National Aeronautics and Space Administration

NASA Strategic Plan

2014

www.nasa.gov
National Aeronautics and Space Administration 2014 Strategic Plan

Table of Contents

Letter from the Administrator .......................... iii

Achieving Our Vision and Mission ........................1

Foundations for Our Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Overarching Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Our Strategic Plan and Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Strategic Goals and Objectives ..........................7

Strategic Goal 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Objective 1.1 ..........................................................11

Objective 1.2 ..........................................................14

Objective 1.3 ..........................................................16

Objective 1.4 ..........................................................17

Objective 1.5 ..........................................................19

Objective 1.6 ..........................................................21

Objective 1.7 ..........................................................23

Strategic Goal 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Objective 2.1 ..........................................................27

Objective 2.2 ..........................................................30

Objective 2.3 ..........................................................32

Objective 2.4 ..........................................................34

Strategic Goal 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Objective 3.1 ..........................................................38

Objective 3.2 ..........................................................40

Objective 3.3 ..........................................................42

Objective 3.4 ..........................................................44

Looking Forward ....................................46

Appendices ........................................47

Appendix A: Developing and Implementing NASA’s Strategy . . . . . . . . . 48

Appendix B: FY14-FY15 Agency Priority Goals . . . . . . . . . . . . . . . . . . . 49

Appendix C: Organization and Structure . . . . . . . . . . . . . . . . . . . . . . . . 50

Appendix D: Center and FFRDC Strategic Goal Contributions . . . . . . . . 51

Appendix E: Brief Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

A ‘Blue Marble’ image of the Western Hemisphere taken from the VIIRS instrument 

aboard the Suomi NPP Earth-observing satellite. They are composite images using a 

number of swaths of the Earth’s surface taken on January 4, 2012.

Image Credit (all images): NASA

ii
iii

National Aeronautics and Space Administration 2014 Strategic Plan

Letter from the Administrator

We stand at a pivotal moment in space exploration. Humankind is making plans to further extend 

its reach into the solar system, and NASA is leading the way. Our orbiting outpost, the International 

Space Station (ISS), is home to a crew of astronauts from across the world conducting research 

and learning how to live and work in space. We have robotic explorers probing diverse regions of the 

solar system, including one that has entered the vast region 

of interstellar space. And we are preparing for a challenging 

mission to capture and redirect an asteroid for human 

exploration—a stepping stone to future human exploration of 

Mars.

While NASA and its international partners strive to achieve 

these exploration goals, we are also witnessing the birth of a 

new commercial space industry. Commercial space ventures 

ranging from asteroid mining to lunar missions to space tourism are emerging, and NASA is partnering with U.S. industry 

to accelerate technological progress while being prudent 

stewards of Federal tax dollars and assets. Once again, 

American spacecraft are transporting cargo to the ISS and in 

the near future, this will include crew transportation.

When we explore the solar system and the universe, we gain 

knowledge about the dynamics of the Sun and planetary 

system and whether we are alone, with Kepler’s discovery 

to date of a few Earth-sized planets. When we push the boundaries of aeronautics, we bring safer, 

faster, and more efficient air travel to the American public. When we investigate the effects of space 

on our astronauts, we reveal new medical knowledge that has the potential to help people on Earth 

suffering ailments, such as arthritis or kidney stones. When we study the Earth from space, we not 

only reveal the marvelous complexity that enables our planet to support life, but we also gain valuable insight into climate change and weather patterns that translate into better warning and response 

times for dangerous weather events and natural disasters. All this work grows the American economy 

and improves the lives of people around the world. 

Our long-term goal is to send humans to Mars. Over the next two decades, we will develop and 

demonstrate the technologies and capabilities needed to send humans to explore the red planet and 

safely return them to Earth. One of the steps toward this goal is a proposed mission to find, capture, 

redirect a near-Earth asteroid safely into the Earth-Moon system, and then send astronauts to explore 

it. This mission will allow us to further develop new technologies and test mechanisms and techniques for human operations in deep space, as well as help us understand potential future threats to 

human populations posed by asteroids. 

This strategic plan outlines our vision for the future and provides a clear, unified, and long-term direction for all of NASA’s activities. This plan is the foundation on which we will build and measure success on our programs and projects. We will use this plan to align resources to accomplish our goals 

in the best way possible. 
iv

National Aeronautics and Space Administration 2014 Strategic Plan

Our strategic goals are:

1. Expand the frontiers of knowledge, capability, and opportunity in space.

2. Advance understanding of Earth and develop technologies to improve the quality of life on our 

home planet.

3. Serve the American public and accomplish our Mission by effectively managing our people, 

technical capabilities, and infrastructure. 

The three strategic goals guide our major initiatives, including missions to an asteroid and Mars; they 

also focus on returning tangible benefits of cutting-edge technology development, as well as ensuring sustainability, accountability, and transparency in our operations. This strategic plan is focused 

on creating a future that leverages our preeminence in science and technology to extend humanity’s reach into space, improve life on Earth, protect our home planet, encourage innovation, and 

strengthen the American economy. In particular, we are emphasizing commercial space transportation, the use of the ISS for research, developing the James Webb Space Telescope, and developing 

space technology and building capabilities for human space exploration. I encourage you to read this 

plan to learn more about the detailed strategic objectives we have identified as milestones for these 

goals. 

Our strategic direction reflects and aligns NASA’s full spectrum of activities to accomplish national 

priorities in civil aeronautics research, space exploration, science, and advanced research and 

development. However, NASA, along with the rest of the Federal Government, must operate within 

today’s fiscal realities. We also face a future skill gap and increased competition for workers. We are 

working to address an aging infrastructure.

We face challenges, but we also have the will, the motivation, and the people to realize our ambitions. Making the impossible possible is what Americans expect of its space agency. We embrace 

this new environment as an opportunity to challenge our thinking about how we achieve our goals. 

NASA’s vision of the future is clear. We will continue the human and robotic exploration of space. We 

will develop new technologies for use in air, space, and here on Earth. We will be a part of a strong, 

high-tech economy. We will increase our understanding of the universe and our place in it, while 

caring for and protecting our planet. We will make air travel more efficient, safe, and clean. And our 

workforce will continue to inspire and inform learners of all ages. We will realize this vision in collaboration with our traditional partners in industry, academia, and other national space agencies while 

seeking the participation of many other segments of the American public.

NASA is proud to be the agency leading our Nation into the future and continuing America’s legacy of 

pushing the boundaries of human imagination and innovation. We look forward to sharing this adventure with the American people. 

Charles F. Bolden, Jr.

Administrator
National Aeronautics and Space Administration 2014 Strategic Plan

Achieving Our Vision and Mission

The United States is a world leader in the pursuit of new frontiers, discoveries, and knowledge. NASA 

performs a unique role in America’s leadership in space. We have landed people on the Moon, sent 

spacecraft to the Sun and almost every planet in the solar system, and launched robotic explorers to 

travel beyond it. All the work NASA does benefits Americans and people around the world. NASA’s 

budget is spent on Earth, supporting a strong economy and creating spinoffs that improve the quality 

of life. 

Since 1958, NASA has amassed a rich history of unique scientific and technological achievements in 

human space flight, aeronautics, science, and space applications, including the International Space 

Station (ISS), improved aircraft safety, and dozens of robotic interplanetary probes, including the first 

man-made object to reach interstellar space, Voyager 1. These achievements are based on the guiding principles, which are in NASA’s authorizing legislation, the National Aeronautics and Space Act 

(the “Space Act,” found at 51 U.S.C. sec. 20101 et seq.). The Space Act directs us to:

• Plan, direct, and conduct aeronautical and space activities;

• Arrange for participation by the scientific community in planning scientific measurements and observations to be made through use of aeronautical and space vehicles, and conduct or arrange 

for the conduct of such measurements and observations;

• Provide for the widest practicable and appropriate dissemination of information concerning its 

activities and the results thereof;

• Seek and encourage, to the maximum extent possible, the fullest commercial use of space;

• Engage in a program of international cooperation; and

• Encourage and provide for Federal Government use of commercially provided space services 

and hardware, consistent with the requirements of the Federal Government. 

Our future success and global leadership will be determined largely by the investments and 

innovations we make today in scientific research, technology, and our workforce. NASA’s focus has 

always been, and will always be, to discover, invent, and demonstrate new technologies, tools, 

and techniques that will allow our Nation to explore space while improving life on Earth. This is our 

passion, our purpose, and what drives our Vision and Mission.

1
National Aeronautics and Space Administration 2014 Strategic Plan

2

Our Vision

We reach for new heights and reveal the unknown for 

the benefit of humankind.

Our Mission

Drive advances in science, technology, aeronautics, 

and space exploration to enhance knowledge, 

education, innovation, economic vitality, and 

stewardship of Earth.

NASA’s Vision and Mission statements remind us of our purpose and our path. NASA’s Vision leads 

to a future with an American-made launch capability supporting cutting-edge science, technology, 

and human exploration with strong technology and aeronautics programs. We will continue to push 

the frontier of space. We will develop new technologies for use in air, space, and on the ground. We 

will be a part of a strong, high-tech economy, and we will continue to partner with other nations to 

create a better world. We will increase our understanding of the universe and our place in it.

Our Mission statement outlines our fundamental purpose and role in bringing that Vision to life. As 

the Nation’s leading organization for research and development in aeronautics and space, we are 

explorers and innovators who create and use our unique tools and capabilities for the benefit of the 

Nation and the world. 
National Aeronautics and Space Administration 2014 Strategic Plan

3

Foundations for Our Strategic Plan

Strategic planning at NASA begins with our Vision and Mission, shared core values, and broad 

overarching approach. NASA’s core values of safety, integrity, teamwork, and excellence guide 

individual and organizational behavior. NASA’s overarching approach consists of practices that each 

organization within NASA employs in developing and executing their plans to achieve our strategic 

goals. Each of these values guide our leadership in making decisions that optimize performance and 

stewardship in the current environment. Constant attention to these core values leads to mission 

success.

Core Values

Safety

NASA’s constant attention to safety is the cornerstone upon which we 

build mission success. We are committed, individually and as a team, 

to protecting the safety and health of the public, our team members, 

and those assets that the Nation entrusts to us. 

Integrity

NASA is committed to maintaining an environment of trust, built 

upon honesty, ethical behavior, respect, and candor. Our leaders 

encourage this virtue in the NASA workforce by fostering an open 

flow of communication on issues among all employees without fear of 

reprisal. At NASA, we regard and reward employees for demonstrating 

integrity. Building trust through ethical conduct as individuals and as an 

organization is a necessary component of mission success. 

Teamwork

NASA’s most powerful asset for achieving mission success is a multidisciplinary team of diverse, competent people across NASA Centers. 

Our approach to teamwork is based on a philosophy that each team 

member brings unique experience and important expertise to project 

issues. Recognition of and openness to that insight improves the 

likelihood of identifying and resolving challenges to safety and mission 

success. We are committed to creating an environment that fosters 

teamwork and processes that support equal opportunity, collaboration, 

continuous learning, and openness to innovation and new ideas.

Excellence

To achieve the highest standards in engineering, research, operations, 

and management in support of mission success, NASA is committed 

to nurturing an organizational culture in which individuals make full use 

of their time, talent, and opportunities to pursue excellence in both the 

ordinary and the extraordinary. 
National Aeronautics and Space Administration 2014 Strategic Plan

4

Overarching Approach

• Invest in next-generation technologies and approaches to spur innovation;

• Inspire students to be our future scientists, engineers, explorers, and educators through 

interactions with NASA’s people, missions, research, and facilities; 

• Expand partnerships with international, intergovernmental, academic, industrial, and 

entrepreneurial communities, recognizing them as important contributors of skill and creativity to 

our missions and for the propagation of our results; 

• Commit to environmental stewardship through Earth observation and science, and the 

development and use of green technologies and capabilities in NASA missions and facilities; and

• Safeguard the public trust through transparency and accountability in our programmatic and 

financial management, procurement, and reporting practices.

Our strategic direction reflects and aligns NASA’s full spectrum of activities to accomplish national 

priorities in civil aeronautics research, space exploration, science, and advanced research and 

development. Building on our progress in fostering openness and transparency in Government, we 

consulted both internal and external stakeholders, including Congress, to identify challenges and 

opportunities NASA faces in the coming years as we execute this strategic plan. Understanding 

and mitigating these challenges, while taking advantage of the opportunities, allows us to plan more 

effectively and ensures that we can accomplish our goals. 

For example, other nations are building space programs and may become competitors. But they 

may also become partners. Opportunities for cooperation can expand our potential and add to 

our collective accomplishments. Cooperation on the ISS taught us the benefits and intricacies of 

collaboration in space. Collaborating with more international partners in our endeavors enhances 

capabilities and enables missions that would otherwise not be possible, but also increases the 

complexity of planning each mission. 

NASA is working on new ways to do business, investing in new technology, and increasing the 

sustainability, accountability, and transparency in our operations. 

• Finding new ways to do business

We are leveraging more public-private partnerships and harnessing the ingenuity of the American 

people to accomplish our work. We have spent nearly 50 years mastering the science and art of 

getting to low Earth orbit. We have proven the technologies and put the infrastructure in place. 

Now, we are ready to employ the capabilities of emerging U.S. commercial partners who can 

provide cargo and crew services. Transferring low Earth orbit access to commercial providers 

allows us to focus our resources on pursuing the next frontier: mastering access to deep space. 

In addition, we are expanding our partnerships outside the traditional aerospace industry to 

share knowledge and expertise in areas such as manufacturing, information technology, and 

resource management. Also, recognizing the value of the American public as a strategic partner 

in addressing some of the country’s most pressing challenges, NASA relies on the expertise, 

ingenuity, and creativity of the American public by enabling, accelerating, and scaling the use of 

open innovation methods including prizes, challenges, crowdsourcing, and citizen science across 

NASA. 
National Aeronautics and Space Administration 2014 Strategic Plan

5

• Investing in cutting-edge technologies

As we prepare for the proposed missions to an asteroid and then to Mars, and for the doubling 

of the global commercial aviation fleet in 20 years, we are entering an exciting time in which we 

will push the very boundaries of research and technology development. We are implementing 

a new space technology development and test program with partners from industry, academia, 

and other nations. This program will facilitate our objectives of building, flying, and testing 

new technologies that have the potential to increase capabilities, decrease costs, and expand 

opportunities for future space activities. As the enabler for safe, efficient, and affordable modern 

air travel, our research and technologies have formed the DNA of all modern aircraft. Through 

cutting-edge aeronautics research to solve technical challenges driven by global demands 

for mobility and mitigation of environment impact due to aviation, we will bring transformative 

innovations to usher National and global air transportation systems into the 21st Century.

• Increasing sustainability, accountability, and transparency

We must invest wisely to ensure sustainable and reliable support for NASA’s missions. This 

means careful management of our infrastructure and workforce. It may also require accepting 

higher risk on some mission activities. While we strive for sustainability, we must maintain our 

commitment to the American public to be responsible stewards of the resources entrusted to us. 

We are sharing our data, our successes, and our setbacks with the public at an unprecedented 

level. Through our transparency, we want the Nation to understand both why and how our 

challenging work will create a brighter future.

In the words of visionary computer scientist, Alan C. Kay, “The best way to predict the future is to 

invent it.” NASA is working to invent the future through new technologies and new ways of doing 

business, and our strategic plan reflects this approach.

Our Strategic Plan and Priorities

This plan outlines the strategic direction, goals, and priorities we will pursue to make our Vision 

of the future a reality. We have identified three strategic goals that will strengthen NASA’s ability to 

accomplish its Mission and contribute to U.S. preeminence in science and technology, improve life 

on Earth, and help protect Earth, while also benefiting the American economy. Each strategic goal 

is discussed in detail in the next section of this plan. Our strategic goals are each supported by 

several strategic objectives. The first strategic goal focuses on expanding knowledge, capability, and 

opportunity in space. The second strategic goal focuses on our work to improve the understanding 

of and life on Earth. Finally, the third strategic goal focuses on major management priorities and 

challenges.
Discover how the universe 

works, explore how it began 

and evolved, and search for life 

on planets around other stars.

Transform NASA 

missions and advance 

the Nation’s capabilities 

by maturing crosscutting and 

innovative space technologies.

 Optimize Agency technology 

investments, foster open 

innovation, and facilitate 

technology infusion, ensuring 

the greatest national benefit.

Conduct research on the ISS to 

enable future space exploration, 

facilitate a commercial space 

economy, and advance the 

fundamental biological and 

physical sciences for the benefit 

of humanity.

Expand human presence into 

the solar system and to 

the surface of Mars to 

advance exploration, 

science, innovation, 

benefits to humanity, 

and international 

collaboration

Ascertain the content, origin, and 

evolution of the solar system and 

the potential for life elsewhere.

Understand the Sun and its 

interactions with Earth and the 

solar system, including space 

weather.

Advance knowledge of 

Earth as a system to 

meet the challenges of 

environmental change, 

and to improve life on 

our planet.

Enable a revolutionary 

transformation for safe 

and sustainable U.S. and 

global aviation by advancing 

aeronautics research.

Advance the Nation’s 

STEM education and 

workforce pipeline by 

working collaboratively 

with other agencies 

to engage students, 

teachers, and faculty in 

NASA’s missions and 

unique assets; 

Attract and advance 

a highly skilled, 

competent, and 

diverse workforce, 

cultivate an innovative 

work environment, and 

provide the facilities, 

tools, and services 

needed to conduct 

NASA’s missions; 

Ensure the availability 

and continued 

advancement of 

strategic, technical, 

and programmatic 

capabilities to sustain 

NASA’s Mission; 

Provide secure, 

effective, and 

affordable information 

technologies and 

services that enable 

NASA’s Mission; and

Ensure effective 

management of 

NASA programs and 

operations to complete 

the mission safely and 

successfully.

Strategic Goals

Expand the frontiers of knowledge, 

capability, and opportunity in 

space . 

Advance understanding of Earth

and develop technologies to 

improve the quality of life on our 

home planet . 

Serve the American public and 

accomplish our Mission by effectively 

managing our people, technical 

capabilities, and infrastructure . 

Facilitate and utilize U.S. commercial 

capabilities to deliver cargo and crew 

to space.

Strategic Objectives
National Aeronautics and Space Administration

7

2014 Strategic Plan

Strategic Goals and Objectives

(Above) Expedition 35 Flight Engineer Chris Cassidy against the Earth’s limb during an inspection and repair spacewalk aboard the International Space Station in May 2013. Fellow Flight Engineer Tom Marshburn is reflected in the 

visor. 

Strategic Goal 1

Expand the frontiers of knowledge, capability, 

and opportunity in space.

For more than 50 years, NASA has continually expanded the boundaries of science, technology, 

and imagination. Technologies and ideas that once only existed in the realm of science fiction have 

become science fact. Proving that the seemingly impossible is possible, NASA helps maintain U.S. 

leadership in space and creates new generations of space entrepreneurs and enthusiasts who 

believe humanity’s future lies among the stars.

This goal, to expand the frontiers of knowledge, capability, and opportunity in space, encapsulates 

a cycle of discovery. Every advance in our knowledge provides us unique insights and opportunities 

to improve our understanding of the universe, which leads to enhanced capabilities in space and 

on Earth. This, in turn, raises new questions and leads not only to new answers, but also new tools. 

Expanding our knowledge, capabilities, and opportunities in space is critical for remaining a global 

leader and returning the dividends of discovery back to Earth.
National Aeronautics and Space Administration

8

2014 Strategic Plan

Over the next decade, we will develop the new technologies that will open the space frontier for 

private industry, non-profit organizations, and citizen explorers. We will leverage the ISS one-of-a-kind 

research and technology development facilities as a test bed for future human exploration missions 

to deep space, improving how we live, and work in space. We will promote use of the unique microgravity environment on the ISS for industrial and academic science and research. We will work with 

commercial partners to ensure a strong U.S. capability for launching crew and cargo into space. We 

will complete development of next-generation space systems like the Space Launch System (SLS) 

and the Orion Multi-Purpose Crew Vehicle to take us past low Earth orbit, and set a pathway to Mars 

and beyond. We will deploy the James Webb Space Telescope (JWST) to glimpse back in time to 

the formation of the first stars and galaxies, while our New Horizons mission will uncover knowledge 

about Pluto and Kuiper Belt objects in the farthest reaches of our solar system. We will advance our 

understanding of the Sun, its interactions with the solar system, and its impact on the space environment and travel.

NASA’s mission continues to broaden our knowledge of the solar system and the universe, develop 

new technologies, and expand human and robotic exploration capabilities. The achievements 

of these efforts will benefit the Nation, maintain U.S. leadership in space exploration, and help 

lead humanity’s journey into space. The knowledge and capabilities NASA builds will open new 

opportunities for discovery and ensure NASA is prepared for the challenges and rewards that come 

from space exploration.

Expanding the frontiers of knowledge, capability, and opportunity in space is an enduring and core 

goal for NASA. In the past decade alone, we increased our knowledge of the universe as evidenced 

by the discovery of more than 2,000 planets in other solar systems. Closer to home, we have expanded our exploration capabilities and sent out robotic sentinels to explore our solar system. The 

Curiosity rover landed more than 225 million kilometers from Earth and is actively exploring Mars. It 

has already accomplished its major science goal, discovering a location that could have supported 

microbial life in the past. We are planning to deepen our knowledge of the working of the interior of 

planetary bodies by placing a highly sensitive seismometer and associated geophysical instruments 

on the surface of Mars with the InSight mission. In 2020, we will continue our robotic exploration of 

Mars with a rover largely built upon the successful Curiosity rover and equipped with new, advanced 

instruments for in situ studies. It will prepare a scientifically selected cache of Mars samples that may 

be returned to Earth in the future for detailed analysis seeking possible signs of ancient life.

We are undertaking the detailed examination of near-Earth asteroids to determine what they can tell 

us about the early solar system, and whether any of these objects pose a threat to Earth. We are 

expanding our Near Earth Object Observation program, to find candidates for the proposed asteroid 

mission, and to catalogue asteroids larger than 140 meters across. Specifically, NASA will seek to 

increase the number of asteroid observations by the amateur astronomer community as a part of the 

Asteroid Grand Challenge. In 2016, we will launch the OSIRIS-REx mission to robotically approach 

and return a sample from a carbonaceous asteroid. This will aid in our investigation of planet formation and the origin of life in our solar system, as well as our understanding of asteroids that could 

impact Earth.

NASA is defining a bold new asteroid initiative that includes planning for an ambitious new mission 

to identify, capture, and redirect an asteroid to a stable lunar orbit, where astronauts may explore it. 

The mission will also include an increased role for innovative partnerships and approaches to help us 

amplify efforts to identify and track asteroids and protect us from any potential threats. This mission 
National Aeronautics and Space Administration

9

2014 Strategic Plan

aligns our science, space technology, and human exploration capabilities while engaging new 

partners and seeking innovative ideas to achieve this bold human and robotic mission. The proposed 

asteroid mission will advance our solar system exploration capabilities, while helping us learn how to 

mitigate the danger posed by asteroids crossing Earth’s orbit. The second component of the asteroid 

initiative, the Asteroid Grand Challenge, is to find all asteroid threats to human population and 

know what to do about them. It is an effort to reach beyond traditional boundaries and encourage 

partnerships and collaboration with a variety of organizations to solve this global problem. The overall 

effort will include resources from partners, thus increasing the impact of NASA’s initial funding. 

NASA has achieved great things for our Nation by embracing bold challenges while managing the 

associated risks to human lives and assets. Throughout our history, NASA’s explorer spirit has led us 

deeper into the unknown, where we continue to learn from our endeavors.

The missions we pursue under this goal help address national challenges and are allowing us to take 

advantage of unique opportunities to bring benefits to the Nation. For example: 

• We are moving forward with critical research and technology demonstrations on the 

ISS. 

Great advances in understanding human health have come from research on the ISS, which 

can help prepare us for long-duration space travel, as well as improve the quality of life for aging 

populations on Earth. 

• We are contributing to healthy, cutting-edge manufacturing and aerospace sectors.

For SLS, we are using 3D manufacturing technology to print custom parts for the system, marking 

a revolution in manufacturing. 

• We are enabling a robust commercial space industry. 

We are leveraging our public-private partnerships to lower launch costs and create more opportunities for commercial space flight. NASA and its commercial partners have succeeded in maturing 

commercial cargo transportation capabilities to the point where NASA can buy cargo transport 

services to the ISS on a commercial basis. We are now working to achieve the same for crew 

transport to and from the ISS.

• We are adding to the scientific understanding that may be needed to protect Earth.

Recent asteroid passes and the asteroid that exploded over Russia in February 2013 have underscored that we live on a fragile planet in the midst of a chaotic universe. We have been working for 

years to identify asteroids that could impact Earth. Our proposed asteroid initiative, comprised of 

both a bold new mission to an asteroid and a global grand challenge to find all asteroid threats to 

human populations, will help identify the threats posed by some asteroids as well as teach us how 

to possibly avoid future impacts.

• We are moving outward, beyond low Earth orbit, into the broader solar system.

We are developing SLS and the Orion to carry astronauts farther into space than humans have ever 

been.

As we make progress toward this goal, we further the knowledge and capabilities of humanity and 
National Aeronautics and Space Administration

10

2014 Strategic Plan

we open the door to countless opportunities–in research, technology development, space travel, 

the exploration of celestial bodies, and the development of commercial markets in space and on 

Earth. Moreover, we contribute to our Nation’s continued role as a leader in space. As we learn more 

about the universe and improve our ability to explore and live in space, we fuel the innovation that 

will drive tomorrow’s breakthroughs. NASA is proud to be the U.S. agency charged with reaching 

for the stars and pushing the limits of human knowledge, capabilities, and opportunities. Together 

with industry, academia, the general public, and other space agencies, we can build a bright future.
National Aeronautics and Space Administration

11

2014 Strategic Plan

Objective 1.1: Expand human presence into the solar system and 

to the surface of Mars to advance exploration, science, innovation, 

benefits to humanity, and international collaboration.

NASA engineers and contractors conduct a water impact test of an 

18,000-pound (8,165-kilogram) test version of the Orion spacecraft at NASA’s 

Hydro Impact Basin. The first space-bound Orion capsule will launch on Exploration Flight Test-1 or EFT-1, an uncrewed launch planned for 2014. This test 

will see Orion travel farther into space than any human spacecraft has gone in 

more than 40 years. Orion will carry astronauts into space, providing emergency abort capability, sustaining the crew during space travel, and ensuring safe 

re-entry and landing.

Lead office: Human Exploration 

Operations Mission Directorate

Objective Overview:

Over the next decades, NASA 

intends to erase the boundaries 

to human exploration of 

space. We want to open new 

frontiers beyond low Earth 

orbit to humankind. NASA is 

expanding human exploration 

by developing the capability 

to transport humans to and 

from deep space, enabling the 

exploration of other planets 

and asteroids within our solar 

system using innovative, 

advanced technologies.

As a starting point, exploring 

deep space requires the 

capability to transport cargo 

and crew beyond low Earth 

orbit, or farther than 2,000 

kilometers beyond Earth. NASA 

is developing a new transportation system that includes a crew capsule, a heavy-lift launch vehicle, 

and supporting ground facilities and systems. 

NASA is developing technologies to enable the additional capabilities that will be required the 

farther away from Earth we travel. These include the capabilities for in-space propulsion, in-space 

operations, long-duration habitation, and other systems to support humans in hostile environments. 

Precursor robotics, robotic missions that investigate candidate destinations and provide vital 

information to prepare for human explorers, will lay the groundwork for humans to achieve new 

milestones in deep space.

The capability to transport humans to and from deep space will leverage incremental development of 

exploration capabilities that seed future discoveries and innovation, and eventually lead to creation of 

a permanent, long-term human space presence in the solar system. Our exploration of deep space 

will reward us with new knowledge. While new knowledge increases our understanding of our planet, 

our solar system, our universe, and ourselves, Americans expect tangible benefits and applications 

that we can use on Earth. If the past is prologue, scientists and entrepreneurs will generate new uses 

for the knowledge and technology resulting from NASA’s investments in exploration systems, and this 

in turn will grow the U.S. economy.
National Aeronautics and Space Administration

12

2014 Strategic Plan

Objective Strategy:

Voyages: Charting the Course for Sustainable Human Space Exploration outlines NASA’s strategy 

for human exploration in deep space. First, it is capability-driven. Each capability provides a specific 

function that solves an exploration challenge, and in combination with other capabilities, it will advance human presence into our solar system. Second, it is multi-destination. Rather than creating 

specialized, destination-specific hardware, this provides adequate flexibility to carry out increasingly 

complex missions to a range of destinations over time. NASA is developing a core set of evolving 

capabilities to ensure that the Nation’s space program is robust, sustainable, and flexible.

We recognize that human space exploration is a global endeavor that must include international 

partners, and have engaged the international community to jointly develop the Global Exploration 

Roadmap. The roadmap begins with the ISS and then identifies potential paths for human exploration 

of the solar system, describing a logical sequence of robotic and human missions. The ISS is 

the cornerstone of future deep-space habitation and exploration activities. Lessons learned from 

the construction and assembly of the ISS will guide future mission operations for servicing, predeploying, or constructing systems in cis-lunar or deep space. Knowledge gained from research 

and technology demonstrations on the ISS will enable us to design and build future deep space 

explorations systems.

However, developing the technologies and capabilities for humans to safely explore beyond the 

bounds of Earth presents challenges.

• Maintaining Key Schedules

NASA is focusing on maintaining key schedules for missions in development, while funding 

ongoing and new research activities necessary to design future human exploration systems. 

Using a leaner, more efficient insight and oversight approach, NASA has partnered with industry to develop more cost-effective design and manufacturing techniques to build the systems 

necessary for exploration. One means is rapid prototyping and flight demonstration of new 

technologies. 

• New Processes and Tools

Although humans have operated space stations in low Earth orbit for over 40 years, we continue to evolve the tools and techniques necessary for deep space exploration. NASA is working 

to overcome radiation, logistics, and long-term reliability challenges; meet mission constraints; 

and ensure safe and efficient transport throughout deep space. Future exploration missions in 

cis-lunar space or beyond will require complex operational staging and phasing to ensure crew, 

cargo, and exploration systems all successfully arrive at the correct destination. New operational 

procedures for autonomous rendezvous and docking will be necessary to enable safe and effective missions.

• Selecting an Asteroid

Because there are thousands of known Near Earth Asteroids (NEAs) and likely many more to be 

discovered, one of the first challenges of a NEA mission is choosing the ideal destination. Distance is another challenge. Although some NEAs pass close to Earth, even within the Moon’s 

orbit, larger and more interesting NEA destinations may be tens of millions of miles away. To 

reach these NEAs, astronauts would have to travel about six months for a roundtrip, which is a 
National Aeronautics and Space Administration

13

2014 Strategic Plan

long time to go without a resupply of water, food, or air—longer than has ever been attempted 

in space. Therefore, NASA has chosen to bring a small asteroid to us: robotically redirecting an 

asteroid to a safe orbit around the Moon and visiting it with astronauts via SLS and Orion.

• Long Mission Durations

With current propulsion systems, it will take humans over six months to reach Mars, and due to 

available flight trajectories, astronauts will either have to leave within 30 days or stay on the surface for more than 500 days. These mission durations significantly exceed our demonstrated 

capability to sustain life in space without direct support from Earth. Mars missions will also have to 

overcome several health challenges, such as radiation and the potential health hazard of Martian 

dust. Once a crew embarks on the longest, farthest, and most ambitious space exploration mission in human history, they will need to be self-sufficient and flexible enough to adapt to changing 

and unforeseen circumstances. NASA has a multi-pronged approach to address this challenge. 

We are working with our ISS partners to fly a “one-year increment” on the ISS for an astronaut and 

a cosmonaut in 2015. And we are working with the broader science and engineering community 

to develop and fly an in situ resource utilization (ISRU) experiment on NASA’s planned Mars 2020 

rover mission.

Contributing Programs:

Orion Multi-Purpose Crew Vehicle Program, Space Launch System Program, Exploration Ground 

Systems Program, and Advanced Exploration Systems
National Aeronautics and Space Administration

14

2014 Strategic Plan

Objective 1.2: Conduct research on the International Space Station 

(ISS) to enable future space exploration, facilitate a commercial space 

economy, and advance the fundamental biological and physical 

sciences for the benefit of humanity.

t

(

f

In the ISS’s Kibo laboratory, NASA astronaut Chris Cassidy, Expedition 36 flight engineer, conducts a session with a pair of bowlingball-sized free-flying satellites known as Synchronized Position 

Hold, Engage, Reorient, Experimental Satellites, or SPHERES. Each 

satellite is self-contained with power, propulsion, computers, and 

navigation equipment. The results are important for satellite servicing, 

vehicle assembly and formation flying spacecraft configurations. 

Lead office: Human Exploration 

Operations Mission Directorate

Objective Overview:

NASA’s contribution to society starts with 

scientific and technological achievement, 

but extends much further. We are using 

our resources to spur exploration as 

well as the new and robust commercial 

space market. The continued operation 

of the ISS is critical to achieving NASA’s 

and the Nation’s goals in science, 

echnology, and human spaceflight. 

The ISS is the world’s only orbiting, 

microgravity research and development 

R&D) laboratory where researchers 

may perform multidisciplinary research 

and technology development to prepare 

or our exploration of the solar system. 

Results of research projects will continue 

to yield benefits in areas such as human 

health, telemedicine, physical science, 

Earth observations, space science, 

and education programs that inspire 

future scientists, engineers, and space 

explorers. The Center for Advancement 

of Science in Space (CASIS), is the sole manager of the ISS National Laboratory, which is a portion 

of the ISS, and is working to maximize use of the ISS for research in space. The Administration’s 

decision to extend ISS operations until at least 2024 will allow us to maximize its potential and 

maintain American leadership in space.

The ISS is proving to be a catalyst for the growing commercial space enterprise, as well as a critical 

springboard for our future space exploration goals. NASA is buying hundreds of millions of dollars 

of cargo flights from new commercial launch services providers. With the collaboration of five space 

agencies, 15 nations, and private companies, the ISS is a model for cooperation on future human 

space exploration missions beyond low Earth orbit. 

Objective Strategy:

To achieve this objective, we are designing and developing an exploration architecture that includes 

the technologies, systems, and operational processes, which can be tested and demonstrated 
National Aeronautics and Space Administration

15

2014 Strategic Plan

onboard the ISS. The ISS is an outstanding location to test and mature selected technologies and 

processes, such as environmental control and life support, communications, and navigation and 

power and propulsion systems, which are required for exploration missions. Research performed 

on the ISS is essential to understanding how the human body responds and adapts to microgravity 

and the environment of space. Human research conducted on the ISS will help mitigate the health 

risks anticipated on exploration missions, such as visual impairment and intracranial pressure, 

pharmacology, nutrition, and muscle maintenance. We will continue to use innovative approaches on 

the ISS to develop new means to achieve sustainable exploration of the solar system.

Contributing Programs:

International Space Station Program, Human Research Program, and Human Space Flight Operations Program
National Aeronautics and Space Administration

16

2014 Strategic Plan

Objective 1.3: Facilitate and utilize U.S. commercial capabilities to 

deliver cargo and crew to space.

A little more than two years after the end of the Space 

Shuttle Program, the United States now has available two 

space transportation systems capable of delivering science 

experiments and supplies from U.S. soil to the ISS. The 

rockets and spacecraft developed by NASA’s partners Orbital Sciences Corp. (top) and SpaceX (bottom) significantly 

increased NASA’s ability to conduct new scientific investigations aboard the orbiting laboratory. All current and planned 

U.S. experiments aboard the station will be facilitated in 

some way by a SpaceX or Orbital Sciences resupply mission.

Lead office: Human Exploration Operations 

Mission Directorate

Objective Overview:

Partnerships with American industry to enable U.S. 

commercial crew transportation to low Earth orbit 

will stimulate a commercial industry, promote job 

growth, and expand knowledge, as well as supply 

the ISS. NASA envisions commercial human 

spaceflight to low Earth orbit becoming a robust, 

vibrant, profit-making commercial enterprise 

with many providers and a wide range of private 

and public users. Our role in this enterprise is to 

provide expertise, incentives, and opportunities 

to the emerging human space flight industry. We 

will purchase transportation services to meet our 

International Space Station crew rotation and 

emergency return obligations. A vibrant, jobcreating, profit-making transportation system 

for humans and cargo to low Earth orbit will 

significantly contribute to the national economy. 

Objective Strategy:

To facilitate and utilize commercial space capabilities, NASA will continue to work with U.S. industry 

partners to identify and enable emerging commercial space capabilities. This strategy will encourage 

innovative and entrepreneurial efforts between NASA and the private sector. NASA’s existing partnerships with industry have made significant progress in the maturation of commercial human space 

transportation systems to low Earth orbit. 

One of our key challenges in pursuit of this objective is our ability to sustain longer-term gains in the 

continued development of both the transportation and commercial products and services markets. 

The current competitive environment provides strong incentives for U.S. industry to meet or exceed 

NASA’s safety requirements, and provides an incentive to industry partners to invest in this endeavor.

Contributing Programs:

Commercial Crew Program
National Aeronautics and Space Administration

17

2014 Strategic Plan

Objective 1.4: Understand the Sun and its interactions with Earth and 

the solar system, including space weather. 

Lead office: Science Mission Directorate

Objective Overview:

The domain of heliophysics ranges from the interior 

of the Sun, to the upper atmosphere and nearspace environment of Earth (above 50 kilometers), 

and outward to a region far beyond Pluto where the 

Sun’s influence wanes against the forces of interstellar 

space. Earth and the other planets of our solar system 

reside in this vast extended atmosphere of the Sun, 

called the heliosphere, which is made of electrified and 

magnetized matter entwined with penetrating radiation 

and energetic particles. To increase our understanding 

of the heliopshere, we seek to answer fundamental 

questions about this system’s behavior: What causes 

the Sun to vary? How do geospace, planetary space 

environments, and the heliosphere respond? What are 

the impacts to humanity?

The emerging science of interplanetary space weather 

is crucial to NASA’s human and robotic exploration 

objectives beyond Earth’s orbit. Humans are presently 

confined to low Earth orbit, where the planetary 

magnetic field and the body of Earth itself provide 

substantial protection against solar storms. Eventually, 

though, astronauts will travel to distant places where 

natural shielding is considerably less. Our new longterm exploration initiatives directly rely on our ability to 

successfully understand, predict, and mitigate impacts 

of interplanetary space weather. 

Objective Strategy:

Scientific priorities for future science missions are guided by the decadal surveys published by the 

National Academies. The goal of the decadal surveys is to articulate the priorities of the scientific 

community, and is therefore the starting point for our strategic planning process in Earth and 

space science. The scientific priorities for heliophysics are guided by the decadal survey, Solar 

and Space Physics: A Science for a Technological Society, published in 2012. Studying the Sun, 

the heliosphere, and other planetary environments as an interconnected system is critical for 

understanding the implications for Earth and humanity as we venture forth through the solar system. 

To that end, the NASA heliophysics program seeks to perform innovative space research missions 

to understand: (1) the Sun and its variable activity; (2) how solar activity impacts Earth and the solar 

system; and (3) fundamental physical processes that are important at Earth and throughout the 

universe by using space as a laboratory. Heliophysics also seeks to enable research based on 

In an increasingly technological world, space weather 

is a serious matter. Solar flares can temporarily alter 

the upper atmosphere, creating disruptions with signal

transmission from a GPS satellite to Earth, causing 

it to be off by many yards. Another phenomenon 

produced by the Sun could be even more disruptive. 

Known as a coronal mass ejection (CME) these solar 

explosions propel bursts of particles and electromagnetic fluctuations into Earth’s atmosphere. Those fluctuations could induce electric fluctuations at ground 

level that could blow out transformers in power grids. 

Particles can also collide with crucial electronics onboard a satellite and disrupt its systems.
National Aeronautics and Space Administration

18

2014 Strategic Plan

these missions and other sources to understand the connections among the Sun, Earth, and the 

solar system for science and to assure human safety and security both on Earth and as we explore 

beyond it. A heliophysics roadmap has been developed to advance these scientific objectives and 

respond to the recommendations outlined in the decadal survey, as well as plan for the longer term. 

The roadmap includes technology development efforts and scientific research priorities to enable 

future missions in the priority areas. NASA leadership and program managers actively monitor and 

manage risks and external factors that pose challenges to our heliophysics science missions. Below, 

we describe our approach to managing some of the key challenges:

• Mission Cost Estimation and Management

To better control mission cost estimation and management, we transformed how we manage 

programs and projects, acquisition strategies, and procurements, particularly for our most complex science missions. In particular, we have strengthened program and project management, 

established more rigorous cost estimation practices, gathered numerous external and internal 

cost estimates, and incorporated multiple, formal decision points as gates to the next stage of 

development. Following these steps in the last three years, six missions have launched either 

under or within their cost and schedule baselines, demonstrating progress in improving NASA’s 

mission cost estimation and management tools. NASA is committed to controlling mission cost 

for the long-term. We will continue to be rigorous in maintaining these practices and taking additional steps to continue to improve schedule and cost performance to ensure that implementation 

is consistent throughout projects and programs. 

• Meeting Scientific and Societal Needs

NASA’s heliophysics scientific research not only advances our understanding of the Sun-Earthheliosphere system, but also is of growing importance to our Nation’s economic well-being and 

security. Conditions on our variable Sun, its solar wind and atmosphere interact with Earth’s electromagnetic environment and result in phenomena known as space weather. These events can 

disrupt communications, navigation, satellite operations, and electric power distribution. A severe 

geomagnetic storm has the potential to cause significant socioeconomic loss, as well as impacts 

to national security. To meet national and societal space weather needs, NASA coordinates its 

space weather activities with several interagency partners through the National Space Weather 

Program. NASA’s fleet of spacecraft provides observations of solar and geophysical events that 

are incorporated into operational space weather forecasts and satellite anomaly assessments 

for use by the Nation. As many of the missions are well past their prime mission lifetime, NASA 

and the operational partner agencies are studying ways to develop new mission and instrument 

capabilities that will enable improved space weather prediction algorithms and models. We also 

develop partnerships with international organizations to enhance our understanding of the heliophysics and the science of space weather.

Contributing Programs:

Heliophysics Research Program, Living with a Star Program, Solar Terrestrial Probes Program, and 

Heliophysics Explorer Program
National Aeronautics and Space Administration

19

2014 Strategic Plan

Objective 1.5: Ascertain the content, origin, and evolution of the solar 

system and the potential for life elsewhere.

A Curiosity self-image taken by the MAHLI (Mars 

Hand Lens Imager) camera on the robotic arm. 

The rover is at Rocknest, having taken several soil 

samples (bottom left) in Gale Crater, with Mt Sharp 

in the background. Findings indicate that chemical conditions in Gale Crater were once capable 

of supporting microbial life. Samples determined 

that Martian soil contains abundant and easily accessed amounts of water.

Lead office: Science Mission Directorate

Objective Overview:

Planetary science continues to expand our knowledge of 

the solar system, with active missions and Earth-based 

research programs exploring all the way from Mercury 

to Pluto and beyond. We seek to answer fundamental 

questions: How did our solar system form and evolve? Is 

there life beyond Earth? What are the hazards to life on 

Earth?

Robotic exploration is the principal method we use 

to explore the solar system, and is an essential 

precursor to human exploration of space. Groundbased observations, experiments, theoretical work, 

and analysis of extraterrestrial materials supplement our 

space-based assets. Each progression from flybys, to 

orbiting spacecraft, to landers and rovers, to sample 

return missions helps advance our understanding of the 

formation of planetary bodies, the chemical and physical 

history of the solar system, and the conditions that are 

capable of sustaining life. The successful Mars Science 

Laboratory Curiosity, for example, is allowing us to explore 

the potential habitats for past life on Mars.

Our investment in planetary science helps us protect 

Earth by identifying and characterizing celestial bodies and 

environments that may pose threats to our planet. Further, 

planetary science programs add to the pool of knowledge 

necessary for future human exploration missions. In 

support of the Asteroid Grand Challenge, we will enhance our Near Earth Objects Observation 

program to improve the detection and characterization of potential asteroid candidates for robotic and 

crewed exploration.

Objective Strategy:

Scientific priorities for future planetary science missions are guided by the recommendations of the 

decadal surveys published by the National Academies. The goal of the decadal surveys is to articulate the priorities of the scientific community, and the surveys are therefore the starting point for 

NASA’s strategic planning process in science. The most recent planetary science decadal survey, 

Vision and Voyages for Planetary Science in the Decade 2013 - 2022, was released in 2011. This 

report recommended a balanced suite of missions to enable a steady stream of new discoveries 

and capabilities to address challenges such as sample return missions and outer planet exploration. 

NASA’s Planetary Science Division is working to implement a balanced portfolio within the available 

budget and based on the decadal survey that will continue to make exciting scientific discoveries 
National Aeronautics and Space Administration 2014 Strategic Plan

about our solar system.

NASA leadership and program managers actively monitor and manage risks and external factors that 

pose challenges to our planetary science missions. Below, we describe our approach to managing 

some of the key challenges:

• Mission Cost Estimation and Management

To better control mission cost estimation and management, we transformed how we manage 

programs and projects, acquisition strategies, and procurements, particularly for our most complex science missions. In particular, we have strengthened program and project management, 

established more rigorous cost estimation practices, gathered numerous external and internal 

cost estimates, and incorporated multiple, formal decision points as gates to the next stage of 

development. Following these steps in the last three years, six missions have launched either 

under or within their cost and schedule baselines, demonstrating progress in improving NASA’s 

mission cost estimation and management tools. NASA is committed to controlling mission cost 

for the long-term. We will continue to be rigorous in maintaining these practices and taking additional steps to continue to improve schedule and cost performance to ensure that implementation 

is consistent throughout projects and programs. 

• Availability of Plutonium 238

Plutonium 238 (Pu-238) activates and sustains the electrical power systems for spacecraft and 

planetary probes that cannot rely on solar energy because the Sun is too distant, not consistently 

observable, or too obscured. NASA’s current supply of Pu-238 will be exhausted between 2017 

and 2020, but working with the Department of Energy under a reimbursable agreement, NASA 

is in the process of developing the infrastructure, power system, and flight safety and handling 

procedures of Pu-238 for domestic production. 

Contributing Programs:

Planetary Science Research Program, Discovery Program, New Frontiers Program, Mars Exploration 

Program, Technology, and Outer Planets.

20
National Aeronautics and Space Administration

21

2014 Strategic Plan

Objective 1.6: Discover how the universe works, explore how it began 

and evolved, and search for life on planets around other stars.

A technician stands in front of six JWST primary mirror seg- e

ments, which, when combined with the observatory’s 12 other st mirrors, will allow scientists to see the universe light up with 

the first stars and galaxies that formed after the Big Bang. The at

JWST is the scientific successor to the Hubble Space Tele- te

scope and is scheduled to launch in 2018.

Lead office: Science Mission Directorate

Objective Overview:

NASA leads the Nation and the world on a continuing journey to answer profound questions: 

How does the universe work? How did we get 

here? Are we alone? The scope of astrophysics is truly breathtaking, ranging from the birth 

of the universe and the development of stars 

and galaxies over cosmic time, to the search 

for life on planets around other stars. 

NASA’s astrophysics missions explore the 

xtreme physical conditions of the universe and 

udy the building blocks of our own existence 

 the most basic level: the space, time, matr, and energy that created the universe. Our 

telescopes have already measured the current 

age of the universe to be about 13.7 billion 

years and have uncovered remarkable new phenomena, such as the mysterious dark energy that 

dominates the universe. In the future, they will probe the origin and destiny of the universe, including 

the first moments of the Big Bang and the nature of black holes, dark energy, dark matter, and gravity.

We seek to understand the origin and evolution of the universe, as well as understand the processes 

for life on other planets. NASA’s observatories allow astronomers to explore the processes of formation of stars, galaxies, and planets. We have observed star formation occurring when the universe 

was at only a few percent its current age. The upcoming James Webb Space Telescope (JWST) will 

allow us to uncover the mysteries of star formation at an even earlier age, as well as study in detail 

planets around other stars.

We are navigating a voyage of unprecedented scope and ambition: seeking to discover and study 

planets orbiting around other stars and to explore whether they could harbor life. NASA’s astrophysics missions, in conjunction with ground-based telescopes, have already confirmed the existence of 

over 2,000 extrasolar planets. Of even greater interest, we are now finding that there are many small, 

rocky extrasolar planets where liquid water could exist. In the future, NASA’s telescopes will continue 

this breathtaking journey, discovering new planets and observing signatures that could indicate possibilities for life. 

Objective Strategy:

Scientific priorities for future astrophysics missions are guided by the decadal surveys published by 

the National Academies. The goal of the decadal surveys is to articulate the priorities of the scientific 

community, and is therefore the starting point for our strategic planning process in Earth and space 

science. The scientific priorities for astrophysics are outlined in the decadal survey, New Worlds, 
National Aeronautics and Space Administration

22

2014 Strategic Plan

New Horizons in Astronomy and Astrophysics, published in 2010. These include understanding the 

scientific principles that govern how the universe works; probing cosmic dawn by searching for the 

first stars, galaxies, and black holes; and seeking and studying nearby habitable planets around other 

stars. We developed an Astrophysics Implementation Plan to advance these scientific objectives 

and respond to the recommendations outlined in the decadal survey. This plan includes technology 

development efforts, design studies, and scientific research to enable future space telescopes in the 

priority areas. Looking towards the longer term, NASA Advisory Council’s Astrophysics Subcommittee developed the Astrophysics Roadmap that provides a compelling 30-year vision for astrophysics. 

The roadmap takes a long-range view and highlights the science possibilities over the next 30 years 

and provides the inspiration and rationale for continuing American leadership and investment in our 

astrophysics programs. 

NASA leadership and program managers actively monitor and manage risks and external factors that 

pose challenges to our astrophysics science missions. Below, we describe our approach to managing some of the key challenges: 

• Mission Cost Estimation and Management 

To better control mission cost estimation and management, we transformed how we manage 

programs and projects, acquisition strategies, and procurements, particularly for our most complex science missions. In particular, we have strengthened program and project management, 

established more rigorous cost estimation practices, gathered numerous external and internal 

cost estimates, and incorporated multiple, formal decision points as gates to the next stage of 

development. Following these steps in the last three years, six missions have launched either 

under or within their cost and schedule baselines, demonstrating progress in improving NASA’s 

mission cost estimation and management tools. NASA is committed to controlling mission cost 

for the long-term. We will continue to be rigorous in maintaining these practices and taking additional steps to continue to improve schedule and cost performance to ensure that implementation 

is consistent throughout projects and programs. 

• Technology Development and Demonstration 

To continue solving the mysteries of the universe and to study planets around other stars, NASA 

will need to develop and launch space telescopes that are more powerful than the current generation of space telescopes. New space telescopes will need to be larger and more capable 

without being heavier or more expensive. NASA is investing substantially in the technologies necessary to realize these future space observatories, and we are working with partners in the NASA 

Space Technology Program, industry, and other Government agencies to develop and infuse new 

technologies.

Contributing Programs:

Astrophysics Research Program, Cosmic Origins Program, Physics of the Cosmos Program, Exoplanet Exploration Program, Astrophysics Explorer Program, and James Webb Space Telescope
National Aeronautics and Space Administration

23

2014 Strategic Plan

Objective 1.7: Transform NASA missions and advance the Nation’s 

capabilities by maturing crosscutting and innovative space 

technologies.

NASA’s X-1 Robotic Exoskeleton would 

help astronauts stay healthier in space 

with the added benefit of assisting those 

with physical disabilities here on Earth.

Lead office: Space Technology Mission Directorate

Objective Overview:

NASA invests in cross-cutting, transformational space 

technologies that have high potential for offsetting mission risk, 

reducing costs, and advancing existing capabilities, which 

makes achieving more challenging missions possible. These 

technologies enable a new class of space missions; strengthen 

our Nation’s leadership in space-related science, technology, and 

industrial base; and foster a technology-based U.S. economy. 

Drawing on talent from our workforce, academia, small business, 

and the broader space enterprise, NASA delivers innovative 

solutions that dramatically improve technological capabilities for 

our mission and the Nation. Development and infusion of these 

new capabilities improves the reliability of future missions and 

is vital to reaching new heights in space and sending American 

astronauts to new destinations, such as an asteroid or Mars.

Objective Strategy:

New pioneering technologies will increase the Nation’s capability to perform space science, operate in space, and enable deep 

space exploration. Significant progress in technology areas, such 

as in-space power systems, solar electric propulsion, radiation 

protection, next generation life-support, human robotic systems, 

cryogenic fluid handling, and entry descent and landing capabilities, are essential for future science and human exploration missions. Developing these solutions will 

stimulate the growth of the Nation’s economy by creating new markets in areas such as nanotechnology, robotics, advanced manufacturing, and synthetic biology. Space technology enables future 

space missions and simultaneously improves life on Earth.

NASA’s Space Technology Mission Directorate (STMD) investment strategy addresses the broad 

range of technology areas identified in our Space Technology Roadmaps, as prioritized by the 

National Academies. This portfolio approach spans the entire technology life cycle, utilizing a 

combination of early stage conceptual studies, discovering entirely new technologies (technology 

readiness level (TRL) 1-3); rapid competitive development and ground-based testing (TRL 3-5) to 

determine feasibility; and flight demonstrations in a relevant environment to complete the final step 

toward mission infusion (TRL 5-7). This comprehensive portfolio approach, encompassing both 

near-term and long-term development, enables the discovery and advancement of necessary 

technologies that may fundamentally change the way we live and explore our world and the universe.

The Space Technology portfolio draws upon talent from across the space enterprise and leverages 
National Aeronautics and Space Administration

24

2014 Strategic Plan

partnerships with industry, academia, other Government agencies, and international partners. We 

strive to be a model organization, demonstrating lean technology development through effective and 

efficient practices and principles. Through challenging new missions, multi-use technologies, and 

stimulation of commercial space markets, NASA’s STMD expands capabilities in space and on Earth. 

NASA leadership and program managers actively monitor and manage risks and external factors that 

pose challenges to technology development and maturation. Below, we describe our approach to 

managing key challenges:

• The unique nature of NASA science and exploration technology needs

The objectives that science and exploration technology solutions must satisfy are often unique 

to NASA’s Mission. Traditional market forces that drive commercial technology developments do 

not necessarily align with NASA’s needs. NASA investments in technology development value 

partnerships and innovation, incentivizing the creation of new markets while achieving NASA 

technology goals.

Contributing Programs:

Crosscutting Space Technology Development, Exploration Technology Development, and Small Business Innovative Research/Small Business Technology Transfer
National Aeronautics and Space Administration

25

2014 Strategic Plan

(Above) Astronauts aboard the ISS photographed these striking views of Pavlof Volcano in May 2013. The oblique 

perspective from the ISS reveals the three dimensional structure of the ash plume, which is often obscured by the 

top-down view of most remote sensing satellites.

Strategic Goal 2

Advance understanding of Earth and develop 

technologies to improve the quality of life on 

our home planet.

NASA is committed to improving life right here on Earth. Whether developing new aircraft 

technologies for safer, more efficient air travel, uncovering the complexities of Earth’s natural systems, 

or transferring technologies to the commercial marketplace, NASA has a record of accomplishment 

in advancing understanding of Earth and helping to improve life for its inhabitants. Every discovery 

NASA makes, all knowledge gained through our space endeavors, and every advance in technology 

benefits us on Earth.

We take pride in our ability to inspire people of all ages in the United States and around the world 

through our pursuits. From landing robots on Mars to teaching in classrooms around the country, we 

are excited to provide opportunities for people everywhere to engage and participate with us as we 

push the boundaries of human knowledge and exploration.

NASA will continue to advance research in aeronautics to enable both sustainable and efficient air 

transportation. Understanding our home planet and improving life on it is central to our mission and 

is a critical national priority. As we make new discoveries about Earth and environmental change, 

we are protecting our economic vitality and learning how to be better stewards of our home planet. 
National Aeronautics and Space Administration

26

2014 Strategic Plan

The effects of climate change are all around us–more severe storms and hurricanes, droughts, and 

other natural disasters have both a human toll and an economic toll. NASA is working to understand 

the mechanisms and possible actions Federal, state, and local agencies and organizations and 

communities can take to minimize the impacts of environmental change. 

NASA improves life on Earth by enhancing our economy through aeronautics research to enable 

more efficient air transportation. NASA has a long and successful history of pioneering technology 

breakthroughs that underlie most modern aviation systems. The millions of people and trillions of 

dollars in cargo that fly every year on commercial aircraft are benefiting from years of NASA research 

and collaboration with other agencies to get to their destinations faster and with greater safety. 

NASA contributes to economic vitality and innovation through the transfer of technologies that 

generate new revenue for private companies or help foster creation of entirely new ventures. We lend 

expertise, facilities, and innovations to other Federal agencies and entrepreneurs. From emerging 

commercial launch providers to robotic mining ventures, NASA is working with U.S. companies to 

find the right way to encourage these nascent industries–whether through helping to advance key 

technologies, purchasing launch services for crews to low Earth orbit, lending expertise, or providing 

launch opportunities to small businesses conducting research. 

The missions we pursue under this goal address national priorities and directly benefit both our 

Nation and the global community. For example: 

• We are tracking and characterizing the mechanisms of environmental change.

Our assets in space and on Earth are giving us unprecedented insight into the Earth system and 

how we can minimize the impacts of environmental change.

• We are building the next generation air transport system.

Together with our partners in other agencies, we are bringing to life a future vision that will enable 

transformative change to the entire air transportation system.

• We are strengthening the economy.

We are transferring knowledge and technologies, which strengthens the economy though 

innovation, increased revenue, and job creation. 

• We are cultivating a strong future workforce.

We are cultivating scientific literacy and a strong future workforce through STEM education.

As NASA makes progress in understanding Earth and improving the quality of life on it, we 

benefit through innovations in air travel and new products, services, and companies entering the 

marketplace. We gain greater understanding of how we can preserve and protect our natural 

resources while minimizing the impacts of natural disasters on our lives and our livelihoods. As part of 

our commitment to inspiring the Nation and the world, we will reach out to the public and share our 

missions and progress.
National Aeronautics and Space Administration

27

2014 Strategic Plan

Objective 2.1: Enable a revolutionary transformation for safe and 

sustainable U.S. and global aviation by advancing aeronautics 

research. 

The sub-scale experimental X-48C Hybrid Wing Body flies over Rogers 

Dry Lake in California. The X-48C is a modification of NASA’s X-48B 

blended wing body aircraft modified to evaluate the low-speed stability 

and control of a low-noise version of a hybrid-wing-body design. The 

concepts and technologies being demonstrated through these test 

aircraft could find their way into all types of new aircraft over the next 20 

years, enabling more sustainable, environmentally friendly aviation.

Lead office: Aeronautics Research 

Mission Directorate

Objective Overview:

Aviation is the transportation mode that 

connects nations, cities, businesses, 

and people to support a growing 

and vital global economy. Within the 

United States, aviation is essential 

to economic well-being. Aviation 

contributes more than $1.0 trillion 

annually to the U.S. economy and 

supports more than 10 million direct 

and indirect jobs, including more than 

one million manufacturing jobs. Aviation 

comprises more than five percent of 

the total U.S. gross domestic product. 

In the United States, more than $1.5 

trillion in freight is transported by air 

every year and air travelers alone 

spend more than $635 billion a year. 

Globally, the aviation system is growing 

rapidly with the potential for more than 

five times as many passengers and 10 times the cargo in 2050 as today. Since our establishment, 

NASA has continually advanced America’s aviation system to improve our quality of life and 

productivity on Earth.1 2

NASA contributes unique innovations to aviation through our research activities. These innovations 

serve as key enablers for the role of U.S. commercial aviation in sustaining American commerce and 

safe, environmentally sustainable mobility, and hence the Nation’s economic well-being. NASA’s role 

is to explore early stage concepts and ideas, develop new technologies and operational procedures 

through foundational research, and demonstrate the potential of promising new vehicles, operations, 

and safety technology in relevant environments. We are focused on the most appropriate cuttingedge research and technologies to overcome a wide range of aeronautics technical challenges for 

the Nation’s and the world’s current and future air transportation system.

Objective Strategy:

To continue our leadership in aviation innovation and enable a revolutionary transformation of the 

aviation system, NASA is focused on six major research areas, or thrusts, for the long-term future of 

aviation. These research thrusts utilize the full capability of NASA’s in-house aeronautics expertise. 

Through high-risk, high-reward research and technology development, NASA seeks to enable: 

safe, efficient growth in global operations; innovation in commercial supersonic aircraft; ultra-efficient 
National Aeronautics and Space Administration

28

2014 Strategic Plan

commercial vehicles; transition to low-carbon propulsion; real-time, system-wide safety assurance; 

and assured autonomy for aviation transformation.

Each thrust is designed to address an important area of research and technology development 

that will further U.S. leadership in the aviation industry and enhance global mobility. Our research is 

performed with an emphasis on multi-disciplinary collaboration focused on the critical, integrated 

challenges aligned to the six research thrusts–what we refer to as convergent research. Together, 

these research thrusts combine to enable safe, sustainable growth in the overall global aviation 

system, while pioneering transformative capabilities that will create game-changing opportunities. 

We work with our partners in other Government agencies, aligned with the principles, goals, and 

objectives of the National Aeronautics Research and Development Policy and its related National 

Aeronautics Research and Development Plan, to achieve our missions. We also partner with industry 

and academia to support new and innovative concepts and technologies, and with international 

counterparts to leverage complementary investments. These partnerships enable innovation, 

research, and efficient technology transfer.

In pursuit of this objective, we encounter and manage several challenges, including:

• Inherent Risk 

We pursue challenging, cutting-edge technology advances and aeronautics research goals 

that are inherently high-risk. In accepting this risk, we gain valuable knowledge and advance the 

capabilities of NASA, even when results fall short of expectations. By increasing our knowledge 

base and developing potential new solutions, we are able to make better-informed decisions 

regarding committing future research resources and pursuing promising high-return investments.

• Domestic Partnership Influences 

Our domestic aeronautics partnerships enable us to leverage investments in support of mutual 

objectives and avoid duplication of effort. They ensure we are moving forward on the right 

challenges and improve the transition of research results to users. Through continual coordination 

with our partners, we mitigate the risk that challenges faced by partners in turn negatively 

influence our schedules and research output.

• Growing System Demands

As demand for greater global mobility increases, so too does the pressure for the current 

aviation system to evolve to accommodate that demand, reduce environmental impacts, and 

improve safety. Because the rate of system change may be greater than that achievable through 

incremental change, NASA may need to reach for more transformational concepts, which 

inherently carry more technical and acceptance risk.

• Strategic Global Partnerships

Many developing economies are rapidly developing infrastructure and embracing next generation 

technologies, and partners around the world increasingly have advanced technical capabilities 

which complement our own. By carefully fostering international partnerships in pre-competitive 

areas, NASA supports the efficient and safe growth in global aviation important to the United 

States and improves the potential for leveraging their investments to reduce duplication while 

bringing knowledge back into NASA’s research programs to improve our own capabilities.
National Aeronautics and Space Administration

29

2014 Strategic Plan

Contributing Programs:

Airspace Operations and Safety Program, Advanced Air Vehicles Program, Integrated Aviation 

Systems Program, and Transformative Aeronautics Concepts Program

1

 “The Economic Impact of Civil Aviation on the U.S. Economy,” August 2011, FAA, (http://www.faa.gov/air_traffic/publications/media/FAA_Economic_

Impact_Rpt_2011.pdf) 

2

 “IATA Vision 2050,” Page 61, IATA, February 2011, Table 16, PDF. (http://www.iata.org/pressroom/facts_figures/documents/vision-2050.pdf)
National Aeronautics and Space Administration 2014 Strategic Plan

Objective 2.2: Advance knowledge of Earth as a system to meet the 

challenges of environmental change, and to improve life on our planet. 

In April 2013, significant flooding occurred in the Midwest 

and the surrounding region because of extreme amounts 

of rainfall. NASA’s Tropical Rainfall Measuring Mission 

(TRMM) satellite provides core data sets for such events. 

TRMM is a research satellite designed to help understand 

the water cycle in the current climate system. By covering 

the tropical and semi-tropical regions of Earth, TRMM 

provides much needed data on rainfall and the heat 

release associated with rainfall. TRMM data helps begin 

the process of understanding the interactions between 

water vapor, clouds, and precipitation that is central to 

regulating the climate system.

Lead office: Science Mission 

Directorate

Objective Overview:

Earth’s changing environment impacts every 

aspect of life on our planet and climate change 

has profound implications on society. Studying 

Earth as a single complex system is essential to 

understanding the causes and consequences of 

climate change and other global environmental 

concerns. NASA addresses the issues 

and opportunities of climate change and 

environmental sensitivity by answering the 

following questions through our Earth Science 

programs: How is the global Earth system 

changing? What causes these changes in the 

Earth system? How will Earth’s systems change 

in the future? How can Earth system science 

provide societal benefits? 

NASA’s Earth science programs shape an 

interdisciplinary view of Earth, exploring the 

interaction among the atmosphere, oceans, 

ice sheets, land surface interior, and life itself, 

which enables scientists to measure global 

and climate changes and to inform decisions 

by Government, organizations, and people in the United States and around the world. We make the 

data collected and results generated by our missions accessible to other agencies and organizations 

to improve the products and services they provide, including air quality indices, disaster prediction 

and response, agricultural yield projections, and aviation safety. 

Objective Strategy:

The Earth Science program portfolio comprises the following areas: flight mission development, 

research, applications development, and technology development. These areas are responsible for 

conducting and sponsoring research, collecting and disseminating new observations, developing 

new technologies and predictive capabilities, and demonstrating innovative and practical uses of 

the program’s data and results for societal benefit. In addition, we develop partnerships with other 

national and international organizations to enhance economic security and environmental stewardship 

to benefit society.

Scientific priorities for future Earth Science missions are guided by the recommendations of the 

decadal surveys published by the National Academies, and also are responsive to national priorities. 

The most recent Earth science decadal survey, Earth Science and Applications from Space: National 

Imperatives for the Next Decade and Beyond, was released in 2007. In 2010, NASA released 

30
National Aeronautics and Space Administration

31

2014 Strategic Plan

the report Responding to the Challenge of Climate and Environmental Change: NASA’s Plan for a 

Climate-Centric Architecture for Earth Observations and Applications from Space. Coupled together, 

the reports recommended a balanced suite of missions to enable the study of Earth’s global climate 

and the environmental impacts of climate change.

Our leadership and program managers actively monitor and manage risks and external factors that 

pose challenges to our Earth science missions. Below, we describe our approach to managing some 

of the key challenges:

• Mission Cost Estimation and Management 

To better control mission cost estimation and management, we transformed how we 

manage programs and projects, acquisition strategies, and procurements, particularly for our 

most complex science missions. In particular, we have strengthened program and project 

management, established more rigorous cost estimation practices, gathered numerous external 

and internal cost estimates, and incorporated multiple, formal decision points as gates to the next 

stage of development. Following these steps in the last three years, six missions have launched 

either under or within their cost and schedule baselines, demonstrating progress in improving 

NASA’s mission cost estimation and management tools. NASA is committed to controlling 

mission cost for the long-term. We will continue to be rigorous in maintaining these practices and 

taking additional steps to continue to improve schedule and cost performance to ensure that 

implementation is consistent throughout projects and programs. 

• Meeting Scientific and Societal Needs 

NASA’s scientific research advances our understanding of Earth while allowing the Nation’s 

decision makers, first responders, and scientific communities to observe the climate and predict 

extreme weather. Sustained global Earth observations are needed to monitor and study Earth’s 

climate system, land use, and land cover change. NASA is studying the best options and 

approaches for conducting continuous measurements to meet current societal needs, while 

continuing to enhance our Nation’s global observing capabilities, data systems, and research 

base required to advance Earth system science and enable further improvements in the products 

and services that are provided by our partners to citizens around the world. 

Contributing Programs:

Earth Science Research Program, Earth Systemic Missions Program, Earth System Science 

Pathfinder Program, Earth Science Multi-Mission Operations Program, and Applied Sciences 

Program
National Aeronautics and Space Administration

32

2014 Strategic Plan

Objective 2.3: Optimize Agency technology investments, foster open 

innovation, and facilitate technology infusion, ensuring the greatest 

national benefit.

Partnering with NASA, Innovative Scientific Solutions 

Inc. (ISSI) developed pressure-sensitive paint 

technology for gathering data from high-speed, 

unstable surfaces such as rotorcraft blades. The 

innovation gives NASA new capabilities in aeronautics, 

and ISSI now sells the product worldwide. Pictured 

here is a wind tunnel test using a helicopter model 

equipped with ISSI’s paint.

Lead office: Office of the Chief Technologist

Objective Overview:

NASA’s missions require that we expand the 

boundaries of our technological capabilities to 

explore our solar system, increase our understanding 

of space, and improve life on Earth. Innovation 

and invention are the necessary elements that will 

enable this progress and shape our future. Efficient 

management of technology investments is more critical 

than ever. NASA, like other technology development 

organizations, both Government and commercial, 

must balance technology investments and promote 

successful innovation with limited resources. 

To optimize the technology portfolio, we seek to 

align mission directorate technology investments, 

eliminate duplication, and lower costs while providing 

critical capabilities that support missions and longerterm national needs. We strive to develop tools and 

processes to manage the technology portfolio, find better ways to analyze our portfolio, identify 

mission needs, create roadmaps, set priorities, establish partnerships, and engage scientists, 

engineers, and the public to invent extraordinary technologies for our future. 

Objective Strategy:

NASA’s space technology investments will be guided by the Strategic Space Technology Investment 

Plan (SSTIP), an actionable plan that lays out the strategy for developing technologies essential to the 

pursuit of NASA’s mission and national goals. The SSTIP prescribes a framework and focused approach to guide near-term investment while ensuring the portfolio has the breadth to provide needed 

capabilities for the next 20 years. This plan will be updated biennially, incorporating emerging technologies, new mission needs, priorities, and partnerships. It will enable NASA to effectively integrate key 

stakeholder investment strategies in a common-focused approach, to sustain NASA’s technological 

edge and provide benefits to the Nation. 

Using innovative approaches to problem solving such as prizes, challenges, and collaborations, we 

will harness innovators, creating diverse pools of solvers that address NASA problems, advance 

technology development in a flexible, “on demand” way, and lower mission design costs to leverage 

Government dollars for technological breakthroughs. NASA embraces participation from partners in 

industry, academia, and the larger aerospace community with mutual interests in development of 

breakthrough capabilities that support our aeronautics and aerospace goals, and national priorities. 

Strategic partnerships are designed to expand and strengthen our ability to execute its mission, and 

range from non-traditional partnerships to systematic engagements with local, regional, state, national, 
National Aeronautics and Space Administration

33

2014 Strategic Plan

and international partners. These partnerships enable us to leverage funding, capabilities, and expertise 

within and outside NASA to address technology barriers and advance technology. NASA is committed 

to developing all types of partnerships, including high-impact, multi-disciplinary collaborations to help 

provide solutions to ambitious yet achievable national targets that advance science, technology, and 

innovation.

As NASA develops critical components that prove themselves in the lab and advance from prototype 

to usable system, we will find innovative and better ways to successfully infuse the new technology into 

our missions, encouraging use beyond the original mission-specific purpose and increase infusion of 

these technologies into the American economy. 

NASA’s technology development activities will produce a robust supply of promising technologies that 

are critical to our missions, have applications to many industries, and boost our economy through the 

creation of new jobs and markets. We will continue to promote the availability of NASA technologies for 

use by the U.S. public and private sectors, and accelerate the technology-to-market cycle, enabling 

realization of benefits more quickly. NASA’s growing number of patents, licenses, and software usage 

agreements demonstrate the giant leap of progress embodied by the technological advances in hardware and software made each year. NASA will make steps to improve the transfer of technology, paving the way for new advances and emerging technologies to serve as the foundation for new products 

and services, continuing the growth of our economy.

We have a large and diverse technology portfolio consisting of more than 1,000 active projects. 

Tracking and analyzing this work provides the basis for aligning investments across NASA to reduce 

costs, increase capability, and provide technologies for the future. Partnering with other Government 

agencies, U.S. industry, academia, and international entities can enable further progress. Successfully 

capturing the relevant features of these projects requires an internal cultural change, where mission 

directorates and offices provide such data openly and work collaboratively to remove internal barriers, 

creating technology portfolio optimization across NASA. The result of this optimization can be reduced 

duplication; better synergy among projects, and better use of NASA-developed technology. Further, 

NASA’s chief scientist and chief technologist advise and advocate for NASA on matters concerning 

NASA-wide science and technology policy and programs. They encourage and foster integration and 

cooperation across NASA.

Once technology has been developed, we transfer the technology to external users, fostering the 

development of new products, services, and markets that benefit our Nation. There are a number 

of challenges that impact our ability to achieve this technology transfer objective. NASA must patent 

strategically—i.e., only when doing so accelerates transfer of the technology to U.S. industry—and 

must have an appropriate number of patent attorneys, intellectual property experts and technology 

transfer experts to do so. 

Finally, once technology is transferred, measuring the actual benefit to the Nation is difficult. We have 

established a few mechanisms to determine the positive impact of our technology transfer; however, 

the data is incomplete because external users are not required to report to NASA on the positive 

impact of technology innovations. Despite the risks to success, we are seeking to improve technologydevelopment tracking, analysis, portfolio decision-making, and technology transfer, enabling NASA and 

the Nation to receive the greatest possible return on investment.

Contributing Programs:

Partnership Development and Strategic Integration
National Aeronautics and Space Administration

34

2014 Strategic Plan

Objective 2.4: Advance the Nation’s STEM education and workforce 

pipeline by working collaboratively with other agencies to engage 

students, teachers, and faculty in NASA’s missions and unique assets.

NASA Education addresses national needs in STEM education such 

as providing unique, STEM-based learning opportunities to populations 

underrepresented and underserved in STEM. This NASA Education 

event with the Homeless Children’s Playtime Project provided students 

at the DC General Emergency Family Shelter in Washington, DC with 

an opportunity to interact with an astronaut, view shuttle models and 

spacesuits, and learn about NASA’s exciting missions.

Lead office: Office of Education

Objective Overview:

NASA’s education programs work in 

collaboration with other Federal agencies 

to improve the quality of science, 

technology, engineering, and math 

(STEM) education in the United States, 

which supports both NASA’s strategic 

plan and the Administration’s STEM 

policy. To maintain a globally competitive 

Nation, our education programs develop 

and deliver activities that support the 

growth of NASA’s and the Nation’s 

STEM workforce, help develop STEM 

educators, engage and establish 

partnerships with institutions, and 

inspire and educate the public. NASA’s 

contribution to STEM education brings 

immediate benefits to schools and other 

institutions, while helping to ensure that 

future generations of Americans will have 

the technical skills needed to continue 

NASA’s missions. We will continue to engage and involve the public and other stakeholders in our 

activities, and work to build an open, transparent and participatory organization.

Through effective use of our assets in our STEM education programs, we are able to share NASA’s 

inspirational activities with a broader audience. NASA STEM engagement activities provide learners 

of all ages the chance to engage in science, technology, engineering, and math, and to understand 

the value of STEM in their lives. Our learners include: primary, secondary, and higher education 

students; parents and guardians; formal and informal educators and higher education faculty; and 

the general public at large. The quality of life we enjoy today is the direct result of the inspiration 

and achievements of scientists, engineers, mathematicians, and technologists of yesterday. We 

pursue our objective to ensure future generations of STEM professionals are inspired, experienced, 

and capable of achieving even greater accomplishments in STEM-related fields. We pursue this 

objective through a portfolio of NASA-unique STEM experiential learning opportunities (e.g. grants, 

internships, fellowships, scholarships, workshops) and challenges. These creative applications of 

NASA-related knowledge encourage innovation, critical thinking, and problem-solving skills, which are 

characteristics required of our Nation’s future STEM workforce.
National Aeronautics and Space Administration

35

2014 Strategic Plan

Objective Strategy:

Our strategy for progressing toward this objective has two components, strategic partnerships 

and delivery via strategic lines of business. NASA engages in strategic partnerships with 

intergovernmental, academic, industrial, entrepreneurial, and international communities to ensure 

NASA’s education mission and vision reach a wider and diversified audience. We are determined to 

do more with less. We facilitate partnerships that support the evolution of our portfolio of projects and 

strategic objective. We achieve this by defining specific benefits and outcomes for each partnership, 

systematically managing the lifecycle of partnerships, and leveraging each organization’s resources 

appropriately. 

One of our key strategies for achieving effective partnerships in support of our strategic objective 

is our continued participation in the Administration’s Committee on STEM Education (CoSTEM). 

Through that committee, we work closely with all relevant stakeholders as plans are created and 

unfold in support of the STEM coordination effort across Federal agencies. This venue allows us to 

share our best practices and ensure the committee is aware of the inspiring and unique content, 

assets, and programming that NASA Education can share via partnerships with other institutions and 

agencies. 

NASA’s Office of Education leverages its new organizational structure, which includes four key 

lines of business, and the NASA Office of Education Infrastructure Division (OEID) to enhance our 

effectiveness and efficiency as we progress in our strategic objective. The four key lines of business 

are centered on national STEM areas of need—educator professional development, institutional 

engagement, STEM engagement for all learners, and NASA internship, fellowship, and scholarship 

opportunities—and they will enable us to ensure our education investments are unique and nonduplicative. The OEID supports NASA’s approach to STEM education by implementing the principles 

of transparency, participation, and collaboration throughout all of its education activities. Through 

strategic planning, collaborating with the Office of the Chief Information Officer, and supporting the 

areas of performance assessment, dissemination and Web services, information technology, and 

communications support using a systematic approach, the OEID lays the foundation for NASA 

education excellence. The OEID provides support that improves education policy and decisionmaking, provides better education services, and ensures more effective administration. 

Contributing Programs:

Aerospace Research and Career Development Program and STEM Education and Accountability 

Program
National Aeronautics and Space Administration

36

2014 Strategic Plan

(Above) Contamination control engineers conduct a review of the James Webb Space Telescope’s Mid-Infrared Instrument, as part of the standard receiving inspection. They are looking for the tiniest traces of dust or contamination 

which would have to be remedied because cleanliness is critical for such a sensitive instrument. 

Strategic Goal 3

Serve the American public and accomplish our 

Mission by effectively managing our people, 

technical capabilities, and infrastructure.

NASA is proud to be the U.S. agency charged with exploring the unknown in space and driving new 

advances in aerospace science and technology on behalf of the American public. Reaching for the 

stars requires dedicated, knowledgeable people and cutting-edge facilities and capabilities to provide the tools and support necessary to carry out our ambitious tasks. We strive to accomplish our 

mission with the utmost care—recognizing that we are stewards of taxpayer dollars, critical human 

capital, and one-of-a-kind facilities. We maintain a large and diverse set of technical capabilities and 

assets to support NASA missions and the work of other Federal agencies and the private sector to 

test, validate, and optimize innovations.

We understand that a skilled, valued, and diverse workforce is central to creating and maintaining the 

capabilities to explore the solar system and beyond and for understanding our home planet. NASA 

will continue to maintain and ensure the availability and safety of critical capabilities and facilities 

necessary for advancing our space-, air-, and Earth-based activities. We will provide the vision and 

leadership to advance critical spaceflight capabilities and ensure American launch vehicles can 

support our exploration activities. Our activities support a skilled, innovative, and diverse workforce 
National Aeronautics and Space Administration

37

2014 Strategic Plan

and the safety of that workforce. Further, we strive for management excellence and sustainable 

practices that assure the wisest uses of our resources. 

Our goal is to support all of NASA’s space-, air-, and Earth-based research and innovation activities 

producing the best return on the Nation’s investment. We will diligently work to ensure that NASA 

has the resources necessary to further exploration and aeronautics, understand Earth, transfer 

knowledge, and share NASA’s story. We will continue to engage and involve the public and other 

stakeholders in our activities and work to build an open, transparent, and participatory organization. 

As part of this pursuit, we must ensure that our facilities, resources, and plans are sustainable. This 

means exploring new ways of doing business. We will advance our efficiency and sustainability 

through wise investments and innovative approaches to resource management, including divesting 

ourselves of infrastructure no longer needed, so that we can achieve our core mission within our 

budget.

The missions we pursue under this goal helps to address national challenges and allow us to take 

advantage of unique opportunities to bring benefits to the Nation. For example: 

• We are investing wisely

We are prioritizing investments and finding innovative ways to operate and sustain our capabilities.

• We are sustaining and exercising critical national capabilities

We are ensuring that cutting-edge capabilities and facilities are maintained and used for 

advancing innovation and discovery.

• We are increasing our accountability to the American public

We are providing unprecedented transparency into our operations and our performance so that 

we can share our successes and setbacks with the American public.

We will ensure that innovators, both inside and outside NASA, have access to the critical capabilities entrusted to us to help further NASA’s exploration activities and to contribute to U.S. economic 

strength. Our work toward this goal will help maintain a robust scientific and technical workforce. 

Finally, we will ensure the long-term security and sustainability of NASA’s resources and facilities.
National Aeronautics and Space Administration

38

2014 Strategic Plan

Objective 3.1: Attract and advance a highly skilled, competent, and 

diverse workforce, cultivate an innovative work environment, and 

provide the facilities, tools, and services needed to conduct NASA’s 

missions.

Helen Johnson, a Thermal Design Technician, works on one of the 

microsatellites before it and two others were shipped to Vandenberg 

Air Force Base for launch. NASA’s highly skilled workforce shares the 

responsibility to perform challenging technical work with the highest 

levels of precision.

Lead office: Mission Support Directorate

Objective Overview:

NASA’s workforce and institutional capabilities enable us to successfully conduct our missions. We are dedicated to 

innovation, bold ideas, and excellence, 

which enable us to provide the day-today operations required to support and 

achieve our missions.

People are our most important resource; 

without them, no mission can be 

achieved. We have a workforce that is 

skilled, competent, and dedicated. Our 

workforce is committed and passionate, 

and brings many dimensions of diversity, including ideas and approaches, to 

make our teams successful. To conduct 

our missions over the next 20 to 30 years, we must focus on attaining an increasingly diverse workforce with the right balance of skills and talents and provide an inclusive work environment in which 

employees with varying perspectives, education levels, skills, life experiences, and backgrounds 

work together and are fully engaged in NASA’s Mission. 

Objective Strategy:

Placing direct attention on diversity in the workforce is a strategy to further infuse the spirit of innovation into our workforce culture by ensuring that our workforce is equipped to acquire new skills demanded by missions, enhancing productivity, and motivating employees to find new solutions. One 

of the chief external challenges we face is attracting and building a cadre of science, technology, 

engineering, and math (STEM) leaders. We face competition from the private sector and academia in 

hiring top candidates for STEM professions. In addressing this challenge, we work to reach a broad 

pool of top-notch candidates in STEM disciplines and continue to cultivate an inclusive culture of 

innovation, one that ensures the near- and long-term well-being of our employees and enables them 

to work on the cutting edge of their technical or functional disciplines. We continue targeted outreach 

and recruitment efforts. In addition, we continue to use a variety of methods to increase inclusion and 

innovation in our workplace through our emphasis on work/life balance and continuous education 

and awareness opportunities on diversity and inclusion principles.

Our workforce depends on the availability of unique facilities, tools, capabilities, and services to 

successfully conduct our missions. Planning, operating, and sustaining this infrastructure and our 

essential services requires a number of critical institutional capabilities including management of: 
National Aeronautics and Space Administration

39

2014 Strategic Plan

human capital, finance, information technology, infrastructure, acquisitions, security, real and personal 

property, occupational health and safety, equal employment opportunity and diversity, small business 

programs, external relations, internal and external communications, stakeholder engagement, and 

other essential corporate functions. Providing strategic and operational planning and management 

over a wide range of functions and services ensures that resources are available when needed, and 

they support initiatives to help us operate in a more efficient and sustainable manner.

Sustainable management of our infrastructure ensures that our assets support our workforce in 

meeting mission requirements and schedules. Our strategy is to ensure our assets and overall 

footprint becomes more sustainable, efficient, and effective. For NASA, this means having a net zero 

growth in gross square feet in five years and reducing our footprint over the next 20 years. Across 

NASA, various programs and offices will support this strategy with activities that span demolition, 

outlease, recapitalization, and construction to mitigate mission risk, maintenance, and real property 

management, as well as implementing environmental and energy policies. NASA understands that 

diminishing resources such as workforce skills, funding, environmental systems, and technical 

capabilities, among others will be critical to achieving and sustaining success. To tackle these 

challenges, offices across NASA coordinate to optimize strategies for meeting mission requirements, 

whether that requirement is for equipment, a certain expertise provided by our workforce, or diversity 

of thought and experience to help foster innovation.

Contributing Programs:

Center Management and Operations, Agency Management, Institutional Construction of Facilities, and 

Environmental Compliance and Restoration
National Aeronautics and Space Administration 2014 Strategic Plan

Objective 3.2: Ensure the availability and continued advancement of 

strategic, technical, and programmatic capabilities to sustain NASA’s 

Mission

On February 11, 2013, NASA successfully launched 

the Landsat Data Continuity Mission (LDCM)/Landsat 

8. This mission is currently providing repetitive acquisition of high resolution multi-spectral data of the Earth 

surface on a global basis. On May 30, 2013, NASA 

transferred control of LDCM/Landsat 8 to the United 

States Geological Survey.

Lead office: Human Exploration Operations Mission 

Directorate

Objective Overview:

We identify and prioritize our essential assets and 

implement strategic investment decisions to sustain, 

enhance, replace, modify, or dispose of them based 

on NASA and National needs. We ensure that our 

key capabilities and critical assets will be available in 

the future to support the missions that require them. 

For example, we provide launch services to NASA 

and civil sector missions, as well as an uninterrupted, 

reliable space communications network to allow data 

transmissions to Earth from space. Both of these 

capabilities are critical to making space missions feasible, safe, and efficient.

NASA’s technical capabilities and assets support 

NASA missions as well as the work of others beyond 

NASA. Other Federal agencies and the private sector 

use our specialized facilities to test and evaluate items 

to mitigate risk and optimize engineering designs. We 

manage our technical capabilities and assets carefully 

through strategic investments and sustainable practices that ensure their readiness for NASA and other 

customers.

Objective Strategy:

Several NASA programs are dedicated to supporting this objective. For example, the Space Communications and Navigation Program manages the 

infrastructure, sustainment, and replenishment efforts 

necessary to maintain service capacity and capability 

consistent with our commitments and mission model. The Launch Services Program provides access to space for robotic missions through U.S. commercial industry. 

Each of these programs and offices develop strategies to effectively deliver their contribution to the 

strategic objective, overcome challenges, and manage risks. These strategies complement our 

overarching efforts to keep critical capabilities available to support our missions and those of other 

customers. 

40
National Aeronautics and Space Administration

41

2014 Strategic Plan

Some of NASA’s key strategies for this objective are:

• Provide access to space

We have the responsibility, as the launch agent for the Nation’s civil space sector, to certify and 

procure domestic commercial space transportation services for the launch of robotic science, 

communication, weather, and other civil sector missions. NASA relies on the Launch Services 

Program to provide robust, reliable, commercial, and cost-effective launch services. NASA 

achieves assured access to space through a competitive “mixed fleet” approach utilizing the 

breadth of U.S. industry’s capabilities.

• Ensure the continued full utilization of the NASA Space Network

The Space Network consists of a constellation of geosynchronous satellites, ground tracking 

stations for Earth missions, and the Deep Space Network and its associated ground elements. 

The network provides mission-critical communications services for the ISS, scientific satellites 

such as the Hubble Space Telescope, and numerous Earth-observing missions. 

• Manage capabilities effectively

NASA’s Strategic Capabilities Assets Program (SCAP) is a corporately managed program that 

selects capabilities or types of assets (“asset classes”) for prioritized investment and centralized 

management to support our needs. Some of these assets include thermal vacuum chambers, 

motion and space simulators, and wind tunnels. We are working to improve the overall 

management system of SCAP, including policies, guidance, hardware, software, databases, 

processes, procedures, and personnel. Our goal is to more efficiently and effectively manage 

SCAP’s capabilities and assets and better collaborate with other Government agencies, 

academia, and industry. This effort will ensure that our current and future missions have 

access to needed capabilities and assets that are owned and operated by NASA and outside 

organizations. The improved management system is being designed and built to enable scaling 

and use—in part or in whole—for the management of newly identified portfolios of capabilities 

and assets. In support of NASA’s mission, SCAP provides the vision and leadership for these 

nationally important assets and sustained support for their workforce, capability improvements, 

and new test technology development. By staying up to date on technological advances, industry 

demand, and issues that concern the public, we are able to make decisions on facility and 

capability investments and divestments.

Contributing Programs:

Space Communications and Navigation Program, 21st Century Space Launch Complex Program, Launch 

Services Program, Rocket Propulsion Testing Program, Exploration Construction of Facilities, Space Operations Construction of Facilities, and Strategic Capabilities Assets Program
National Aeronautics and Space Administration

42

2014 Strategic Plan

Objective 3.3: Provide secure, effective, and affordable information 

technologies and services that enable NASA’s Mission. 

Lead office: Office of the Chief Information Officer

Objective Overview:

Onlookers watch the engaging “7 Minutes of Terror” video 

to learn about the entry, descent and landing system 

for NASA’s Mars rover Curiosity from the engineers who 

designed the new landing system. Through the use of innovative information technologies and social media, NASA 

globally shared a vivid description of the Curiosity rover’s 

final challenging moments before touchdown on August 6, 

2012 (EDT). This video is available for you to view here. 

Information technology (IT) is critical to NASA’s 

infrastructure and mission success. To support 

NASA’s missions effectively, we must inspire excellence in IT planning and service delivery across 

organizational and functional boundaries. We must 

find ways to use information technology that supports a more collaborative, geographically diverse 

and mobile working culture, keeps our IT skills and 

capabilities up-to-date to serve NASA’s missions, 

and protects those missions from ever-evolving IT 

security threats. 

Our approach to IT planning and service delivery 

emphasizes responsive innovation, transparency, and accountability. In planning, we take an 

agency-wide view that considers NASA’s diverse 

mission needs to guide IT policy, investment decisions, and management practices. At the same time, our approach calls for rigorous assessments 

of investment trade-offs and sequencing to balance the cost, quality, and timing of our IT capabilities 

to optimize value while limiting mission risk. We will collaborate with NASA leaders to prioritize and 

sequence our information management investments to deliver the right blend of capabilities over time 

to effectively and affordably support NASA.

Objective Strategy:

Our invigorated customer focus will drive new capabilities to empower NASA’s mobile workforce, 

simplify collaboration, and engage open public participation in our missions. At the same time, we 

will continue to improve service consistency and affordability by increasing the use of versatile “as-aservice” delivery models, such as cloud computing and inter- and intra-agency services. To maximize 

the potential of these approaches, we will evaluate opportunities to further consolidate our enterprise 

IT capabilities and pool our limited resources to optimize NASA’s purchasing power. We will engage 

our workforce and sustain and develop the appropriate skills and training to chart and manage the 

ongoing IT transformation across NASA.

Maturing our cybersecurity practices and technologies will be at the forefront of our effort to ensure 

the secure and resilient delivery of mission support services. We recognize that cybersecurity is a 

critical driving force to protect the intellectual property, power of invention, and natural ingenuity that 

is at the heart of NASA. Risk-based information security will be embedded in our capabilities using an 

approach that balances reduced mission risk with affordability, in alignment with Federal cybersecurity 

priorities.

We have made significant progress in improving the effectiveness and efficiency of our IT systems. 
National Aeronautics and Space Administration

43

2014 Strategic Plan

We have simplified our enterprise information management architecture through the consolidation, 

standardization, and centralization of IT capabilities where appropriate. Through proactive and strategic management, we work to overcome IT challenges, such as:

• Keeping pace with dynamic information technology while ensuring cybersecurity

New IT sourcing and delivery models, such as cloud computing, are continually evolving as business models and implementation approaches mature across Government and industry. Cyber 

threats, including advanced persistent threats, continue to evolve globally and NASA’s capabilities 

to protect our information assets must evolve accordingly. These cybersecurity challenges will 

demand new workforce competencies, balanced collaboration, resource alignment, and timely, 

effective communications to proactively defend against this ever-changing threat environment.

• Employing and supporting a variety of IT alternatives to drive productivity and new 

capabilities

In response to the increasingly interdependent way in which people work, we will work to provide 

the IT infrastructure and workforce training that supports employee mobility, collaboration, and 

information analytics. 

We will continue integration and consolidation when appropriate to improve NASA’s efficiency while 

aligning with forward-looking strategies including shared enterprise services and service delivery that 

take advantage of cloud computing’s flexibility and scalability. Our strategies coupled with risk management will allow us to align NASA’s resources to provide and support a cost-effective information 

management platform that will deliver mission-enabling capabilities.

Contributing Programs:

Agency IT Services Program
National Aeronautics and Space Administration

44

2014 Strategic Plan

Objective 3.4: Ensure effective management of NASA programs and 

operations to complete the mission safely and successfully. 

The NASA Workmanship Program, sponsored by the Office 

of Safety and Mission Assurance, provides sound uniform 

engineering and technical requirements and training courses 

for processes, procedures, practices, and methods that 

have been endorsed for NASA programs and projects. 

The quality criteria and training results in high quality electrical interconnects critical to the performance and longevity 

of missions, such as work on this science instrument, the 

Neutral Mass Spectrometer for the LADEE mission.

Lead office: Office of Safety and Mission 

Assurance, Office of the Chief Engineer, and 

Office of the Chief Health and Medical Officer

Objective Overview:

Safety and mission success programs protect 

the health and safety of the NASA workforce and 

improve the likelihood that NASA’s programs, 

projects, and operations will be completed safely 

and successfully. NASA’s commitment to safety 

and mission success extends to the American 

public, our employees, our commercial partners, and our contractors. We do this through 

an environment of trust and ethical behavior 

using diverse multidisciplinary teams that foster 

equal opportunity, collaboration, and continuous learning. We promote technical excellence 

and competence while ensuring safety, reliability, 

maintainability, quality engineering, and project 

management within NASA.

Objective Strategy:

Our strategy is based upon integration of both our program portfolio and mission support activities, 

while using our strong governance structure, risk analysis, and business practices. At the core of the 

our preventive approach to achieve safety, health, and mission success are: 

• Active engagement with NASA programs and institutions to advise, advocate, and ensure 

safety and mission success; 

• Routine on-site inspections and regular self-audits to ensure compliance with mandatory 

regulations, NASA policies, industry standards, and best practices; 

• Robust knowledge management and communities of practice that capture and integrate 

lessons learned into future missions; 

• Multi-faceted training and development programs to ensure the safety and mission success 

workforce has the necessary skills and capabilities; and 

• Comprehensive review processes to identify and mitigate risks and analyze and understand 

failures when they occur. This strategy and practice provides a systematic approach to support 

mission success. 

There is a broad spectrum of technical, operational, and environmental challenges and risks that 

threaten safety and mission success. We are particularly challenged to find innovative ways to protect 

our people, obtain adequate insight into the safety and probability of mission success for NASA 
National Aeronautics and Space Administration

45

2014 Strategic Plan

programs, address externally mandated requirements, and inform senior management of risks. 

Through proactive management, we remain vigilant. The systematic and timely execution of policy, 

process, training, assessments, and mishap investigations will continue to be used to anticipate, 

identify, and address the range of threats to NASA’s mission success and explore manageable 

contingencies.

Contributing Programs:

Safety and Mission Success Program
National Aeronautics and Space Administration

46

2014 Strategic Plan

Looking Forward

Our strategic plan provides us with a clear, unified, and long-term direction for all of our activities. 

We are committed to launching astronauts, cargo, and science from American soil to the ISS, and 

realizing the full research capability of our outpost in space. We are building the next great space 

observatory and will continue to explore our universe with a diverse portfolio of robotic science missions traveling throughout our solar system. And we are developing the technology and capabilities 

for human space exploration that will take us to an asteroid by 2025 and on to Mars in the 2030s. 

Humanity’s future in space is bright and NASA is leading the way.
National Aeronautics and Space Administration

47

2014 Strategic Plan

Appendices

Appendix A

Developing and Implementing NASA’s Strategy

NASA’s Vision and Mission reflect our continual pursuit of the long-term goals originally established 

in the National Aeronautics and Space Act of 1958, outlined in the latest National Space Policy, 

and emphasized through NASA Authorization Acts and national space and aeronautics policies 

throughout successive Administrations. The main theme of NASA’s strategy, common among these 

documents, is exploration and research in space and aeronautics, together with international and 

domestic partners, for the benefit of humankind. Our exploration and research provides benefits by 

expanding the U.S. economy and increasing our understanding of the universe and the origin of life 

itself through innovations in science and technology as well as our applications in aeronautics, Earth 

science, space technology, and other areas.

Our strategic goals and objectives align with our Vision and Mission and reflect both national policies 

and legislation and the strategic direction and priorities set by the NASA Administrator in consultation 

with external and internal stakeholders. To ensure that Agency efforts align with our strategic goals 

and objectives, the NASA Administrator initiated a new effort to formulate a robust Agency strategy 

for implementation of the external guidance, to translate it into a cohesive portfolio of initiatives, 

and strategically align policy, programs, and resources. The Administrator created both a strategy 

implementation process and also refocused an existing council to formulate Agency strategy:

• The Strategy Implementation Planning process identifies Agency issues with long lead times. 

Through this process, the Administrator provides early-stage strategic direction on these issues. 

An important strategic question being addressed through these efforts is how to shape a portfolio 

that provides the most benefit to taxpayers, the national economy, and the world.

• The NASA Strategic Management Council (SMC) was refocused as a forum for formulation of 

the Agency’s strategy. SMC membership includes senior leaders from NASA Headquarters and 

NASA’s Centers. In this forum, the Agency developed NASA’s strategic framework based on 

scenario planning; defined a vision for NASA’s future; established an Agency-wide commitment 

among NASA’s leaders on a common strategy to achieve that vision; and initiated a series of 

activities to focus on specific strategic tasks that will shape the Agency over time. Examples of 

SMC efforts include: enhancing innovation, assessing opportunities against risks, right-sizing 

NASA’s infrastructure, developing a strategy for partnerships and workforce, impacting culture 

shift, and prioritizing the Agency’s portfolio of activities. These efforts resulted in the articulation 

of a strategic direction for the whole Agency and stronger alignment of efforts across all NASA 

Centers.

This approach to setting strategic direction and priorities is rooted in the Agency’s core values, and is 

based on open and transparent dialog among Agency leaders, and consultations with stakeholders. 

NASA’s Mission Directorates, Centers, and other offices follow well-established processes for 

planning and prioritizing based on consultation with their respective stakeholder groups, while an 

all-inclusive Agency strategic process takes into account Agency issues and the whole spectrum 

of NASA stakeholder interests, budgets, and strategic choices. In addition, NASA consults with 
National Aeronautics and Space Administration

48

2014 Strategic Plan

Congress specifically on the strategic plan and incorporates its feedback to ensure the Agency’s 

planning is in alignment with national priorities.

NASA’s Strategic Management System is a collective set of processes that enables the Agency to 

perform strategic planning, establish goals and objectives, formulate and implement strategies, allocate 

resources effectively, and manage safe and successful programs and projects in accordance with 

applicable laws and policies. NASA’s stakeholders expect the Agency to make strategic investments in 

both workforce and infrastructure to accomplish its missions, develop performance metrics to measure 

progress towards its strategic goals, and deliver on its performance commitments while operating 

effectively. This includes conducting rigorous program evaluations and research that inform strategic 

decision making. The Agency’s Strategic Management System also includes tools and processes to 

increase our capacity for collecting and analyzing program results. 

NASA’s strategic planning processes create an overarching framework, which is supported by the 

various Agency organizations that work to accomplish the Agency’s Vision and Mission. Long-term 

strategic planning provides the basis for the programmatic and institutional priorities of the Agency and 

informs strategic reviews. Strategic planning processes also help NASA identify how the Agency will 

manage challenges and risks that may be barriers to success. 

NASA holds its leadership fully accountable for meeting near-term performance standards and metrics 

as well as progress towards long-term objectives. Program authorities and the Agency governance 

councils hold internal reviews on regular basis to monitor and evaluate performance and use the 

results to support internal management processes and decision making. The Chief Operating 

Officer (COO) is responsible for reviewing progress towards Agency program and project plans, and 

addresses cross cutting concerns that may impact mission performance against approved plans. 

Additionally, NASA’s COO and Performance Improvement Officer review progress towards strategic 

objectives annually by assessing the impact of strategies, implementation of key activities (including 

multi-year performance goals, annual performance indicators, agency priority goals, and cross-agency 

priority goals), by leveraging evidence, evaluation, studies, and analysis to identify challenges, risk, and 

opportunities to ensure mission success. 

External shifts in policy, economic conditions, the needs of external communities, partnerships, and 

industry, as well as changes in internal capabilities, constraints, and challenges, are key factors in 

NASA’s ability to deliver on its organizational commitment to performance and provide maximum benefit 

to the American public. 

To ensure success in a dynamic environment, NASA’s long-term strategic planning process is ongoing 

and iterative to ensure flexibility in the event external guidance or circumstances change and revised 

strategies are necessary; and provides the basis for the programmatic and institutional priorities of 

the Agency. The strategic planning process informs the development of NASA’s strategic plans and 

budget allocations, and helps identify how the Agency will deal with challenges and risks that may be 

barriers to success. NASA strives to be proactive in its strategy, reflecting the Agency’s commitment to 

continued leadership in space exploration, technology, innovation, and scientific discovery.
National Aeronautics and Space Administration

49

2014 Strategic Plan

Appendix B

FY14-FY15 Agency Priority Goals 

This appendix incorporates NASA’s FY14-FY15 agency priority goals (APGs) in the strategic plan. An APG 

supports improvements in near-term outcomes and advances progress toward longer-term, outcome-focused 

strategic goals and objectives in the Strategic Plan. It is a near-term result or achievement that leadership wants 

to accomplish that relies predominantly on agency execution to be accomplished. Agency priority goals reflect 

the top implementation-focused, performance priorities of Agency leadership and the Administration, and 

therefore do not reflect the full scope of our Mission.

Goal statements for the APGs are as follows:

By September 30, 2015, NASA will complete the Space Launch System, Orion, and Exploration Ground Systems Critical Design Reviews (CDRs), allowing the programs to continue to progress toward Exploration Mission 

(EM)-1 and EM-2 missions.

• This APG supports Objective 1.1: Expand human presence into the solar system and to the surface of Mars to advance exploration, science, innovation, benefits to humanity, and international 

collaboration.

By September 30, 2015, NASA will increase the utilization of the International Space Station internal and external research facility sites with science and technology payload hardware to 70 percent.

• This APG supports Objective 1.2: Conduct research on the International Space Station (ISS) 

to enable future space exploration, facilitate a commercial space economy, and advance the 

fundamental biological and physical sciences for the benefit of humanity.

By September 30, 2015, the Commercial Crew Program will complete the first phase of certification efforts with 

Commercial Crew Transportation partners, and will make measurable progress toward the second certification 

phase with industry partners while maintaining competition.

• This APG supports Objective 1.3: Facilitate and utilize U.S. commercial capabilities to deliver 

cargo and crew to space.

By October 2018, NASA will launch the James Webb Space Telescope, the premier space-based observatory. 

To enable this launch date, NASA will complete the James Webb Space Telescope primary mirror backplane 

and backplane support structures and deliver them to the Goddard Space Flight Center for integration with the 

mirror segments by September 30, 2015.

• This APG supports Objective 1.6: Discover how the universe works, explore how it began and 

evolved, and search for life on planets around other stars. 

More information on these APGs, as well as NASA’s contribution to Federal cross-agency priority goals, is available on http://www.performance.gov. 
National Aeronautics and Space Administration 2014 Strategic Plan

Organization and Structure

Appendix C

More information on each organization is available on http://www.nasa.gov. 

50
National Aeronautics and Space Administration

51

2014 Strategic Plan

Appendix D

Center and FFRDC3 Strategic Goal Contributions

Overview

NASA Headquarters in Washington, DC provides overall guidance and direction to the Agency under 

the leadership of the Administrator. Nine Centers and one federally funded research and development 

center conduct the day-to-day work in laboratories, on air fields, in test facilities, and in control rooms. 

This skilled, diverse group of scientists, engineers, managers, and support personnel share the Vision, 

Mission, and strategic direction described in this plan. Together NASA employees perform the work 

that supports NASA’s strategic goals and many of the Nation’s priorities. This appendix highlights many 

of their contributions to advancing NASA’s Mission.

Ames Research Center (ARC)

Strategic Goal 1: Ames Research Center manages and supports a variety of missions that advance 

exploration and science. ARC provides hardware and critical life science research payloads for ISS. To 

support technology development and exploration, the arc jet at ARC enables critical heat shield development for Orion as well as for commercial vehicles. In addition, ARC scientists and engineers provide 

expertise in small satellites, which expands our low cost opportunities for exploration. IRIS, a Heliophysics mission managed from ARC, will help us understand our relationship to the Sun. In support of 

planetary science, ARC’s CheMin instrument on the Mars Science Laboratory’s Curiosity rover enables 

an understanding of the Martian surface, while the LADEE mission provides an understanding of lunar 

dust dynamics. ARC also manages the Kepler mission, which is searching for exoplanets. 

Strategic Goal 2: ARC provides leadership in developing innovative NextGen airspace tools, enabling 

automation for air traffic management, reduced weather and congestion delays, and higher fuel efficiency. ARC leads Airborne science missions for NASA providing observations of atmospheric, land, 

and ocean processes. ARC leads the NASA Earth Exchange (NEX), providing data sharing and promoting scientific collaboration to more rapidly advance our understanding of Earth’s climate change. 

Strategic Goal 3: ARC partners with a rich variety of leading non-traditional international partners, educational institutions, and high tech companies in Silicon Valley. These partnerships, many at our NASA 

Research Park, stimulate and enable new intellectual talent, ideas, and technologies to sustain and advance NASA’s missions. ARC has over 200 partnerships and attracts nearly 1,000 summer students 

to work alongside NASA scientists and engineers, providing a rich future talent pipeline for the Agency. 

Learn more about Ames Research Center at http://www.nasa.gov/centers/ames/.

Armstrong Flight Research Center (AFRC)

Strategic Goal 1: Armstrong Flight Research Center (formerly Dryden Flight Research Center) provides 

essential capabilities in carrying out many of the Agency’s missions. AFRC supports the SLS control 

law development by using its test assets to simulate portions of the launch trajectory, continuing to be 

part of the launch abort system test team, and supporting the Commercial Crew Program. AFRC supports ISS operations by providing a communication link and the ability for tracking radars. In addition, 

AFRC supports the development of innovative space technologies through the management of the 

3

 Federally Funded Research and Development Center
National Aeronautics and Space Administration

52

2014 Strategic Plan

Flight Opportunities Program, which provides a low-cost means to mature technologies through a wide 

range of sub-orbital flight opportunities.

Strategic Goal 2: AFRC operates aircraft platforms and supports technology development, research, 

and education. Flight tests on unique platforms such as the X-48, X-56, and G-III SCRAT provide 

knowledge we can use to reduce noise and emissions, and improve efficiency of, commercial aircraft. 

Flight tests also provide critical research data for advanced supersonic aircraft. AFRC is the focal point 

for the integration of unmanned aircraft systems (UAS) in the National Airspace System.

AFRC supports Earth science research through the operation of aircraft platforms that provide the capability to fly a wide range of science instruments and collect in situ data from low to high altitudes.

AFRC supports technology development through ground and flight research. The Center’s capabilities have been used to advance electric propulsion, evaluate Hyper-elastic materials, and assess the 

feasibility of towed launch concepts for reduced launch cost.

Armstrong provides primary support for the Agency University Affiliated Research Center Program and 

supports education initiatives through the unique partnership with the AERO Institute. The Airborne 

Astronomy Ambassadors on SOFIA and the Student Airborne Research Program on the DC-8 provide 

educators and students the unique ability to engage in hands on science activities.

Strategic Goal 3: AFRC has made it a priority to increase the diversity of the workforce and the overall 

inclusiveness of the work environment. The Center focuses on having quality people with the appropriate competencies in mission-critical activities.

Armstrong manages and ensures the strategic availability of a minimum critical suite of aeronautical 

test facilities, support aircraft, laboratories, and the western aeronautical test range necessary to meet 

the long-term aerospace testing requirements for the Nation.

Learn more about Armstrong Flight Research Center at http://www.nasa.gov/centers/Dryden/.

Glenn Research Center (GRC)

Strategic Goal 1: Glenn Research Center’s contributions to exploration beyond low Earth orbit include 

the development of critical subsystems for SLS, Orion, and leadership of the European Service Module international partnership. GRC projects in spacecraft fire safety, chemical and electric in-space 

propulsion and transportation stages, human research, and systems architecture studies are all advancing human exploration beyond low Earth orbit. GRC supports the Human Research Program by 

developing medical devices and exercise equipment that mitigate health risks for explorers. The Center 

is also vital to the Space Communications and Navigation program, leading spectrum management 

and communications architecture and technology development for future exploration missions. GRC 

allows use of wind tunnels, space simulation chambers, and large-scale environmental simulation test 

facilities to commercial partners. Reaching farther into the solar system poses increasing challenges in 

power, propulsion, and communications. The Center will help overcome these challenges by developing advanced in-space propulsion and power capabilities, including cryogenic propellant storage and 

transfer technologies and electric propulsion systems to enable travel to destinations outside the reach 

of chemical propulsion systems.

Strategic Goal 2: : GRC develops revolutionary technologies and critical system capabilities to achieve 

major improvements in fuel use, safety, reliability, and maintainability, while also realizing major reduc-
National Aeronautics and Space Administration

53

2014 Strategic Plan

tions in environmental noise and emissions in all types of aircraft and rotorcraft. GRC’s efforts have 

produced advanced technology that has been adopted by engine, aircraft, and spacecraft manufacturers. Furthermore, to facilitate technology infusion from the private sector into NASA’s missions, GRC 

partners with small businesses in innovative research, which results in new technologies on aircraft 

such as the Boeing 787, as well as advanced optical reflectors, electrically-powered thrusters, and 

lightweight solar arrays on future spacecraft.

Our current focus is on developing propulsion technologies with the specific objectives of monitoring 

and reducing engine-specific fuel consumption, nitrogen oxide, carbon oxide emissions, and engine 

noise, as well as understanding their impact to the environment. Glenn also develops sensor and 

instrumentation technologies to enable improved Earth and environmental sensing and observation onboard aircraft. Working in support of NASA’s Earth Science Technology Office, GRC develops networking and communication protocols to enhance the production, collection, and transmission of data.

Since 2011, NASA Glenn Education Leadership has assisted nationally recognized STEM education 

experts, researchers, other Federal agencies, and implementers to help frame future solicitations and 

support from the Department of Education and partners across the 50 states.

Strategic Goal 3: GRC fosters a highly skilled, diverse, and engaged workforce and develops integrated roadmaps for workforce, facilities, labs, information technology, Center operations, and services. 

We provide these services in a timely, safe, and cost-competitive manner to meet customer needs in 

an environment that ensures success through empowerment, diversity, and teamwork.

Learn more about Glenn Research Center at http://www.nasa.gov/centers/glenn/.

Goddard Space Flight Center (GSFC)

Strategic Goal 1: Goddard Space Flight Center both enables and conducts science research from 

space. GSFC research expands knowledge, national capability, and space-based opportunities 

through the execution of a preeminent program of scientific research in the areas of Earth science, 

planetary and lunar science, heliophysics, and astrophysics. The research uses measurements from 

space complemented by suborbital, ground-based, and laboratory measurements; numerical modeling; and theoretical investigations. GSFC directly supports the needs of the science community 

through collaborative development and operation of a broad spectrum of flight missions and field campaigns.

GSFC teams work with other NASA Centers, academia, and industry to conceptualize, design, build, 

test, integrate, and operate space, airborne, and ground-based missions, spacecraft, and state-ofthe-art instruments. GSFC’s in-house renowned space and Earth scientists help to focus the driving 

scientific requirements and then process, analyze, and utilize the mission-derived data from spacecraft 

to produce essential science products that advance critical knowledge needed about our place in the 

universe. The Center also has responsibility for the Wallops Flight Facility and the Agency’s Independent Verification and Validation facility.

Strategic Goal 2: GSFC combines a comprehensive scientific program of research on Earth’s natural systems and processes with a multidisciplinary engineering staff that develops and demonstrates 

new technologies and drives constant advances in scientific understanding to meet societal needs. 

Research from the Space Weather Program furthers our understanding of the Sun’s effects on Earth, 

provides situational awareness for national space assets, and advances scientific knowledge of the 
National Aeronautics and Space Administration

54

2014 Strategic Plan

solar system as it relates to life and living on our planet. 

GSFC designs, fabricates, tests, and operates remote-sensing satellites and airborne and groundbased instruments, and analyzes observational data from all three vantage points, providing a comprehensive picture of the current state of our environment and contributing to the development and refinement of models to predict the environment’s future. These data are available to the world’s scientists 

and universities, and we develop data assimilation approaches that optimize the use of space-based 

measurements to support human needs. The general public is provided an increasingly larger window 

into research outcomes and their benefit to society via GSFC-driven social media and public outreach 

efforts. Research conducted at Goddard’s Institute for Space Studies emphasizes a broad study of 

global change, and prediction of atmospheric and climate changes in the 21st century. 

Strategic Goal 3: GSFC provides the key workforce, infrastructure, and mission-enabling activities 

critical to achieving Agency objectives. The Center assembles and sustains its employee base with 

forward-looking leadership and management practices, a supportive work environment, and adaptive 

work systems and processes. GSFC teams develop and operate the space and ground network systems that enable communication for NASA’s groundbreaking scientific, human and robotic, exploration 

missions, as well as providing and operating spaceflight tracking and data acquisition networks. GSFC 

teams close this flow of data and information through their development and maintenance of advanced 

information systems for the display, analysis, archiving, and distribution of Earth and space science 

data. GSFC staff is establishing and maintaining satellite servicing capabilities essential to extending 

the lives and improving the functionality of valuable observatories in orbit. GSFC’s Wallops Research 

Range provides operational capabilities that enable launch and aircraft operations worldwide supporting NASA’s science, technology, and educational programs, as well as supporting the mission needs 

of other Federal agencies, academia, and industry.

By leveraging its people, technical capabilities and infrastructure, GSFC is able to make advancements 

towards the strategic goals though its mission-validated capabilities to conceive and engineer new 

missions; acquire data through the space- and ground-based world-wide network systems it manages; the command, control, and simulation systems it builds and operates; and the science systems 

it fields to capture, process, and archive the science analysis products it extensively distributes. The 

positive impact of these results can be observed every day, from the satellite images seen in televised 

weather reports to the images of recovered victims made possible through the search and rescue 

capabilities GSFC enables.

Learn more about Goddard Space Flight Center at http://www.nasa.gov/centers/goddard/.

Jet Propulsion Laboratory (JPL)

Strategic Goal 1: Jet Propulsion Laboratory leads NASA’s robotic exploration of space beyond Earth 

orbit. JPL’s missions to all planets in the solar system provide the foundation of our understanding of 

the origin, evolution, and destiny of Earth itself. JPL contributes groundbreaking scientific investigations and enabling technologies for NASA’s programs in astrophysics, Earth and planetary science, 

and heliophysics. Supporting these programs is JPL’s end-to-end mission capability in which innovative ideas advance from the initial concept to spacecraft and instruments, to operation in flight, and 

to the generation of knowledge. The Center’s capabilities in deep space robotics have enabled more 

than a decade of continuous presence on Mars by rovers, an initial step toward human exploration of 

the planet. Missions to asteroids and small bodies in the solar system employ JPL’s expertise in lowthrust propulsion, guidance, navigation, and proximity operations. And, JPL’s Interplanetary Network is 
National Aeronautics and Space Administration

55

2014 Strategic Plan

the communication hub for all deep space missions. JPL is especially active in the pursuit of habitable 

environments within and beyond the solar system, and manages the Mars and Exoplanet Exploration 

programs for the Agency.

Strategic Goal 2: JPL’s broad expertise in instruments designed for observing many of the physical parameters relevant to understanding the Earth’s interconnected processes, coupled with a rich scientific 

program of research and analysis of Earth’s systems and a program that develops and demonstrates 

related new technologies, drive constant advances in our ability to create data products leading to 

actionable information for resource managers and decision makers. JPL’s end-to-end expertise (observation, data analysis, visualization and mining, model validation) and robust collaboration network 

provides a comprehensive picture of the current state of the Earth’s climate, and contributes robust 

datasets to the improvements of models to predict the climate’s future. This data is made readily available to the world’s scientists and universities and the general public. The effort of both our scientists 

and our media and outreach personnel helps inform the public of the research outcomes and their 

benefit to society. JPL’s data and images are experienced by tens of millions of people each year. Tens 

of thousands of teachers and hundreds of thousands of students participate in our programs annually.

Strategic Goal 3: JPL workforce and infrastructure provide proven key end-to-end capabilities that are 

critical to achieving Agency objectives, especially for innovative robotic space missions. Some of the 

capabilities and infrastructure that JPL manages, such as the Deep Space Communications Network, 

are unique assets that enable NASA’s deep space mission telecommunications and navigation. JPL 

proactively recruits and develops a diverse and dynamic workforce, which coupled with an innovative 

work environment, stand ready to meet the future needs of the Agency. With a very productive technology and scientific research staff, and the innovative use of ground-based, aircraft and small satellite demonstrations, JPL continues to advance the state of the art to enable the Agency to meet the 

challenges of the future. Through its management of NASA’s Small Business Innovative Research and 

Small Business Technology Transfer programs, JPL actively enhances the national technology base by 

funding and guiding advanced technology development within innovative small businesses. JPL also 

excels at technology transfer to the commercial sector, as exemplified by over 50 commercial licenses 

over the past five years. 

Learn more about the Jet Propulsion Laboratory at http://www.nasa.gov/centers/jpl/.

Johnson Space Center (JSC)

Strategic Goal 1: Johnson Space Center is a hub of NASA human spaceflight activity. As the nucleus 

of the Nation’s astronaut corps, home to the International Space Station program and mission operations, and a host of future space developments, the Center plays a pivotal role in use of the International Space Station as a cornerstone of human exploration, enabling the emerging human spaceflight 

industry, and extending human exploration beyond low Earth orbit.

JSC provides technical expertise, ISS domain knowledge, and facility usage; serves as a key customer; and manages commercial cargo resupply and commercial crew efforts (co-led with Kennedy 

Space Center). JSC also provides leadership for the development of Orion, several Advanced Exploration Systems projects, Human Research Program, and technology development efforts.

The Center has curatorial responsibility for all NASA extraterrestrial materials. Our expertise in this area 

results in critical support of robotic planetary science missions, particularly of Mars, asteroids and 

comets, and the Moon. We also integrate NASA Earth observation activities with ISS utilization for 
National Aeronautics and Space Administration

56

2014 Strategic Plan

research and International Disaster Charter.

Strategic Goal 2: JSC emphasizes engagement in mutually beneficial partnerships to maximize economic and societal impact. Our technology initiatives are aligned to optimize investments and national 

benefit. Investments are leveraged to facilitate technology transfer and intellectual property utilization. JSC also provides STEM experiences for educators, students, and faculty by leveraging Human 

Space Flight missions and subject matter experts, with the goal to engage all generations to advance 

human space exploration. STEM impact is enhanced through strategic partnerships with other Government agencies and academia.

Strategic Goal 3: The Center’s capabilities allow JSC to continue to be a leader in human spaceflight, 

as well as provide opportunities for other NASA programs to take advantage of JSC-unique expertise, 

test facilities, and labs located in Houston, Texas and the White Sands Test Facility in Las Cruces, New 

Mexico. JSC is committed to making NASA exploration missions safe and successful, starting with 

ISS and leading to a mission to Mars, by attracting and growing a highly skilled innovative and inclusive 

workforce; by pursuing advanced technical and business approaches; and by making smart decisions 

about the size of our infrastructure and the roles of our partners.

Learn more about Johnson Space Center at http://www.nasa.gov/centers/johnson/home/.

Kennedy Space Center (KSC)

Strategic Goal 1: Kennedy Space Center manages the Commercial Crew Program (CCP) that facilitates development of U.S. commercial crew space transportation to and from low Earth orbit and the 

ISS. This lets NASA continue crew rotations and execute science on the ISS, including some KSC 

plant research and biology experiments. KSC is developing ground systems and plans for Orion and 

SLS assembly and integrated test for the 2014 Orion test flight, the SLS missions, and beyond. KSC 

is also developing or maturing crosscutting and innovative technologies, including RESOLVE, KaBOOM, and IGODU.

Strategic Goal 2: KSC optimizes Agency technology investments by leading ISRU technology development for multiple destinations, advancing research and technology through integrated testing in relevant environments, developing external payload carriers, and fostering innovative partnerships. KSC 

advances aeronautics research by developing innovative metal alloys to improve safety of spacecraft 

and aircraft. KSC collaborates with partners to advance STEM learning. Partners include K-12 schools, 

universities, the Florida Department of Energy, and youth and service organizations.

Strategic Goal 3: KSC’s major transformation from a single customer to multi-customer launch complex is vital to the success of both NASA and commercial space industry. To support NASA and our 

partners’ success, KSC ensures and provides launch services and access to space for NASA missions. KSC continually evaluates and aligns its highly valued people, and programmatic and institutional capabilities. KSC implements rigorous and innovative safety, IT, and communication services to 

ensure quality and reliability of products.

Learn more about Kennedy Space Center at http://www.nasa.gov/centers/kennedy/.

Langley Research Center (LaRC)

Strategic Goal 1: Langley researchers contribute to human exploration beyond low Earth orbit (LEO) by 
National Aeronautics and Space Administration

57

2014 Strategic Plan

supporting Orion and SLS. LaRC leads Agency-level systems architecture studies and uses systems 

analysis to identify technologies required to explore beyond LEO. LaRC also improves crew safety 

through leadership of the Orion Launch Abort System and development of heatshield and landing systems, including conducting key water-impact tests. 

LaRC supports deep-space exploration through Advanced Exploration Systems projects in radiation 

protection; advanced sensor systems for automated hazard detection and avoidance during entry, descent, and landing (EDL); autonomous rendezvous and docking; and advanced composite structures. 

LaRC supports the Human Research Program by developing radiation transport and design codes and 

establishing computational frameworks to enable future biological countermeasure development. LaRC 

leverages its workforce, wind tunnels, and other experimental facilities to partner with commercial companies developing a new U.S. capability to access LEO and the ISS. 

Human-scale Mars missions require more landed mass than ever before, and LaRC projects applying 

breakthroughs in lightweight materials and structures, nanotechnology, and hypersonic aerodynamic 

inflatable decelerators for EDL will be key to NASA’s success. LaRC partners extensively with industry, 

academia, and other NASA Centers on technology demonstration missions in solar electric propulsion, 

cryogenic propellant storage and transfer, and low-density supersonic decelerators.

Strategic Goal 2: LaRC and its partners continue to advance aeronautics research by focusing on 

ways to reduce aircraft noise around airports, boosting aircraft fuel efficiency, and creating new ways 

of relieving air-travel congestion in flight and on the ground. For example, LaRC is participating in the 

Agency’s Environmentally Responsible Aviation Project. This project is concentrating on aircraft concepts and technologies to reduce the impact of aviation on the environment over the next 30 years.

Researchers in Langley’s Science Directorate help advance our understanding of Earth’s atmosphere 

and climate. Langley’s Atmospheric Science Data Center houses the world’s most comprehensive collection of atmospheric data, about 50 times the total holdings of the Library of Congress, which serves 

130,000 customers in 160 countries. A series of instruments developed by LaRC for NASA’s Earth 

Observing System, known collectively as the Clouds and the Earth’s Radiant Energy System mission, 

or CERES, is a world-renowned source of information about global climate. This is among several 

Earth observation projects that LaRC is leading. 

Strategic Goal 3: LaRC has plans in place to attract a skilled workforce and provide it with the infrastructure and tools needed for success. This multi-year workforce transformation plan is strategically 

aligned with mission priorities and new business opportunities. The Vibrant Transformation to Advance 

LaRC, or ViTAL, is another key plan that lays out how Langley will demolish its old buildings and replace them with energy conserving state-of-the-art facilities and to improve other facilities. This effort 

could save $105 million in maintenance and utility costs and eliminate $141 million in deferred maintenance over the 20-year life of the plan. This plan is synchronized with the Comprehensive Digital Transformation plan and workforce strategies to ensure effective management of programs and operations 

to complete the mission safely and effectively.

Learn more about Langley Research Center at http://www.nasa.gov/centers/langley/.

Marshall Space Flight Center (MSFC)

Strategic Goal 1: Throughout its history, Marshall Space Flight Center has served as the space transportation design, development, and manufacturing leader for the Agency. Today, Marshall leverages 
National Aeronautics and Space Administration

58

2014 Strategic Plan

its expertise with large-scale, complex systems to develop the SLS, and the propulsion, structural, life 

support and engineering systems that open the space frontier. MSFC also serves as the 24/7 command post for ISS science and sustains the ISS life support systems. NASA engineers and scientists 

use MSFC test facilities to simulate space and ensure the success of JWST and other observatories. 

Marshall scientists study the Sun’s dynamics to improve forecasts, use the Chandra Observatory and 

other instruments to study the universe, and expand our understanding of Heliophysics.

Strategic Goal 2: MSFC develops, tests, and manages instruments that study Earth to improve agriculture, urban planning, severe weather planning, and water resource management. The SERVIR program 

managed from MSFC uses NASA satellite data to help developing countries manage resources while 

the ISERV camera on the ISS captures images beneficial for disaster relief. MSFC manages competitions and explores technologies to stimulate the economy and excite students. Through partnerships 

and technology transfer, MSFC shares technologies and fosters collaboration.

Strategic Goal 3: Managers at MSFC continually pursue opportunities to improve affordability in all 

phases of program implementation and to reduce schedules. MSFC ensures sustainable exploration 

by investing in promising technologies and taking risks with high payoffs, such as developing composite tanks, additive manufacturing, digital design methods and advanced modeling with the goal to 

reduce development cycle time by half. Additionally, MSFC manages sustainable facilities, including 

green buildings, and enables technology demonstration missions and innovative centennial challenge 

competitions. Marshall promotes safety, embraces diverse viewpoints, and mentors young engineers 

and scientists who operate International Space Station experiments, test rocket engines, and study the 

universe.

Learn more about Marshall Space Flight Center at http://www.nasa.gov/centers/marshall/.

Stennis Space Center (SSC)

Strategic Goal 1: Stennis Space Center provides and manages the resources, facilities, and expertise 

to provide the Agency and aerospace industry with propulsion test capabilities spanning research, 

development, qualification, and acceptance testing to enable successful launch services required for 

the strategic objectives. Specific programs supported by SSC are the SLS, Launch Services Program, 

Commercial Resupply Service, and Commercial Crew Program.

Strategic Goal 2: SSC conducts Earth science research and develops innovative tools and techniques 

to enable others to use Earth observations when responding to environmental crises, establishing 

policies, or conducting business. SSC develops novel technologies that enable and encourage public 

participation in NASA science and pursuit of STEM careers by students. SSC manages the Agency’s 

Gulf of Mexico Initiative and supports the Applied Sciences Program, OCO-2/3, and SWOT.

Strategic Goal 3: SSC aligns all Center-level activities with Agency-level directives and actions to 

ensure consistent approaches are implemented in pursuing the management and development of 

workforce, propulsion test technical capabilities (including facilities and infrastructure), Earth science 

research technical capabilities, information technologies, and development of effective management of 

all Center activities to support NASA’s missions.

Learn more about Stennis Space Center at http://www.nasa.gov/centers/stennis/.
National Aeronautics and Space Administration

59

2014 Strategic Plan

Page Left Intentionally Blank
National Aeronautics and Space Administration 2014 Strategic Plan

Brief Guide

Appendix E

The following page is a “tear away,” trifold brief guide to the 2014 NASA Strategic Plan. It includes:

● Vision and Mission Statements

● Core Values

● Strategic Goals

● Strategic Objectives

● Overarching Approach

● Links to Important Web Sites

60
National Aeronautics and

Space Administration

Strategic Plan

2014

www.nasa.gov

oach ching Appr

s people, missions, ’

Overar

 in next-generation technologies and 

 students to be our future scientists, 

engineers, explorers, and educators through 

 partnerships with international, 

 to environmental stewardship through 

Invest

approaches to spur innovation;

Inspire

interactions with NASAresearch, and facilities; 

• • 

Expand

intergovernmental, academic, industrial, and entrepreneurial communities, recognizing their roles as important contributors of skill and creativity to our missions and for the propagation of our results; 

vation and science, and the 

• 

Commit

Earth obserdevelopment and use of green technologies and capabilities in NASA missions and facilities; and

• 

Safeguard the public trust through transparency 

and accountability in our programmatic and financial management, procurement, and reporting practices.

• 

-

e Information Mor

» Full Strategic Plan, Performance Plan, and Budget: http://nasa.gov/news/budget/index.htm» Agency Priority Goals: http://goals.performance.gov/agency/nasa» Cross-Agency Priority Goals: http://goals.performance.gov/goals_2013

onautics and Space Administration National Aer

Headquarters

eet, SW 300 E Str

Washington, DC 20546NP-2014-01-964-HQ

.nasa.gov www

Vision

We reach for new heights and 

reveal the unknown for the 

benefit of humankind. 

, 

Mission

Drive advances in science, 

, aeronautics, and technology

space exploration to enhance 

knowledge, education, 

innovation, economic vitality

and stewardship of Earth.

aluese V

eamwork 

• Safety• Integrity

Cor

• T• Excellence
capability

Expand the frStra

, and opportunity in space

tegic

ontiers of knowledge,

goal 1

osscutting and innovative space technologies cr

advance the Nation’Objective 1.7:explorObjective 1.6:life elsewher

 .

e .

Objective 1.5:Objective 1.4:to spacecommerObjective 1.3:economyInterObjective 1.2:to humanityObjective 1.1:

 Transform NASA missions and 

life on planets ar

s capabilities by maturing 

ound other stars . 

e how it began and evolved, and sear

evolution of the solar system and the potential for 

 . including space weather

interactions with Earth and the solar system, 

 Understand the Sun and its 

cial capabilities to deliver cargo and cr

 Facilitate and utilize U .S

and physical sciences for the benefit of humanity

, and advance the fundamental biological 

space exploration, facilitate a commerBy empowering the NASA community to...

 .

 Ascertain the content, origin, and 

, and inter

 Conduct resear

ch for 

 Discover how the universe works, 

 .

the solar system and to the surface of Mars to 

 Expand human pr

ch on the 

national collaboration

esence into 

ew 

 .

cial space 

 .

e national Space Station (ISS) to enable futur

advance exploration, science, innovation, benefits 

of life on our home planetdevelop technologies to improve the qualityAdvance understanding of Earth andStrategic goal 2missions and unique assetsstudents, teachers, and faculty in NASAcollaboratively with other agencies to engage education and workforObjective 2.4:r

eatest national benefit gr

facilitate technology infusion, ensuring the investments, foster open innovation, and Objective 2.3:our planetenvir

 .

onmental change, and to impr

Earth as a system to meet the challenges of Objective 2.2:

esearch .

and global aviation by advancing aertransformation for safe and sustainable UObjective 2.1:

 .

 Advance the Nation’

ce pipeline by working 

 . 

 Optimize Agency technology  Enable a revolutionary 

’s 

s STEM 

 Advance knowledge of 

ove life on 

onautics 

 .S . 

By engaging our workforce and partners to...

infrastructureour people, technical capabilities, andour Mission by effectively managing Serve the American public and accomplishStrategic goal 3complete the mission safely and successfullyof NASA prObjective 3.4:services that enable NASAand afNASAneeded to conduct NASAand pr

dable information technologies and for

Objective 3.3:

’

and prObjective 3.2:

ovide the facilities, tools, and services 

cultivate an innovative work envirskilled, competent, and diverse workforObjective 3.1:

ovide secur Pr

s Mission

 Ensur

 . 

ogrammatic capabilities to sustain 

continued advancement of strategic, technical, 

 Ensur

e ef

’

By working together to...

ograms and operations to 

fective management 

’s Mission

e, ef

 .

fective, 

e the availability and 

 .s missions

onment, 

ce, 

 .

 Attract and advance a highly 
Page Left Intentionally Blank

National Aeronautics and Space Administration

lxiii

2014 Strategic Plan
NASA Headquarters

Washington, DC 20546

NP-2014-01-964-HQ