 

Committee. 

My question lends to the bipartisan nature of planning. I certainly understand that different Administrations at the executive 

level, and as the balance of power shifts in Congress, will enact certain policy changes, but do you feel that—my directors present— 

do you feel that if we’re able to establish a bipartisan agreement 
54 

on long-term planning for human space exploration, would that not 

be beneficial to the space centers you operate, the mission, and potentially reduce the long-run cost and just increase overall efficiency from a planning perspective? I’d like for my directors to respond to that question, please. 

Mr. GEYER. Yes, I’ll start. I think you said it very well. A long— 

having a long-term plan allows us to plan, right? It allows us to, 

as Jody said, look forward to the workforce that we’re going to need 

and make those choices so that when those different milestones 

happen, we have the folks we need to do the job. And so I think 

that’s a really important part of the future. 

Ms. SINGER. And yes, I would say that sustained and continuity 

in human spaceflight and exploration, which includes the bipartisan support, does help us because it gives us the ability to have 

a vision not only for the near term but for the future to come. It 

also helps us to be able to inspire folks. It helps us, economic base, 

as well as to inspire the next generation of folks that want to work 

on it. So yes, definitely having that gives us a lot of vision and excitement to be able to execute. 

Mr. HIGGINS. Yes, ma’am. 

Mr. CABANA. And I’ll agree, sir. Having the consistency of a 

clearly laid out vision for the future and our implementation of it, 

the path that we’re on being—having that sustainable and consistent is critical to our success. 

Mr. GERSTENMAIER. And I would add also that it’s a really good 

thing. You’ve just got to be careful we don’t get too specific in the 

plan because then that causes us to stop and start. So the trick is 

to get it at the right level that is sustainable for a long duration 

and it doesn’t get too specific because then that drives us to make 

short-term decisions, which I think are problematic to us. 

Mr. HIGGINS. Yes, sir. And of course it’s important that we communicate the crucial nature of the job that we do together from 

this Committee through Congress and through the Administration 

so that we can have a truly bipartisan plan that looks into the future that can transcend politics and shifts of power and changes of 

political affiliation at the executive branch. And if there’s a committee that can make that happen, Mr. Chairman, I believe this is 

the one. 

I thank you all for being here. I yield back. 

Chairman BABIN. Thank you very much. 

And now, I’d like to recognize the gentleman from Alabama, Mr. 

Brooks. 

Mr. BROOKS. Thank you, Mr. Chairman. 

Mr. Gerstenmaier, the controversial load-and-go procedure appears to expose NASA astronauts to unnecessary additional risk. In 

that vein I’ve got three questions. Is load-and-go an additional 

launch risk, question number one. Question number two: is loadand-go necessary because of performance challenges in getting to 

the International Space Station? And then question number three, 

if it’s a cost-saving measure, is the added risk to astronauts appropriate to help save money? 

Mr. GERSTENMAIER. So, again, what I think we need to do—and 

we’re still in the process of reviewing the exact procedure of where 

we put the propellant on versus when we have crew get in the ve-
55 

hicle, it’s a function of the spacecraft design because you need to 

get the propellant in at the right time. The propellant needs to be 

at the right temperatures and pressures at the time of ignition of 

the engines, et cetera, so there’s a balance of when that occurs. 

We’re going to find the right time to put the crew on these vehicles 

that puts them in at the most—or the safest opportune time for the 

particular spacecraft that we’re designing, and so we’re going 

through that process right now. And I think we need to be careful 

how we do that and when we pick the time. 

In the case of SpaceX, it’s interesting. If we go with the standard 

procedure they’ve laid out for us today, then we’ll get to see— 

they’re roughly flying sometimes 10 to 16 launches per year. We’ll 

get to see the actual loading of that vehicle exactly like it’s going 

to be when the crew is on board 16 times per year. We think that’s 

a significant safety advantage to see that operation occur repetitively 16 times per year. If we required a unique loading operation 

just for our crew when they’re there, then you get a one-time shot 

per year of how you load the vehicle with crew there, and that may 

actually be more risky for you than it is taking the more standard 

procedure. So that’s kind of what our logic is behind this. We get 

a chance to see it multiple times to make sure that it is really reliable. The folks that are doing the loading, the software that does 

the loading, it gets exercised multiple times per year, and that 

gives us experience with that software, it’s up-to-date, it’s not a 

unique, one-of-a-kind thing. So we need to be careful we don’t drive 

the particular loading sequence for this particular design to unique 

aspect that actually exposes us to more risk. And that’s what the 

teams are doing now. They’re going through that detailed discussion to figure out the right way to move forward with this with 

SpaceX. 

Mr. BROOKS. Thank you, Mr. Gerstenmaier. 

Director Singer, the Chairman couldn’t say it but I will. Roll 

Tide. Welcome to the Hill as Marshall Space Flight Center’s Director, and congratulations. Being from the Tennessee Valley, you’ve 

made us all proud. 

Now, the Marshall Space Flight Center’s first Director, Dr. 

Wernher von Braun, began his tenure in 1960 with a vision of taking humanity to the Moon. This year, as we celebrate NASA’s 60th 

anniversary, we are once again embarking on a mission to the 

Moon with the intent of proving the technologies that are needed 

for our next celestial achievement, taking humanity to Mars. As 

the Marshall Space Flight Center’s 14th Center Director, what is 

your vision for Marshall, and what technical roles do you foresee 

as Marshall writes its future history? 

Ms. SINGER. Thank you so much for that question, and thank you 

for the nice recognition. 

I would say that from my vision as the Center Director of Marshall Space Flight Center, it’s probably very similar to the vision 

that many Center Directors have. It’s to—definitely to deliver on 

our commitments and our missions and making sure that the assignments that we do have, we’re able to execute them and making 

sure that our infrastructure is in place to do that. 

I think also a key part of that is strengthening our workforce. We 

have a very strong workforce that I’m very proud of, but invest-
56 

ment in our workforce and making sure they remain strong and 

making sure they have the adequate training and resources and 

our ability to hire a diverse workforce is going to be critical and— 

as we execute the new missions. 

Also, a third part of that is the criticality of our partners. I know 

that many of the things that we do today gives us increased flexibility, agility, and effectiveness, and I think the education of our 

workforce and working with our partners to make sure that we 

continue that partnership and our partnerships with other centers 

are very critical. 

So I see that as my top three themes. I’ve talked about our expertise that we have at Marshall Space Flight Center, our ability 

to develop and integrate large systems, our deep space transportation activities, ascent and descent, the significant adventures 

that we’re having in advanced manufacturing not only on SLS 

today but on engine parts that we’re seeing that we’re flying, and 

the ability to build in space, our ECLSS that we work on to help 

with life that not only has to happen on International Space Station but going forward in deep space, a lot of that is what will be 

key contributors. 

So to me that is what makes our future so bright and why I’m 

so excited about being at Marshall Space Flight Center because I 

think we have an opportunity to not only work on traveling to and 

through space. I think we have an ability to work on living and 

working in space, as well as understanding our world with our 

science. So I look forward to a bright future, and I think it’s a wonderful opportunity to be at NASA. 

Mr. BROOKS. Thank you, Ms. Singer. 

And, Mr. Chairman, I yield back. 

Chairman BABIN. Yes, sir. Thank you very much for those great 

questions. 

I just want to—I think this wraps us up. I don’t see any more 

Democrats here, and he was the last Republican, but I just want 

to thank each and every one of you. I’m proud of each one of your 

centers and the leadership that you’ve given us and also, Mr. 

Gerstenmaier, your leadership at where you are and very proud to 

have you folks here telling us about our space program because I’ve 

never felt more optimistic and more excited about what’s happening. 

And so I want to thank each one of you. The record will remain 

open for two weeks for additional comments and written questions 

from Members. And with that, if I get my gavel out here, we will 

adjourn. Thank you. 

[Whereupon, at 3:40 p.m., the Subcommittee was adjourned.] 
(57) 

Appendix I 

ANSWERS TO POST-HEARING QUESTIONS
58 

ANSWERS TO POST-HEARING QUESTIONS

Responses by Mr. William Gerstenmaier 
59 

also include the commercial partner's system safety assessments, which will be developed in 

accordance with the NASA Safety Review Process to assure consistent content and 

characterization of risk. These products will contain hazard analyses, which use both qualitative 

and quantitative techniques to identifY and characterize all residual risks. The resulting analyses 

will be evaluated by NASA to assess whether design decisions as well as safety hazard 

mitigations and controls established by the commercial partner are sufficient to ensure crew 

safety and mission success. NASA approval of the commercial partner's compliance with 

requirements as well as system safety and reliability products and associated hazard analyses will 

represent NASA's formal risk assessment. 

There are always risks and uncertainties associated with the design and operation of complex 

human spaceflight systems in the harsh environments leading to, through, and from space. 

NASA is committed to understanding the risks, ensuring risks have been mitigated to the 

maximum extent possible, communicating residual risks to stakeholders, and making informed 

decisions regarding final acceptance of risk. Ultimately, NASA will decide the acceptability of 

risk based on the best available engineering data and expert advice from across the Agency that 

leverages our collective human spaceflight knowledge base and lessons learned. 

Question 1 b: 

Is that risk assessment independent of other launches by those commercial providers? 

Answer lb: 

All launches of similar rockets and spacecraft used by the commercial providers for their crew 

transportation system are considered and evaluated in NASA's risk assessment for Commercial 

Crew. If there is an anomaly during a flight or test of similar hardware, the providers are 

required to demonstrate that the cause of the anomaly has been identified and commensurate 

corrective action has been implemented. 

Question lc: 

If factors from other launches are included into any safety assessment for astronaut wellbeing to 

what degree do those other launches impact the degree of risk to the commercial crewed flight? 

(Please give an estimated percentage). 

Answer lc: 

The results of the anomaly investigation are incorporated into NASA's risk assessment process, 

as described in the response to question #Ia. The level of impact depends on the type and 

magnitude of the anomaly, its cause, and the potential effect, if any, to astronaut safety. There is 

no pre-set, quantitative degree of risk that is assumed by previous flight history. 
60 

Question 2a: 

With the "load-and-go" fueling procedure potentially in place for the commercial crewed launch, 

I remain both cautious and skeptical of this process. As of right now there has not been a clear or 

logical explanation for why the deviation from decades of the typical process may be approved. 

What is the specific justification for allowing the "load-and-go" procedure as opposed to the 

historical practice of fueling the vehicle before the astronauts board? (Please go into precise 

detail, or include explanation provided by commercial provider). 

Answer2a: 

NASA considered two options for the SpaceX crew launch timeline. NASA weighed the risks of 

the two options, evaluating the exposure of all people - both the ground crews and flight crewthe stability of the launch vehicle and ground configuration, and when the different crew escape 

systems are available during the timeline. While there is no scenario without risk, NASA 

determined that the current baseline plan that ingresses the flight crew prior to propellant loading 

presents the least risk to the total number of people exposed and provides the more stable vehicle 

configuration. The Commercial Crew Program is continuing certification activities using 

SpaceX's baseline configuration; however, the final certification is contingent on verification of 

hazard controls, compliance with operations standards, and NASA's acceptance of any residual 

risk. The work to certifY the baseline configuration is ongoing and must be completed prior to 

flying crew. 

The specific rationale for approving the baseline plan was multi-faceted. SpaceX adopted the 

baseline plan for crewed flights to minimize operational deviations for hardware common with 

the majority of SpaceX missions. The launch automation pedigree for crew (including operator 

training) is based on repeated practice of the baseline plan over several static fire operations and 

missions. This timeline is consistent with the fueling procedures SpaceX uses for its commercial 

resupply missions and satellite launches. In addition, SpaceX must demonstrate five successful 

propellant loading operations prior to the crewed test flight. In addition, SpaceX has 

accomplished several iterations of the various hazard reports associated with the baseline plan 

and implemented effective hazard controls. Egress capabilities are available to the ground and 

flight crew during the entire duration of crew ingress and propellant loading. Given all these 

data, analysis, and test results, the baseline plan was determined to have the fewest number of 

people exposed to hazards during the least amount of time. However, SpaceX must complete 

remaining certification work and comply with the conditions identified by NASA before this 

approach may be used to support crewed flight. 

Question 2b: 

My question is when you consider capsule weight, other total weight of the rocket and fuel, 

amount of fuel needed for completing the mission, what does the math show- is the Falcon 9 

able to complete the mission if astronauts enter the capsule after the fuel is loaded into the 

rocket? 
61 

Answer2b: 

NASA explicitly compared the baseline plan for propellant loading against the option of crew 

ingress post-propellant loading for the Falcon 9 launch vehicle for crew. This comparison took 

into consideration several factors including an extensive review of the SpaceX ground 

operations, launch vehicle design (with launch vehicle performance being one factor considered), 

escape systems and operational history. Consideration of overall safety for our personnel led to 

the conclusion that the baseline plan presents the least risk to the fewest number of people and 

provides the more stable vehicle configuration. SpaceX is required to demonstrate that it has 

successfully met NASA's conditions using this approach for propellant loading before it may be 

used to fly crew. SpaceX will also be required to demonstrate that it can complete the entire 

mission profile under NASA's Commercial Crew Transportation Capability (CCtCap) contract. 

The crew could be placed in the rocket after fueling and the mission could still be performed. 

However, this loading sequence would be unique and only be used for crew missions. Loading 

the crew and then fuel is the same process used for all SpaceX missions. Getting a chance to 

evaluate system operations -16 times per year offers significant safety advantages over a unique 

process used - once per year. As discussed above, this along with other considerations should be 

the baseline plan to enhance overall safety. 

Question 2c: 

A follow up to that question is if yes, with what level of mission risk? 

Answer2c: 

There is not a quantitative mission-risk-level comparison between the two loading operations. 

The mission risk is assessed using all the tools and products described in the response to question 

#!a. 

Question 2d: 

Finally, does that percentage change when load-and-go is used? And if so, to what degree (again 

in percentages) does the level of risk change? 

Answer2d: 

See answer to the previous question. 

Question 3a: 

This question is asking for a more ambitious date range than made in the National Space 

Exploration Campaign Report issued in September 2018. 

In your estimate, assuming funding and resources are not an issue, how soon could NASA return 

astronauts to the moon? 
62 

The FY 2019 budget request supports a diversified National Space Exploration Campaign that 

can be sustained for decades into the future, allowing human presence to be expanded into the 

solar system, and that request sets NASA on a path to return astronauts to the Moon by the end 

of the 2020s. While planning and development of the NASA systems that will return the U.S. to 

the Moon are ongoing (SLS/Orion/Gatewayllanders), other components of the lunar return and 

infrastructure development will involve agreements with international space agencies and 

commercial partners; these agreements are in the formulation stages but will reflect support for 

human landing prior to 2030. 

Question 3b: 

What roles do you see for the Marshall Space Flight Center as it relates to the National Space 

Exploration Campaign Report of2018? 

Answer 3b: 

For more than 50 years, the unique capabilities and expertise at NASA's Marshall Space Flight 

Center (MSFC) has been used to design and build the engines, vehicles, space systems, 

instruments and science payloads that make possible unprecedented missions of science and 

discovery throughout our solar system. 

Today, MSFC manages all the science work of the astronauts aboard the ISS from a 

24/7 Payload Operations Integration Center, and is home to development of the Space Launch 

System (SLS), the most powerful rocket ever designed to carry human explorers, their equipment 

and science payloads deeper into space than ever before, to the Moon and Mars. Marshall also 

manages the Michoud Assembly Facility, where the core stage ofSLS is under construction with 

a unique set ofleading-edge tools, including the largest spacecraft welding tool in the world, the 

170-foot-tall, 78-foot-wide Vertical Assembly Center. 

For the Gateway Program, MSFC will play a critical role in the management of the Habitation 

Element. The leadership of this Gateway Element will encompass integration of all Gateway 

habitation modules. While specific Center program and project assigmnents for future activities 

supporting the National Space Exploration Campaign will be determined as that campaign 

evolves, MSFC has a critical role in moving the Nation forward, offering unique expertise in 

science and engineering, forging partnerships with industry, academia and other Government 

organizations, and continuing to help the United States lead the world in space exploration and 

discovery. Marshall's strengths and proven capabilities support NASA's goal of integrating 

science and exploration in innovative ways for maximum return on the Nation's investment. 
63 

HOUSE COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY 

"60 Years of NASA Leadership in Human Space Exploration: Past, Present, and Future" 

Mr. William Gerstenmaier, Associate Administrator, HEOMD, NASA 

Questions submitted by Representative Bill Posey, House Committee on Science, Space, 

and Technology 

Question 1: 

The National Space Exploration Campaign Strategy gives us a vision of an open architecture for 

exploration that will provide opportunities for NASA to benefit from ongoing developments in 

the private sector. Would you please elaborate on how NASA would coordinate its development 

and acquisition strategies with the private sector to assure the private and government sector 

compatibilities to make this concept work? 

Answer 1: 

NASA will leverage partnerships with the rapidly advancing commercial sector and international 

community to lay the foundation for a future of unlimited opportunity, discovery and growth. 

This will be a key part of the National Space Exploration Campaign (NSEC), and supports Space 

Policy Directive-!, which calls on NASA to "Lead an innovative and sustainable program of 

exploration with commercial and international partners to enable human expansion across the 

solar system ... ". 

Ongoing operations and research on the ISS encourage development of a robust LEO economy 

in which U.S. private industry matures the ability to provide goods and services- such as 

commercial crew and cargo transportation systems - for customers beyond NASA and other 

government users. By 2025, NASA intends to shift resources from its current approach to 

operating the ISS to purchasing services from commercial providers and providing resources to 

the National Space Exploration Campaign. 

As we look beyond LEO to the Moon, in the near-term, NASA's Science Mission Directorate 

Lunar Discovery and Exploration Program will provide delivery of lunar payloads using 

emerging commercial landers through the Commercial Lunar Payload Services (CLPS) 

procurement- the defining values being speed and commercial partnership. As it relates to 

Gateway development, NASA has been working with commercial industry through the Next 

Space Technologies for Exploration Partnerships (NextSTEP) partnership activities to leverage 

U.S. private sector expertise to develop concepts for the Gateway. Leading up to the recently 

released Broad Agency Announcement (BAA) for the Gateway Power and Propulsion Element 

(PPE), NASA worked closely with industry through NextSTEP PPE studies and the release of a 

draft BAA to inform an acquisition strategy approach for PPE which leverages industry 

capabilities and plans as a public-private partnership. NASA released the final BAA for PPE in 

September 2018. Moreover, NASA recently issued a Sources Sought Notice for Gateway 
64 

logistics services which included inquiries to the private sector on acquisition approaches and 

strategies. 

NASA will focus on continued growth of emerging commercial capabilities to enhance lunar 

lander capabilities and utilization of the Moon (including potential lunar communications 

networks). In every aspect, technology and commercial sector capabilities will feed forward and 

integrate with human exploration approaches. 

Question 2: 

Is anyone working toward a specific target date or year for new American footprints on the 

surface of the Moon? If it is premature to speculate on such a date, after what milestone will we 

be in the position to aunounce to the American public a date when our nation will return 

Americans to the lunar surface? 

Answer2: 

NASA plans to conduct crewed lunar surface missions in the 2020s. As the Agency and its 

partners continue to make progress on the near-term science and technology goals of the NSEC, 

we will evolve specific milestones, and these will be reflected in future updates to the biennial 

NSEC and NASA budget requests. 
65 

HOUSE COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY 

"60 Years ofNASA Leadership in Human Space Exploration: Past, Present, and Future" 

Mr. William Gerstenmaier, Associate Administrator, HEOMD, NASA 

Questions submitted by Ranking Member Eddie Bernice Johnson, House Committee on Science, 

Space, and Technology 

Question I: 

In light of the National Space Exploration Campaign Report stating that (a) the Campaign does 

not assume or require significant funding increases and (b) the decision on the date and method 

of human lunar surface return will be made in 2024, what is a reasonable estimate of the year 

humans will land on the Moon? 

Answer I: 

NASA is building a plan for Americans to orbit the Moon, starting in 2023, and land astronauts 

on the surface no later than the late 2020s. 

Question la: 

Similarly, based on those two statements, is a human mission to Mars by 2033 possible? Is it 

likely, given the funding constraints assumed? 

Answer la: 

NASA anticipates an eventual series of crewed Mars missions. NASA will advance robotic 

access to Mars in preparation for human exploration, and an innovative robotic Mars round-trip 

sample return in the 2020s will tie directly into these efforts. 

Human exploration requires a long term, sustained effort. NASA is building capabilities to 

create a resilient architecture featuring multi-use evolvable space infrastructure. This minimizes 

unique developments, with each mission leaving something behind to support subsequent 

missions. NASA is developing the capabilities required for deep space exploration on a schedule 

consistent with the available resources, technologies, and commercial capabilities, and the 

Agency will continue to revise its plans as it learns from the experience it will gain by 

accomplishing the milestones we establish in the plan. 

NASA's drive to conduct robotic and human exploration of the Moon informs the development 

of technologies needed for future Mars missions. In the 2020s, the Moon will also serve as a 

stepping-stone, a training ground, and a platform to strengthen commercial and international 

partnerships and prepare for future human missions to Mars and other destinations. As these 

missions in the 2020s evolve and the technology and partnerships for missions to further 
66 

destinations become better defined, NASA will continue to focus on Mars plans that assume 

minimal changes to future long-term funding needs. 

Question lb: 

What impact would a possible Continuing Resolution for fiscal year 2019 Appropriations have 

on new start human space exploration-related activities planned for FY 20 19? 

Answer 1b: 

In FY 2019, HEO is continuing the work for Gateway, Power and Propulsion Element, 

Habitation and Lunar Activities begun in previous fiscal years. While Commercial LEO 

Development will likely be impacted under a full year Continuing Resolution, NASA will 

allocate some level of funding for this activity. NASA will use the results from ISS studies 

conducted in 2018/2019 to solicit an open competition for public and privately funded module( s) 

and/or platform(s) attached to the ISS or free-flying in LEO in FY 2019. It is possible that these 

awards may need to be executed out ofiSS since Commercial LEO Development is a new 

program. Thus, there are no new start human space exploration-related activities planned. 

Under a year-long Continuing Resolution during fiscal year 2019 at a total HEO level there 

would be no impacts, however HEO would need the flexibility to reallocate funding between 

accounts to ensure funding is available to adequately fund these activities at the levels planned. 

Question2: 

What is NASA assuming as a baseline annual cost for supporting the proposed lunar campaign 

outlined in the Space Exploration Campaign report? 

Answer 2: 

It is important to note that activities supporting NASA's lunar exploration are spread across 

multiple budget lines. For further detail, please see NASA's FY 2019 budget request at the 

following link: 

https://www.nasa.gov/sites/defaultlfiles/atoms/files/fYl9 nasa budget estimates.pdf 

In the document, a high-level budget summary covering the FY 2019-23 runout may be found on 

page BUD-I, with a more detailed break-out beginning on page BUD-2. 

Question 2a: 

Since NASA is not assuming growth in its budget to support the proposed lunar campaign, where 

will you get the funding for the lunar campaign, given that the existing exploration budget needs 

to continue supporting the ISS, commercial crew and cargo, and exploration systems 

development? Does NASA plan to cut or delay any existing or planned activities in order to fund 

a proposed lunar campaign? 
67 

Answer2a: 

NASA believes that the lunar campaign can be fully supported within funds proposed in the 

President's Budget. Critical to this strategy is looking at different ways of doing business that 

don't result in the types oflarge programs and cost overruns that the Agency has faced in the 

past and impeded progress including incentivizing more efficient contractor performance, 

developing new technologies that can make exploration more affordable, and developing more 

commercial opportunities in space. Changing the current way of doing business is essential to 

achieving U.S. exploration goals, regardless of available resources. 

Question 2b: 

How will you pay for starting a humans to Mars program under the assumed constrained budget, 

given you intend the lunar exploration program to continue indefinitely? 

Answer2b: 

One of the key principles in NASA's National Space Exploration Campaign (NSEC) is 

sustainability, reflecting Space Policy Directive-!, which calls on the Agency: 

"to lead an innovative and sustainable program of exploration with commercial and 

international partners to enable human expansion across the solar system and to bring 

back to Earth new knowledge and opportunities. Beginning with missions beyond lowEarth orbit [LEO], the United States will lead the return of humans to the Moon for longterm exploration and utilization, followed by human missions to Mars and other 

destinations. " 

The President's FY 2019 budget request for NASA supports a diversified National Space 

Exploration Campaign that can be sustained for decades into the future, allowing human 

presence to be expanded into the solar system. By leveraging partnerships in the cislunar and 

lunar surface environment and developing the skills, technologies and capabilities necessary for 

further exploration beyond the Earth- Moon system, NASA seeks to demonstrate the capabilities 

necessary in the lunar environment for the exploration of the Mars system. 

Question 3: 

Has NASA defined the tests, demonstrations, and feed forward capabilities required to send 

humans to Mars at a level of specificity that provides the confidence that the proposed lunar 

campaign is a cost-effective and timely prerequisite? 

Answer 3: 

Our exploration of the Moon in the 2020s will inform future crewed missions to Mars. The 

Agency will begin sending increasingly capable robotic missions to the lunar surface in the next 

two years to conduct scientific investigations, characterize resources, and provide lunar landing 

services to customers from America and around the world. Ultimately, these efforts will 
68 

culminate in the safe landing of U.S. astronauts on the Moon before the end of the 2020s. 

NASA's drive to conduct robotic and human exploration of the Moon informs the development 

of technologies needed for future Mars missions. The Habitation Systems technologies, such as 

life support, that are being tested on the ISS and are necessary for Mars missions will also feed 

forward to human lunar missions. The Moon will also serve as a stepping-stone, a training 

ground, and a platform to strengthen commercial and international partnerships and prepare for 

future human missions to Mars and other destinations. NASA's biennial NSEC report will 

reflect the evolution of specific cislunar activities as we increase our scientific and technical 

knowledge and prepare for human Mars missions. 

Question 3a: 

How long would the lunar campaign have to last to demonstrate the capabilities needed for the 

humans to Mars mission? 

Answer 3a: 

As noted above, NASA's lunar exploration in the 2020s will inform crewed missions to Mars, 

which the Agency anticipates beginning in the 2030s and culminating in a surface landing. 

Question 3b: 

Once NASA tests and demonstrates capabilities on the Moon that are required for sending 

humans to Mars, will NASA provide funding for continued lunar operations, including those that 

are carried out by commercial entities? What would be the rationale for doing so? 

Answer 3b: 

The NSEC has five strategic goals: 

1. Transition U.S. human spaceflight in LEO to commercial operations that support NASA 

and the needs of an emerging commercial economy. 

2. Lead the emplacement of capabilities that support lunar surface operations and facilitate 

missions beyond cislunar space. 

3. Foster scientific discovery and characterization oflunar resources through a series of 

robotic missions. 

4. Return U.S. astronauts to the surface of the Moon for a sustained campaign of exploration 

and utilization. 

5. Demonstrate on the Moon the capabilities required for human missions to Mars and other 

destinations. 
69 

Continuing utilization of the Moon is an important part of the Campaign, though the specific 

missions and activities, as well as whether a given project involves Government-owned andoperated assets or the NASA purchase of commercial services, will evolve as we conduct our 

cislunar exploration, and will be reflected in future editions of the biennial NSEC report. 

Question4: 

Under NASA's current approach to developing the Gateway, who would own the Gateway? 

What is the anticipated proportion of govemment versus non-government investment in the 

development of the Gateway? 

Answer4: 

NASA is planning on leading a sustainable and long-term return to the Moon and the lunar 

surface. NASA's approach will require partnerships with domestic industry and international 

space agencies to ensure success in this exploration endeavor. NASA will lead the effort, 

guiding integration and focusing efforts for science and exploration, and the Agency will ensure 

specific contributions to the Gateway development and operations are recognized and reflected 

in the governance approach. So, while ownership is shared among the partners, NASA will be 

the lead organization. 

Question 4a: 

How would its governance be established and enforced? 

Answer4a: 

NASA will be the lead architect, integrator, and operator of the Gateway. International and 

commercial partners will contribute Elements and Modules to the system and will participate in 

NASA-led decision-making boards and panels as appropriate. 

Question 4b: 

How would NASA prioritize the uses of the Gateway among NASA, basic research, 

international and commercial space partner interests? 

Answer4b: 

While the specifics of Gateway research resource allocations are to be determined, the primary 

focus will be supporting lunar exploration. 

Gateway will support a variety of Government and commercial activities in the vicinity of the 

Moon, including missions to the lunar surface. NASA may also leverage the Gateway for 

scientific investigations near and on the Moon. The Agency recently completed a call for 

abstracts from the global science community, and is hosting a workshop in late February 2019 to 

discuss the unique scientific research the Gateway could enable. NASA anticipates the Gateway 
70 

will also support the technology maturation and development of operating concepts needed for 

missions beyond the Earth and Moon system. 

Drawing on the interests and capabilities of industry and international partners, NASA will 

develop progressively complex robotic missions to the surface of the Moon with scientific and 

exploration objectives in advance of a human return. NASA's exploration missions and 

partnerships will also support the missions that will take humans farther into the solar system 

than ever before. 

Question 5a: 

NASA has been consistently appropriated above-requested funding levels for the SLS, Orion, 

and Exploration Ground Systems programs. One aspect of the significant taxpayer investment in 

these systems is to ensure that NASA regains and retains expertise in human spaceflight 

development and operations by instituting a reasonable flight rate. 

With that in mind, what does the Space Exploration Campaign assume in terms of a flight rate 

for SLS and Orion? 

Answer 5a: 

NASA's plans call for one SLS, Orion, and Exploration Ground Systems flight per year through 

the 2020s. The actual cadence of missions beyond Exploration Mission-2 will be defined based 

on mission needs, available resources, and operational costs. Reducing production and 

operations costs will be critical for enabling an ambitious exploration program. 

Question 5b: 

Does the budget plan support that assumed flight rate? 

Answer 5b: 

Yes. 

Question 5c: 

Is this flight rate sufficient to ensure high confidence in NASA's ability to enable effective safety 

and in production and operational efficiencies? 

Answer 5c: 

NASA has a rigorous, robust, and proven process, with independent authority oversight, for 

methodically assessing launch readiness. Exploration systems and operations are designed to 

safely support one flight a year. 
71 

Question6: 

In Section 4 of the National Space Exploration Campaign report, NASA describes the Campaign 

as including science missions beyond LEO such as OSIRIS-REx, Mars sample return, and 

Europa. What other science missions fall within the umbrella of the National Space Exploration 

Campaign? Would the inclusion of a potential science mission in the Campaign alter its chances 

of being funded by NASA, despite Decadal Survey decisions that may have established different 

mission priorities? 

Answer6: 

NASA's Exploration Campaign focuses on an approach that includes development of 

technologies and systems that enable a series of human and robotic lunar missions and are 

extensible to destinations beyond the Moon, including Mars. Science missions will continue to 

be selected based on the priorities of the potential science return and priorities established in 

concert with the Decadal Surveys although benefits to human space activities will also be 

considered, where applicable. Initial science missions to fall under the umbrella of the 

Exploration Campaign will include lunar payloads delivered to the lunar surface using 

commercial landers through the Commercial Lunar Payload Services (CLPS) procurement; 

missions which are expected to begin as early as 2019 or 2020. The Lunar Reconnaissance 

Orbiter (LRO), launched in 2009, also is a key element of the Exploration Campaign. LRO will 

not only help characterize future landing sites for robotic and human lunar surface missions, but 

also provide valuable surface mineralogy data when observing the plumes created during the 

landing events. In addition, missions such as InSight, which landed on Mars in November 2018, 

and the future Mars 2020 rover will help pave the way for future exploration and utilization of 

the Red Planet. 

Question 7: 

In Section 5 of the National Space Exploration Campaign report, NASA indicates that the 

agency has initiated a "federated core team" for the lunar portion of the Campaign that reports 

directly to the Administrator. What is the size of this core team and what are some of the 

activities it has underway? Please provide an organization chart of the core team. 

Answer?: 

NASA has established a core team of agency leadership focused on Exploration Campaign 

implementation across the Mission Directorates. This team is still in early planning stages and 

the Agency is working to staff the team and scope the priority activities for execution in the nearterm. As planning is still underway and the team is not fully staffed, an organization chart is not 

available. 

Question 8a: 
72 

On September 1, 2018, in response an inquiry by Democratic Committee staff on whether NASA 

had any plans to notify Congress on a change to the EM-I date (beyond what has been 

communication so far, i.e., June 2020 and internal date of December 2019), NASA stated that, 

"NASA is holding exploration systems development programs and contractors to a June 2020 

launch date for EM-I." The National Space Exploration Campaign Report recently submitted to 

Congress in response to P.L. 115-10, stated that: 

"The first SLS/Orion mission will be the uncrewed Exploration Mission-I (EM-I), currently 

scheduled to launch to lunar orbit in FY2020, followed by the first crewed SLS/Orion mission, 

EM-2, no later than 2023." 

Does the characterization of the launch ofEM-1 date as scheduled to launch "in FY2020" 

effectively extend the launch date to potentially September 2020? 

Answer 8a: 

Recent issues (primarily due to delays in the shipment of the European Service Module from 

Bremen, Germany to Kennedy Space Center from July 2018 to November 2018, and impacts to 

the Space Launch System [SLS] schedule due to first-time production issues such as tube 

contamination and work flow around complex elements like the cores stage engine section at the 

Michoud Assembly Facility) have consumed six to eight months of EM-I schedule margin. All 

other exploration elements (including the Orion Crew Module and Launch Abort System 

production; SLS engines, boosters and stage adaptors; and Exploration Ground Systems (EGS) 

construction on the Mobile Launcher, launch pad, and Vehicle Assembly Building) are on track. 

Question 8b: 

Does the inclusion of such dates in the National Space Exploration Campaign Report constitute 

formal congressional notification ofEM-1 and EM-2 dates to which NASA can be held 

accountable to? 

Answer8b: 

On ApriliO, 20I8, in accordance with Section 103 of the NASA Authorization Act of2005 (P.L. 

109-155), NASA officially informed the Congress of the Exploration Mission 1 (EM-I) 

schedule. This provided notification regarding the commitments for the Space Launch System 

and Exploration Ground Systems programs, which had their lifecycle and Agency baseline 

commitment tied to EM-1. The Orion program's life cycle and agency baseline commitment are 

tied to EM-2, and the commitment remains for a launch no later than April 2023. 
73 

Responses by Mr. Mark Geyer 

HOUSE COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY 

"60 Years ofNASA Leadership in Human Space Exploration: Past, Present, and Future" 

Mr. Mark Geyer, Director, Johnson Space Center, NASA 

Questions submitted by Ranking Member Eddie Bernice Johnson, House Committee on Science 

Space, and Technology 

Question 1: 

What negative impacts have your center and the surrounding communities experienced during 

past human spaceflight program transitions, both scheduled and unscheduled? How, if at all, has 

the environment changed in and around your center and do those changes make your center and 

surrounding communities less vulnerable or more vulnerable to unscheduled program 

transitions? 

Answer 1: 

The most recent human spaceflight program transition was the closeout of the Space Shuttle 

Program. The last Space Shuttle flight was in July 2011. Civil service workforce that supported 

the Shuttle Program transitioned to other jobs at JSC or within NASA. Contractor workforce 

either transitioned to supporting other human spaceflight programs or sought out employment 

outside of the space industry. 

The technical skills that make human space exploration successful are sometimes sought out by 

other industries in the Houston area. When the Space Shuttle Program ended, many in the 

contractor workforce that supported the Space Shuttle Program were sought out by the oil and 

gas industry. While this lessened the impact to the Houston economy, some human spaceflight 

corporate knowledge was lost from the JSC community. 

Ultimately, transitions can be essential for ensuring that NASA's mission objectives and 

workforce continue to be aligned with national objectives and the capabilities needed to succeed 

in the future. A stable budget and space policy enable NASA to execute its very challenging 

assignments with much more efficiency. NASA is focused on executing toward Space Policy 

Directive I, elaborated upon in the recently-released National Exploration Campaign report, and 

supported by the Congress. 

The challenging work that NASA executes has the added benefit of training a highly skilled and 

technical workforce in both the Civil Servant ranks as well as the contractor workforce. The 

contractor skilled workforce can also enable the United States to be more competitive in other 

commercial endeavors. 
74 

Question2: 

What are the challenges associated with managing the deferral of maintenance at your facilities 

and infrastructure and how does that impact your center's ability to support new human 

spaceflight initiatives? Are new authorities needed to enable needed modernization of facilities 

and infrastructure? 

Answer2: 

JSC is challenged with managing the ongoing needs of an aging physical capital portfolio 

through the demands of evolving mission requirements, which bear upon the resilience and 

usefulness of many facilities. Facilities that are operating beyond their original design life are 

subject to deterioration that results in reliability problems and greater expense in terms of 

maintenance and energy use. 

Over the last decade, JSC has made steady, measurable strides in slowing the growth of its 

deferred maintenance burden. This has been achieved through the primary application of 

available mechanisms: ( 1) disposal by demolition of obsolete facilities; (2) targeted maintenance 

and repair; and (3) replacement of obsolete facilities to meet the requirements of new and future 

missions and current processes and safety standards. An assertive, long-term focus on 

infrastructure revitalization has included disposal of excess facilities through established Federal 

process and strategic reutilization ofunderutilized Agency facilities through partnerships with 

Government, industry, and other entities. These efforts aid in offsetting the potential for growth 

in inventory of assets subject to disuse, degraded conditions and the accompanying cost to 

maintain them. 

NASA has several Federal authorities available to JSC to support its real property and 

infrastructure management goals, including the goal of deferred maintenance reduction. This 

existing "toolkit" of authorities as sufficient and valuable, enabling agreements with public and 

private sector partners that positively enable reutilization of JSC facilities, leveraging them into 

more productive and maintained properties, maximizing asset utilization and efficiency. 

JSC uses a risk-based approach to prioritize Mission Critical facilities and assets to reduce the 

likelihood of catastrophic failures. Mission Critical facilities comprise about 10 percent of the 

Center's buildings by count, and about 39 percent of the overall square footage. Mission Critical 

facilities receive 46 percent of the JSC scheduled maintenance funding and whatever funding is 

necessary to mitigate and repair unscheduled failures. As a result, JSC's remaining facility 

inventory may have some maintenance deferred. JSC often repairs systems that are well beyond 

their useful life instead of replacing them. Systems and equipment are kept in service longer, 

requiring frequent maintenance and repair and reduced reliability. In many cases, repairs may 

take longer to fix and become more expensive as equipment becomes more obsolete. 
75 

Question3: 

What, if anything, is needed to help prepare your center's workforce, contracts, contractors, and 

related infrastructure for a potential transition to a private low Earth Orbit (LEO) platform 

beyond 2024? 

Answer3: 

JSC is a world leader in complex programmatic and systems integration. For example, for more 

than 20 years, JSC has managed the integration, assembly and operation of the ISS. The Space 

Station is a multi-national microgravity laboratory. JSC has also developed and implemented 

cutting-edge partnering strategies. The Commercial Orbital Transportation Services 

(COTS) program and the Cargo Resupply Services contract strategy enabled two companies to 

develop launch vehicles and spacecraft through public-private partnerships which now resupply 

critical cargo to the ISS. This initiative has shown the power and the challenges of this strategy 

which will be an important part of any future sustainable exploration plan. JSC is well 

positioned to contribute to the transition to the next phase of operations in low-Earth orbit 

(LEO), which will be led by U.S. industry. The specific demands on JSC workforce, contracts, 

contractors, and infrastructure will depend partially on the development and operations strategies 

pursued by the operators of commercial LEO platforms. 

Question 3a: 

How would your center be impacted by a gap in access to LEO should another platform not be 

operational at the time ISS operations are ended? 

Answer3a: 

NASA will have significant requirements for access to LEO in the foreseeable future. These 

include continued microgravity research as well as Astronaut acclimation and training. It is 

essential that there not be a gap in access to LEO, which is why the Administration's policy is to 

maintain continuous access to LEO throughout the transition of NASA's funding for its LEO 

requirements. 

Question4: 

What are the projected roles and responsibilities of your center in developing technologies that 

would directly reduce the risks of going to Mars? Have these roles and responsibilities been 

formally assigned yet? 

Answer4: 

The Johnson Space Center stands ready to support the Human Exploration and Operations 

Mission Directorate (HEOMD) and work in partnership with the other NASA human spaceflight 

centers to enable humans going to Mars. JSC is also home to NASA's Astronaut Corps and is 

responsible for training space explorers from the United States and our Space Station partner 
76 

nations. JSC leads NASA's flight-related scientific and medical research efforts and strives to 

make revolutionary discoveries and advances to benefit not only our ability to live and work in 

space but all humankind. The Johnson Space Center also has unique expertise in Extravehicular 

Activity (EVA) suit development and operations. As stated previously, JSC is a world leader in 

complex prograrumatic and systems integration. 

Center roles and responsibilities for a future mission to Mars have not yet been assigned. 

Question 5: 

How can Congress help your center keep human spaceflight programs and projects on track? 

What, if any, are the program management and oversight challenges unique to your center? Can 

additional policies and tools help NASA balance accountability and enforcement of contract 

provisions with the need to maintain a trusting, team-oriented relationship with its contractors 

and partners? 

Answer 5: 

NASA works to present a President's Budget request that supports the development and 

operations of human spaceflight programs and projects. As the economy expands to include 

LEO, NASA is working with established partners and new companies to create new strategies to 

more effectively provide the capabilities needed to support the United States' space 

requirements. These strategies will be essential to achieving national space exploration 

objectives. NASA has provided the knowledge gained from 60 years of spaceflight operations to 

many companies to assist them in their quest to become spaceflight service providers and 

enhance the United States' economic leadership in space. 
77 

Responses by Ms. Jody Singer 

HOUSE COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY 

"60 Years ofNASA Leadership in Human Space Exploration: Past, Present, and Future" 

Ms. Jody Singer, Director, Marshall Space Flight Center, NASA 

Questions submitted by Representative Mo Brooks. House Committee on Science. 

Space and Technology 

Question la: 

I want to go into more detail about the specific and historic capabilities at the Marshall Space 

Flight Center as NASA moves forward in the planning stages of future missions. 

Would you go into detail regarding how the specific expertise that is available at the Marshall 

Space Flight Center? 

Answer la: 

At Marshall Space Flight Center (MSFC), we have a storied history of expertise in developing 

and integrating large, complex human-rated systems on behalf of the Agency and our country. 

The institutional knowledge that MSFC has developed to support generational accomplishments, 

from Apollo, Skylab, Hubble Space Telescope, Spacelab, Space Shuttle, Chandra, and the 

International Space Station (ISS), is being focused on the current Space Launch System (SLS) 

Program leadership and moving towards Exploration Mission-! (EM-1) and beyond. MSFC 

maintains primary and supporting roles in Human Exploration and Space Operations and Space 

Technology Missions, as well as select crosscutting technical capabilities. 

Question 1 b: 

How do you see the skills at the Marshall Space Flight Center as it relates to the future planned 

missions across the board? 

Answer lb: 

These historically grounded roles and capabilities highlighting MSFC skills represent future 

progress that promises to be equally diverse: Environmental Control and Life Support Systems 

(ECLSS), advanced manufacturing, launch vehicle development such as SLS, large, complex 

human-rated systems, in-space propulsion in the fields of chemical, cryogenic, and nuclear 

thermal, as well as space environmental effects. Finally, MSFC is working with commercial 

partners and other NASA field Centers on a number of robotic and human lander development 

programs. In addition to past skills and capabilities, it is vital that NASA workforce adapt as the 

skills and technologies needed for space exploration change. 

Question lc: 

As NASA moves toward future space exploration, how to you see the workforce making the best 

contribution to the planned Lunar Orbital Platform-Gateway? 
78 

Answer lc: 

Marshall's workforce has a rich history of developing large, complex systems on behalf of our 

Nation's space program. It began with Apollo, then expanded to Sky lab, Spacelab, Space 

Shuttle and the ISS. Our workforce created and built the Unity node and the U.S. Destiny 

Laboratory for ISS in the same Marshall facilities where the Saturn V was first manufactured. 

Marshall also designed and developed the Environmental Control and Life Support System 

(ECLSS), which provides water and oxygen for the ISS crew. 

How the expertise of our workforce can support the Gateway architecture or other aspects of the 

National Space Exploration Campaign will develop over time. 

Question le-i: 

Answer le-i: 

i. Can you go into detail regarding the expertise at the Marshall Space Flight 

Center may best be able to contribute to the factors imposed by this 

mission? 

MSFC's existing primary and supporting roles are positioned to assist with the Gateway. 

Marshall has the lead role for the development of technologies in the following areas: Systems 

Engineering and Integration, Environmental Control and Life Support Systems (ECLSS), 

cryogenic fluid flight systems, launch vehicle development, including the SLS Program, in-space 

propulsion, chemical propulsion (including nuclear thermal propulsion and in-space cryogenic 

fluid management for chemical and nuclear), advanced manufacturing, polymer matrix 

composite processing, and astrophysics research. 

Marshall partners with other Centers on the development of technologies in the following areas: 

crewed destination systems (specifically, habitation and mobility), chemical propulsion flight 

integration, space environments testing, and vehicle structures and materials technology. 

Question ld: 

As NASA moves toward future space exploration, how to you see the workforce making the best 

contribution to the planned Lunar Lander (also known as Moon Lander)? 

Answer ld: 

NASA's workforce is a true asset for lander development with the skills to develop, test, and fly 

the lander architecture proposed in response to Space Policy Directive 1, which provides for a 

U.S.-led, integrated program with private sector partners for a human return to the Moon. 

NASA's Lunar Cargo Transportation and Landing by Soft Touchdown (CATALYST) effort has 
79 

established a functional model of NASA expertise working with industry partners in the 

development and testing of small landers. In the CATALYST program, each Center has 

provided expertise and worked alongside industry in the process of developing small commercial 

landers. NASA will begin working with industry partners to also develop large cargo and human 

landers in FY 2019. 

It is anticipated that Center roles in the proposed Lunar Lander Program will be defined in the 

spring of2019. In the meantime, a cross-Agency team is formulating a human lunar lander 

architecture that takes advantage of capabilities, such as the Gateway and expected commercial 

capabilities, to establish a sustainable, reusable lunar lander system. The reusability will come in 

stages as capability is established. NASA's workforce is performing the necessary analysis to 

determine feasible approaches. 

Question ld-i: 

Answer ld-i: 

i. Can you go into detail regarding the expertise at the Marshall Space Flight 

Center may best be able to contribute to the factors imposed by this 

mission? 

"Landing is a launch in reverse," requiring similar expertise from an overall vehicle 

controllability perspective. After landing on the lunar surface, human-rated missions must then 

"launch" crew for the return to the Gateway. MSFC has the progranunatic and technical 

capability to contribute to the development of launch and landing vehicles. 

Marshall has led an integrated Mighty Eagle multi-Center team, where these ground 

demonstrations trace to subsystems used in CATALYST landers today. Marshall has a strong 

history ofleading, managing, integrating, and operating overall complex systems, as well as 

leading, managing, and performing detailed design of subsystems. The systems and skill sets 

include multi-element systems and subsystems, including large complex structures; propulsion; 

guidance, navigation, and control; sensors; cryogenic fluid management; thermal analysis; and 

overall vehicle integration. Integration of these subsystems are exercised as part of the SLS 

development and will transition to the human lander systems development. 

As the lead for the Lunar CATALYST program and through our work on engineering design and 

development for Resource Prospector, Marshall has integrated multi-Center, multi-discipline 

teams while developing partnerships across the emerging lander industry. MSFC has led 

technology maturation on small and large propulsion systems to support future NASA and 

industry needs, ranging from an advanced storable hi-propellant engine with Department of 

Defense heritage to an advanced liquid oxygen/liquid methane lunar lander engine. Marshall has 

performed a dual role, in the best interest of NASA and in support of the commercialization of 

space, by being a smart partner with the U.S. commercial sector. These roles strongly overlap as 

we foster commercial capabilities for the U.S. economy, as well as the goals of NASA. 
80 

HOUSE COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY 

"60 Years ofNASA Leadership in Human Space Exploration: Past, Present, and Future" 

Ms. Jody Singer, Director, Marshall Space Flight Center, NASA 

Questions submitted by Ranking Member Eddie Bernice Johnson, House Committee on Science, 

Space, and Technology 

Question 1: 

What negative impacts have your center and the surrounding communities experienced during 

past human spaceflight program transitions, both scheduled and unscheduled? How, if at all, has 

the environment changed in and around your center and do those changes make your center and 

surrounding communities less vulnerable or more vulnerable to unscheduled program 

transitions? 

Answer 1: 

During the previous transition in 2010 with the Constellation cancellation and Space Shuttle 

closeout, MSFC experienced a significant reduction in contractor staffing levels as contracts 

were closed out. The Center issued notifications to 21 companies who in turn eliminated 

contract employees. Civil service staff levels were not affected. 

Predicting changes to the environment for MSFC and surrounding communities during future 

transitions would likely prove difficult. This is due to the high degree of uncertainty during such 

times and the unknown timeframe for requirements to support any potentially realigned 

programs and sustain minimum technical capability. NASA has since developed primary and 

supporting Center roles across the Agency. Those assignments as currently positioned would 

likely decrease vulnerability in terms of maintaining a minimum level of technical capabilities 

across designated primary and support areas of expertise. Ultimately, the success of long-term 

spaceflight projects is dependent on holding ourselves accountable for performance, and 

maintaining the kind of constancy of focus and purpose provided by Space Policy Directive 1, 

proposed in the President's budget requests, elaborated upon in the recently-released National 

Exploration Campaign report, and supported by the Congress. 

Question2: 

What are the challenges associated with managing the deferral of maintenance at your facilities 

and infrastructure and how does that impact your center's ability to support new human 

spaceflight initiatives? Are new authorities needed to enable needed modernization offacilities 

and infrastructure? 
81 

Answer 2: 

MSFC is challenged with managing the ongoing needs of an aging physical capital portfolio 

through the demands of evolving mission requirements, which bear upon the resilience and 

usefulness of many facilities. Facilities that are operating beyond their original design life are 

subject to deterioration that results in reliability problems and greater expense in terms of 

maintenance and energy use. 

Over the last decade, MSFC has made steady, measurable strides in slowing the growth of its 

deferred maintenance burden. This has been achieved through the primary application of 

available mechanisms: (1) disposal by demolition of obsolete facilities; (2) targeted maintenance 

and repair; and (3) replacement of obsolete facilities to meet the requirements of new and future 

missions and current processes and safety standards. An assertive, long-term focus on 

infrastructure revitalization has included disposal of excess facilities through established Federal 

process and strategic reutilization of underutilized Agency facilities through partnerships with 

Government, industry, and other entities. These efforts aid in offsetting the potential for growth 

in inventory of assets subject to disuse, degraded conditions and the accompanying cost to 

maintain them. 

NASA has several Federal authorities available to MSFC to support its real property and 

infrastructure management goals, including the goal of deferred maintenance reduction. This 

existing "toolkit" of authorities as sufficient and valuable, enabling agreements with public and 

private sector partners that positively enable reutilization ofMSFC facilities, leveraging them 

into more productive and maintained properties, maximizing asset utilization and efficiency. 

At MSFC, one of the targeted maintenance and repairs tools that NASA uses is the Mission 

Dependency Index (MDI). MDI is a prioritization approach for unique facilities. It enables 

MSFC to focus infrastructure resources on mission critical facilities. This becomes part of a 

multi-tiered approach to identify and prioritize projects. MDI, coupled with a facility condition 

assessment of the MSFC prioritized list of critical projects, ensures infrastructure and systems 

are operational in support of the NASA mission. 

A specific example of challenges associated with managing the deferral of maintenance at MSFC 

involves pressure systems. These allow for the movement of commodities needed to conduct 

mission operations; they range from compressed air for power tools to nitrogen for purging lines, 

from oxygen to propellants such as hydrogen. Many systems date to the Saturn era, but what 

was cutting-edge technology in the 1960s is difficult to bring within current safety standards as 

systems reach the end of their design life. MSFC considers the mission, condition, and safety 

risks while utilizing innovative inspection techniques to determine safety and replacement. The 

long-term renovation plan for pressure system components led to a reduced risk to personnel and 

property. 

Question3: 

What, if anything, is needed to help prepare your center's workforce, contracts, contractors, and 

related infrastructure for a potential transition to a private low Earth Orbit (LEO) platform 

beyond 2024? 
82 

Answer 3: 

Marshall Space Flight Center has already taken steps to prepare our workforce for the transition 

to commercialization ofintemational Space Station (ISS) payload operations in low-Earth orbit 

(LEO) by consolidating two payload operations contracts. Currently, the Huntsville Operations 

Support Center (HOSC) contract provides system development and operations and maintenance 

services to ISS program requirements and the Mission Operations and Integration (MO&I) 

contract provides support and products for the development and execution of spaceflight 

operations performed by the Payload and Mission Operations Division. 

The new solicitation Marshall Operations Systems, Services and Integration (MOSS!) 

Acquisition bundles the HOSC and MO&I requirements into one contract vehicle. The selected 

contractor will provide operations support for all mission phases-for payload operations in 

support of the ISS Program and as required for new or evolving NASA programs including 

Space Launch System (SLS) and other satellite projects. 

Question 3a: 

How would your center be impacted by a gap in access to LEO should another platform not be 

operational at the time ISS operations are ended? 

Answer 3a: 

The Administration's policy is to maintain continuous access to LEO. Marshall anticipates that 

commercial enterprises will play a larger role in directing activities in LEO when direct 

Government funding ofiSS operations ends. Whether it is the ISS or another platform within 

LEO, there will still be a need for operations support. Marshall is positioned to maintain its 

institutional knowledge in payload operations, planning, and utilization support going forward. 

While the size of the workforce may not need to be up to current staffing, there will still be the 

need to provide support for continued technology demonstrations, science research and 

discoveries. This includes development of an advanced Environmental Control and Life Support 

System (ECLSS), materials research science, physical sciences, life sciences, and hnman 

research. 

Question4: 

What are the projected roles and responsibilities of your center in developing technologies that 

would directly reduce the risks of going to Mars? Have these roles and responsibilities been 

formally assigned yet? 

Answer4: 

Yes. MSFC existing primary and supporting roles as currently assigned are positioned to assist 

with many of the technological considerations and corresponding risk reductions for deep space 

exploration. 

Marshall has the lead role for the development of technologies that will directly reduce the risk 

for human exploration missions to Mars in the following areas: Systems Engineering and 
83 

Integration, Environmental Control and Life Support Systems (ECLSS), cryogenic fluid flight 

systems, launch vehicle development, including the Space Launch System Program, in-space 

propulsion, chemical propulsion (including nuclear thermal propulsion and in-space cryogenic 

fluid management for chemical and nuclear), advanced manufacturing, polymer matrix 

composite processing, and astrophysics research. 

Marshall partners with other Centers on the development of technologies that will directly reduce 

the risk for manned exploration missions to Mars in the following areas: crewed destination 

systems (specifically, habitation and mobility), chemical propulsion flight integration, space 

environments testing, and vehicle structures and materials technology. 

Question 5: 

How can Congress help your center keep human spaceflight programs and projects on track? 

What, if any, are the program management and oversight challenges unique to your center? Can 

additional policies and tools help NASA balance accountability and enforcement of contract 

provisions with the need to maintain a trusting, team-oriented relationship with its contractors 

and partners? 

Answer 5: 

Space Policy Directive 1 provides the latest roadmap to keep MSFC human spaceflight programs 

and projects on track. MSFC exploration enables human expansion across the solar system with 

missions beyond LEO, as we return to the Moon to study the next steps in long-term exploration 

and utilization, followed by human missions to Mars and other destinations. Funding proposed 

in the President's Budget helps NASA to inspire the Nation, support an economic base, and 

encourage the next generation Americans that want to work for NASA and MSFC. 
84 

Responses by Mr. Robert Cabana 

HOUSE COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY 

"60 Years ofNASA Leadership in Human Space Exploration: Past, Present, and Future" 

Question 1 a: 

Mr. Robert Cabana, Director, John F. Kennedy Space Center, NASA 

Questions submitted by Representative Bill Posey, 

House Committee on Science, Space. and Technology 

Under your tenure leading Kennedy Space Center, you have overseen numerous changes and met 

many challenges. You and I both know that Florida is the preferred go-to destination to launch 

into space. Just as filmmakers around the world aspire to make movies in Hollywood, everyone 

knows that America's Space Coast is the premier location to launch. 

Can you describe how KSC has adapted to accommodate more space entrants, and offer a 

snapshot on the exciting developments planned at KSC for the near future in line with the 

National Space Exploration Campaign Strategy? 

Answer Ia: 

Kennedy Space Center (KSC) has evolved into the world's most active and diverse multi-user 

spaceport, with five commercial companies and two federal Government agencies actively 

engaged in providing Government and commercial launch services. In addition to launch vehicle 

and payload processing services and other components of the space-launch value chain, there are 

over a dozen commercial space companies and three federal entities concurrently operating at 

KSC. Over the last eight years, KSC has made significant investments to accommodate more 

space entrants and support KSC as a multi-user spaceport. These upgrades helped modernize 

and enhance the launch and range assets and infrastructure at KSC and Cape Canaveral Air 

Force Station to enable future exploration of the solar system. 

By establishing KSC as a multi-user spaceport, the Center is fulfilling the sense of Congress and 

the National Space Policy to ensure America's future in space by enabling both Government and 

commercial access to space. KSC is achieving this goal by identifying creative means for 

making underutilized NASA facilities and infrastructure available to commercial and other 

Government entities, while transforming our safety and operational concepts to support a multiuse paradigm. KSC has also organized itselfto provide a focus on attracting new partners and 

also operating the spaceport to manage, integrate, and provide services to those partners. 

Moving forward, NASA anticipates continued growth of space operations from KSC, as the 

Commercial Crew and Space Launch System (SLS) programs bring the launch of astronauts 

back to American soil. Additionally, we anticipate the launch rates of our commercial partners 

to continue increasing, driving a greater need for integrated operations and coordination across 

the spaceport. KSC looks forward to continuing to enable new commercial and international 

partners to work effectively as part of our multi-user spaceport, as we all work to achieve the 

goals of the National Space Exploration Campaign strategy, including the Commercialization of 
85 

Low Earth Orbit (LEO) and Moon to Mars using the American-built Orion spacecraft and SLS 

as well as commercial rockets. 

Question 1 b: 

Could you reiterate how sufficient funding for ground systems is critical to American leadership 

in space exploration? 

Answer lb: 

Funding levels requested in the President's Budget for the Exploration Ground System (EGS) 

program are critical in enabling integration, processing, and launch of the SLS and Orion 

spacecraft. EGS is developing the necessary ground systems while refurbishing and upgrading 

infrastructure and facilities required for assembly, test, and launch of SLS and Orion, along with 

the landing and recovery activities of Orion. This includes Pad 39B, the Vehicle Assembly 

Building (VAB), the crawlerway, the Mobile Launcher and other facilities to support exploration 

missions. The modernization effort maintains flexibility on Pad 39B and in the V AB in order to 

accommodate other potential users if they were to be identified. Additionally, a second Mobile 

Launcher is being planned and the V AB and the Launch Pad will undergo modifications to 

accommodate the eventual use of an upgraded SLS Block lB. Upon completion, the KSC 

launch site will be able to provide a more flexible, affordable, and responsive national launch 

capability, which is critical to American leadership in space exploration. 
86 

HOUSE COMMITTEE ON SCIENCE, SPACE, AND TECHNOLOGY 

"60 Years ofNASA Leadership in Human Space Exploration: Past, Present, and Future" 

Mr. Robert Cabana, Director, John F. Kennedy Space Center, NASA 

Questions submitted by Ranking Member Eddie Bernice Johnson, House Committee on Science, 

Space, and Technology 

Question 1: 

What negative impacts have your center and the surrounding communities experienced during 

past human spaceflight program transitions, both scheduled and unscheduled? How, if at all, has 

the environment changed in and around your center and do those changes make your center and 

surrounding communities less vulnerable or more vulnerable to unscheduled program 

transitions? 

Answer 1: 

During the Space Shuttle retirement and transition period from FY 2010 to FY 2015, KSC 

experienced impacts to staffing, capabilities, personal property and facilities that were typical of 

any major program termination. As contracts were closed out, associated on-site contractor 

staffing decreased, roughly 46 percent from approximately 14,100 to 7,600. Civil service 

workforce was unaffected. All technical capabilities were assessed and reduced by 30 percent to 

reflect revised requirements. Over 150,000 line items of personal property were processed for 

transfer or excess. Facilities that were no longer needed (approximately 25% of active facilities) 

were inactivated to minimize costs while awaiting determination of the final disposition. While 

these transitions can of course be very challenging for an organization and its workforce, they 

also present important opportunity to reassess priorities and direct efforts toward the capabilities 

that will support the most vibrant future for space exploration. 

In recent years, KSC has experienced a resurgence in activity tempo, primarily due to the 

advancement of commercial space partnering and the Exploration Ground Systems (EGS) 

development in support of the Space Launch System (SLS) and Orion Programs. Additionally, 

the surrounding area has seen robust growth with more active and diverse set of companies and 

workforce. The civil service workforce required to oversee and manage both traditional and 

commercial launch services contracts also has different skill set needs than were required to 

operate a Government-owned vehicle like the Space Shuttle. The Center has implemented a 

program of retraining and critical hiring to rebuild an appropriately skilled workforce. 

Ultimately, the success of complex spaceflight programs is dependent on maintaining the kind of 

constancy of focus and purpose provided by Space Policy Directive 1, elaborated upon in the 

recently-released National Exploration Campaign report, and supported by the Congress. 
87 

Question2: 

What are the challenges associated with managing the deferral of maintenance at your facilities 

and infrastructure and how does that impact your center's ability to support new human 

spaceflight initiatives? Are new authorities needed to enable needed modernization of facilities 

and infrastructure? 

Answer2: 

KSC is challenged with managing the ongoing needs of an aging physical capital portfolio 

through the demands of evolving mission requirements, which bear upon the resilience and 

usefulness of many facilities. Facilities that are operating beyond their original design life are 

subject to deterioration that results in reliability problems and greater expense in terms of 

maintenance and energy use. 

Over the last decade, KSC has made steady, measurable strides in slowing the growth of its 

deferred maintenance burden. This has been achieved through the primary application of 

available mechanisms: (1) disposal by demolition of obsolete facilities; (2) targeted maintenance 

and repair; and (3) replacement of obsolete facilities to meet the requirements of new and future 

missions and current processes and safety standards. An assertive, long-term focus on 

infrastructure revitalization has included disposal of excess facilities through established Federal 

process and strategic reutilization of underutilized Agency facilities through partnerships with 

Government, industry, and other entities. These efforts aid in offsetting the potential for growth 

in inventory of assets subject to disuse, degraded conditions and the accompanying cost to 

maintain them. 

NASA has several Federal authorities available to KSC to support its real property and 

infrastructure management goals, including the goal of deferred maintenance reduction. This 

existing "toolkit" of authorities as sufficient and valuable, enabling agreements with public and 

private sector partners that positively enable reutilization of KSC facilities, leveraging them into 

more productive and maintained properties, maximizing asset utilization and efficiency. 

KSC is the largest NASA center by land area, and has the largest share of the agency's facilities 

by number, square footage and Current Replacement Value (CRV). KSC is also carrying 

approximately $475M in deferred maintenance. This figure represents approximately 18 percent 

of the agency's total deferred maintenance, and is the second largest in the agency. Examples of 

infrastructure requiring maintenance or modernization include: utility plants and associated 

distribution systems that supply power, chilled water, high temperature hot water, and 

compressed gases to spaceport customers. Other challenges revolve around improving utility 

systems to support the growing needs of our vital NASA Programs and commercial spaceport 

customers (e.g., SpaceX, Blue Origin, Boeing, Lockheed-Martin, and Northrop-Grumman). 

NASA's EUL authority allows NASA to leverage NASA's underutilized infrastructure to help 

manage deferred maintenance while supporting the growing demands of commercial spaceport 

customers. Net proceeds from EULs can be used to repair, sustain and upgrade the infrastructure 

that facilitates NASA's and commercial launch activities. 
88 

Question 3: 

What, if anything, is needed to help prepare your center's workforce, contracts, contractors, and 

related infrastructure for a potential transition to a private low Earth Orbit (LEO) platform 

beyond 2024? 

Answer 3: 

In 2010, KSC made the transition to a multi-user spaceport, one fully capable of supporting a 

multitude of Government and commercial users needing a variety of launch site services, 

including payload processing, spacecraft assembly and launch operations. The KSC culture has 

evolved and adapted to working closely with a variety of commercial space partners, including 

SpaceX, Blue Origin, Boeing, Lockheed-Martin, Northrop-Grumman, and others working handin-hand with KSC civil servants and contractors. Through the use of Federal Acquisition 

Regulation (FAR) contracts, Space Act Agreements (SAAs), Commercial Space Launch Act 

(CSLA) and other contracting mechanisms and agreements, KSC is capable of supporting 

commercial endeavors like private low-Earth orbit (LEO) platforms. 

Additionally, KSC has undergone a vast facilities transformation to support commercial users, as 

well as NASA's EGS program. With the high interest in KSC's user-friendly environment, 

access to transportation, and geographical location, KSC is experiencing a high volume of users. 

The development of new capabilities, including new processing areas, and additional launch sites 

and contractual provisions allowing the Government to include commercial partners' needs in 

the requirements determinations for its planned contracting actions would be needed to expand 

KSC's role in a new LEO platform. 

Question 3a: 

How would your center be impacted by a gap in access to LEO should another platform not be 

operational at the time ISS operations are ended? 

Answer 3a: 

KSC plays a key role Plant Life Sciences research. The environment provided by the 

International Space Station (ISS) allows the baseline science of how biological systems respond 

to sustained exposure to microgravity. A microgravity platform where science research in LEO 

is conducted will be critical in planning long-duration human missions. If the Nation doesn't 

have access to a LEO platform, this could result in lost technology and development 

opportunities. The science community has been engaged and the necessary equipment is in place 

on ISS to conduct the necessary investigations, which will take several more years to complete. 

A gap in access to LEO could extend the schedule of all exploration initiatives, postpone the use 

of microgravity science discoveries on Earth with its associated economic and societal benefits, 

and will cause a loss/atrophy of the critical skills and unique capabilities and equipment that 

support LEO access. 

With the significant expansion of commercial LEO services, it is important to define what the 

Government's role will be to enable success. The only way to maintain world-class proficiency 
89 

and stability of the NASA workforce is with continuous access to LEO. Access to LEO science 

platforms is important for NASA to help enable commercial business cases in LEO and beyond. 

Question 4: 

What are the projected roles and responsibilities of your center in developing technologies that 

would directly reduce the risks of going to Mars? Have these roles and responsibilities been 

formally assigned yet? 

Answer4: 

The projected roles and responsibilities ofKSC in developing technologies that would directly 

reduce the risks of going to Mars involve the development ofin-situ Resource Utilization 

technologies, including generation of propellants and breathing air from the Martian atmosphere; 

generation of propellants and breathing air from Lunar and Martian water ice; construction of 

landing pads and other infrastructure from Lunar and Martian regolith; development of state-ofthe-art real-time adaptive radiation detection devices to protect Astronauts; the development of 

technologies to insulate cryogenic propellants in space and surfaces of the Moon and Mars. 

Other technologies include development of state-of-the-art ground processing and launch 

infrastructure technologies. KSC also has significant expertise in Ground Systems which is 

necessary for future surface missions to the Moon and Mars. KSC envisions its commercial 

acquisition expertise role being able to serve multiple science and exploration platforms, not just 

the Gateway, as NASA continues to evolve sustainable science and operations in deep space. 

Question 5: 

How can Congress help your center keep human spaceflight programs and projects on track? 

What, if any, are the program management and oversight challenges unique to your center? Can 

additional policies and tools help NASA balance accountability and enforcement of contract 

provisions with the need to maintain a trusting, team-oriented relationship with its contractors 

and partners? 

Answer 5: 

The President's Management Agenda lays out a long-term vision for modernizing the Federal 

Government in key areas that will improve the ability of agencies to deliver mission outcomes, 

provide excellent service, and effectively steward taxpayer dollars on behalf of the American 

people. To drive these management priorities, the Administration leverages Cross-Agency 

Priority (CAP) Goals to coordinate and publicly track implementation across Federal agencies. 

For information on NASA's performance plan and most recent performance updates across five 

Agency Priority Goals, please access the link below: 

https://www.performance.gov/NASA/NASA.html 

NASA appreciates Congressional support for its efforts to achieve these CAP goals. 

(91) 

Appendix II 

ADDITIONAL MATERIAL FOR THE RECORD
92 

DOCUMENT SUBMITTED BY NASA 

Æ 

Material requested for the record on page 43, line 886, by Chairman Babin during the September 

26,2018 hearing at which Mr. Gerstenmaier, Mr. Geyer, Ms. Singer, and Mr. Cabana testified. 

Please see table below. 

Armstrong Flight Research Center 

Ames Research Center 33 36 

Glenn Research Center 57 122 

Goddard Space Flight Center 4 35 

NASA Headquarters 7* 0 

Jet Propulsion Laboratory 0 0 

Johnson Space Center 962 3,840 

Kennedy Space Center 88 210 

* NOTE: The ISS Division at NASA HQ consists of seven civil servants which are not included in the 

numbers above. They are considered part of Agency Management and Operations and are funded out 

of the Security & Mission Services (SSMS) account.