National Aeronautics and Space Administration

FY 2020 Annual Performance Report

FY 2021 Annual Performance Plan Update

FY 2022 Annual Performance Plan

VOLUME OF 

INTEGRATED

FY 2022

PERFORMANCE

www.nasa.gov
Table of Contents

NASA’s FY 2022 Volume of Integrated Performance ii

Table of Contents

Part 1: Performance Management at NASA . . . . . . . . . . . . . . . . . . . . . . . 

NASA Performance Foundations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  

Strategic Plan Framework 

Performance Management in Action 

Performance Management Goals and Mandates 

Oversight and Accountability 

Organized for Success and Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Strategies for Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  1

High Risk Areas Identified by the GAO . 

Management Challenges Identified by the OIG . 

Part 2: Performance Planning and Reporting . . . . . . . . . . . . . . . . . . . . 2

Strategic Goal 1: Expand human knowledge through 

new scientific discoveries. . 

Strategic Objective 1.1: Understand the Sun, Earth, solar system, and universe. . . . . . . .

Above: NASA astronauts Barry “Butch” Wilmore, left, and Sunita “Suni” Williams visit the Commercial Crew and Cargo Processing Facility at Kennedy Space Center 

in Florida on December 17, 2020. The astronauts are at Kennedy to prepare for their flights to the International Space Station on Boeing’s CST-100 Starliner, as part 

of the agency’s Commercial Crew Program. Wilmore and Williams will command the Crew Flight Test and the Starliner-1 mission, respectively. Photo Credit: Boeing/

John Proferes
Table of Contents

NASA’s FY 2022 Volume of Integrated Performance iii

Strategic Objective 1.2: Understand the responses of physical and

biological systems to spaceflight. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Strategic Goal 2: Extend human presence deeper into space and

 to the Moon for sustainable long-term exploration and utilization. . 

Strategic Objective 2.1: Lay the foundation for America to maintain a constant

human presence in low Earth orbit enabled by a commercial market. . . . . . . . . . . . . . 

Strategic Objective 2.2: Conduct human exploration in deep space,

including to the surface of the Moon. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Strategic Goal 3: Address national challenges and catalyze 

economic growth. . 

Strategic Objective 3.1: Develop and transfer revolutionary technologies

to enable exploration capabilities for NASA and the Nation. . . . . . . . . . . . . . . . . . . . . . . . . 

Strategic Objective 3.2: Transform aviation through revolutionary

technology research, development, and transfer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Strategic Objective 3.3: Inspire and engage the public

in aeronautics, space, and science. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Strategic Goal 4: Optimize capabilities and operations. . 

Strategic Objective 4.1: Engage in partnership strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Strategic Objective 4.2: Enable space access and services. . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Strategic Objective 4.3: Assure safety and mission success. . . . . . . . . . . . . . . . . . . . . . . . . . . .

Strategic Objective 4.4: Manage human capital. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Strategic Objective 4.5: Ensure enterprise protection. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Strategic Objective 4.6: Sustain infrastructure capabilities and operations. . . . . . . . . . . 
The samples Apollo 11 brought back to Earth from the Moon were humanity’s first from another celestial body. NASA’s 

Mars 2020 Perseverance rover mission will collect the first samples from another planet (Mars) for return to Earth by 

subsequent missions. In place of astronauts, the Perseverance rover will rely on the most complex, capable and cleanest 

mechanism ever to be sent into space, the Sample Caching System. In this photo taken on May 20, 2020 ,at the Kennedy 

Space Center, engineers and technicians insert 39 sample tubes into the belly of the rover. Each tube is sheathed in a 

gold-colored cylindrical enclosure to protect it from contamination. The Perseverance rover will carry 43 sample tubes 

to the Red Planet’s Jezero Crater. Photo Credit: NASA/JPL-Caltech

PART 1

Performance Management at NASA
NASA Performance Foundations

NASA’s FY 2022 Volume of Integrated Performance 2

Above: NASA astronaut Kate Rubins affixes 

an Expedition 64 sticker inside the bus carrying 

her and fellow crewmates, Russian cosmonauts 

Sergey Kud-Sverchkov and Sergey Ryzhikov of 

Roscosmos, to the launch pad on October 14, 

2020 at the Baikonur Cosmodrome in Kazakhstan. 

The trio launched at 1:45 a.m. EDT to begin a sixmonth mission aboard the International Space 

Station. Photo Credit: NASA/GCTC/Andrey 

Shelepin

For six decades, NASA has led the peaceful exploration of space, 

advancing knowledge of Earth, while making discoveries about 

the furthest reaches of the universe. NASA research has advanced

aeronautics, helped develop the commercial space industry, and 

strengthened the U.S. econo

NASA’s continued success is predicated on a solid foundation of 

performance. The Agency uses common business and development practices to proactively establish expectations and assess

and improve performance on an ongoing basis. These practices

are strengthened by the Agency’s diversity in technical and 

operational expertise. NASA uses data and evidence to inform

investment decisions at all levels, from day-to-day operations to 

selecting major missions and establishing the necessary infrastructure to pursue goals that may take a generation, or longer, 

to realize

NASA is transparent in these efforts, complying fully with requirements on performance reporting and accountability, in accordance with the Government Performance and Results Act (GPRA) 

Modernization Act of 2010. NASA’s commitment to performance

reaches further than compliance. The Agency has an ingrained

culture of self-evaluation and continuous improvement, using 

findings from these studies and assessments to improve the 

Agency in the short term, and position NASA for long-term success

The NASA 2018 Strategic Plan outlines NASA’s plans for the 

future, provides a clear and unified direction for all of its activities, 

and sets the foundation on which the Agency can build and meaVision

To discover and expand knowledge for the benefit of humanity.

Mission

Lead an innovative and sustainable program of exploration with 

commercial and international partners to enable human expansion 

across the solar system and bring 

new knowledge and opportunities 

back to Earth. Support growth of 

the Nation’s economy in space and 

aeronautics, increase understanding of the universe and our place 

in it, work with industry to improve 

America’s aerospace technologies, and advance American leadership.

NASA Performance Foundations
NASA Performance Foundations

NASA’s FY 2022 Volume of Integrated Performance 3

sure the success of its programs and projects

This direction is captured in NASA’s Vision and 

Mission statements—why NASA exists, what it 

aspires to achieve, and how it expects to make a 

difference that benefits all Americans

The information reported in this document 

is aligned with the NASA 2018 Strategic Plan

and the FY 2022 Budget Estimates, in accordance with the requirements of the GPRA 

Modernization Act. The Agency currently

is developing its strategic plan for the 2022 

through 2026 timeframe. This new strategic

plan will continue many of NASA’s efforts to 

expand understanding of Earth, other worlds, 

and the cosmos as a whole; conduct human 

and robotic space exploration; and develop 

and advance technologies in exploration and 

aeronautics that allow American industry to 

increase market share and new markets, both 

on Earth and in the near-Earth region of space

Strategic Plan Framework

The NASA 2018 Strategic Plan created a framework that consists of NASA’s priorities, top-level 

objectives, and strategies for making progress toward these priorities at varying levels 

throughout the Agency (see the figure below)

At the top of the framework are strategic goals 

that describe NASA’s Mission. Strategic objectives present the strategies for achieving these

goals. Progress towards these strategic objectives is measured through performance goal

Annual targets allow NASA to measure and 

track incremental progress towards achieving 

the performance goals. A performance goal

may also include key milestones or activities 

that are part of the annual target

Annual Performance Plan

The Annual Performance Plan consists of multiyear, outcome oriented performance goals and 

measurable targets that align to NASA’s budget. The plan is aligned to program and project

commitments in the fiscal budget request and 

is released to the public concurrently with the 

Budget Estimates document. As part of the

2022 through 2026 strategic planning process, 

NASA will review its performance goals for 

alignment with the new strategic plan framework and priorities. See Part 2, starting on page

21, for NASA’s performance goals and fiscal 

year targets

A subset of performance goals are also agency 

priority goals, highlighting high-priority, 

high-profile activities the Agency plans within a 

two-year timeframe

In January 2021, the Office of Management 

and Budget suspended reporting for the FY 

2020-2021 agency priority goals. NASA transitioned its four agency priority goals [m-dash]

James Webb Space Telescope, Low Earth 

Orbit Economy, Artemis, and Lunar Surface 

Capabilities — to performance goals to track 

performance through the planned completion 

NASA’s 2018 Strategic Plan 

Framework
NASA Performance Foundations

NASA’s FY 2022 Volume of Integrated Performance 4

of the goals. NASA may continue tracking some

of the performance goals beyond FY 2021

Every fiscal year, NASA reevaluates and updates 

the existing performance goals and targets to 

ensure they still accurately reflect NASA’s budget, priorities, and programmatic plans. This is

an opportunity for NASA to revise performance 

goal descriptions as needed, add new measures, delete performance goals that are no longer valid, revise targets submitted the previous 

fiscal year, and submit new targets consistent 

with the fiscal year’s budget request

Part 2 on page 21 of this document includes 

updated targets for FY 2021

Performance Management 

in Action

NASA is committed to remaining a good steward of the taxpayer’s numerous investments 

entrusted to its care. This includes maintaining

a culture of data-driven performance management that continually improves its performance 

management systems, increasing accountability, transparency, and oversight. This approach

leads to more consistent performance reporting 

across NASA’s missions, and ensures the optimal use of Agency resources

NASA plans and evaluates its performance in a 

continuous cycle, spanning fiscal years, in conjunction with the annual planning, programming, budgeting, and execution process used 

to ensure that resource alignment supports 

mission and operational needs. This ongoing

feedback loop ensures that plans reflect performance expectations, and, in return, those performance results inform decisions on planning

The GPRA Modernization Act provided an 

update to the Government Performance and 

Results Act of 1993. The GPRA Modernization

Act requires agencies to set long-term goals 

and objectives as well as near-term performance goals. The GPRA Modernization Act also

builds upon a performance management leadership structure that begins with the Agency 

Administrator, the Chief Operating Officer, the 

Performance Improvement Officer, and the 

goal leaders. The GPRA Modernization Act’s performance framework must translate across and

cascade down the organization to all Agency 

managers and team leaders

Annual Strategic Reviews

The annual Strategic Review process encompasses a comprehensive analysis of each of 

NASA’s strategic objectives. Agency leaders

assess progress on executing the strategies and 

goals stated in the NASA 2018 Strategic Plan. The

assessment considers different indicators the 

Agency tracks for each strategic objective, as 

well as challenges, risks, external factors, and 

other events that may have affected the outcomes. The review also looks at what current or

future evaluations or evidence-building activities are needed to make better assessments of 

the Agency’s progress

Based on this self-assessment, NASA determines that each strategic objective demonstrates noteworthy progress, satisfactory 

performance, or is a focus area for improvement. NASA’s Chief Operating Officer reviews

the summary of the self-assessments and the 

crosscutting assessment, then decides on 

final ratings for the strategic objectives and 

next steps for the Agency. NASA uses Strategic

Review inputs, findings, and results throughout 

the Agency’s budget process and as an input 

to the annual performance planning process. A

summary of progress and assessment results 

for each strategic objective is included in Part 2, 

beginning on page 21

Cross-Agency Priority Goals

The Trump Administration’s President’s 

Management Agenda, released on March 

20, 2018, set a plan for modernizing and 

reforming the Federal Government

It consisted of 14 cross-agency performance goals centered around three key 

areas for improvement: modern information technology; data, accountability, and 

transparency; and the workforce for the 

21st century. Cross-agency priority goals

drive cross-government collaboration to 

implement the President’s Management 

Agenda and address these three key 

areas. Due to the presidential transition,

external reporting on these areas was discontinued in January 2021. Work in key

reform areas has continued and will likely 

be incorporated into cross-agency priority goals for the Biden Administration
NASA Performance Foundations

NASA’s FY 2022 Volume of Integrated Performance 5

Beginning in FY 2020, NASA updated performance goals to consist of an outcome-based statement 

and measurable targeted level of performance to be achieved each year. The final level of achievement for those targets are assigned a color rating of Green (achieved), Yellow (below target), Red

(significantly below target), or White (unable to assess for the fiscal year due to missing data). NASA

internal success criteria determine the levels of performance for a Yellow or Red rating

Agency Priority Goals 

NASA leadership identified four agency priority goals for the FY 2020–2021 reporting cycle. Progress

toward achieving agency priority goals is reported on quarterly through Performance.gov. Due to th

presidential transition, OMB discontinued reporting for the FY 2020–2021 agency priority goals as of 

January 2021 and has moved the FY 2020 quarterly reports to the Trump Archive on Performance

gov. NASA is developing new agency priority goals for the FY 2022–2023 cycl

Below are the final FY 2020 ratings for NASA’s four agency priority goals. Detailed FY 2020 performance information for the agency priority goals also is provided in Part 2 on page 21. NAS

will not have an opportunity to pursue these agency priority goals through completion in FY 2021

However, NASA has transitioned them to performance goals, with revisions to focus and milestones 

where needed, to complete the performance areas for FY 2021. For example, revised the performance statement for James Webb Space Telescope to reflect the new FY 2022 launch date and

Lunar Surface Capabilities has been revised to focus on the Space Technology Mission Directorate’s 

(STMD’s) milestones. The remaining Commercial Lunar Payload Services milestone has been moved

to Performance Goal 1.1.

Green

Achieved or on 

track to achieve

Yellow

Slightly below target 

or behind schedule

Red

Significantly below 

target or behind 

schedule

White

Measure canceled 

or postponed

Unrated

Currently unrated 

due to delay in data 

availability

Agency Priority Goals and Statements Responsible Program Rating

Discover

1.1.11: Complete shipment of the James Webb Space Telescope in 

preparation for launch in FY 2022.

Revolutionize humankind’s understanding of the cosmos and humanity’s place in 

it. The James Webb Space Telescope will study every phase in the history of our 

universe, ranging from the first luminous glows after the Big Bang, to the formation 

of other stellar systems capable of supporting life on planets like Earth, to the 

evolution of our own solar system. By September 30, 2021, NASA will launch the 

James Webb Space Telescope, complete on-orbit checkout, and initiate observatory commissioning.

James Webb Space 

Telescope Program, 

Science Mission 

Directorate (SMD)

Yellow

Three of four 

milestones 

completed.

Explore

2.1.2: Enable a robust commercial low Earth orbit economy in which 

transportation, habitation, and on-orbit services are available for purchase by NASA and other customers.

Enable a robust commercial low Earth orbit economy in which transportation, 

habitation, and on-orbit services are available for purchase by NASA and other 

customers. By September 30, 2021, NASA will support the development of 

commercial services, including through releasing new business opportunities, 

supporting demonstration flights, beginning certification activities, and demonstrating commercial capabilities.

Commercial 

Spaceflight 

Development and 

International Space 

Station, Human 

Exploration and 

Operations Mission 

Directorate (HEOMD)

Red

Two of four 

milestones 

completed.

FY 2020–2021 Agency Priority Goals
NASA Performance Foundations

NASA’s FY 2022 Volume of Integrated Performance 6

* Agency priority goal reporting has been suspended for FY 2021. NASA has transitioned the above agency priority goals performance goals for 

FY 2021. Explore

2.2.1: Advance America’s goal to land the first woman and the next 

man on the Moon by demonstrating the necessary capabilities that 

advance lunar exploration.

Advance America’s goal to land the first woman and the next man on the Moon 

by 2024 and pursue a sustainable program of exploration by demonstrating 

capabilities that advance lunar exploration. By September 30, 2021, NASA will 

launch Artemis I and make significant progress for Artemis II, and have multiple 

companies under contract to develop systems to land humans on the Moon.

Exploration Systems 

Development, Human 

Exploration and 

Operations Mission 

Directorate (HEOMD)

Yellow

Three of four 

milestones 

completed.

2.2.2: Commence lunar surface technology demonstrations to enable 

a sustainable lunar surface exploration strategy.

Commence lunar surface science investigations, technology, and exploration 

demonstrations to enable a sustainable lunar surface exploration strategy. By 

September 30, 2021, deliver NASA science and technology payloads to the 

awarded Commercial Lunar Payload Services (CLPS) provider(s) for delivery to 

the surface of the Moon.

STMD, SMD, HEOMD

Yellow

Three of four 

milestones 

completed.

Annual Performance 

Assessments

During the third and fourth quarters of each 

fiscal year, program officials assess progress 

towards achieving the performance goals listed 

in the Annual Performance Plan. They determine whether targets or milestones were met

as anticipated, assign the appropriate color rating, and provide an explanation to support the 

rating. NASA’s Chief Operating Officer and the

Performance Improvement Officer review the 

performance assessment results and provide 

feedback, determine final ratings when needed, 

and recommend course corrections

Every year, NASA publishes a summary of preliminary fiscal year performance ratings in the 

annual Agency Financial Report, in accordance 

with Circular A-136 guidance, using available 

fourth quarter data. NASA publishes the final

fiscal year performance ratings in the Annual 

Performance Report, which becomes part of 

the Volume of Integrated Performance

Below are FY 2020 ratings for NASA’s 48 performance goals organized by NASA’s 13 strategic 

objectives, as well as performance goal ratings 

for FY 2014 through FY 2020. While COVID-19

and severe weather slowed some performance 

progress, NASA’s civil servant and contractor 

workforce overwhelmingly kept the Agency’s 

performance goals on track or slightly below 

target. NASA adheres to the value of safety-first,

and mandated telework Agency-wide during FY 

2020. On-site work was limited to mission-essential work and conducted in accordance to

Centers for Disease Control and Prevention 

guidelines. Part 2 on page 21 presents the

individual FY 2020 ratings, organized by NASA’s 

13 strategic objectives and with supporting 

performance explanations. This information

is reprinted from NASA’s FY 2020 Annual 

Performance Report, published in January 2021, 

and includes updates to previously incomplete 

data and unrated performance goals
NASA Performance Foundations

NASA’s FY 2022 Volume of Integrated Performance 7

Summary of FY 2020 Performance Goal Ratings by Strategic Objective

Performance Management 

Goals and Mandates

Several pieces of legislation have been passed 

over the years that have informed the implementation of management strategies and 

objectives. The key pieces of legislation that

have impacted performance reporting are 

OMB Circular No. A-123, the Foundations for

Evidence-Based Policymaking Act of 2018 

(Evidence Act), and the Program Management 

Improvement Accountability Act of 2016 

(PMIAA). Together this legislation informs all

aspects of performance management goals 

and mandates

Below are the performance goal ratings for FY 2014 through FY 2020. Part 2 presents the individual

FY 2020 ratings, organized by NASA’s 13 strategic objectives and with supporting performance explanations

Summary of Performance Goal Ratings for FY 2014–2020
NASA Performance Foundations

NASA’s FY 2022 Volume of Integrated Performance 8

Enterprise Risk Management

The enterprise risk management process provides insights on how to effectively prioritize 

and manage risks to mission delivery while 

also providing an enterprise-wide, strategically 

aligned portfolio view of organizational risks, 

challenges, and opportunities. NASA’s governing councils serve as the Agency’s risk management platform and the Chief Operating Officer

serves as the senior official accountable for risk 

management. While NASA cannot mitigate all

risks related to achieving its strategic goals and 

objectives, the Agency is using these risk-management strategies to identify, measure, and 

assess challenges related to mission delivery 

to the greatest extent possible. Enterprise risk

management is integrated with the Strategic 

Review process to provide an analysis of the 

risks and opportunities NASA faces in achieving 

its strategic objectives

Using Evidence for 

Decision-Making

NASA uses evidence to inform investment decisions at all levels, from day-to-day operations to 

selecting major missions and establishing the 

necessary infrastructure to pursue goals that 

may take a generation, or longer, to realize. The

Evidence Act formalized requirements for agencies to utilize evidence, evaluation, and data as 

a planning tool for policy and decision-making

NASA will report planned evaluations from 

the Annual Evaluation Plan and findings from 

evidence-building activities from the Learning 

Agenda in future Volumes of Integrated 

Performance

Annual Evaluation Plans will feature significant 

evaluations to support the performance planning process and provide evidence to decision-makers. The Learning Agenda is a four-year

plan to build evidence across several priority 

areas for NASA to cultivate interagency collaboration, establish pathways for dissemination 

and data sharing, and identify gaps that exist 

across the Agency’s vibrant performance and 

planning culture. Both the Annual Evaluation

Plan and Learning Agenda will help NASA 

determine if the Agency has accomplished 

what it set out to do and inform future priorities

Program and Project 

Management for Executive 

Agencies

PMIAA formalized requirements to strengthen 

program and project management within 

Federal agencies. As a research and development agency, NASA uses the core concept

of cost, schedule, and program and project 

management to assess performance during 

the development phase. NASA established a

Program Management Improvement Officer 

and a permanent program management working group to address PMIAA requirements and 

develop implementation plans. NASA is currently carrying out a five-year PMIAA strategic

implementation plan, that includes performing periodic portfolio assessments to examine 

and determine focused improvements to the 

Agency’s program management practices, 

guidance, and trainings that strive to improve 

performance overall

Oversight and Accountability

In setting goals and establishing plans to 

achieve mission success, NASA leaders rely on 

information from multiple sources. Rigorous

independent assessments, both internal and 

external to the Agency, are an essential tool 

in ensuring the integrity of data necessary to 

make well-informed investment decisions

Independent verification and validation in 

planning and executing work provides greater 

confidence in performance during development and execution, and improves expected 

outcomes. In many cases, these assessments

include a routine measure of progress against a 

predetermined set of indicators or other targets that effectively establish an “early warning 

system” so that deviations can be more quickly 

and easily addressed

Governance Councils

NASA has four Agency-level councils that establish strategic direction and provide oversight of 

Agency activities. The Executive Council focuses

on major Agency-wide decisions by providing 

strategic guidance and top-level planning. The

Mission Support Council is a functional council focused on mission-enabling decisions, 

threshold operational decisions, internal controls, and liability. The Program Management
NASA Performance Foundations

NASA’s FY 2022 Volume of Integrated Performance 9

Council is an integral part of NASA’s program 

and mission decisions, ensuring programs and 

projects maintain acceptable performance as 

they progress through the phases of their life 

cycle. The Acquisition Strategy Council supports

obtaining, or advancing the development of, 

the systems, research, services, construction, 

and supplies to fulfill the Agency’s mission. The

Senior Management Council, a fifth council 

comprised of NASA senior leaders, provides 

advice and counsel to the Executive Council on 

Agency issues and input on the formulation of 

Agency strategy

Technical Authorities

The technical authority process is part of NASA’s 

system of checks among key organizations 

to ensure that decisions have the benefit of 

different points of view and are not made in 

isolation. Selected senior officials, called technical authorities, have direct lines of reporting

to the Administrator, ensuring work on critical 

performance areas adheres to Agency policy 

and performance standards. NASA’s technical

authorities are responsible for safety and mission assurance, engineering, and health and 

medical issues. Approval from NASA’s technical

authorities is required at each phase of major 

mission development or project implementation

Baseline Performance 

Reviews

The Chief Operating Officer conducts a 

monthly internal assessment and reporting 

forum where NASA’s leadership tracks and 

assesses performance of the Agency’s work 

against established plans. The baseline performance review is a bottom-up review of how

well the Agency has performed against its 

strategic goals and other performance metrics, 

such as cost and schedule estimates, contract commitments, and technical objectives

Periodically, each mission directorate provides a 

performance assessment of the activity it oversees. Analysts outside of the performing organization provide independent assessment

NASA’s technical authorities provide oversight 

and an additional level of control

Technology Readiness 

Reviews and Investment 

Reviews

Experts in technology development use technology readiness levels—a set of progressively 

sophisticated criteria and milestones—to assess 

the maturation of a technology or capability, 

from early concept, through testing, to integration and use. NASA conducts routine progress

reviews to measure the advancement of the 

work, but also to ensure that the technology or 

capability remains relevant and beneficial to 

its missions. NASA conducts an annual assessment of its technology development portfolio

to ensure that investments continue to align 

to future Agency needs and that a balance of 

desirable technologies remain in the pipeline

Program and Project Key 

Decision Point Reviews

As stated above, NASA requires internal independent assessments on the progress of programs and projects through their life cycles

Senior leaders convene a series of formal gatekeeping key decision point reviews, requiring 

managers to provide assessments of how the 

programs and projects are performing in key 

areas. Such key decision points are specific

milestones at which managers must provide 

Agency leadership with information about the 

program’s maturity and readiness to progress 

to the next stage of the life cycle (see the figure 

below)

The mandatory reviews at key decision point 

milestones focus on the program or project’s 

assessment of status, as well as that of the 

Standing Review Board or mission directorate 

independent review team. Multiple stakeholder

organizations also have the opportunity to 

weigh in on the information presented. Other

reviews may be scheduled, in accordance 

with the lifecycle schedule of that project 

and depending on the formulation, development implementation, or construction plan

Additionally, NASA senior leaders monitor overall performance monthly through the Baseline 

Performance Review. NASA provides Congress,

the Office of Management and Budget, and 

the Government Accountability Office with cost 

and schedule updates for major projects with 

an estimated lifecycle cost of $250 million or 

greater
NASA Performance Foundations

NASA’s FY 2022 Volume of Integrated Performance 10

NASA Flight Project Lifecycle Phases, Key Decision Points, and Milestones*

*Project lifecycle phases, key decision points, and milestones are established by and defined in NASA Space Flight Program and Project Management Requirements (NASA Procedural Requirements 7120.5E) and NASA Research and Technology Program and Project 

Management Requirements (NASA Procedural Requirements 7120.8A).

NASA Office of Inspector 

General and the Government 

Accountability Office

Two independent organizations, the 

NASA Office of Inspector General and the 

Government Accountability Office, conduct 

both broadly- and narrowly-focused evaluations 

of how well the Agency is achieving outcomes 

and performing to expectations. Evaluations

cross all types of NASA work, from planning 

new initiatives, managing major programs, 

implementing necessary infrastructure modernization, to the potential impact of legislation and policy. The Office of Inspector General

and contracted independent auditors are 

also employed to review the Agency’s financial record keeping systems, compliance with 

requirements, and financial controls. NASA

reviews the resulting reports and provides feedback on how the Agency will improve on identified management challenges

Key Decision Point (KDP) is an event where NASA determines whether a project is ready to move to the next phase of its life cycle and establishes content, cost, and schedule commitments for that phase

System Requirements 

Review (SRR) evaluates 

whether the functional and 

performance requirements for 

the system meet the needs 

of the project and represent 

achievable capabilities

Preliminary Design 

Review (PDR) evaluates 

completeness/consistency 

of the planning, technical, 

cost, and schedule baselines 

developed during Formulation

Critical Design Review 

(CDR) evaluates the project design and its ability to 

meet mission requirements 

with appropriate margins 

and acceptable risk

System Integration 

Review (SIR) evaluates 

whether the projects is 

ready for integration and 

test, can be completed with 

available resources, and is 

ready for Phase D

Pre-Ship Review (PSR) 

ensures the completeness of 

any item of hardware or software before it is released to 

another facility for integration 

with a larger system or the 

spacecraft

Disposal Readiness 

Review (DRR) evaluates the readiness of the 

project and system for a 

disposal event, such as 

deorbiting
Organized for Success and Sustainability

NASA’s FY 2022 Volume of Integrated Performance 11

NASA is organized for success, with a leadership model that optimizes strategic direction at the 

Agency level, facilitates management at the functional levels in the mission directorates and mission 

support offices, and enables a wide range of activities at centers and facilities. The distributed and

diverse nature of NASA’s work is unified by an integrated performance culture that engages employees and stakeholders at all levels

The innovative, responsive, and dynamic nature of NASA’s work benefits from the Agency’s highly 

leveraged relationships within and between mission directorates, mission support offices, and centers. This organizational model ensures that Agency leaders can take both a holistic and more narrowly focused approach to programmatic, operational, business, and safety managemen

The NASA workforce of about 17,723 civil servants in 2020 is distributed among its centers, facilities, 

and Headquarters. NASA’s centers and facilities manage and execute the mission work—engineering, operations, science, and technology development—and mission-enabling activities. Each location is supported by a contractor workforce providing technical and business operations servic

The Administrator and senior officials lead the Agency by providing top-level strategy, policy, and 

direction. Headquarters offices lead the Agency’s budget development, execution, and organization-wide performance management activities. Mission directorates and mission support offices a

Headquarters manage decisions on programmatic investments and guide operations of the centers

NASA’s organizational structure is set in NASA Policy Directive 1000.3

Provided below are brief descriptions of NASA’s mission directorates and select offices

Organized for Success and Sustainability

Above: A Northrop Grumman Antares rocket carrying a Cygnus resupply spacecraft rolls out of the Horizontal Integration Facility to the Mid-Atlantic Regional 

Spaceport’s Pad-0A on September 26, 2020, at NASA’s Wallops Flight Facility in Virginia. Northrop Grumman’s 14th contracted cargo resupply mission with NASA to 

the International Space Station delivered about 8,000 pounds of science and research, crew supplies, and vehicle hardware to the orbital laboratory and its crew. The 

CRS-14 Cygnus spacecraft was named after the first female astronaut of Indian descent, Kaplana Chawla. Photo Credit: NASA/Patrick Black
Organized for Success and Sustainability

NASA’s FY 2022 Volume of Integrated Performance 12

■ The Administrator’s Staff Offices lead the 

Agency by providing guidance and direction that cuts across all of NASA’s work

These offices represent the Administrator 

with respect to safety and mission assurance, managing the workforce and its 

diversity, overseeing the acquisition and 

use of information technology, conducting financial and procurement operations, 

as well as coordinating STEM [science, 

technology, engineering, and mathematics] engagement activities, international 

partnerships, and legislative affairs

■ The Aeronautics Research Mission 

Directorate (ARMD) conducts research to 

advance the safety, capacity, and efficiency 

of the air transportation system, reduce 

emissions, and sustain U.S. technological leadership in the aviation indust

■ The Human Exploration and Operations 

Mission Directorate (HEOMD) leads and 

manages NASA space operations related 

to human exploration in and beyond low 

Earth orbit. HEOMD oversees requirements

development, policy, and programmatic 

oversight across its numerous programs

HEOMD’s activities include Artemis, the 

International Space Station (ISS), commercial space transportation, low Earth 

orbit spaceflight operations, launch services, and space communications

■ The Science Mission Directorate (SMD)

conducts scientific exploration enabled by 

observatories that view Earth from space, 

observe and visit other bodies in the solar 

system, and gaze out into the galaxy and 

beyond. NASA’s science programs focus on

three interdisciplinary objectives: discovering the secrets of the universe, searching 

for life in the solar system and beyond, and 

safeguarding and improving life on Earth

■ The Space Technology Mission 

Directorate (STMD) invests in transformational technologies that may offset future 

mission risk, reduce cost, advance capabilities that enable NASA’s Missions, and support space industry growth. STMD has used

merit-based competition to identify and 

promote research and technology development, demonstrate applicability, and infuse 

these technologies into NASA’s aeronautics, exploration, and science missions

■ The Mission Support Directorate 

(MSD) enables the Agency’s missions 

by managing institutional services and 

NASA’s Centers and Facilities
Organized for Success and Sustainability

NASA’s FY 2022 Volume of Integrated Performance 13

capabilities. MSD is actively reducing

institutional risk to NASA’s current and 

future missions by improving processes, 

stimulating efficiency, and providing 

consistency and uniformity across institutional standards and practices

■ NASA’s Office of Inspector General 

(OIG) promotes economy, effectiveness, 

and efficiency within the Agency by 

conducting independent and objective 

audits, investigations, and evaluations of 

Agency programs and operations. The

OIG safeguards taxpayer dollars and the 

integrity of the Agency by detecting and 

preventing fraud, waste, and abuse

NASA’s best asset for achieving mission success is a diverse, multidisciplinary, and skilled 

workforce across all centers and facilities

NASA’s approach to performance management 

is based on that each team member brings 

unique experience and important expertise 

to projects. NASA is committed to nurturing

an organizational culture in which individuals 

make full use of their time, talent, and opportunities to pursue the highest standards in 

engineering, research, operations, and management

NASA Organization

Chief Financial 

Officer

Chief Information 

Officer Inspector General

Advisory Groups—

NAC & ASAP

Diversity & Equal 

Opportunity

STEM Engagement

International 

& Interagency 

Relations

Legislative & 

Intergovernmental 

Affairs

Communications

Small Business 

Programs

General Counsel

Mission Support 

Directorate*

Aeronatics Research 

Mission Directorate

Science Mission 

Directorate

Human Exploration & 

Operations Mission 

Directorate

Space Technology 

Mission Directorate

Chief Scientist

Chief Technologist

Chief Engineer Chief, Safety & 

Mission Assurance

Chief, Health & 

Medical Officer

Ames Research 

Center

Armstrong Flight 

Research Center

Glenn Research 

Center

Goddard Flight 

Research Center

Johnson Space 

Center

Kennedy Space 

Center

Langley Research 

Center

Marshall Space 

Flight Center

Stennis Space Center

Office of Strategic 

Engagement & 

Assessments

Office of Agency 

Council Staff

 Chief Human Capital Officer

 Strategic Infrastructure

 Procurement

 Protective Services

 NASA Shared Services Center

 Headquarters Operations

 Jet Propulsion Laboratory***

 NASA Management Office**

Reporting Structure

Administrator Deputy Associate Administrator

Associate Administrator AA for Strategic Engagement & 

Assessments

Note: Administrator may delegate reporting to Deputy Administrator

*Mission Support Directorate also oversees and provides Partnerships as an Agency-wide service

**NASA Management Office oversees the Jet Propulsion Laboratory contract

***Programmatic reporting to the Science Mission Directorate Associate Administrator

Administrator

Deputy Administrator

Associate Administrator

Deputy Associate Administrator

Chief of Staff

Associate Administrator for Strategic 

Engagement & Assessments
Strategies for Improvement

NASA’s FY 2022 Volume of Integrated Performance 14

Strategies for Improvement

Above: From left, Mission Specialist Shannon Walker, Pilot Victor Glover, Crew Dragon Commander Michael Hopkins – all NASA astronauts – and Japan Aerospace 

Exploration Agency (JAXA) astronaut and Mission Specialist Soichi Noguchi were seated in SpaceX’s Crew Dragon spacecraft during crew equipment interface 

training. Walker, Glover, Hopkins, and Noguchi are scheduled to launch to the International Space Station on the Agency’s SpaceX Crew-1 mission. This will be 

the first operational mission to the orbiting laboratory under NASA’s Commercial Crew Program following the Agency’s certification of SpaceX’s crew transportation 

system. Photo Credit: SpaceX

NASA’s commitment to good governance and stewardship of taxpayer funds requires that the 

Agency routinely conducts internal assessments and evaluations to aid in maintaining, managing, 

and improving operations. In addition, periodic external assessments focus management attention

on areas of high risk or potential difficulty. The Government Accountability Office (GAO) and the

NASA Office of Inspector General (OIG) conduct such external assessments, identifying trouble spots 

and recommending how to address them. Issues raised by the GAO and OIG represent high-priority

areas for management attention

High Risk Areas Identified by the GAO

The GAO assesses management activities across the Federal Government and identifies practices 

and vulnerabilities that put agencies at risk of fraud, waste, abuse, and mismanagement. The GAO’s

High Risk List updated every two years, has included NASA’s acquisition management since the list 

was established in 1990. To assist in corrective action planning, the GAO established five criteria that,

if addressed, would substantively improve operations and clear the GAO’s concern about high-risk 

activity:

■ Leadership Commitment: Demonstrated strong commitment and top leadership support

■ Capacity: Agency has the capacity (i.e., people and resources) to resolve the risk(

■ Action Plan: A corrective action plan exists that defines the root cause, solutions, and provides for substantially completing corrective measures, including steps necessary to implement recommended solutions

■ Monitoring: A program has been instituted to monitor and independently validate the effectiveness and sustainability of corrective measures

■ Demonstrated Progress: Ability to demonstrate progress in implementing corrective measures and resolving high-risk areas
Strategies for Improvement

NASA’s FY 2022 Volume of Integrated Performance 15

As part of the 2019 update for NASA, High-Risk 

Series: Substantial Efforts Needed to Achieve 

Greater Progress on High-Risk Areas (GAO-19-

157SP), the GAO included a scorecard detailing 

which of these criteria for improving acquisition 

management have been met, partially met, 

or have not been met. NASA has fully met the

criterion for a corrective action plan and has 

partially met the criteria for leadership, monitoring, capacity, and demonstrated progress

NASA’s responses to these challenges have 

yielded more credible cost and schedule 

baselines, and both the GAO and OIG have 

observed that NASA’s management of its 

small- and medium-class major flight projects 

has improved. The effectiveness of these tools

is particularly evident for the smaller (under $1 

billion lifecycle cost) projects. However, NASA

needs to improve management of its larger, 

more complex projects, which typically involve 

the development of a significant number of 

new technologies, greater integration risk, 

and early cost and schedule estimation challenges. The GAO observed that risks remain for

NASA’s largest flagship-type projects, such as 

the James Webb Space Telescope (Webb) (see 

Agency Priority Goal/Performance Goal 1.1.11 o

page 41), the Space Launch System (SLS), 

and Orion (see the Artemis Agency Priority 

Goal/Performance Goal 2.2.1 on page 5

A Corrective Action Plan for 

Acquisition Management 

Improvements

NASA released an updated high-risk corrective action plan in August 2020 in response to 

the continued inclusion of NASA’s acquisition 

practices in GAO’s 2019 high-risk report, as well 

as recent challenges in cost schedule growth 

experienced by several of NASA’s highest profile missions. The overall goal of the plan is to

strengthen the Agency’s cutting-edge program 

and project management efforts across the 

board and improve transparency to stakeholders

In September 2018, NASA senior leadership 

determined that a new corrective action plan 

was necessary to continue driving improvements in the Agency’s program and project 

management policies and processes. The plan

was comprised of seven initiatives to implement, one initiative to pilot, and one initiative to 

research

Between the start of the 2018 plan in December 

2018 and approval of the 2020 plan in July 2020, 

six initiatives were completed, one (Improve 

Human Exploration and Operations Mission 

Directorate (HEOMD) Portfolio Insight and 

Status) was closed and rewritten to better align 

to GAO’s open priority recommendations and to 

clarify tracking and closure requirements, and 

two longer-term initiatives remained in process

The two ongoing initiatives—Enhanced Earned 

Value Management (EVM) Implementation and 

Program Planning and Control (PP&C) Training 

Curriculum—are intended to be longer-term 

initiatives. The initiative to pilot an agency

schedule repository was deemed a success and 

a new initiative to fully implement the schedule 

repository was put into place

The August 2020 CAP update also included two 

new initiatives. One initiative will be to implement enhancements to NASA’s Cost Analysis

and Data Requirements (CADRe) data collection process to better capture critical data from 

Category III/Class D missions. The other will

see that major acquisitions (contracts greater 

than $500 million) include an evaluation of the 

financial health, stability, and outlook of organizations under consideration prior to contract 

award in order to enhance competitive and 

sole-selection procurement processes

Management Challenges 

Identified by the OIG

Each fiscal year, NASA’s OIG issues a letter 

summarizing what the Inspector General considers to be NASA’s most serious management 

and performance challenges, as well as a brief 

assessment regarding the Agency’s progress in 

addressing those challenges. NASA leverages

the results of OIG audits to improve the overall 

efficiency and effectiveness of its programs, 

projects, and functional activities. NASA also is

committed to ensuring timely and responsive 

final management decisions, along with timely 

and complete final management action, on all 

audit recommendations issued the NASA OIG

To this end, NASA has implemented a comprehensive program of audit follow-up intended 

to ensure that audit recommendations issued 

by the OIG are resolved and implemented in 

a timely, responsive, and effective manner
Strategies for Improvement

NASA’s FY 2022 Volume of Integrated Performance 16

NASA’s audit follow-up program is a key element in improving the overall efficiency and 

effectiveness of NASA’s programs, projects, and 

operations. The requirements for managing the

OIG’s recommendations are detailed in NASA’s 

FY 2020 Agency Financial Report

The OIG’s 2020 Report on NASA’s Top 

Management and Performance Challenges, 

below, continues the seven challenges identified in 2019

Landing the First Woman and the 

Next Man on the Moon by 20241

The development of a deep-space human 

exploration capability to reach the Moon and 

then Mars is NASA’s most ambitious and costliest ongoing activity. In March 2019, the White

House directed NASA to accelerate its plans for 

a lunar landing. NASA requested an additional

$1.6 billion in its FY 2020 budget as initial funding to help meet the program’s new timetabl

In FY 2021, requested over $7 billion for Artemis 

and estimated that it will cost ultimately cost 

approximately $28 billion between 2021 and 

2025 to realize its lunar ambitions

The Agency is currently developing the SLS 

and the Orion Crew Vehicle, launch infrastructure that includes two mobile launchers (ML-1 

and ML-2), and supporting technologies, such 

as spacesuits and a robotic lunar rover for 

long-duration operations. In addition, NASA is

using commercial partnerships to develop new 

systems, including the Human Landing System 

and the Lunar Gateway

While SLS, Orion, and Exploration Ground 

System (EGS) programs are making progress, 

each has experienced significant cost increases 

and schedule delays. Further, each of the major

contracts for building the SLS for Artemis I 

have experienced technical challenges, performance issues, and requirement changes 

that have resulted in $2 billion of overall cost 

increases and at least 2 years of schedule delay

The Artemis mission has experienced a series 

of challenges exacerbated more recently by 

COVID‐19’s impact on Agency facilities and 

operations. Beginning in April 2020, 12 of the

Agency’s 18 major facilities were closed except 

to protect life and critical infrastructure. As

1 The FY 2022 President’s Budget Request updated this objective to send the first woman and first person of color to the Moon as a 

step toward the ultimate goal of the human exploration of Mars.

a result, key development activities for SLS 

and Orion had to be delayed or suspended. In

August 2020, NASA alerted Congress of development cost increases of 30 percent for both 

SLS and EGS. Specifically, NASA aligned the

development costs for SLS and EGS through 

Artemis I and established revised cost commitments placing the new development baseline 

cost for SLS at $9.1 billion, and the commitment

for the initial ground systems capability to support the mission at $2.4 billion. Concurrently

plans for the Gateway and lunar lander need to 

be finalized to meet NASA’s goal of landing on 

the Moon by 2024

Given the multiple challenges outlined above, 

the OIG believes that the Agency will be hardpressed to land astronauts on the Moon by the 

end of 2024. At the very least, achieving any

date close to this ambitious goal—and reaching 

Mars in the 2030s—will require strong, consistent, sustained leadership from the President, 

Congress, and NASA, as well as stable and 

timely funding. For its part, NASA must determine the true long-term costs of its human

exploration programs, set realistic schedules, 

define system requirements and mission planning, form or firm up international partnerships, 

and leverage commercial space capabilities

See Agency Priority Goal/Performance Goal 2.2.

on page 53 for more information on NASA’s 

efforts in this area. Information on supporting

efforts is available in Strategic Objective 2.2 on

page 51

Improving Management of Major 

Projects

As the OIG notes, NASA has developed some of 

the world’s most complex systems and major 

projects in the areas of Earth science, human 

exploration, planetary science, astrophysics, 

aeronautics, and technology demonstration

However, NASA also has historically experienced 

cost overruns and schedule delays for its projects in development. The GAO’s 2020 assessment of NASA’s major projects found that cost

performance had deteriorated over the past 

three years, with cost growth increasing from 

27.6 percent to approximately 31 percent. Th

average schedule delay decreased
Strategies for Improvement

NASA’s FY 2022 Volume of Integrated Performance 17

The OIG states that contributing factors listed 

in the 2019 Report on NASA’s Top Management 

and Performance Challenges—understanding a 

project’s technical complexity, funding instability, flawed estimating assumptions, poor project 

management, and a “too big to fail” mentality—

have been compounded by the impacts of the 

COVID-19 pandemic. The OIG notes that NASA

has taken corrective actions to strengthen 

project management, improve monitoring of 

contractors, and expand use of earned value 

management, a management tool that integrates cost, schedule, and technical information. As a result, cost and schedule performance

has improved for several projects, including the 

Surface Water and Ocean Topography (SWOT) 

project and the NASA–Indian Space Research 

Organisation (ISRO) Synthetic Aperture Radar 

(NISAR). NASA also is adding additional points

during the project’s lifecycle when cost and 

schedule are assessed and potentially updated

NASA also is updating the training for its programmatic analysts to promote best practices 

and strengthen the Agency’s programmatic 

capabilities

See Performance Goal 1.1.10 on page 39 an

Agency Performance Goal/Performance Goal 

1.1.11 on page 41 for performance informatio

on the development of NASA’s major science 

flight programs

Sustaining a Human Presence in 

Low Earth Orbit

In recent years, and under the direction of 

Congress, NASA has sought opportunities 

to commercialize low Earth orbit by transitioning from being the sole operator of the 

International Space Station (ISS) to serving as 

one of many customers for a privately owned 

and operated platform. The Agency has relied

on commercial partners to successfully transport cargo to and from the ISS since 2012 and 

had a recent first success in the long road to 

development of a commercial crew transportation capability when the Space Exploration 

Technologies Corporation (SpaceX) launched 

two American astronauts to the ISS and safely 

returned them 64 days later. However, NASA’s

other commercial partner—The Boeing 

Company (Boeing)—has experienced significant additional delays related to an aborted 

uncrewed test flight in December 2019. Given

the need to re‐fly that test mission, Boeing will 

not be ready to launch a crewed mission to the 

ISS until summer 2021 at the earliest. Leading

up to this point, both companies experienced 

years-long delays which, in 2020, resulted in the 

U.S. segment of the ISS twice operating with 

single crew member instead of the typical three 

or more

NASA’s broader plans for increasing commercialization of low Earth orbit are contingent 

on the Agency’s ability to increase and sustain 

commercial activity on the ISS. Similar to findings in prior NASA OIG reports, in February 2020

a NASA-initiated independent review found 

significant issues with the effectiveness of 

the Center for the Advancement of Science in 

Space, Inc. (CASIS), which manages commercial,

non-NASA research activities on the U.S. segment of the ISS. Given the important role CAS

plays in increasing commercialization of the ISS 

and low Earth orbit, proper management and 

oversight of the organization is key to creating 

and sustaining a commercial market for low 

Earth orbit. NASA and CASIS are reexamining

the organization’s board of directors and creating a User Advisory Committee to provide input 

on how the National Laboratory’s resources 

should be managed. NASA also appointed

the Agency’s Chief Economist as the Program 

Executive of the National Laboratory

To spur interest in commercial activity in low 

Earth orbit, NASA announced several initiatives 

in recent years. Most recently, in June 2020

the Agency created the Suborbital Crew office 

within the Commercial Crew Program to enable 

astronauts, principal investigators, and other 

Agency personnel to fly on commercial suborbital space transportation systems, which are 

expected to be more accessible and affordable 

alternatives to the ISS. Furthermore, in July 2019

the Agency issued the Next Space Technologies 

for Exploration Partnerships Broad Agency 

Announcement, which will allow commercial 

entities to enter into public-private partnerships 

to develop commercial destination technologies—including habitable modules, external 

platforms, and deployable structures—for low 

Earth orbit. Although these initiatives are a

positive step, the OIG is concerned that the 

Agency’s new commercialization policy does 

not include performance metrics for evaluating 

NASA’s development of commercial markets

Further, NASA may need to clarify how to manage commercial missions and private astronaut 

requests with respect to their impact on the 
Strategies for Improvement

NASA’s FY 2022 Volume of Integrated Performance 18

Agency’s commercial crew missions and ISS 

crew capacity. Moving forward, the OIG notes,

NASA will need to continue to support opportunities for private operators to sustain private 

platforms in low Earth orbit. This includes working with other federal agencies to ensure that

the adoption of regulations for the commercial 

use of space promote economic growth while 

minimizing uncertainty for taxpayers, investors, 

and private industry

See Strategic Objective 2.1 on page 46 for

more information about NASA’s efforts to sustain a human presence in low Earth orbit

Attracting and Retaining a Highly 

Skilled Workforce

NASA’s work relies on attracting and retaining a highly skilled, diverse workforce. Both

the OIG and the GAO have reported that the 

performance of multiple large-scale projects, 

including Europa Clipper and Low-Boom Flight 

Demonstrator, have been impacted by not having the staff with the appropriate skills. Of the

11,000 employees who fall under the occupation 

category “science and engineering,” more than 

half are over 50 years old and almost 30 percent 

will be eligible for retirement in 2020, with an 

additional 2,000 employees becoming eligible 

within the next 5 years. This loss of critical skills

and institutional knowledge is an additional 

risk for NASA’s goal of returning humans to the 

Moon by 2024

As the OIG states, a number of external factors 

has contributed to NASA’s workforce challenges. Federal employment has decreased

while expectations for government to solve 

major issues has increased. The government

has had difficulty recruiting and retaining millennials to the aging workforce. Furthermore,

NASA is competing to attract talent during a 

nationwide shortage of science, technology, 

engineering, and mathematics (STEM) workers 

in the aerospace community

NASA has taken different approaches to 

address these issues. In 2012, the Technical

Capabilities Assessment Team assessed the 

Agency’s technical capabilities and needs and 

made recommendations for investing in, consolidating, or eliminating unneeded capabilities. Subsequent and related efforts focused

on mission support functions. The ongoing

Mission Support Future Architecture Program is 

reorganizing the mission support organization 

to create enterprise workforce structures that 

will more efficiently use employee skills across 

the Agency and meet evolving mission needs

NASA is partnering with non-profit and educational institutions, conducting competitions, 

and providing undergraduate opportunities to 

help attract the next generation of employees 

to aerospace and STEM professions. NASA also

has increased the use of special hiring authorities to address workforce gaps in highly specialized, critical skill areas

See Strategic Objective 4.4 on page 101 for

performance towards maintaining a diverse 

and innovative workforce

Improving Oversight of Contracts, 

Grants, and Cooperative 

Agreements

Under Section 3610 of the pandemic relief legislation known as the CARES Act, agencies are 

permitted to reimburse contractors for work 

stoppages caused by the pandemic to keep 

employees and subcontractors in a ready state 

given the closure of NASA Centers. This provision is particularly relevant to an agency like

NASA that relies so heavily on private contractors for its science and space exploration projects. It is imperative that NASA ensure these

Section 3610 funds are appropriately identified, 

recorded, and segregated, since the reimbursement may be paid not only from NASA’s $60 

million in CARES Act funding, but also from its 

annual appropriations. Furthermore, it will be

incumbent upon NASA contracting officers to 

oversee contractor activity and obtain appropriate documentation to identify contractors that 

qualify for this relief

NASA’s acquisition management and contract 

oversight has been a long-standing challenge

NASA’s grants and cooperative agreements are 

also at risk of mismanagement and fraud. Key

areas of concern include ensuring grant investments achieve intended results, overseeing the 

use of grant funds, and obtaining timely and 

accurate financial and performance information from grantees. The OIG has found repeated

cases where NASA and award recipients lacked 

an adequate system of controls to ensure 

proper administration and management of 

awards, and as a result funds were not used for 
Strategies for Improvement

NASA’s FY 2022 Volume of Integrated Performance 19

their intended purposes. Over the past 3 years,

the OIG has conducted 8 grant fraud investigations resulting in 4 indictments, 1 prosecution, 

$740,000 in direct recoveries to NASA, $2.6 million in civil settlements, and 5 debarment

While NASA has made several enterprise‐wide 

changes to address challenges related to its 

procurement oversight and acquisition management, progress remains slow. In what the

OIG views as a positive trend, NASA’s use of 

award‐fee contracts has diminished as a percentage of procurement dollars paid to businesses from 56 percent in FY 2014 to 47 percent 

in FY 2019. NASA has also made efforts to

increase its efficiency in closing expired grants

Over the past 5 years, the Agency has revised its 

Grants and Cooperative Agreement Manual—

including updating procedures regarding pre‐

award risk reviews and closeout of awards—in 

response to OIG recommendations and its 

own initiatives, which has strengthened the 

Agency’s grants management and oversight

See Performance Goal 4.1.2 on page 86 fo

information on NASA’s efforts to achieve procurement efficiencies

Managing and Mitigating 

Cybersecurity Risk

The OIG expresses concern about gaps 

between NASA’s threat exposure and its ability to effectively manage and mitigate cyber 

risk, particularly during the COVID-19 pandemic, when the number of cyber threats has 

increased exponentially. The OIG states that

the Agency’s ability to detect and recover from 

cyberattacks are hampered by incomplete and 

inaccurate system security plans that categorize systems and data; prescribe formal techniques for protecting information systems from 

unauthorized users, viruses, and other events; 

and specify the actions needed to respond to 

these threats. As a result of resource constraints

and conflicting operational priorities, more than 

1,800 corrective actions to address the Agency’s 

security vulnerabilities remained open as of May 

2020

The OIG points to NASA’s expansive web presence of nearly 3,000 web domains as presenting an additional, significant cyber risk. The

Office of the Chief Scientist has begun an effort 

to review NASA’s web footprint and digital presence, reduce the overall footprint, and recommend ways to reduce cyber vulnerabilities by 

strengthening digital security. However, until

the project is complete, vulnerabilities remain

In November 2019, NASA counterintelligence 

officials identified the improper access of an 

Internet-facing server containing personally 

identifiable information at a NASA center

The OIG identifies several areas where NASA 

has taken positive steps to improve its overall information security and posture, including implementing Department of Homeland 

Security directives and legislative requirements. For NASA requires 100 percent of privileged users to sign in with Personal Identity

Verification (PIV) credentials before using IT 

assets. Privileged users are given wider access

and more authority than non-privileged users

In addition, NASA met the 90 percent Risk 

Management Assessment target of unprivileged users required to use PIV identified by 

the Federal Information Security Modernization 

Act (FISMA). In September 2019, NASA updated

its IT Strategic Plan, which guides the direction, 

mission alignment, investments, and accountability for the IT efforts. A major change is to the

IT operating model, which includes integrating 

mission processes across organizational boundaries and moving to enterprise computing 

model that is centralized and uses standardized 

products and systems

See Strategic Objective 4.5 on page 106 for

more information on NASA’s efforts to manage 

and mitigate cybersecurity risk

Addressing Outdated 

Infrastructure and Facilities

The OIG expresses concern that over 75 percent 

of NASA’s more than 5,000 facilities are beyond 

their design life. The backlog of deferred maintenance has resulted in expensive unscheduled maintenance, which the OIG estimates as

costing approximately three times more than it 

would have to repair or replace the equipment 

with on-time maintenance. In addition, NASA

infrastructure portfolio includes 155 abandoned 

properties that are a safety and maintenance 

liability

Efforts to update ground support infrastructure 

for the Artemis program, including modernization of Pad 39B and modification of the Vehicle 
Strategies for Improvement

NASA’s FY 2022 Volume of Integrated Performance 20

Assembly Building to accommodate the SLS 

rocket and Orion spacecraft, have faced cost 

and schedule target overruns. Construction

projects were impacted by pandemic-related 

facility closures. Additionally, as facilities were

re-opened for mission critical work, NASA 

obligated $3.8 million for building cleaning to

protect the health of the on-site workforce

The OIG states that the Agency is making 

progress on modernizing its infrastructure 

by demolishing old facilities, repairing failing 

facilities, and replacing old buildings with new, 

more sustainable facilities. The OIG also reports

that the Agency is using $18 million in historic 

property lease proceeds at Ames Research 

Center to maintain facilities, including the 

Unitary Planned Wind Tunnel, Arc Jet Complex, 

and Vertical Motion Simulator. To support

the Artemis program, NASA is refurbishing 

old facilities, such as Kennedy Space Center’s 

Launch Complex 39B to support launch of the 

SLS rocket and constructing a new Modular 

Supercomputing Facility at Ames Research 

Center

See Performance Goal 4.2.6 on page 

for more information on NASA’s efforts to 

ensure reliable, on-time facility availability. See

Strategic Objective 4.6 on page 110 for information on NASA’s efforts to efficiently manage,

operate, and sustain NASA’s infrastructure
PART 2

Performance Planning and Reporting

In March 2020, SpaceX teams at NASA's Kennedy Space Center in Florida, the company's Mission Control in Hawthorne, 

California, and NASA flight controllers in Mission Control Houston, Texas, executed a full simulation of launch and docking of the Crew Dragon spacecraft, with NASA astronauts Bob Behnken and Doug Hurley participating in SpaceX's 

flight simulator. Photo Credit: NASA
STRATEGIC GOAL 1

Expand human knowledge through 

new scientific discoveries.

DISCOVER

A United Launch Alliance Atlas V rocket with NASA’s Mars 2020 Perseverance rover onboard launches from Space 

Launch Complex 41, July 30, 2020, at Cape Canaveral Air Force Station in Florida. The Perseverance rover is part of 

NASA’s Mars Exploration Program, a long-term effort of robotic exploration of the Red Planet. Photo Credit: NASA/Joel 

Kowsky
NASA’s FY 2022 Volume of Integrated Performance 23

Part 2—Strategic Goal 1 Enable

LEAD OFFICE

Science Mission Directorate (SMD), with 

support from the Human Exploration and 

Operations Mission Directorate

GOAL LEADER

Karen Flynn, Deputy Associate 

Administrator for Management, SMD

Strategic Objective 1.1: Understand the Sun, Earth,

solar system, and universe

Since NASA’s inception, scientific discovery regarding Earth, 

the Sun, the solar system and the universe beyond has been 

an enduring purpose of the Agency. NASA conducts scientific

exploration enabled by observatories that view Earth from 

space, observe and visit other bodies in the solar system, and 

gaze out into the galaxy and beyond. NASA’s science programs

focus on three interdisciplinary objectives: discovering the 

secrets of the universe, searching for life in the solar system and 

beyond, and protecting and improving life on Earth

NASA uses the recommendations of the National Academies' 

decadal surveys as an important input in planning and prioritizing the future of its science programs. For almost 50 years,

decadal surveys have proven vital in establishing a broad consensus within the national science community on the state of 

science, the highest priority science questions to address, and 

actions that can be undertaken to answer those questions

NASA uses these recommendations to prioritize future flight 

missions, as well as technology development and proposals for 

theoretical and suborbital supporting research. In determining

the content of the science portfolio, 

NASA also considers national priorities and policies, appropriations, existing technological capabilities, partnership opportuAbove: The James Webb Space Telescope has the largest mirror of its kind that NASA has ever built — so big that it can’t fit inside a rocket without folding up. In 

early March, testing teams deployed Webb’s 21 feet 4-inch (6.5 meter) primary mirror into the same configuration it will have when in space. Like the art of origami, 

Webb is a collection of movable parts that have been specifically designed to fold to a compact formation that is considerably smaller than when the observatory is 

fully deployed or extended. This allows it to just barely squeeze within a 16-foot (5-meter) payload fairing or cargo bay of a rocket, with little room to spare. Once in 

space, it will blossom and unfold into the world’s premier space science observatory. Photo Credit: Northrop Gruman/NASA
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NASA’s FY 2022 Volume of Integrated Performance 24

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nities, and other programmatic factors.Since

NASA’s inception, scientific discovery regarding 

Earth, the Sun, the solar system and the universe beyond has been an enduring purpose of 

the Agency. NASA conducts scientific exploration enabled by observatories that view Earth

from space, observe and visit other bodies in 

the solar system, and gaze out into the galaxy 

and beyond. NASA’s science programs focus on

three interdisciplinary objectives: discovering 

the secrets of the universe, searching for life in 

the solar system and beyond, and protecting 

and improving life on Earth

NASA uses the recommendations of the 

National Academies’ decadal surveys as an 

important input in planning and prioritizing 

the future of its science programs. For almost

50 years, decadal surveys have proven vital 

in establishing a broad consensus within the 

national science community on the state of 

science, the highest priority science questions 

to address, and actions that can be undertaken 

to answer those questions. NASA uses these

recommendations to prioritize future flight missions, as well as technology development and 

proposals for theoretical and suborbital supporting research. In determining the content

of the science portfolio, NASA also considers 

national priorities and policies, appropriations, 

existing technological capabilities, partnership 

opportunities, and other programmatic factors

In spring 2020, NASA found that it continued to make satisfactory progress toward 

Strategic Objective 1.1, with clear strategies for

achievement. NASA is conducting missions to

maintain continuity of climate data records, 

explore the physical processes within our solar 

system’s space environment, advance our 

understanding of Earth’s natural exchanges 

of carbon between the land, atmosphere and 

ocean, study the dynamic zone high in our 

atmosphere where Earth weather and space 

weather meet, study the Sun’s poles, advance 

understanding of the potential for life on other 

worlds, and better understand the worlds in our 

solar system

Progress on near-term priorities includes the 

launch of the Mars 2020 Perseverance rover and 

the Solar Orbiter mission, a collaboration with 

the European Space Agency. Progress continued on several missions scheduled for launch

in 2021, including Sentinel-6 Michael Freilich, 

Landsat 9, Lucy, and the James Webb Space 

Telescope (Webb). NASA also awarded contracts

and task orders for deliveries of instruments 

and technology demonstrations to the lunar 

surface and selected four Discovery Program 

mission concepts

NASA announced the selection of Libera, a 

new space-based instrument that represents 

an innovative and cost-effective approach to 

maintaining the 40-year data record of the 

balance between the solar radiation entering 

Earth’s atmosphere and the amount absorbed, 

reflected, and emitted. Libera is the first mission

selected in response to the 2017 Earth Science 

decadal survey. Implementing a high-priority recommendation of the most recent Solar

and Space Physics decadal survey, NASA also 

announced initial selections for its DRIVE 

(Diversity, Realize, Integrate, Venture, Educate) 

Science Centers, a Heliophysics program supporting science that cannot effectively be done 

by individual investigators or small teams, but 

instead requires the synergistic, coordinated 

efforts of a research center

While Strategic Objective 1.1 has a clear strategy

for success, there have been impacts due to 

the COVID-19 pandemic. NASA is experiencing

disruptions to missions in this objective due 

to COVID-related restrictions, whether from 

reduced efficiency at work sites, travel restrictions, reduced availability of facilities, or disruptions to the supply chain for current and future 

procurements. The Agency has implemented

a series of short- and medium-term actions to 

mitigate impacts in order to ensure mission 

success and the overall health of the portfolio 

and continues to consider others as circumstances warrant. For the James Webb Space

Telescope, for which COVID-19 impacted the 

Northrop Grumman work schedule significantly 

from March to May, NASA performed a schedule assessment and established a new Launch 

Readiness Date (LRD) of October 31, 2021. The

new LRD incorporates delays to date, anticipated impacts moving forward, and completion 

of additional risk-reduction tasks/technology, as 

well as appropriate schedule margin
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NASA’s FY 2022 Volume of Integrated Performance 25

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Summary of Progress for Performance Goals Contributing to Strategic Objective 1.1, FY 2014—2020

Note: FY 2018—FY 2020 contribute to Strategic Objective 1.1, as established by the NASA 2018 Strategic Plan. For FY 2014 

through FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 26

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1.1.1: Demonstrate progress in exploring the physical processes in the 

space environment from the Sun to Earth and throughout the solar 

system.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

NASA portfolio assessment guided by an 

annual external expert review determination of 

contributing programs, missions, and research

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target Significant progress demonstrated

Achieved Demonstrated 

as planned

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal, as determined 

by the assessment of progress led by the 

Heliophysics Advisory Committee in September 

2020. Below are examples of scientific progress

reported in FY 2020

The selected results demonstrate significant 

progress in our understanding of the interconnections shaping the space environment

During break-up of the polar vortex in the 

Earth’s middle atmosphere, the Global-scale 

Observations of the Limb and Disk (GOLD) 

mission observed a change in the composition 

of the thermosphere hundreds of kilometers 

above. Numerical simulations demonstrate

that acoustic waves at the interface between 

the ocean and the atmosphere produced by 

offshore earthquakes can reach as far as the 

upper atmosphere, potentially providing a new 

approach for tsunami early warning systems

In the Earth’s magnetosphere, data from the 

Van Allen Probes mission along with theoretical calculations provide further evidence that 

human-generated radio waves from high-powered, ground-based transmitters propagate into 

space and scatter electrons out of the radiation 

belts

The Magnetospheric Multiscale (MMS) mission

in conjunction with the Japanese Arase satellite showed that oxygen ions flowing out of 

the ionosphere reach the near-Earth plasma 

sheet during a geomagnetic storm main phase, 

intensifying the storm. Parker Solar Probe (PSP),

which has gotten closer to the Sun than any 

previous human-made object, found a solar 

wind environment that is much more impulsive 

and unstable than what is seen closer to Earth

In this environment, the dynamic coupling 

between solar wind plasma and magnetic fields 

produces unusual new signatures called switchbacks. Switchbacks are formed as the magnetic

field bends back on itself until it is pointing 

almost directly back at the Sun

In other planetary environments, observations from the Mars Atmosphere and Volatile 

Evolution (MAVEN) mission showed that the 

most significant contribution to the loss of 

material from Mars’ moon Phobos came from 

ions that previously escaped the atmosphere of 

Mars. At Earth’s Moon, high reflectance regions

called “lunar swirls” were found to be associated 

with plasma interacting with magnetic anomalies. Maps of the flow patterns of protons from

the solar wind around lunar craters were produced, important for the study of weathering of 

the lunar surface

This illustration shows the MAVEN spacecraft and the limb of Mars. 

Image Credit: NASA's Goddard Space Flight Center.

NASA’s Science Mission Directorate is organized 

into four areas of scientific study—Astrophysics, 

Earth Science, Heliophysics, and Planetary 

Science—to seek answers to profound questions, 

such as why Earth’s climate and the environment 

are changing, how and why the Sun varies and 

the affect it has on Earth and the solar system, 

how planets and life originate, how the universe 

works and what is its origins and destiny, and is 

there life elsewhere in the universe.
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 27

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1.1.2: Demonstrate progress in exploring the origin and evolution of the 

galaxies, stars, and planets that make up the universe.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

NASA portfolio assessment guided by an 

annual external expert review determination of contributing programs, missions, and 

research

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target Significant progress demonstrated

Achieved Demonstrated 

as planned

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal as determined 

by the assessment of progress led by the 

Astrophysics Advisory Committee in October 

2020. Below are examples of scientific progress

reported in FY 2020

Magnetic fields play a strong role in shaping 

spiral galaxies, according to research from 

the Stratospheric Observatory for Infrared 

Astronomy (SOFIA). Observing celestial dust

grains, which align perpendicular to magnetic 

field lines, with SOFIA’s newest instrument 

using far infrared light, astronomers could infer 

the shape and direction of the otherwise-invisible magnetic field.

Using the Chandra X-ray Observatory, astronomers have seen, for the first time, evidence of 

a single black hole boosting star birth in more 

than one galaxy at a time.

Using Hubble Space Telescope, SOFIA, and 

the Solar and Terrestrial Relations Observatory 

(STEREO), scientists traced in real time how a 

dying star, Betelgeuse, loses its mass.

In FY 2020, Voyager 2 left the solar system, 

traveling beyond the Sun’s sphere of influence, 

called the heliosphere. The Voyagers are the

first spacecraft to leave the heliosphere, providing in-place observations of the interaction of 

a star—the Sun—with the interstellar medium

This is fundamentally important to understanding of how all stars interact with their environments and will inform future NASA ventures 

beyond the solar system

Planet formation is thought to happen within 

protoplanetary disks by aggregation of small 

solid particles of dust. This is expected to happen in the mid-region of the disk at the same

time as surface regions are being evaporated 

by the radiation of the host star. At present, it is

unclear how these millimeter-sized aggregates 

can turn into large 100 kilometer-sized planetesimals, and ultimately planets, before most of 

the disk dissipates. New high-resolution numerical computer simulations provide a detailed

theoretical framework to understand how 

planetesimal formation occurs under globally 

turbulent disk conditions. This framework will

be able to help researchers estimate how long 

it takes for planetesimals to grow, as well as 

enable more detailed numerical experiments in 

the future

An artist concept depicting one of 

NASA's twin Voyager spacecraft. 

Humanity's farthest and longest-lived 

spacecraft celebrated 40 years in 

August and September 2017. Image 

Credit: NASA/JPL-Caltech

NASA’s Science Mission Directorate is organized 

into four areas of scientific study—Astrophysics, 

Earth Science, Heliophysics, and Planetary 

Science—to seek answers to profound questions, 

such as why Earth’s climate and the environment 

are changing, how and why the Sun varies and 

the affect it has on Earth and the solar system, 

how planets and life originate, how the universe 

works and what is its origins and destiny, and is 

there life elsewhere in the universe.
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 28

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1.1.3: Demonstrate progress in exploring, observing, and understanding 

objects in the solar system in order to understand how they formed, 

operate, interact, and evolve.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

NASA portfolio assessment guided by an 

annual external expert review determination of 

contributing programs, missions, and research

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target Significant progress demonstrated

Achieved Demonstrated 

as planned

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal as determined by 

the assessment of progress led by the Planetary 

Science Advisory Committee in August 2020

Below are examples of scientific progress 

reported in FY 2020

The selected results represent a breadth of 

accomplishment in exploring, observing and 

understanding objects in the solar system and 

how they formed, operate, interact, and evolve

Analysis of fragments from Asteroid 2008 TC3, 

which disintegrated in the atmosphere and 

landed as more than 700 individual stones, 

revealed contact between chondritic (meteorite 

material that has not been modified from its 

original, parent form) and achondritic (meteorite material that has melted and recrystallized) 

lithologies. The study provided new information

about composition and formation of TC3, as 

well as information about surrounding asteroids and insight into asteroid Bennu, target of 

the Origins, Spectral Interpretation, Resource 

Identification, Security-Regolith Explorer 

(OSIRIS-REx) mission

Meanwhile, in the outer planets, a simulation of 

icy crevasse and cycloid formation on Jupiter’s 

frozen moon, Europa, suggested that crevasses 

could evolve in a relatively short amount of time 

by a series of nearly instantaneous fracturing 

events (hundreds of meters per second), followed by long periods of dormancy/inactivity 

(hundreds of years). The modeled behavior provides better understanding of surface processes

and will help improve knowledge about the 

rotation state of Europa and the secular motion 

of the crust, setting the stage for future exploration missions, including the Europa Clipper 

mission

This image shows sample site Nightingale, OSIRIS-REx’s primary sample collection site on asteroid Bennu. The image is overlaid with a graphic of the 

OSIRIS-REx spacecraft to illustrate the scale of the site. Image Credit: NASA/

Goddard/University of Arizona

NASA’s Science Mission Directorate is organized 

into four areas of scientific study—Astrophysics, 

Earth Science, Heliophysics, and Planetary 

Science—to seek answers to profound questions, 

such as why Earth’s climate and the environment 

are changing, how and why the Sun varies and 

the affect it has on Earth and the solar system, 

how planets and life originate, how the universe 

works and what is its origins and destiny, and is 

there life elsewhere in the universe.
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NASA’s FY 2022 Volume of Integrated Performance 29

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1.1.4: Demonstrate progress in discovering and studying planets 

around other stars.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

NASA portfolio assessment guided by an 

annual external expert review determination of 

contributing programs, missions, and research

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target Significant progress demonstrated

Achieved Demonstrated 

as planned

Area for external review panel determination in FY 

2020

1. Annual external expert review determination 

of programs, missions, and published, peer-reviewed research contributing to Performance 

Goal 1.1.4.

Areas for external review panel determination in FY 

2021

1. Annual external expert review determinatio

of programs, missions, and published, peer-reviewed research contributing to Performance 

Goal 1.1

2. Complete Transiting Exoplanet Survey Satellit

(TESS) mission success criteria

Area for external review panel determination in FY 

2022

1. Annual external expert review determinatio

of programs, missions, and published, peer-reviewed research contributing to Performance 

Goal 1.1

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal as determined 

by the assessment of progress led by the 

Astrophysics Advisory Committee in October 

2020. Below are examples of scientific progress

reported in FY 2020

Scientists have used data from NASA’s 

Transiting Exoplanet Survey Satellite (TESS) and 

Spitzer Space Telescope to report discoveries of 

extrasolar planets, including the first transiting 

planet candidate orbiting a white dwarf, the 

dense leftover of a Sun-like star. The Jupitersized object is about seven times larger than

the white dwarf, named WD 1856+354, and at 

the end of its evolutionary path, posing many 

questions about how the planet candidate 

survived the white dwarf creation process, and 

how it came to be at its current location. Spitzer

and TESS data also revealed a planet about as 

large as Neptune that circles the young star, AU 

Microscopii. The AU Mic system provides a oneof-a-kind laboratory for studying how planets

and their atmospheres form, evolve and interact with their stars

A piping hot planet discovered by TESS has 

pointed the way to additional worlds orbiting 

the same star, one of which is located in the 

NASA’s Science Mission Directorate is organized 

into four areas of scientific study—Astrophysics, 

Earth Science, Heliophysics, and Planetary

Science—to seek answers to profound questions, 

such as why Earth’s climate and the environment 

are changing, how and why the Sun varies and 

the affect it has on Earth and the solar system, 

how planets and life originate, how the universe 

works and what is its origins and destiny, and is 

there life elsewhere in the universe.
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star’s habitable zone. If made of rock, this planet

may be around twice Earth’s size. As one of the

nearest transiting exoplanets known to date, it 

is a good target for transmission spectroscopy 

characterizing its atmosphere with the James 

Webb Space Telescope and other future NASA 

missions

Observations from the Kepler mission have 

revealed frequent superflares on young and 

active solar-like stars. Superflares result from

the large-scale restructuring of stellar magnetic 

fields and are associated with the eruption of 

coronal material (a coronal mass ejection, CME) 

and energy release that can be orders of magnitude greater than those observed in the largest 

solar flares. There is growing appreciation that

the space environment around exoplanets 

and the interaction with the stellar wind of the 

host star has a significant impact on planetary 

atmospheric chemistry, and even the retention 

of an atmosphere. This has led to a number of

increasingly sophisticated modeling efforts, as 

the information they yield will help to redefine 

the extent of habitable zones around Sun-like 

stars

Above: An illustration of WD 1856 b, a potential Jupiter-size planet, orbits its 

much smaller host star, a dim white dwarf. Image Credit: NASA’s Goddard 

Space Flight Center

This diagram shows the layout of the GJ 357 system. Planet d orbits within the star’s so-called habitable zone, the orbital region where liquid water can exist on a 

rocky planet’s surface. If it has a dense atmosphere, which will take future studies to determine, GJ 357 d could be warm enough to permit the presence of liquid 

water. Image Credit: NASA/Chris Smith
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1.1.5: Demonstrate progress in improving understanding of the origin 

and evolution of life on Earth to guide the search for life elsewhere, 

exploring and finding locations where life could have existed or could 

exist today, and exploring whether planets around other stars could 

harbor life.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

NASA portfolio assessment guided by an 

annual external expert review determination of 

contributing programs, missions, and research

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target Significant progress demonstrated

Achieved Demonstrated 

as planned

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal as determined by 

the assessment of progress led by the Planetary 

Science Advisory Committee in August 2020

Below are examples of scientific progress 

reported in FY 2020

Samples taken by the Cosmic Dust Analyzer 

(CDA) on the Cassini spacecraft were used to 

study the chemistry and potential habitability 

of Saturn’s icy moon Enceladus by analyzing 

materials within icy plumes that were ejected 

from Enceladus. Researchers detected lowmass organic compounds within the ice grains,

including oxygen-bearing, nitrogen-bearing, 

and aromatic compounds released through 

cracks in Enceladus’s crust. These compounds are important on Earth as precursors

to amino acids and other organic molecules

Hydrothermal activity in Enceladus’ subsurface 

ocean, similar to what takes place on Earth, 

is believed to be an abiotic source of these 

organic molecules that are relevant to the origin or sustenance of life

Closer to home, an analog study of lipids (a 

class of organic compounds that includes fats, 

oils, and hormones) in serpentine samples 

from an area in Oman set the stage for interpreting what lipids might look like on other 

terrestrial planets, like Mars. This study examined lipids in samples from the mantle of the

Samail Ophiolite, an area actively undergoing 

the serpentinization process. The research team

found lipids consistent with other serpentinite 

sites, indicating a common microbiome shared 

between areas containing sulfate-reducing and 

ammonia-oxidizing bacteria, methanogens 

(methane-producing bacteria), and methanotrophs (methane-using bacteria). This study

provides more information on microbial habitability in analog environments on Earth to help 

with evaluating future rover landing sites and 

sample return from Mars

One possible biosignature on distant worlds is 

the presence of oxygen in an exoplanet’s atmosphere. In an astrophysics study, researchers

identified a strong signal that oxygen molecules produce when they collide and developed a technique that could be used by NASA's 

James Webb Space Telescope to quickly identify promising nearby planets in the search for 

life. Researchers simulated this oxygen signature by modeling the atmospheric conditions

of an exoplanet around an M dwarf, the most 

common type of star in the universe. The team

modelled the impact of this enhanced radiation on atmospheric chemistry and used this 

to simulate how the component colors of the 

star's light would change when the planet 

would pass in front of it. The signal could help

indicate the composition of M dwarf planets’ 

atmospheres and provide clues about habitability, while providing new knowledge about 

star-planet interactions around highly active M 

dwarf stars

NASA’s Science Mission Directorate is organized 

into four areas of scientific study—Astrophysics, 

Earth Science, Heliophysics, and Planetary

Science—to seek answers to profound questions, 

such as why Earth’s climate and the environment 

are changing, how and why the Sun varies and 

the affect it has on Earth and the solar system, 

how planets and life originate, how the universe 

works and what is its origins and destiny, and is 

there life elsewhere in the universe.
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 32

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1.1.6: Demonstrate progress in developing the capability to detect and 

knowledge to predict extreme conditions in space to protect life and 

society and to safeguard human and robotic explorers beyond Earth.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

NASA portfolio assessment guided by an annual external expert review determination of 

contributing programs, missions, and research

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target Significant progress demonstrated

Achieved Demonstrated 

as planned in 

2 areas

Areas for external review panel determination in FY 

2020

1. Annual external expert review determination 

of programs, missions, and published, peer-reviewed research contributing to Performance 

Goal 1.1.6.

2. External expert review panel determination 

indicating whether expectations for research 

program have been fully met or exceeded in 

advancing scientific understanding of background solar wind, solar wind structures, and 

coronal mass ejections, which can be integrated 

into key models used to predict the arrival time 

and impact of space storms at Earth. 

Areas for external review panel determination in FY 

2021

1. Annual external expert review determinatio

of programs, missions, and published, peer-reviewed research contributing to Performance 

Goal 1.1

2. External expert review panel determinatio

indicating whether expectations for research 

program have been fully met or exceeded in 

advancing scientific understanding of background solar wind, solar wind structures, and 

coronal mass ejections, which can be integrated 

into key models used to predict the arrival time 

and impact of space storms at Earth

Planned areas for external review panel determination in FY 2022

1. Annual external expert review determinatio

of programs, missions, and published, peer-reviewed research contributing to Performance 

Goal 1.1

2. External expert review panel determinatio

indicating whether expectations for research 

program have been fully met or exceeded in 

advancing scientific understanding of background solar wind, solar wind structures, and 

coronal mass ejections, which can be integrated 

into key models used to predict the arrival time 

and impact of space storms at Earth

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal as determined by 

the assessment of progress performed by the 

Heliophysics Advisory Committee in September 

2020. Below are examples of scientific progress

reported in FY 2020

Understanding the nature of solar flare trigger mechanisms is key to improving space 

weather prediction capabilities. Hinode and

Solar Dynamics Observatory (SDO) observations provide strong evidence for the onset 

mechanism of flares. The intrusion of flux at

the Sun’s surface leads to instabilities in the 

overlaying coronal magnetic fields, resulting 

in a rapid release of energy through magnetic 

reconnection. A unique and creative technique

was developed utilizing acoustic wave information derived from the SDO and Solar Terrestrial 

Relations Observatory (STEREO) missions, as 

well as ground-based observations to infer 

far-side solar structures. This new technique

enables far-side mapping of the Sun without 

the necessity of deploying satellites to that area, 

facilitating early detection of potential extreme 

events that impact Earth. There has also been a

significant improvement in our ability to identify precursors to solar flares. By utilizing a deep

The Heliophysics Division, part of the Science 

Mission Directorate, studies the nature of the 

Sun and how it influences the nature of space 

and, in turn, the atmospheres of planets and the 

technologies that exist there.
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 33

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neural network analysis of Interface Region 

Imaging Spectrograph (IRIS) high resolution 

spectral data, researchers are now able to identify pre-flare spectra approximately 35 minutes 

prior to the flare onset with 80 percent accuracy, a major step forward in forecasting flares

These results demonstrate significant progress 

in understanding drivers and sources and their 

influence on solar wind structures

Through observations from Time History of 

Events and Macroscale Interactions during 

Substorms (THEMIS), with support from 

Geostationary Operational Environmental 

Satellite(s) (GOES) and other observations from 

the NASA Heliophysics fleet, new insights were 

obtained into how and where energy is released 

during intense geomagnetic storms—closer to 

Earth with reconnection events more frequent 

than previously thought. Magnetic reconnection converts magnetic to particle energy and

drives space currents, which in turn can disrupt 

electrical power line transmission. The knowledge gained will enable improved modeling of

these effects

The Geostationary Operational Environmental Satellites (GOES)-T lifted to the 29' x 65' thermal vacuum chamber on September 29, 2020. Photo Credit: Lockheed 

Martin
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 34

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1.1.7: Demonstrate progress in identifying, characterizing, and predicting objects in the solar system that pose threats to Earth or offer 

resources for human exploration.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

NASA portfolio assessment guided by an 

annual external expert review determination of 

contributing programs, missions, and research

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target Significant progress demonstrated

Achieved Demonstrated 

as planned in 

2 areas

Areas contributing to performance goal in FY 2020

1. Annual external expert review of programs, 

missions, and published, peer-reviewed research 

contributing to Performance Goal 1.1.7.

2. Identify and catalogue 9250 near-Earth asteroids that are 140 meters in diameter or larger.

Areas contributing to performance goal in FY 2021

1. Annual external expert review of programs

missions, and published, peer-reviewed research 

contributing to Performance Goal 1.1

2. Identify and catalogue 9,750 near-Earth asteroid

that are 140 meters in diameter or larger

Planned areas contributing to performance goal in FY 

2022

1. Annual external expert review of programs

missions, and published, peer-reviewed research 

contributing to Performance Goal 1.1

2. Identify and catalogue [number to be based o

FY 2021 actual] near-Earth asteroids that are 140 

meters in diameter or larger

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal as determined 

by the assessment of progress performed by 

the Planetary Science Advisory Committee in 

August 2020. Below are examples of scientific

progress reported in FY 2020

In FY 2020, asteroid search teams found another 

two near-Earth asteroids (NEAs) larger than 

one kilometer in size, 2,862 NEAs less than one 

kilometer in size, and three Earth-approaching 

comets. As of September 30, 2020, the total

known population of near-Earth objects (NEOs) 

was 23,813 NEAs and 113 Earth-approaching 

comets. JPL’s Center for NEO Studies computes

that none is likely to strike Earth in the next 

century. However, there were 2,124 NEAs (157

larger than one kilometer in size), with 113 found 

in FY 2020, in orbits that could become a hazard 

in the distant future and warrant monitoring

The Mission Accessible Near-Earth Object 

Survey (MANOS) team funded by the NearEarth Object Observations Program studied the 

physical properties of near-Earth asteroids that 

could also be targets of spacecraft missions and 

reported in the literature on how spectral type 

depends on the sizes of near-Earth asteroids 

and identified a common origin for two separate pairs of near-Earth asteroids

A powerful and unexpected meteor shower outburst occurred at high southern ecliptic latitude 

within the South Toroidal region in March 2020

Researchers utilized data from the Southern 

Argentina Agile MEteor Radar Orbital System 

(SAAMER-OS) to study the characteristics of this 

shower and to suggest a link to a parent body

The researchers noted after studying the orbital 

elements of the meteor shower that it appeared 

to resemble the β Tucanid and δ Mensid meteor 

showers (indicating a shared or common origin). The parent asteroid was also predicted to

be asteroid (248590) 2006 CS, which is a large 

NEO. The study of these meteor showers can be

useful for modeling dust evolution within the 

Solar System, while additionally preparing for 

future meteor showers by supplying researchers the strength of meteor shower activity and 

how it might change annually

The Planetary Science Division, part of the 

Science Mission Directorate, studies and 

explores the solar system to better understand 

its history, composition, and the distribution of 

life within it. The division also identifies and characterizes objects in the solar system that pose 

threats to Earth or offer resources for human 

exploration.
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 35

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1.1.8: Demonstrate progress in characterizing the behavior of the Earth 

system, including its various components and the naturally-occurring 

and human-induced forcing that act upon it.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

NASA portfolio assessment guided by an annual external expert review determination of 

contributing programs, missions, and research

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target Significant progress demonstrated

Achieved Demonstrated 

as planned in 

2 areas

Areas contributing to performance goal in FY 2020

1. Annual external expert review of programs, 

missions, and published, peer-reviewed research 

contributing to Performance Goal 1.1.8.

2. Complete the mission success criteria for Ice, 

Cloud and land Elevation Satellite (ICESat)-2.

Areas contributing to performance goal in FY 2021

1. Annual external expert review of programs

missions, and published, peer-reviewed research 

contributing to Performance Goal 1.1

2. Complete Gravity Recovery and Climat

Experiment Follow-On (GRACE-FO) mission success criteria

Planned areas contributing to performance goal in FY 

2022

1. Annual external expert review of programs

missions, and published, peer-reviewed research 

contributing to Performance Goal 1.1

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal as determined by 

the assessment of progress performed by the 

Earth Science Advisory Committee in October 

2020. Below are examples of scientific progress

reported in FY 2020

Leveraging a time series of Landsat satellite 

data, researchers mapped deforestation and 

natural disturbance in the Amazon rainforest 

from 1995 to 2017. They found that the area of

disturbed forest is 44–60 percent more than 

previously realized, indicating an unaccounted-for source of global carbon emissions and 

more pervasive damage to forest ecosystems

Another study used Landsat time series to map 

the drivers of mangrove forest loss, one of the 

most carbon dense ecosystems. The scientists

estimated that 62 percent of global mangrove 

losses between 2000 and 2016 resulted from 

land-use change, primarily through conversion to aquaculture and agriculture, and that 

up to 80 percent of these human-driven losses 

occurred within six Southeast Asian nations, 

reflecting regional policy of enhancing aquaculture to support economic development

The Earth Science Division, part of NASA’s 

Science Mission Directorate, delivers the technology, expertise, and global observations that 

help researchers map the connections between 

Earth’s vital processes and the effects of ongoing 

natural and human-caused changes.

Using data from the ICESat and ICESat-2 laser altimeters, scientists precisely measured how much ice has been lost from ice sheets in Antarctica 

and Greenland between 2003 and 2019. The Antarctic Peninsula, seen here, 

was one of the fastest changing regions of the continent. Photo Credit: NASA’s 

Goddard Space Flight Center/K. Ramsayer
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 36

Enable

Researchers used Ice, Cloud and land Elevation 

Satellite (ICESat)-2 data for insight into trends 

of ice sheets, such as unified estimates of 

grounded and floating ice mass change from 

2003 to 2019. Their analysis reveals patterns

likely linked to competing climate processes: ice 

loss from coastal Greenland (increased surface 

melt), Antarctic ice shelves (increased ocean 

melting), and Greenland and Antarctic outlet 

glaciers (dynamic response to ocean melting) 

was partially compensated by mass gains over 

ice sheet interiors (increased snow accumulation). Losses outpaced gains, with grounded-ice

loss from Greenland (200 billion tons per year) 

and Antarctica (118 billion tons per year) contributing 14 millimeters to sea level. Mass lost

from West Antarctica’s ice shelves accounted 

for more than 30 percent of that region’s total

Quantifying changes in ice sheets and identifying the climate drivers is central to improving 

sea level projections

Researchers showed reductions in satellite 

measurements of nitrogen dioxide pollution 

over China before and after the Lunar New Year

The observed reduction in 2020 was approximately 20 percent larger than the typical 

holiday-related reduction and was related to 

changes in human behavior due to the outbreak of COVID-19. Nitrogen dioxide is a measure of economic activity, as nitrogen dioxide is

primarily emitted from fossil fuel consumption, 

and the authors related this nitrogen dioxide 

reduction not only to the imposition of provincial lockdowns, but also to the reporting of the 

first of COVID-19 cases in each province that 

preceded the lockdowns. Both actions were

associated with nearly the same magnitude of 

reductions

In 2002, the Río Cauto Delta, pictured here in a January 2020 Landsat 8 image, 

was named a Ramsar site – an internationally recognized wetland of importance. The delta is home to numerous species of mangroves. Image Credit: 

NASA Earth Observatory/Lauren Dauphin

Denis Macharia leads a group of Tanzanian government officials through vulnerability mapping on issues like water availability and the selection of hotspot 

communities for adaptation interventions. Photo Credit: Water Resources 

Integration Development Initiative (WARIDI)/Erneus Kaijage

Below: The shores of a refreezing lake on the surface of Zachariae Isstrom in 

northeast Greenland. Photo Credit: NASA/Jeremy Harbeck
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 37

Enable

1.1.9: Demonstrate progress in enhancing understanding of the interacting processes that control the behavior of Earth system, and in utilizing the enhanced knowledge to improve predictive capability.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

NASA portfolio assessment guided by an annual external expert review determination of 

contributing programs, missions, and research

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target Significant progress demonstrated

Achieved Demonstrated 

as planned in 

3 areas

Areas for external review panel determination in 

FY 2020

1. Annual external expert review of programs, 

missions, and published, peer-reviewed research 

contributing to Performance Goal 1.1.9.

2. 40% of Earth science applications projects 

advance one Applications Readiness Level (ARL), 

with 3 projects advancing to ARL 8 or 9.

3. Customer satisfaction rating for the Earth 

Observing System Data and Information System 

(EOSDIS) exceeds the most recently available 

Federal Government average rating of the 

American Customer Satisfaction Index.

List of areas contributing to Performance Goal 1.1.9 in 

FY 2021

1. Annual external expert review of programs

missions, and published, peer-reviewed research 

contributing to Performance Goal 1.1

2. 40% of Earth science applications project

advance one Applications Readiness Level (ARL), 

with 3 projects advancing to ARL 8 or 9

3. Customer satisfaction rating for the Eart

Observing System Data and Information System 

(EOSDIS) exceeds the most recently available 

Federal Government average rating of the 

American Customer Satisfaction Index

List of areas contributing to Performance Goal 1.1.9 in 

FY 2022

1. Annual external expert review of programs

missions, and published, peer-reviewed research 

contributing to Performance Goal 1.1

2. 40% of Earth science applications project

advance one Applications Readiness Level (ARL) 

with 3 projects advance to ARL 8 or 9

3. Customer satisfaction rating for the Eart

Observing System Data and Information System 

(EOSDIS) exceeds the most recently available 

Federal Government average rating of the 

American Customer Satisfaction Index

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal as determined by 

the assessment of progress performed by the 

Earth Science Advisory Committee on October 

22, 2020. Below are examples of scientific progress reported in FY 202

The increase in high-tide flooding has been 

attributed to both global warming tendencies and sea level rise, as well as inter-annual 

and decadal climate and ocean fluctuations

Scientists developed a probabilistic projection 

model, which formed the basis of the NASA 

Flooding Days Projection Tool ,to allow decision 

makers to assess how sea level rise and other 

factors will affect the frequency of high-tide 

flooding in coming decades on a location-specific basis. The projections are based on an

analysis of astronomical tides and other natural 

fluctuations in tide gauge data in combination 

with sea level rise projections based on climate 

models and climate assessments. The tool is

designed to be flexible and adapt to the user’s 

needs by allowing for results to be viewed 

for multiple sea level rise projections across a 

range of flooding thresholds

Nitrogen oxide (NOx

) are a family of gases 

that play a major role in air pollution. They are

emitted by vehicle engines and industrial processes. Scientists used Aura Ozone Monitoring

Instrument (OMI) observations of nitrogen dioxThe Earth Science Division, part of NASA’s 

Science Mission Directorate, delivers the technology, expertise, and global observations that 

help researchers map the connections between 

Earth’s vital processes and the effects of ongoing 

natural and human-caused changes.
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 38

Enable

ide (NO2) from a new high-resolution product 

to show that NOx lifetime in approximately 30 

North American cities has changed between 

2005 and 2014. They saw significant changes

in NOx lifetime in North American cities that 

are of the same order as changes in NOx emissions over the same time periods. The pattern

of these changes suggests that NOx-limited 

chemistry dominates North American urban 

plumes and also demonstrates that the change 

in NOx lifetime must be accounted for when 

relating NOx emissions and concentrations

A new study applied machine learning—in 

particular, a clustering algorithm that filtered 

through a vast quantity of data—to identify 

patterns in the ocean that have similar physics

The results show that there are five clusters 

that compose 93.7 percent of the global ocean,

such as those driven by the balance between 

the wind pressure on the surface of the ocean 

and the bottom torques. This consistency

allowed guiding and testing of the machine 

learning algorithm using classical ocean physics 

principles, building a helpful bridge between 

machine learning and oceanography

The graph above shows the number of days per year that sea level in Honolulu, HI is projected to exceed 52cm above MHHW. Image Credit: University of Hawaii 

Sea Level Center
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 39

Enable

1.1.10: Achieve critical milestones of Science Mission Directorate major 

projects.

2015 2016 2017 2018 2019 2020

Green Green Yellow Green Green Yellow

Number of critical milestones completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 10 12 12

Achieved 8

List of major projects critical milestones FY 2020

1. Complete Interstellar Mapping and Acceleration 

Probe (IMAP) Key Decision Point (KDP)-B review.

2. Complete the 2016 Medium Explorer (SPHEREx) 

Announcement of Opportunity Key Decision 

Point (KDP)-C review.

3. Complete the Europa Clipper mission Critical 

Design Review (CDR).

4. Complete the Lucy mission Critical Design 

Review (CDR).

5. Launch the Mars 2020 mission.

6. Complete the Psyche mission Critical Design 

Review (CDR).

7. Complete the Double Asteroid Redirection Test 

(DART) mission Key Decision Point (KDP)-D 

review.

8. Award the second Commercial Lunar Payload 

Services (CLPS) mission task order.

9. Complete the Landsat 9 Key Decision Point 

(KDP)-D review.

10. Complete the Sentinel-6A satellite Flight 

Acceptance Review.

11. Complete the Surface Water and Ocean 

Topography (SWOT) System Integration Review 

(SIR).

12. Complete the NASA-Indian Space Research 

Organization (ISRO) Synthetic Aperture Radar 

(NISAR) System Integration Review (SIR).

List of major projects critical milestones FY 2021

1. Launch Sentinel-

2. Complete the Landsat 9 Pre-Ship Review (PS

3. Initiate Surface Water and Ocean Topograph

(SWOT) mission Observatory Integration and 

Testing (I&T)

4. Initiate the Plankton, Aerosol, Cloud, ocea

Ecosystem (PACE) mission spacecraft element 

Integration and Testing (I&T)

5. Land the Mars 2020 rover in the Jezero Crater

complete checkout, and begin surface operations

6. Complete the Mars Sample Return mission Ke

Decision Point (KDP)-A review

7. Complete the Double Asteroid Redirection Tes

(DART) mission Pre-Ship Review (PSR)

8. Complete the Europa Clipper mission Critica

Design Review (CDR)

9. Complete the Psyche mission System Integratio

Review (SIR)

10. Complete the Lucy mission Pre-Environmenta

Review (PER)

11. Complete one Dragonfly Mobility radar and lida

performance characterization tests

12. Complete the Interstellar Mapping an

Acceleration Probe (IMAP) Preliminary Design 

Review (PDR)

13. Complete the Spectro-Photometer for th

History of the Universe, Epoch of Reionization 

and Ices Explorer (SPHEREx) Key Decision Point 

(KDP)-C review

14. Complete the two Nancy Grace Roman Spac

Telescope instrument Critical Design Reviews 

(CDRs)

15. Complete the Volatiles Investigating Pola

Exploration Rover (VIPER) mission Key Decision 

Point (KDP)-C review

List of planned major projects critical milestones FY 

2022

1. Complete Sentinel-6B launch vehicle awa

2. Complete Geospace Dynamics Constellatio

(GDC) mission instrument selections

3. Complete the Surface Water and Ocea

Topography (SWOT) mission Operational 

Readiness Review (ORR)

4. Complete the Surface Biology and Geology (SBG

Mission Confirmation Review (MCR)

5. Complete the Mars Sample Return mission Ke

Decision Point (KDP)-B review

6. Launch the Double Asteroid Redirection Tes

(DART) mission

7. Complete the Europa Clipper mission Syste

Integration Review (SIR)

NASA’s Science Mission Directorate conducts 

scientific exploration that is enabled by observatories in Earth orbit and deep space, spacecraft 

visiting the Moon and other planetary bodies, 

and sample return missions.
Part 2—Strategic Goal 1

NASA’s FY 2022 Volume of Integrated Performance 40

Enable

8. Complete the Psyche mission Pre-Ship Revie

(PSR)

9. Launch the Lucy missi

10. Complete one Dragonfly mission instrumen

Preliminary Design Review (PDR)

11. Complete the Interstellar Mapping an

Acceleration Probe (IMAP) Critical Design Review 

(CDR)

12. Complete the telescope for the Nancy Grac

Roman Space Telescope

13. Complete the Volatiles Investigating Pola

Exploration Rover (VIPER) Critical Design Review 

(CDR)

14. Deliver the NASA-Indian Space Researc

Organization (ISRO) Synthetic Aperture Radar 

(NISAR) Radar payload to ISRO

15. Award Payloads and Research Investigations o

the Surface of the Moon (PRISM)-2A Commercial 

Lunar Payload Services (CLPS) mission task 

order

FY 2020 Performance Progress

NASA achieved 8 of the 12 milestones planned 

for FY 2020. Beginning in April 2020, NASA and

its partners limited hands-on work to prioritized 

projects, following health guidance from the 

Centers for Disease Control and Prevention, 

to help protect the workforce from COVID-19 

impacts. As a result of the change of operations,

some projects did not achieve their milestones

NASA delayed the SPHEREx KDP-C review to 

the first quarter of FY 2021 due to COVID-19 

impacts and the loss of the originally selected 

telescope vendor. The SIRs for SWOT and NISA

also were delayed until FY 2021 due to COVID19 impacts. In addition, the Europa Clippe

CDR was postponed to December 2020 due to 

delays in finalization of the launch vehicle selection for the mission and the associated uncertainties in the design of launch vehicle-specific 

mission elements

The Lucy CDR was completed in October 2019 

and the KDP-B review for IMAP was completed in January 2020. NASA awarded the

second CLPS mission task order in April. The

Psyche CDR and Landsat-9 KDP-D review were 

completed in May, and the KDP-D review for 

the DART mission and the Flight Acceptance 

Review, now referred to as the Qualification 

and Acceptance Review, for Sentinal-6 Michael 

Freilich were in July. Mars 2020 Perseveranc

launched on July 2020 on its way to the Red 

Planet. (Watch the launch on YouTube

Inside the Payload Hazardous Servicing Facility at NASA’s Kennedy Space 

Center in Florida, the Backshell-Powered Descent Vehicle and Entry Vehicle 

assemblies were prepared to be attached to the Mars Perseverance rover on 

May 4, 2020. The cone-shaped backshell contains the parachute, and along 

with the mission’s heat shield, provides protection for the rover and descent 

stage during Martian atmospheric entry. The Mars Perseverance rover was 

scheduled to launch in mid-July atop a United Launch Alliance Atlas V 541 

rocket from Pad 41 at nearby Cape Canaveral Air Force Station. The rover is 

part of NASA’s Mars Exploration Program, a long-term effort of robotic exploration of the Red Planet. The rover will search for habitable conditions in the 

ancient past and signs of past microbial life on Mars. The Launch Services 

Program at Kennedy is responsible for launch management. Photo Credit: 

NASA/Christian Mangano

Wheels are installed on NASA’s Mars Perseverance rover inside Kennedy 

Space Center’s Payload Hazardous Servicing Facility on March 30, 2020. 

Photo Credit: NASA
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NASA’s FY 2022 Volume of Integrated Performance 41

Enable

1.1.11: Complete shipment of the James Webb Space Telescope in 

preparation for launch in FY 2022.

2015 2016 2017 2018 2019 2020

Green Yellow Yellow Green Green Yellow

Complete development milestones

Execution Planned

Fiscal Year FY 2020

Agency Priority Goal

FY 2021 FY 2022

Target 4 4 4

Achieved 3

List of major projects critical milestones FY 2020

1. Complete second sunshield membrane deployment and folding.

2. Complete deployment #2 of telescope deployable tower assembly.

3. Complete observatory pre-environmental test 

review.

4. Complete observatory vibration and acoustics 

testing.

List of major projects critical milestones FY 2021

1. Initiate observatory post-environment testin

deployments

2. Complete final comprehensive system te

3. Complete sunshield folding in preparation fo

final stow for shipment

4. Complete shipment of observatory to launch si

List of development milestones for FY 2022

1. Launch observato

2. Complete main observatory deploymen

3. Complete commissioni

4. Initiate prime mission science progr

FY 2020 Performance Progress

NASA achieved three of the four FY 2020 milestones focused on testing Webb prior to its 

launch

NASA completed the deployment and re-folding of the second sunshield on January 2, 2020

In parallel, preparations continued for the 

replacement of the spacecraft Traveling Wave 

Tube Amplifier (TWTA), the command and 

telemetry processor (CTP), and for the observatory environmental testing

COVID-19 impacted the Northrop Grumman 

work schedule, causing delays to observatory 

testing in March 2020. The work schedule was

limited to one shift per day for integration and 

test (I&T) touch labor and one shift for planning 

and documentation. Several key observatory

tests, including a second test deployment 

of the telescope deployable tower assembly, 

were delayed. In June 2020, the work schedule

returned to two full shifts and the team was 

able to complete key milestones. NASA then

completed the observatory environmental testing, consisting of acoustics and sine-vibration 

testing on October 2, 2020

NASA planned to assess the program’s progress 

in April 2020 as Webb schedule margins grew 

tighter in fall 2019. However, NASA postponed

the April assessment due to the COVID-19 pandemic. Based on a risk assessment completed

in July, NASA determined that—due to facility 

closures, reduced shifts to protect the workforce, and the ongoing impacts of COVID-19—a 

launch during the second quarter in FY 2021 

was no longer feasible and moved the launch 

readiness date to the first quarter in FY 2022, 

with no requirement for additional funds. (Read

NASA’s July 16, 2020, announcement.) NASA

has revised the goal statement and the FY 2021 

milestones to reflect this new launch readiness 

date. On-orbit checkout and observatory commissioning, part of the original goal statement,

will take place in FY 2022

For more information about NASA’s progress 

toward achieving this agency priority goal is 

available at the Trump Archive on Performance

gov

The James Webb Space Telescope, a program 

under the Science Mission Directorate, will be 

the premier observatory of the next decade. The 

large infrared telescope is an international collaboration between NASA, the European Space 

Agency (ESA), and the Canadian Space Agency 

(CSA).
Part 2—Strategic Goal 1 

NASA’s FY 2022 Volume of Integrated Performance 42

 Discover

The International Space Station (ISS), a laboratory in low Earth 

orbit where crew members have lived and worked for almost 20 

continuous years. The ISS is a platform for allows for research on

the role of gravity in physical and biological systems, Earth and 

space observation, and technology development. As a research

and technology development facility, the ISS provides the capability for human-tended, long-duration space-based research, 

which is critical to the research and development of technologies supporting Artemis and future deep space exploration. ISS

research also supports investigations in human physiology and 

biotechnology. As NASA’s only current long-duration, crewed

orbital testbed, the ISS is used by researchers to study the effects 

of long-duration exposure to the space environment on the 

crew and devise and test countermeasures to offset health risks

NASA’s strategy for prioritizing and enabling fundamental physical and biological systems research is guided by several studies 

released by the National Academies over the past two decades, 

including the 2011 Decadal survey

In spring 2020, NASA determined that it was showing satisfactory progress in its efforts to achieve this strategic objective. In

the near term, NASA has funded and is performing research 

studies that address the known risks as defined by the current 

human exploration plan. The Agency has well established outreach to industry, academia, and international agencies and

LEAD OFFICE

Human Exploration and Operations 

Mission Directorate (HEOMD) with 

support from the Science Mission 

Directorate (SMD)

GOAL LEADER

Karen Flynn, Deputy Associate 

Administrator for Management, SMD

Above: A prototype of Organic Processor Assembly (OPA) – technology capable of treating mixed organic wastes – arrives at the Neil Armstrong Operations and 

Checkout Building at NASA’s Kennedy Space Center in Florida on August 19, 2020. At the heart of the OPA is an anaerobic membrane bioreactor, a hybrid technology 

that couples anaerobic digestion with membrane filtration. Photo Credit: NASA/Cory Huston

Strategic Objective 1.2: Understand the responses of

physical and biological systems to spaceflight
Part 2—Strategic Goal 1 Discover

NASA’s FY 2022 Volume of Integrated Performance 43

will continue to leverage these partnerships to 

advance physical and biological studies. This

fiscal year, NASA will establish nearly a dozen 

broad-based partnerships with other U.S. government agencies, private industry, and international partners to advance scientific resear

NASA continues to develop the parameters of 

the next Decadal study on physical and life sciences; the outcome of the Decadal report will 

inform future research priorities

NASA’s future strategy for this objective will 

include commercialization of low Earth orbit 

and new Space Act Agreements for testing 

the marketplace for commercially viable low 

Earth orbital platforms to advance human subject, biological, and physical science research 

beyond the ISS program. NASA’s plans for

human exploration beyond low Earth orbit 

include investigating biological responses of 

living organisms (yeast) to the increased radiation environment of deep space with the 

BioSentinel cubesat launch on Artemis 1. Once

established, the cislunar Gateway will provide a 

deep space platform to complement groundbased and ISS research

Strategic Objective 1.2 activities have been

impacted due to the COVID-19 pandemic, 

including delays in development of hardware 

scheduled to launch to ISS, with associated cost 

impacts. Extensions of grant funding to the

research community will be required to accommodate the delays in the execution of the investigations on ISS

Note: FY 2018—FY 2020 contribute to Strategic Objective 1.2, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.

Summary of Progress for Performance Goals Contributing to Strategic Objective 1.2, FY 2014—2020
Part 2—Strategic Goal 1 Discover

NASA’s FY 2022 Volume of Integrated Performance 44

1.2.1 [Ends in FY 2021]: Advance scientific research with the potential 

to understand the responses of physical and biological systems to 

spaceflight.

2015 2016 2017 2018 2019 2020

Yellow Red Yellow Green Red Red

Number of peer reviewed published studies

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 500 360 Discontinued

Achieved 360

*NASA is developing a new strategic plan and anticipates 

replacing this objective.

FY 2020 Performance Progress

During FY 2020, significantly fewer than anticipated studies by NASA-supported investigators 

were published or accepted for publication in 

peer-reviewed journals. The pace of research

slowed starting in April as facilities closed and 

institutions shifted to remote operations to 

protect staff during the COVID-19 pandemic

Research dependent on laboratory access was 

stopped or delayed. As a result, investigators

submitted fewer studies to peer-reviewed journals. NASA astronaut and Expedition 62 Flight Engineer Jessica Meir gathers frozen

research samples stowed in an International Space Station science freezer 

for loading inside the SpaceX Dragon resupply ship and return to Earth for 

scientific analysis. Photo Credit: NASA

The Division of Biological and Physical Sciences, 

part of the Science Mission Directorate, administers the Space Biology Program and Physical 

Sciences Program. The Human Research 

Program, part of the Human Exploration and 

Operations Mission Directorate, studies the best 

methods and technologies to support safe, productive human space travel.

NASA astronaut Shane Kimbrough 

sets up hardware for the SUBSA physics investigation that examines the 

mechanisms behind solidification of 

brazing alloys in microgravity inside the 

Microgravity Science Glovebox. Photo 

Credit: NASA
SpaceX Crew-1 Pilot and Expedition 64 Flight Engineer Victor Glover of NASA sips on a water bag while familiarizing 

himself with systems and procedures during his first week aboard the International Space Station International Space 

Station (ISS). NASA is using the ISS to demonstrate technologies and capabilities for long-term exploration of the Moon 

and other destinations. Photo Credit: NASA EXPLORE

STRATEGIC GOAL 2

Extend human presence deeper 

into space and to the Moon for 

sustainable long-term exploration 

and utilization.
Part 2—Strategic Goal 2

NASA’s FY 2022 Volume of Integrated Performance 46

Explore

LEAD OFFICE

Human Exploration and Operations 

Mission Directorate (HEOMD)

GOAL LEADER

Altonell (Toni) Mumford, Deputy 

Associate Administrator for 

Management, HEOMD

Above: The Canadarm2 with the Dextre robotic hand attached, seemingly protrudes from the side of the International Space Station as the orbiting complex soared 

263 miles above the South Pacific Ocean. Photo Credit: NASA

NASA is enabling the development of a space-based low Earth 

orbit economy by establishing the infrastructure necessary for 

a transition from operations aboard the International Space 

Station (ISS) to one or more future commercial platforms, while 

continuing to leverage ISS for research and technology development. NASA is maximizing ISS utilization and throughput,

using diverse commercial acquisition strategies, and offering 

customers research capacity in both space and Earth-similar 

laboratories. NASA is also working to develop a healthy commercial supplier base for low Earth orbit activities and looking for

ways to eliminate barriers to commercialization. All aspects of

crew health are holistically managed, including implementation 

of a comprehensive health care program for astronauts, and the 

prevention and mitigation of negative, long-term health consequences of space flight

In spring 2020, NASA determined that there was satisfactory 

progress for this strategic objective. NASA’s strategy for this

objective is to implement an ISS commercial use and pricing 

policy; quantify NASA’s long-term needs for activities in low 

Earth orbit; encourage and accommodate private astronaut 

missions to the ISS; partner with industry to both begin developing commercial low Earth orbit destinations and leverage ISS 

capabilities; and stimulate the growth of sustainable demand for 

products and services in the low Earth orbit economy

Strategic Objective 2.1: Lay the foundation for

America to maintain a constant human presence in 

low Earth orbit enabled by a commercial market
Part 2—Strategic Goal 2

NASA’s FY 2022 Volume of Integrated Performance 47

Explore

NASA will also continue providing cargo and 

crew transportation capabilities that support 

ISS operations and the establishment of a 

commercial low Earth orbit economy. In FY

2020, NASA completed activities against each of 

these strategy elements

In support of NASA’s strategy to open the ISS for 

commercial use, NASA selected a commercial 

partner to provide at least one habitable commercial module. The module will attach to the

ISS and will demonstrate the beginning of the 

ability to provide products and services that are 

purchased by NASA and other customers. NASA

is providing seed money to eight proposals with 

the potential to stimulate sustainable demand 

for low Earth orbit products and services 

and has allocated five percent of NASA’s ISS 

resources for commercial use

There have been impacts to Strategic Objective 

2.1 due to the COVID-19 pandemic. Whil

NASA’s response to COVID-19 restricted access 

to some NASA and contractor facilities, mission specific work continued to be performed 

in support of the successful SpaceX Demo-2 

launch, mission operations, and safe return 

of the crew. (Watch highlights of Demo-2 on

YouTube.

Note: FY 2018—FY 2020 contribute to Strategic Objective 2.1, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.

Summary of Progress for Performance Goals Contributing to Strategic Objective 2.1, FY 2014—2020

This image shows the planned configuration of six iROSA solar arrays intended 

to augment power on the International Space Station. The roll-up arrays arrive 

on the SpaceX-22 resupply mission. Image Credit: NASA/Johnson Space 

Center/Boeing

Expedition 65 Flight Engineers, Thomas Pesquet from ESA, and Megan 

McArthur from NASA, are pictured inside BEAM, the Bigelow Expandable 

Activity Module. Photo Credit: NASA
Part 2—Strategic Goal 2

NASA’s FY 2022 Volume of Integrated Performance 48

Explore

2.1.1: Initiate technology demonstrations on the International Space 

Station to advance deep space exploration.

2015 2016 2017 2018 2019 2020

Green Green Green Green Yellow Green

Number of research and technology demonstrations conducted

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 5 5 5

Achieved 5

FY 2020 Performance Progress

NASA met the FY 2020 target by demonstrating 

five technologies aboard the ISS: 

■ Spacecraft Fire Safety IV (Saffire IV)

studied how fires spread in space

■ Charcoal HEPA Integrated Particle 

Scrubber (CHIPS) filters tested 

to scrub the air in Node 3

■ Urine Transfer System, which is part of 

a new toilet system, helps automate 

waste management and storage

■ BioMole Facility tested a possible replacement for current 

microbial monitory systems

■ Water Processor Assembly (WPA)—

part of the Environmental Control 

and Life Support System—MultiFilter (MF) single bed operation

The International Space Station (ISS) Program, 

part of NASA’s Human Exploration and 

Operations Mission Directorate, plans, develops, 

and manages the capabilities that support the 

expanding commercial use of the ISS.

Universal Waste Management System (UWMS), NASA’s 

new space toilet. 1. Lid, 2. Seat, 3. Urine pretreat tank, 

4. Urine hose, 5. Urine funnel attaches here (funnel not 

shown), 6. Urine Transfer System (UTS) attaches here. 

Photo Credit: NASA
Part 2—Strategic Goal 2

NASA’s FY 2022 Volume of Integrated Performance 49

Explore

2.1.2: Enable a robust commercial low Earth orbit economy in which 

transportation, habitation, and on-orbit services are available for purchase by NASA and other customers.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Red

Number of milestones met

Execution Planned

Fiscal 

Year

FY 2020

Agency Priority Goal

FY 2021 FY 2022

Target 4 4 4

Achieved 2

List of development milestones for FY 2020

1. Make awards for the port solicitation – NextStep 

2 Broad Agency Announcement (Appendix I).

2. Make awards for the free-flyer solicitation – 

NextStep 2 Broad Agency Announcement 

(Appendix K).

3. Initiate astronaut training for initial private 

astronaut mission under a reimbursable space 

act agreement.

4. Both commercial crew industry partners complete demonstration missions.

List of development milestones for FY 2021

1. Update and release the commercial pricing poli

2. Release the Request for Proposal (RFP) fo

Commercial LEO Destinations Phase 1

3. Finalize mission order for the first private astronaut mission to the International Space Statio

(ISS)

List of development milestones for FY 2022

1. Complete required partnership agreement

with other government agencies for commercial 

activities

2. Initialize the free-flyer project mileston

3. Successfully complete the second provider commercial test flight laun

4. Commercial LEO Development program milestone T

FY 2020 Performance Progress

NASA completed two of the four FY 2020 milestones for this agency priority goal

In January 2020, NASA awarded a contract

through the Next Space Technologies for 

Exploration Partnerships (NextSTEP)-2 Broad 

Agency Announcement (Appendix I) to Axiom 

Space to provide at least one habitable commercial module to be attached to the ISS. The

module will be attached to the ISS’s Node 2 forward port to demonstrate its ability to provide 

products and services as NASA transitions the 

ISS to commercial and marketing opportunities

During the second quarter of FY 2020, NASA 

selected eight awards to stimulate demand 

under the ISS Utilization NASA Research 

Announcement and NextSTEP-2 Appendix J

The awards are designed to help the selected 

companies raise the technological readiness 

level of their products and move them to market, enabling U.S. industry to develop sustainable, scalable, and profitable non-NAS

demand for services and products in low Earth 

orbit. The awards for the free-flyer solicitation

(NextSTEP-2 Appendix K), the third milestone 

for this agency priority goal, has been delayed 

until FY 2021

NASA signed a reimbursable Space Act 

Agreement with a commercial company that 

will provide astronaut training for private astronaut missions

In May 2020, the SpaceX Crew Dragon Endeavor 

spacecraft successfully delivered astronauts 

Doug Hurley and Bob Behnken to the ISS

In August, the spacecraft carrying the two 

astronauts safely splashed down into the Gulf 

of Mexico. (Watch highlights of Demo-2 on

YouTube.) While SpaceX successfully completed

their commercial crewed demonstration flight 

to the ISS, Boeing did not complete a crewed 

demonstration of their CST-100 Starliner spacecraft. During an uncrewed orbital test flight

conducted in December 2019, the spacecraft 

experienced some anomalies, including intermittent space-to-ground communication 

issues. A joint NASA-Boeing independen

The International Space Station (ISS), Commercial 

Crew, and Low Earth Orbit Commercialization, 

programs under Human Exploration and 

Operations Mission Directorate, are committed 

to continuing the sustained human presence 

in low Earth orbit by through a robust low Earth 

orbit economy.
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A United Launch Alliance Atlas V rocket, topped by the Boeing CST-100 Starliner spacecraft, stand on Space Launch Complex 41 at Florida’s Cape Canaveral Air 

Force Station on December 4, 2019. The vehicle was placed on the launch pad for Boeing’s wet dress rehearsal ahead of the Orbital Flight Test, an uncrewed mission 

to the International Space Station for NASA’s Commercial Crew Program. Photo Credit: Boeing

review team recommended corrective and preventive actions to address in preparation for a second 

uncrewed orbital flight test, which will occur in the first half of FY 2021. Boeing plans to conduct a

crewed orbital flight test in summer 2021. More information about NASA’s progress toward achieving

this agency priority goal is available in the Trump Archive on Performance.go

The SpaceX Crew Dragon spacecraft is seen aboard SpaceX’s GO Navigator recovery ship shortly after splashing down in the Gulf of Mexico off the coast of 

Pensacola, Florida, on August 2, 2020. NASA astronauts, Robert Behnken and Douglas Hurley, spent 62 days aboard the International Space Station for NASA’s 

SpaceX Demo-2 mission, becoming the first astronauts to launch to the orbiting laboratory from U.S. soil since the end of the shuttle program in 2011. The final flight 

test for SpaceX, Demo-2 will pave the way for the Agency to certify the company’s transportation system for regular, crewed flights to the orbiting laboratory. Photo 

Credit: NASA/Mike Downs
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LEAD OFFICE

Human Exploration and Operations 

Mission Directorate (HEOMD)

GOAL LEADER

Altonell (Toni) Mumford, Deputy 

Associate Administrator for 

Management, HEOMD

Strategic Objective 2.2: Conduct human exploration

in deep space, including to the surface of the Moon

Above: At NASA’s Michoud Assembly Facility in New Orleans on January 19, 2021, technicians weld together three cone-shaped panels on Orion’s crew module for 

the Artemis III mission that will use innovative technologies to explore larger areas of the Moon and for longer durations than ever before. The crew module’s primary 

structure, the pressure vessel, is comprised of seven machined aluminum alloy pieces that are welded together through a weld process that produces a strong, airtight habitable space for astronauts during the mission. The pressure vessel is designed to withstand the harsh and demanding environment of deep space, and is 

the core structure upon which all the other elements of Orion’s crew module are integrated. Photo Credit: NASA

NASA’s Artemis program has a goal to return American astronauts to the Moon. NASA will use innovative technologies to

explore larger areas of the Moon and for longer durations than 

ever before. Artemis is a collaborative effort with commercial

and international partners to establish a sustainable lunar exploration capability for long-term exploration of the Moon, followed 

by human missions to other destinations

NASA is designing mission capabilities that will support this 

objective in deep space and enable increasingly complex missions to build knowledge and gain a lasting foothold onto 

Earth's nearest celestial body. Current planned capabilities in

this architecture include exploration ground systems, a launch 

system for crew transportation, a deep-space human-rated crew 

module, a lunar gateway around the Moon, lunar landers, surface mobility systems and a new generation of spacesuits, and 

U.S. commercial launch vehicles for cargo transportation an

to deploy other capabilities in the architecture. NASA will leverage these technical, operational, and human physiology lessons

learned on and around the Moon to prepare for the next giant 

leap

In spring 2020, NASA’s Strategic Review determined that, overall, 

this was a focus area for improvement. NASA has made signif
Part 2—Strategic Goal 2

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icant progress in developing future lunar and 

deep space systems; however, the programs 

developing the Space Launch System (SLS), 

Orion, and Exploration Ground Systems (EGS)

have experienced challenges with cost and 

schedule. NASA continues to make progress

on Artemis and to execute the required design, 

development, and testing of technologies and 

systems necessary for deep space activities

NASA has also made progress on the Artemis 

programs required to support a human lunar 

landing and lunar surface operations for longterm exploration and utilization necessary to 

enable future human missions to Mars. The

design and development of the Gateway architecture has progressed via the completion of 

several element design reviews and the Human 

Landing System (HLS) procurement milestones 

have been completed as scheduled

The Artemis I crew and service module continued final assembly, integration, and test operations at Kennedy Space Center, where the EGS 

utilized technology/new approaches to enable 

Launch Control Center firing room testing to 

accomplish critical work utilizing appropriate 

COVID-19 protocols. The HLS Program completed execution of 11 NextSTEP-2 contracts

with industry. These contracts were designed to

inform HLS lunar lander requirements, mature 

lander designs, and develop component prototypes focused on functions such as cryogenic 

fluid management, precision landing, and 

using technologies. In May 2020, NASA awarded

10-month base period firm-fixed price contracts 

to three companies. The HLS Program worked

with the three companies to finalize requirements and standards for design, construction, 

and safety for the proposed human lander systems. NASA will review each of the HLS partners

designs through the end of 2021 as the next 

step toward refining the human landing system 

returning Americans to the lunar surface

There have been impacts to Strategic 

Objective 2.2 due to the COVID-19 pandemi

Development activities with hardware at the 

Kennedy Space Center and Michoud Assembly 

Facility continued, with appropriate COVID-19 

protocols in place. The delay of the Core Stage

Green Run Hot Fire Test until early 2021, is later 

than anticipated principally due to COVID-19 

stand-down and subsequent work constraints, 

schedule impacts due to historical severe 

weather in the areas (six hurricanes), and technical issues

Note: FY 2018—FY 2020 contribute to Strategic Objective 2.2, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.

Summary of Progress for Performance Goals Contributing to Strategic Objective 2.2, FY 2014—2020
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2.2.1: Advance America’s goal to land the first woman and the next 

man on the Moon by demonstrating the necessary capabilities that 

advance lunar exploration. 

2015 2016 2017 2018 2019 2020

Green Green Green Yellow Red Yellow

Number of critical milestones met

Execution Planned

Fiscal 

Year

FY 2020

Agency Priority Goal

FY 2021 FY 2022

Target 4 4 3

Achieved 3

Development milestones for FY 2020

1. Ship the Artemis I Orion spacecraft to Plum 

Brook Station for testing.

2. Integrated Human Landing System contract 

Awards. (NextSTEP-2, Appendix H)

3. Award Gateway Logistics Contract.

4. Perform Green Run Hot Fire Test. 

Development milestones for FY 2021

1. Complete Artemis I booster segment installations on the Mobile Launch

2. Complete the Space Launch System (SLS) Cor

Stage Green Run hot fire testing

3. Complete SLS Core Stage mate at the Kenned

Space Center

4. Award the Human Launch System (HLS) Optio

A

List of development milestones for FY 2022

1. Launch Artemis

2. Complete the Artemis II interim Cryogeni

Propulsion Stage

3. Complete the Artemis II Module/Service Modul

mate

FY 2020 Performance Progress

NASA had schedule delays during FY 2019 that 

resulted in it not achieving this agency priority 

goal. The green run hot-fire test for the SLS’s

core stage is now planned to be completed 

during the first quarter of FY 2021. First-time

assembly challenges in constructing the engine 

section delayed completion of the core stage 

and shipment to NASA’s Stennis Space Center, 

where the test will be conducted

On July 2, NASA successfully completed the 

Ascent Abort-2 test. The Launch Abort System’s

three motors fired, propelling a test version of 

Orion away from a booster. The abort system is

designed to pull the crew vehicle away from a 

speeding launch vehicle in the unlikely event of 

an emergency during ascent. (Watch a video of

the test taken from mid-air.

NASA was delayed in rolling the mobile 

launcher from Launch Complex 39 to the 

Vehicle Assembly Building (VAB). Throughout

the fiscal year, NASA conducted verification 

and validation testing on the Mobile Launcher, 

and in June 2019, the mobile launcher took the 

10-hour trip from the VAB to Launch Complex 

39 for additional verification and validation

This testing took longer than expected, and 

in August, NASA had to move the Mobile 

Launcher back to the Vehicle Assembly 

Building (before testing was complete) to 

protect it from hurricane Dorian. As a result of

these schedule impacts, NASA will not complete testing until the first quarter of FY 2020

More information about NASA’s progress 

toward achieving this agency priority goal is 

available at the Trump Archive on Performance

gov

Artemis is led by the Human Exploration and 

Operations Mission Directorate and includes programs under Explorations Systems Development 

(see HEO Programs) and Advanced Exploration 

Systems. It is supported by the Science Mission 

Directorate and the Space Technology Mission 

Directorate. 

The first solid rocket booster test for SLS missions beyond Artemis III is seen 

here during a two-minute hot fire test on September 2, 2020, at the T-97 

Northrop Grumman test facility in Promontory, Utah. Photo credit: NASA/

Northrop Grumman/Scott Mohrman
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2.2.2 [Ends in FY 2021]: Commence lunar surface technology demonstrations to enable a sustainable lunar surface exploration strategy. 

2015 2016 2017 2018 2019 2020

None before FY 2019 Yellow

Number of critical milestones met

Execution Planned

Fiscal 

Year

FY 2020

Agency Priority Goal

FY 2021 FY 2022

Target 4 2 PG 

Discontinued*

Achieved 3

*NASA is developing a new strategic plan and anticipates replacing this objective.

List of development milestones for FY 2020

1. Plan strategy for APG coordinated with the 

President’s Budget Release.

2. Complete onramp of additional CLPS providers 

to enhance lunar delivery capability. 

3. Complete Autonomous Mobility Field Test.

4. Conduct Exploration Extravehicular Mobility Unit 

(xEMU) Systems Requirements Review.

List of development milestones for FY 2021

1. Complete Precision Landing suborbital demonstrati

2. Prepare hardware for flight demonstration fo

lunar polar water mining technology

FY 2020 Performance Progress

NASA fell short of achieving the FY 2020 target 

for this two-year agency priority goal, completing three of the four milestones due to the 

impacts of the COVID-19 pandemic

In November 2019, NASA added five companies to the Commercial Lunar Payload Services 

(CLPS) contract to perform commercial deliveries of payloads to the surface of the Moon, 

bringing the total number of companies on the 

CLPS contract to 14. All 14 companies are now

eligible to compete on future task orders for the 

delivery of payloads to the lunar surface. This

on-ramp to CLPS not only expanded the competitive pool, but also enhanced the landing 

performance capabilities

In December, the NASA Executive Council 

approved the Agency’s strategy for meeting this agency priority goal, in coordination 

with the President’s Budget Release. The

approval included NASA’s approach to managing and coordinating across three mission 

directorates—the Space Technology Mission 

Directorate, Science Mission Directorate, and 

Human Exploration and Operations Mission 

Directorate—and three strategic elements: 

gradual capability buildup, scientific exploration, and commercial partnerships

On December 19-20, NASA also conducted the 

Systems Requirements Review (SRR) for the 

xEMU, a next-generation spacesuit to support 

the Artemis program

NASA did not complete the autonomous mobility field tests of the Autonomous Pop-Up Flat 

Folding Explorer Robot (A-PUFFER) during FY 

2020. The A-PUFFER team conducted the first

set of field tests during the second quarter of 

the fiscal year. Additional testing was scheduled for May 2020, but was delayed due to the

pandemic-related closure of the Jet Propulsion 

Laboratory (JPL), in Pasadena, California. When

JPL began partial reopening, the team submitted a request to conduct additional testing in 

July, with an operations safety plan describing 

how the testing could be conducted outside 

while maintaining social distance. The team

remained on a waiting list; however, additional COVID restrictions were put in place at 

JPL which further delayed the final A-PUFFER 

demo. The project has been granted a no-cost

extension and hopes to have the final demo 

completed by early next year

More information about NASA’s progress 

toward achieving this agency priority goal is 

available at the Trump Archive on Performance

gov

This agency priority goal is jointly led by the 

Space Technology Mission Directorate (STMD)

and the Science Mission Directorate (SMD), 

with support from the Human Exploration and 

Operations Mission Directorate (HEOMD).
DEVELOP

Technicians at Lockheed Martin’s Skunk Works factory in Palmdale, California, examine the cockpit section of NASA’s 

X-59 Quiet SuperSonic Technology research airplane. In this view the camera is looking toward the rear of the aircraft. 

The yellow-green metal are the wing’s internal structural ribs, while the gray metal in the foreground marks the cockpit’s interior. An ejection seat from a retired NASA T-38 training jet will eventually be installed in the cockpit along with 

the airplane’s avionics. Lockheed Martin is assembling the experimental aircraft for NASA in anticipation of its first flight 

some time in mid-2022. Designed to produce quiet sonic “thumps” when flying supersonic, the X-59 will be flown over 

select communities to measure public perception of the sound. Results will be given to regulators to use in determining 

new rules that could allow commercial faster-than-sound air travel over land. Photo Credit: Lockheed Martin

STRATEGIC GOAL 3

Address national challenges and 

catalyze economic growth.
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Technology drives exploration to the Moon, Mars and beyond

As NASA embarks on its next era of exploration, the Agency 

is advancing technologies and testing new capabilities at 

the Moon that will be critical for crewed missions to Mars

Investments in revolutionary, American-made space technologies also provide solutions on Earth. NASA makes its space tech

available to commercial companies to generate real world benefits. NASA’s success strategy for this strategic objective includes

partnership, engaging and inspiring thousands of entrepreneurs, researchers and innovators. The Agency fosters a community of America’s best and brightest working on the Nation’s

toughest challenges and closing technology gaps in multiple 

mission architectures. Additionally, NASA’s strategy for this strategic objective, with guidance from external groups, includes a

merit-based competition model with a portfolio approach spanning a range of discipline areas and technology readiness levels

NASA’s 2020 Strategic Review resulted in a continued rating 

of satisfactory performance. NASA continued to develop and

transfer technologies, with a greater focus on supporting lunar 

landing goals. These technology investments continue to serve

as a catalyst for the new technology required for the varied mission architecture needs of multiple stakeholders. NASA remains

focused on building partnerships to identify and close technolLEAD OFFICE

Space Technology Mission Directorate 

(STMD) 

GOAL LEADER

Mike Green, Deputy Associate 

Administrator for Management, STMD

Strategic Objective 3.1: Develop and transfer

revolutionary technologies to enable exploration 

capabilities for NASA and the Nation

Above: The 109th CubeSat (small satellite) selected through NASA’s CubeSat Launch Initiative deployed July 13, 2020. The Technology Education Satellite 10 

(TechEdSat-10) deployed from the International Space Station via the commercially developed Nanoracks CubeSat Deployer. TechEdSat-10 (pictured above) is a 6U 

CubeSat that flew as a payload aboard Northrop Grumman’s 13th (NG-13) Commercial Resupply Mission, which launched February, 15, 2020. This small satellite 

mission will test radio communication (‘Lunar’ and ‘Mars’ radios, wireless sensor technologies and internal Wi-Fi), precision deorbit technologies, radiation-tolerant 

electronics, and hardware for future artificial intelligence space experiments. It has seven transmitters, eight microprocessors, and the largest capacity power system 

of all similarly sized NASA CubeSats. Photo Credit: NASA
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ogy gaps in multiple mission architectures as 

well as to establish public-private partnerships 

with the U.S. aerospace industry to leverag

private investment. NASA continues to invest in

a portfolio approach to space technology, spanning a range of discipline areas and technology 

readiness levels. Specific examples of recent

accomplishments under this strategic objective 

include three on-orbit technology demonstrations (i.e., Deep Space Atomic Clock (DSAC)

Green Propellant Infusion Mission (GPIM), 

and Robotic Refueling Mission 3 (RRM3)); four 

more technology demonstrations successfully 

launched on the Mars 2020 mission (i.e., Mar

Oxygen In-Situ Resource Utilization Experiment 

(MOXIE), Terrain Relative Navigation (TRN), Mars 

Entry, Descent, and Landing Instrumentation 

2 (MEDLI2) and Mars Environmental Dynamics 

Analyzer (MEDA)); 14 Tipping Point partnerships for Moon and Mars technologies, with 

more planned; and ongoing development of 

lunar surface capabilities, including tests of 

Autonomous Pop-Up Flat Folding Explorer 

Robot (A-PUFFER)

While Strategic Objective 3.1 has a clear strategy for success, there have been impacts due

to the COVID-19 pandemic. Some technology

maturation and demonstration projects are 

experiencing cost and schedule impacts due to 

facility closures, supply chain disruptions, and 

testing delays. Some early stage projects, as

well as commercial sector partnerships, have 

experienced disruptions due to the inability 

to access research facilities. Also, NASA’s small

business partners find it increasingly difficult to 

secure matching funds, further adding strains 

and impacts to the small business community. Additional delays could impact projects’

abilities to secure partnerships with industry 

and academia, as well as partnerships for the 

Oxygen Generation Assembly (OGA), thereby 

further eroding schedule and deliveries

While some of NASA’s projects are experiencing cost, schedule, technical, and/or programmatic challenges, overall NASA’s space 

technology portfolio is on track and includes 

several technology demonstrations planned 

for the next few years. Examples include Laser

Communications Relay Demonstration (LCRD) 

and the Pathfinder Technology Demonstrator 

(PTD)-1, CubeSat Proximity Operations 

Demonstration (CPOD), and Cislunar 

Autonomous Positioning System Technology 

Operations and Navigation Experiment 

(CAPSTONE) small spacecraft demonstrations

In the mid- to long-term, NASA has identified 

12 technology capabilities as priorities for development, each of which addresses anticipated 

technology gaps across multiple stakeholder 

architectures

Summary of Progress for Performance Goals Contributing to Strategic Objective 3.1, FY 2014—2020

Note: FY 2018—FY 2020 contribute to Strategic Objective 3.1, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.
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3.1.1: Encourage creative and innovative solutions to space technology 

challenges by investing in early stage technologies and concepts from 

U.S. innovators.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Number of new early stage technologies and 

concepts invested in

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 210 210 210

Achieved 253

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal as the Agency 

continues to advance early stage innovation. In

FY 2020, NASA invested in 253 new early stage 

technologies and concepts, exceeding the target of 210. These investments ensure a healthy

base of promising early stage solutions for 

further future development by other programs 

and organizations

NASA leveraged the country’s spectrum of 

academic researchers to foster groundbreaking 

research in advanced space technology. This

included selecting nine Early Career Faculty 

awards, 14 Early Stage Innovation awards, and 

63 NASA Space Technology Graduate Research 

Opportunities

The Agency continued to engage America’s 

innovators and entrepreneurs to nurture visionary ideas with the goal of transforming future 

NASA missions with the creation of breakthroughs through NASA Innovative Advanced 

Concepts (NIAC). The Agency selected 23 new

concept studies in FY 2020, comprised of 16 

Phase I projects, six Phase II projects, and one 

Phase III project

NASA encouraged creativity and innovation 

within NASA centers by supporting emerging 

technologies and creative initiatives, selecting 

137 Center Innovation Fund (CIF) projects. The

Agency also encouraged its brightest early 

career technologists to experience hands-on 

technology development opportunities through 

seven Early Career Initiative awards

NASA’s Space Technology Mission Directorate 

nurtures innovative and high-risk/high-payoff 

technologies and concepts, including early stage 

ideas, that could transform future NASA missions, as well as the aerospace industry.

Technicians wearing protective equipment perform work for a future mission on 

flight hardware for NASA’s Orbital Syngas Commodity Augmentation Reactor, 

or OSCAR, at the Neil Armstrong Operations and Checkout Facility at the 

agency’s Kennedy Space Center in Florida on August 10, 2020. OSCAR began 

as an Early Career Initiative project at the spaceport that studies technology to 

convert trash and human waste into useful gasses such as methane, hydrogen, 

and carbon dioxide. By processing small pieces of trash in a high-temperature 

reactor, OSCAR is advancing new and innovative technology for managing 

waste in space that is now being flight tested. Photo Credit: NASA/Cory Huston 
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3.1.2: Mature technology products that offer significant improvement 

to existing solutions or enable new capabilities.

2015 2016 2017 2018 2019 2020

Green Green Green Yellow Green Green

Percentage of key performance parameters 

completed for Technology Maturation projects

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 60% 60% 60%

Achieved 64%

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal by completing 64 

percent of planned key performance parameter (KPP) events for Technology Maturation 

projects, exceeding the 60 percent target

These completed KPPs represent technology 

advancement that may lead to entirely new 

mission approaches and provide solutions to 

national needs

The Agency met KPPs in projects such as 

Astrobee, Extreme Environment Solar Power 

(EESP), and Autonomous Medical Operations 

(AMO). Astrobee is a new free-flying robotic

system that will work alongside International 

Space Station astronauts to assist in routine 

duties, both autonomously and via remote 

control. EESP technologies will benefit missions

to destinations with low sunlight intensity, low 

temperature, and high radiation (e.g. genera

vicinity of Jupiter). The AMO project is developing an onboard software system to enable

astronauts on long-duration exploration missions to respond to medical scenarios independent of Earth contact

In addition, NASA launched MEDLI2 and MEDA

with the 2020 Mars Perseverance Rover in July 

2020 and both technologies are currently on 

their way to Mars. MEDLI2 will allow investigators to study the safety and reliability of current

entry vehicles, helping to ensure the safety of 

future Mars missions. MEDA will provide information about Mars’ dust cycle and its impact

on the planet’s weather. This work could lead to

daily Mars weather reports, as NASA prepares 

for human exploration of the Red Planet.

NASA also selected 15 Tipping Point partnerships whose technologies will help enable the 

Agency’s Moon to Mars exploration approach

This investment of over $40 million in the U.

space industry, including small businesses, will 

help bring these technologies to market and 

ready them for NASA use

NASA’s Game Changing Development program, part of the Space Technology Mission 

Directorate, guides innovative, high-impact 

technologies and capabilities from proof of concept through component or breadboard testing 

in a relevant environment.

NASA astronaut and Expedition 63 Commander Chris Cassidy poses with 

two Astrobee robotic assistants during visual and navigation tests inside the 

Kibo laboratory module from JAXA (Japan Aerospace Exploration Agency) on 

September 4, 2020. Photo Credit: NASA Photo Credit: NASA.
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3.1.3: Demonstrate new technology and capabilities to support NASA’s 

missions and space industry growth.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Critical activities completed for two programs 

supporting the performance goal

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 6 2 2

Achieved 13 milestones 

for Small 

Spacecraft; 7 

milestones for 

Tech Demo

Critical milestones for FY 2020

1. Achieve 6 key milestones for the Small 

Spacecraft program.

2. Achieve 6 key milestones for the Technology 

Demonstration program.

Critical milestones for FY 2021

1. Achieve a key milestone in 6 Small Spacecraf

Technology projects

2. Achieve 6 key milestones for the Technolog

Demonstration program

Planned Critical milestones for FY 2022

1. Achieve a key milestone in 6 Small Spacecraf

Technology projects

2. Achieve 6 key milestones for the Technolog

Demonstration program

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal by exceeding its 

target for milestones in demonstrating new 

technology and capabilities. NASA completed a

total of 21 targeted milestones and key decision 

points (KDP), major reviews that serve as gateways to the next lifecycle phase. The Agency

continues to foster and mature for demonstration new crosscutting space technology capabilities that meet NASA and industry needs by 

enabling new missions or greatly enhancing 

existing ones

NASA’s FY 2020 achievements in small spacecraft technology included two milestones 

towards launch of the CAPSTONE lunar mission

CAPSTONE will reduce risk for future spacecraft 

by validating innovative navigation technologies and verifying the dynamics of a haloshaped orbit. NASA also met milestones for

Lunar Flashlight, PTD 2, PTD 3, PTD 4, CubeSat 

Laser Infrared Crosslink (CLICK) A, CLICK B/C, 

Advanced Composites Based Solar Sail (ACS3), 

and the Starling distributed mission demonstration

The technology demonstration mission On-Orbit Servicing, Assembly and 

Manufacturing (OSAM)-2 mission (formerly 

called Archinaut One) completed three milestones including its Preliminary Design Review 

(PDR). In addition, other technology demonstration achievements included: completion of

a KDP for the LCRD and delivery to Northrop 

Grumman; completion of the Critical Design 

Review (CDR) for the DSOC; and KDP completion for OSAM-1 (satellite servicing and in-space 

robotic assembly technologies)

NASA also conducted three on-orbit technology demonstrations—the DSAC, GPIM, and 

RRM3—and launched the MOXIE and the TRN

to Mars. MOXIE will demonstrate a way that

future explorers might produce oxygen from 

the Martian atmosphere for propellant and for 

breathing, and TRN will enable the Mars 2020 

Perseverance Rover to avoid large scale landing 

hazards during entry, descent, and landing on 

the Red Planet

The Small Spacecraft Technology Program and 

Technology Demonstration Missions are part of 

the Space Technology Mission Directorate. The 

Small Spacecraft Technology Program develops 

and demonstrates new small spacecraft technologies and capabilities for NASA’s missions 

in science, exploration, and space operations. 

Technology Demonstration Missions bridge the 

gap between laboratory-proven and final infusion by providing ground- and flight testing for 

promising technologies.
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3.1.4: Spur technology development through engagement with the 

commercial sector and the general public.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Critical milestones achieved for two programs 

supporting the performance goal

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 3 3 3

Achieved 3

Critical milestones for FY 2020

1. Conduct 42 NASA challenges, prize competitions, 

and crowdsourcing activities.

2. Advance 45 Small Business Innovative Research/

Small Business Technology Transfer (SBIR/STTR) 

technologies beyond Phase II.

3. Manifest 16 payloads on commercial suborbital 

flights for testing. 

Critical milestones for FY 2021

1. Conduct 42 NASA challenges, prize competitions

and crowdsourcing activities

2. Advance 45 Small Business Innovative Researc

Small Business Technology Transfer (SBIR/STTR) 

technologies beyond Phase II

3. Manifest 16 payloads on commercial suborbita

flights for testing

Planned Critical milestones for FY 2022

1. Conduct 42 NASA challenges, prize competitions

and crowdsourcing activities

2. Advance 55 Small Business Innovative Researc

Small Business Technology Transfer (SBIR/STTR) 

technologies beyond Phase II

3. Manifest 16 payloads on commercial suborbita

flights for testing

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal by exceeding its 

targets for all three critical activities including 

conducting prize and challenge competitions, 

advancing technologies with small businesses 

and research institutions, and selecting of flight 

opportunity payloads

NASA provided opportunities for small, highly 

innovative companies and research institutions 

through the SBIR/STTR program. NASA created

125 post-Phase II opportunities (the prototype 

development phase), compared to the targeted 

45 opportunities, including 32 Phase II-E/X 

(which requires matching funds), eight Civilian 

Commercialization Readiness Pilot Program 

opportunities, four Phase II Sequential awards, 

and 81 Phase III awards (preparing the technology for infusion/commercialization). The

Agency’s SBIR program also funded eight technologies that are represented on the Mars 2020 

Perseverance Rover

NASA started 61 new prize challenges in FY 

2020, as well as continuing six prize challenges 

that started prior to FY 2020. Of the new challenges started, 25 of them were through the

NASA@WORK platform, which provides NASA 

employees an unconventional and inventive 

way to share knowledge and advance projects

Other exciting public challenges started in FY 

2020 include Exploring Hell: Avoiding Obstacles 

on a Clockwork Rover, the Lunar Loo Challenge, 

as well as the Watts on the Moon Challenge

NASA also competitively selected 50 payloads, 

exceeding the target of 16, from industry and 

academia for flight on commercial flight vehicles to achieve agency priorities

NASA’s Space Technology Mission Directorate 

(STMD) offers prizes for meeting key technology 

challenges, while reaching out to non-traditional 

NASA partners. STMD also provides an opportunity for small businesses and research institutions 

to participate in government-sponsored research 

and development efforts in key technology areas.
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Part 2—Strategic Goal 3 Develop

NASA is advancing U.S. global leadership in aviation throug

the application of new concepts and technologies throughout aviation design, development, production, and operations

Technologies pioneered by NASA and developed in partnership 

with U.S. industry have led and will continue to lead to transformative improvements in mobility, efficiency, sustainability, an

safety. NASA focuses its high-risk, high-reward aviation research

and technology development in areas identified by its trend and 

gap analyses. In understanding fundamentals and delivering

solutions, the Agency applies a strategy of convergent research, 

integrating multi-disciplinary work across its focus areas of 

research and development. NASA leverages its in-house aeronautics resources with partners in other government agencies,

industry, and academia to support innovative concepts and 

technologies, and with international counterparts to leverage 

complementary investments

NASA’s 2020 Strategic Review determined that progress for 

the strategic objective is noteworthy. NASA’s strategy for this

objective is focused on strategic thrusts that address aeronautic global trends/drivers. The six strategic thrusts are: Thrust

1–Safe, Efficient Growth in Global Operations to achieve safe, 

scalable, routine high tempo airspace access for all users, Thrust 

2–Innovation in Commercial Supersonic Aircraft to achieve 

practical, affordable commercial supersonic air transport, Thrust 

3–Ultra-Efficient Subsonic Transports to realize revolutionary 

improvements in economics and environmental performance 

LEAD OFFICE

Aeronautics Research Mission 

Directorate (ARMD)

GOAL LEADER

William Harrison, Portfolio Analysis & 

Management Office, Director, ARMD

Strategic Objective 3.2: Transform aviation through

revolutionary technology research, development, 

and transfer

Above: Telemetry testing begins on the X-57 Maxwell Mod 2, NASA’s first all-electric X-plane, as the operations crew at NASA’s Armstrong Flight Research Center 

records the results. Telemetry testing is a critical phase in the X-57’s functional test series. In addition to confirming the ability of the X-57 aircraft to transmit speed, 

altitude, direction, and location to teams on the ground, telemetry testing also confirms the ability to transmit mission-critical data, such as voltage, power consumption, and structural integrity. The goal of the X-57 is to help set certification standards for emerging electric aircraft markets. Photo Credit: NASA
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Part 2—Strategic Goal 3 Develop

for subsonic transports with opportunities to 

transition to alternative propulsion and energy, 

Thrust 4–Safe, Quiet, and Affordable Vertical Lift 

Air Vehicles to realize extensive use of vertical lift vehicles for transportation and services 

including new missions and markets, Thrust 

5–In-Time System-Wide Safety Assurance to 

predict, detect and mitigate emerging safety 

risks throughout aviation systems and operations, and Thrust 6–Assured Autonomy for 

Aviation Transformation to Safely implement 

autonomy in aviation applications. (See the

NASA Aeronautics Strategic Implementation 

Plan 2019 Update for more information on the 

six strategic thrusts.

NASA continues to make progress on its nearterm success criteria completing 7 out of 23 

of its near-term criteria by end of FY 2020. The

agency is also demonstrating progress against 

its mid- and long-term measures. NASA continues to strategically focus on its six thrusts while

continuing to seek feedback from the aviation 

community. Historically, from FY 2014–FY 2019,

NASA successfully met 67–100 percent of its 

aeronautics-focused performance metrics

While Strategic Objective 3.2 has a clear strategy for success, there have been impacts to

some projects due to the COVID-19 pandemic

Summary of Progress for Performance Goals Contributing to Strategic Objective 3.2, FY 2014—2020

Note: FY 2018—FY 2020 contribute to Strategic Objective 3.2, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.
NASA’s FY 2022 Volume of Integrated Performance 64

Part 2—Strategic Goal 3 Develop

3.2.1: Develop solutions that will advance decision-making ability for 

improving air traffic management to accommodate future growth 

in air travel, and for increasing aviation safety under hazardous 

conditions.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Yellow

Annual performance activities completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 2 1 2

Achieved 1

Development milestones for FY 2020

1. Evaluate a service-oriented architecture, 

intended to improve safety and efficiency, for 

traditional operations in a relevant airspace.

2. Conduct an operational assessment of the 

Integrated Arrival/Departure/Surface (IADS) 

metroplex departure management prototype.

Performance activities for FY 2021

1. Transfer knowledge and technology (i.e., digi

services) that enable broad adoption of a NASAdeveloped Trajectory Option Set (TOS) based 

digital re-routing concept

Performance activities for FY 2022

1. Develop a community-supported vision for th

National Airspace System of 2045

2. Conduct National Campaign-1 (NC-1) testing, perform demonstration of NC Operational Scenarios

and collect data from flight demonstrations and 

simulations

FY 2020 Performance Progress

NASA partially achieved this performance goal 

for FY 2020 by demonstrating, through simulation, the use of service-oriented technologies 

for improving operations for high complexity 

airspace

NASA is developing advanced decision-making 

capabilities for improving air traffic management to accommodate future growth in air 

travel. In FY 2020, NASA successfully completed

a simulation that modeled airline decision support tools that would allow airline dispatchers 

to easily propose in-flight reroutes by selecting from a set of system-generated options

Once accepted by air traffic control, the reroute 

would be issued via the FAA’s Airborne Reroute 

system. The demonstration was conducted as

a remote cognitive walk-through due to restrictions to NASA laboratory usage during the 

COVID-19 pandemic

The IADS Metroplex Coordinator is a tool 

designed to provide benefits when the aircraft 

demand exceeds the capacity of an airport

An operational field evaluation of this tool 

was scheduled for April-August 2020. Despite

COVID-19 constraints, NASA and field demonstration partners were prepared to conduct the 

evaluation in April: the software development 

was completed on schedule, the system was 

deployed, training was conducted, and airline 

as well as FAA partners were committed to 

participating in the evaluation. However, the

COVID-19 pandemic dramatically reduced air 

traffic volume such that the number of scheduled flights seldom exceeded capacity during 

the evaluation period. Thus, insufficient data

was collected to fully satisfy this portion of the 

success criteria during FY 2020

The Airspace Operations and Safety Program, 

part of the Aeronautics Research Mission 

Directorate, is working with partners to conceive and develop the Next Generation Air 

Transportation, or NextGen, technologies to further improve safety, capacity, and efficiency in 

the national airspace.
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3.2.2: Demonstrate the ability to reduce the perceived loudness of sonic booms and enable future industry innovation in commercial supersonic aircraft.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Annual performance activities completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 1 2 Transitioning to 

APG

Achieved 0

Development milestone for FY 2020

1. Complete final assembly of the Low Boom Flight 

Demonstrator (LBFD) aircraft.

Performance activities FY 2021

1. Low Boom Flight Demonstrator (LBFD) aircraf

ready to ship from Palmdale to Lockheed Martin 

Fort Worth

2. Deliver a validated F-15-based test capability tha

enables precise, near-field probing of the LBFD 

shock wave structure

Performance activities FY 2022

1. First flight of the Low Boom Flight Demonstrato

(LBFD) aircraft

2. Deliver a validated F-15-based test capability tha

enables in-flight Schlieren images of the LBFD 

shock structure

FY 2020 Performance Progress

NASA achieved this performance goal by continuing progress toward the Low Boom Flight 

Demonstrator aircraft acceptance and acoustic validation, and Community Response Test 

Plan approval. While the final assembly of the

Low Boom Flight Demonstrator aircraft will 

be delayed beyond the first quarter of FY 2021, 

there is still margin in the schedule for aircraft 

acceptance and completion of acoustic validation before the end of FY 2024.

Delays for the final assembly were largely 

due to prime contractor manufacturing and 

performance issues ultimately resulting in 

the approved baseline to be non-reflective of 

actual execution. Consequently, NASA and

the prime contractor agreed to collaboratively 

re-plan tasks and schedules required to complete final assembly and checkouts of the X-59 

Quiet SuperSonic Technology (QueSST) aircraft

Thereafter, the project conducted a schedule 

risk assessment to re-establish key milestone 

dates and needed reserves.

Additional delays from the COVID-19 pandemic 

have also impacted schedules and progress

The prime contractor has also experienced 

multiple production shutdowns, critical parts 

shortages, as well as delays from critical subcontractors

Based on SRA results, re-plan adjustments, 

and known COVID-19 impacts have been 

incorporated into a new integrated master 

schedule to facilitate a more accurate assessment of programmatic performance of the 

X-59 aircraft fabrication and assembly effort

In addition, NASA conducts Low Boom Flight 

Demonstration Mission quarterly meetings to 

ensure ongoing integration of contributing 

Mission activities. This ensures readiness to fully

conduct the Low Boom Flight Demonstration 

Mission to inform a certification standard for 

supersonic overland flight

The Integrated Aviation Systems and 

Advanced Air Vehicles programs, part of NASA’s 

Aeronautics Research Mission Directorate, are 

working together to validate design approaches 

for quiet supersonic aircraft and develop data to 

support the definition of a standard for acceptable noise.

Images captured at the beginning and end of 2020 show the progress made 

in assembling the X-59 Quiet SuperSonic Technology airplane. This positive 

headway mirrors the many accomplishments achieved by NASA’s aeronautical innovators despite a difficult year that included a global pandemic. 

Photo Credit: Lockheed Martin
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3.2.3: Advance airframe and engine technologies to enable the development of future generations of ultra-efficient air vehicles that minimize environmental impact including electric aircraft propulsion 

concepts.

2015 2016 2017 2018 2019 2020

Green Green Green Green Yellow Yellow

Annual performance activities completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 5 2 4

Achieved 2

Development milestones for FY 2020

1. Design, fabricate, assemble, and test components and sub-systems for a small core, 

high-pressure compressor concept engine, 

intended to improve operational efficiency.

2. Develop and flight test a flexible, deployable 

vortex generator system for cost-effective fuel 

reduction on transport aircraft using passive-shape, low-temperature shape memory 

alloys.

3. Complete detailed analysis of turbulent heat 

flux data obtained from NASA’s Turbulent Heat 

Flux (THX) experiment to enable better computational tools for prediction and design of future 

air vehicle propulsion systems.

4. Provide test capability for MW-scale powertrain 

(electrical) at altitude.

5. Complete system integration and verification 

and validation testing and begin flight testing of 

the X-57 Maxwell electric aircraft (Mod II).

Performance activities for FY 2021

1. Design and fabricate a low-noise variant of th

High-Lift Common Research Model and conduct 

a wind tunnel experiment to perform acoustic 

measurements of innovative slat noise reduction 

concepts entailing realistic materials and component sizes

2. Award industry contract(s) for 1 MW powertrai

flight demonstrations

Performance activities milestones for FY 2022

1. Establish feasibility for megawatt, kilovolt faul

management devices for electrified aircraft propulsion (TRL-4)

2. Design and fabricate a semi-span model of a

advanced Transonic Truss Braced Wing (TTBW) 

configuration, conduct a wind tunnel test to 

further investigate the buffet boundary of the 

configuration, and compare experimental results 

with the computational predictions of structural 

response and buffet boundary to improve (or 

calibrate) methods for this non-traditional wing 

architecture

3. Complete screening of materials and manufacturing technologies to be considered under th

HiCAM effort; requirements definition for a fullscale component-level test article; and evaluate 

high-rate materials and manufacturing concepts 

at the coupon and element levels

4. Preliminary design complete for at least on

integrated, 1 MW class electric powertrain flight 

demonstration

FY 2020 Performance Progress

NASA partially achieved this performance goal 

for FY 2020 by advancing airframe and engine 

technologies through specific research activities

In FY 2020, NASA investigated Transonic TrussBraced Wing and other ultra efficient wing 

technologies and completed a multi-year 

Technical Challenge on Higher Aspect Ratio 

Optimal Wing. This effort has promoted technologies to Technology Readiness Level 4 that

offer significant fuel burn reduction relative to 

existing aircraft technology. Also in FY 2020,

NASA continued to advance both High Overall 

Pressure Ratio Compressor technology and 

Megawatt-Class Electrified Aircraft Powertrain 

technology despite delays in testing in both 

areas due to COVID-19. Both technologies areas

offer reduced aircraft fuel burn and progress 

continues toward the ultimate objectives with a 

6 month slip in testing

The Advanced Air Vehicles and Transformative 

Aeronautics Concepts programs, part of NASA’s 

Aeronautics Research Mission Directorate, evaluate, develop, and test technologies and capabilities for ultra-efficient aircrafts.
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NASA also demonstrated a deployable vortex 

generator system using low temperature shape 

memory alloys which was flight tested on a 

Boeing 777 EcoDemonstrator aircraft. Four dedicated flight test days were conducted demonstrating successful deployment and retraction

of the vortex generator system developed with 

a partnership between NASA, Boeing and 

Aerotec. Drag reduction analysis of shape memory actuators was performed and quantified as

expected up to 42,000 feet

The figure shows the integration of a deployable vortex generator system, which uses a shape memory alloy (SMA) rotary actuator, on the Boeing 777 EcoDemonstrator aircraft. Image credit: NASA

Right: A technician works inside a Boeing 787-10 Dreamliner completing installation of equipment that will be used to support a NASA research project being 

flown during Boeing’s 2020 ecoDemonstrator program. Wires from an array of 

214 microphones installed on the airplane’s exterior were snaked through a 

pair of passenger windows to recorders loaded on the racks seen here. Photo 

Credit: Boeing
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3.2.4: Advance airframe and propulsion technologies to enable the 

development of vertical take-off and landing (VTOL) vehicles that minimize noise and maximize safety.

2015 2016 2017 2018 2019 2020

Green Green Green Yellow Green Green

Annual performance activities completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 1 1 1

Achieved 1

Development milestone for FY 2020

1. Develop the theory for, and implement and 

assess the functionality of, Broadband Acoustic 

Rotor Codes for application to VTOL Urban Air 

Mobility (UAM) vehicles. 

Performance activities for FY 2021

1. Complete conceptual design and sizing trad

studies for Vertical Take Off and Landing (VTOL) 

Urban Air Mobility (UAM) configurations

Performance activities for FY 2022

1. Assessment of Urban Air Mobility vehicle nois

operating in realistic trajectories with a second 

generation (Gen-2) noise-power-distance database that includes loading, thickness, and broadband noise for a mix of vehicles

FY 2020 Performance Progress

In FY 2020, NASA investigated propeller and 

rotor broadband noise prediction for Urban Air 

Mobility vehicles, identified gaps in validation 

data and methodology for prediction of broadband self-noise, and executed improvements to 

the capability of existing analysis tools. A new

module to capture this unique noise was developed and implemented in NASA’s Aircraft Noise 

Prediction Program 2 (ANOPP2). The capability

was validated through comparison to experimental data and was released to users as part 

of the production release of ANOPP2v1.3.0.215

in April 2020. Over 200 industry, academia,

and government users have downloaded the 

updated analysis to date. This improvement is a

significant advancement in the ability to design 

for minimal noise for VTOL future configurations

The Advanced Air Vehicles and Integrated 

Aviation Systems programs, part of NASA’s 

Aeronautics Research Mission Directorate, 

demonstrate and deliver tools, technologies, and 

flight operations methods for safe, quiet, and 

affordable vertical lift air vehicles.

Airfoil Aerodynamics

• Calculates airfoil aerodynamics, 

including lift and drag coefficients and surface pressure

• Calculates turbulent boundary 

layer properties

Broadband Noise Added

(API 20.3.2

• Requires turbulent boundary 

layer characteristics

• Calculates nondeterministic 

self noise around vehicle from 

all blades and all rotors

• Calculates the noise at the 

ground observer location, 

inclding for absorption 

and ground effects

Acoustic Metrics

• Sums noise from all 

sources or analyzes individually 

• Calculates any derived 

metric Sound Exposure 

Level, exposure area, etc.

• Requires surface pressures 

or lift/drag forces

• Calculates periodic noise 

around vehicle from all 

blades and all rotors

ANOPP2 Component Interactions

Noise Propagation

Behind every piece is the ANOPP2 framework providing common functionality to all components.

Tonal Noise

• Calculates sectional lift/ drag/

pressure of all blade sections of 

vehicle

• Iteratively solves for rotor inflow

Vehicle Aerodynamics
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Part 2—Strategic Goal 3 Develop

3.2.5 [Ends in FY 2021]: Significantly increase the ability to anticipate 

and resolve potential safety issues, and to predict the health and 

robustness of aviation systems.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Annual performance activities completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 2 1 PG 

Completed

Achieved 2

Development milestones for FY 2020

1. Demonstrate the use of formalizable requirements in order to reduce errors, improve traceability to verification and validation data, and 

mitigate safety risks.

2. Assess performance of initial safety-related 

monitoring services, protocols, and supporting 

architecture as tested in simulations and in 

flight. 

Performance activities for FY 2021

1. Evaluate costs and benefits given a demonstrated automated evaluation of safety risk ove

multiple simultaneous events utilizing non-traditional data

FY 2020 Performance Progress

NASA achieved the FY 2020 targets for this 

performance goal, which focuses on developing tools to support in-time terminal area risk 

identification, notification, and hazard mitigation. For FY 2020, NASA conducted demonstrations of the use of formalizable requirements in

order to reduce errors, mitigate safety risks, and 

improve traceability to verification and validation data

Errors in requirements have been identified by 

industry and regulatory partners as one of our 

largest overall safety risks. NASA is conducting

research on how formalizable requirements can 

impact verification and validation during the 

entire product lifecycle. NASA has successfully

developed and demonstrated the integration of 

the NASA-developed Formalized Requirement 

Elicitation Toolset with the CoCoSim, a tool that 

performs model checking of formal safety properties on Simulink models.

NASA also delivered a prototype for corrections 

and improvement to the Automatic Dependent 

Surveillance-Broadcast (ADS-B) Compact 

Position Reporting algorithm. The algorithm

is a safety-critical function that enables aircraft to share their current position and speed 

with other aircraft in their vicinity. All of NASA’s

recommended changes were adopted and 

are intended to be incorporated in revision C 

of the RTCA DO-260 Minimum Operational 

Performance Standards

The Airspace Operations and Safety Program, 

part of the Aeronautics Research Mission 

Directorate, develops real-time safety monitoring and assurance system technologies and 

capabilities to enhance air transportation safety, 

capacity, and efficiency. 
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3.2.5 [Begins in FY 2022]: Define and demonstrate solutions that predict, identify, and mitigate emerging safety risks and address the 

national need to safely transform the National Airspace System.

Annual performance activities completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target N/A N/A 1

Achieved N/A

Performance activities for FY 2022

1. Complete simulations and flight tests of automated in-flight safety/risk assessment with alternate proactive and fail-safe mitigation metho

The Airspace Operations and Safety Program, 

part of the Aeronautics Research Mission 

Directorate, develops real-time safety monitoring and assurance system technologies and 

capabilities to enhance air transportation safety, 

capacity, and efficiency. 
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3.2.6 [Ends in FY 2020]: Support transformation of civil aircraft operations and air traffic management through the development, application, and validation of advanced autonomy and automation 

technologies, including addressing critical barriers to enabling urban 

on-demand air mobility and unmanned aircraft systems (UAS) operations in low-altitude airspace. 

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Annual performance activities completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 1 PG 

Completed

PG 

Completed

Achieved 1

Development milestones for FY 2020

1. Develop, conduct, and validate through simulation increasingly autonomous and automated 

technologies to support transformation of civil 

aircraft operations and air traffic management 

and address critical barriers to enabling on-demand urban air mobility operations in low-altitude airspace.

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal by completing 

analysis of the performance data of the UAS 

traffic management (UTM) system and related 

technologies, which demonstrated that a highly 

automated, cloud-based architecture that safely 

enables low-altitude UAS operations is feasible. Over the previous four years, the project

followed a risk-based approach to develop and 

test the UTM system and matured it through 

successively more capable Technical Capability 

Levels (TCLs). This culminated in the TCL 4 testing in the highly complex urban environments

of Reno, Nevada, and Corpus Christi, Texas, as 

well as focused in-board technology evaluations 

at NASA centers in FY 2019

The results from those tests confirmed the concept and provided new insights into industry’s 

ability to develop and provide traffic management services for UAS operations, and to interface with new FAA systems that can integrate 

into the traditional air traffic management 

infrastructure. Through technology transfers,

the UTM results are now informing the FAA in 

their testing in this year’s UTM Pilot Program, 

as well as the longer-term UTM implementation plan for the Nation. Industry standards

bodies, such as American Society for Testing 

and Materials (ASTM) and Joint Authorities 

for UAS Rulemaking on Unmanned Systems 

(JARUS), are also incorporating the UTM results

Additionally, the UTM service-based architecture is serving as the foundation for enabling 

advanced air mobility solutions in urban environments and high-altitude UAS traffic

As part of project closeout, the UTM project has 

completed an extensive lessons-learned collection and archived key documentation that 

will benefit current and future projects and 

research efforts

The Integrated Aviation Systems and Advanced 

Air Vehicles programs, part of NASA’s Aeronautics 

Research Mission Directorate, are developing 

technologies and capabilities to enable autonomous aircraft and urban air mobility. 
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3.2.6 [Begins in FY 2021]: Contribute toward the safe introduction of 

on-demand Urban Air Mobility (UAM) by developing, applying, demonstrating, and validating advanced autonomy and automation technologies and providing methods or research results that support 

certification of autonomous systems.

Annual performance activities completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target N/A 3 2

Achieved N/A

Performance activities for FY 2021

1. Develop an initial Urban Air Mobility airspac

management system

2. Evaluate the use of run-time monitoring as a too

for the assurance of untrusted components in a 

system

3. Conduct National Campaign (NC) Developmenta

Testing (or NC-DT), perform demonstration of 

NC operational scenarios, and collect data from 

flight demonstrations and simulations in preparation for NC-1

Performance activities for FY 2022

1. Enable informed investment decisions for futur

development of increasingly automated vehicles 

and airspace operations

2. Delivery of draft evidence and recommendations for the robustness of failover plans; an

the use of run-time monitoring to the FAA, 

Unmanned Aircraft Safety Team, and Flight 

Safety Foundation that can be used in regulatory 

guidance to industry and in standards committees

The Integrated Aviation Systems and Advanced 

Air Vehicles programs, part of NASA’s Aeronautics 

Research Mission Directorate, are developing 

technologies and capabilities to enable autonomous aircraft and urban air mobility.
Part 2—Strategic Goal 3

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LEAD OFFICES

Missions Support Directorate and Office 

of Communications 

GOAL LEADER

Johnny Stephenson, Associate 

Administrator, Office of Communications

Strategic Objective 3.3: Inspire and engage the

public in aeronautics, space, and science

NASA’s multi-faceted approach to this goal is to inspire and 

engage the public and provide unique science, technology, 

engineering, and math (STEM) opportunities for diverse audiences. By increasing public knowledge about NASA’s work,

the Agency can contribute to science literacy and an improved 

national understanding and appreciation of the value of STEM 

work and careers. The Agency also believes that it can help

strengthen diversity in STEM fields by ensuring that grantee 

universities comply with Federal requirements for minimizing 

and addressing issues related to discrimination and harassment

NASA is employing a strategy that seeks to inspire, engage, 

educate, and employ the next generation of explorers through 

NASA-unique STEM learning opportunities. NASA engages the

public and students in its mission by creating unique opportunities that: provide authentic learning experiences with NASA’s 

people, content, and facilities; build a diverse future workforce; 

and contribute to exploration missions. NASA’s education and

outreach functions each play a critical role in increasing public knowledge of NASA’s work, fostering an understanding and 

appreciation of the value of STEM, and enhancing opportunities 

to teach and learn

Above:Team Kulia I Ka Nuu from Kapi’olani Community College in Hawaii participates in the 2019 Moon Challenge of the Wisconsin Space Grant Consortium’s First 

Nations Launch National High-Power Rocket Competition. As part of the challenge, the team had to design and construct a warning sensor system and mount it inside 

the high-powered rocket they built to record two flight events during ascent – a nominal separation event and an air frame anomaly. The rocket was launched at the 

Richard Bong State Recreational Area in Wisconsin. Photo Credit: Christine Bolz/WSGC
Part 2—Strategic Goal 3

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The 2020 Strategic Review determined that 

NASA’s progress continued to be satisfactory 

for this strategic objective. NASA is integrating

metrics and using data to inform decisions on 

better reaching the public, engaging stakeholders, evaluate outcomes, and safeguard against 

unlawful practices. NASA continues to use data

to refine content and social media distribution 

platforms, targeted to audience preferences

The Agency is also assessing its higher education challenges, competitions, and internships

This will enable NASA leaders to understand 

how and to what extent these activities are 

contributing to NASA’s missions and result in 

participant engagement and achieving programmatic outcomes

NASA is designing and implementing an integrated Agency communications team through 

the Mission Support Future Architecture 

Program (MAP). Under this program, the

Agency is successfully realigning communications resources to enable the communications 

enterprise to operate more efficiently and 

sustainably. The newly established communications enterprise management office is instituting business process improvements that will

better enable the enterprise to keep the public 

informed about NASA’s activities. The Agency

also partners with public universities and nonprofit institutions to advance equal opportunity 

in NASA-funded programs and activities. NASA

also is rolling out an Agency Unity Campaign

for employees emphasizing mission success 

through increased collaboration, connection 

and communication. NASA also continues

using performance assessment and evaluation-driven processes to enhance the effectiveness of STEM engagement investments

The pandemic has limited the execution of 

planned STEM engagement activities. The

modification or cancellation of NASA’s Office of 

STEM Engagement’s in-person student opportunities at NASA centers, in public settings, 

and at universities affects OSTEM’s ability to 

reach participants. Institutional closures and

transitions to virtual instruction limit partner’s 

abilities to execute planned programs and contribute to mission-driven research, which in turn 

affects their ability to generate peer-reviewed 

publications and paper presentations. Because

performance data is reported one year in 

arrears, the full impacts of the reduction in both 

student participants and the production of mission-driven research products will not be fully 

realized until FY 2021 performance reports and 

beyond. Despite these challenges, the NASA

STEM engagement community rallied together 

to rapidly develop and implement innovative 

virtual opportunities for students, training 

experiences for educators and parents/caregivers, and conduct performance assessment 

and evaluation activities to reveal evidence to 

demonstrate NASA STEM engagement investments’ outputs, outcomes, and benefits to students, educators, and educational institutions

The Office of STEM Engagement executed a 

performance assessment strategy, an evaluation strategy, and a learning agenda in order to: 

monitor performance accomplishments; assess 

program and project effectiveness and outcomes; and systematically identify data to collect and evidence-building activities to facilitate 

the use of evidence in programmatic decisions 

and policymaking

Notwithstanding the current challenges the 

nation is facing as a result of the global health 

crisis, NASA forges forward in its efforts to 

strengthen diversity in the STEM fields through 

assessment of NASA grant recipients’ compliance with Federal civil rights laws and efforts to 

ensure that grantees are addressing discrimination, harassment, and accessibility issues, as 

well as reporting on grantee promising practices. COVID-19 has a significant impact not

only on grantees’ efforts to execute NASA’s corrective actions and recommendations, but also 

on the Agency’s capability to execute external 

civil rights requirements. The current environment poses a challenge in monitoring corrective actions and recommendations as well as in

conducting new compliance reviews because 

many of the reviewed grantees, such as science 

centers and museums, have had to reduce 

their operations and, in some cases, cease 

operations completely and place staff on leave

Nonetheless, NASA continues to conduct and 

monitor civil rights compliance efforts to ensure 

that grantees are advancing equal opportunity 

and diversity in their programs and activities 

by adjusting current compliance models making NASA processes responsive to our current 

environment and limited capabilities. During FY

2020, NASA conducted reviews of four university STEM programs and two science centers, 

located in various regions across the country 

and U.S. territories. In the program on whi

NASA has been able to conduct monitoring on 

civil rights corrective actions and recommenda-
Part 2—Strategic Goal 3

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tions despite COVID-19 challenges, the grantee, 

a science center, has completed 80 percent of 

corrective actions within six months of review, 

and is expected to complete the other 20 percent within nine months

Restrictions on person-to-person interaction 

during the pandemic challenged the communications enterprise to devise a new strategy 

for engaging with NASA’s stakeholders and the 

public. The Office of Communications met the

challenge quickly and expertly by increasing 

digital engagement on social media and the 

internet. New content includes virtual exhibits

and participation in online events with NASA 

speakers, as well as the NASA at Home section 

of NASA.gov, which features family-focused

content to entertain and educate the Agency’s 

audiences in quarantine. Additionally, NASA

created a virtual guest experience for the 

recent launch that allowed members of the 

public to participate via a calendar of mission 

information, mission highlights, and virtual 

tours. Amid the pandemic and simultaneous

civil unrest, the Office of Communications also 

has expanded its role in internal communications, providing NASA’s workforce with more 

frequent and more in-depth leadership messages regarding Agency operating status and 

renewed emphasis on diversity and inclusion

Summary of Progress for Performance Goals Contributing to Strategic Objective 3.3, FY 2014—2020

Note: FY 2018—FY 2020 contribute to Strategic Objective 3.3, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.
Part 2—Strategic Goal 3

NASA’s FY 2022 Volume of Integrated Performance 76

Develop

3.3.1: Increase NASA’s public engagement through social media.

2015 2016 2017 2018 2019 2020

Green Yellow Green Green Green Green

Percentage of annual social media audience 

growth as measured by the number of total 

followers across all flagship platforms. This metric is tracked on a recurring basis month-overmont

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 10% 10% 10%

Achieved 19.5%

FY 2020 Performance Progress

Throughout the course of FY 2020, NASA’s 

flagship social media accounts for Facebook, 

Instagram, Twitter, Tumblr, YouTube, and 

LinkedIn showed robust growth. Overall, NASA’s

flagship social media followers increased by 19.5

percent during FY 2020, exceeding the FY 2020 

target growth of 10 percent for this multi-year 

performance goal

Large, popular events and major activities—

including the all-woman spacewalk (watch 

the video on YouTube), the SpaceX commercial crew Demo-2 mission launch and landing events, and the Mars Perseverance rover

launch—continue to drive the flagship account 

growth. Additionally, digital consumption of

virtual events has increased growth. This rise

in followers across the majority of the Agency’s 

social media platforms may not be a concrete 

trend and is expected to adjust as the pandemic state changes across the globe

Below are the FY 2020 year-end follower numbers per platform: 

■ Facebook – 24.9 millio

■ Instagram – 60.8 millio

■ Twitter – 40.8 millio

■ Tumblr – 952.7 thousan

■ YouTube – 7.5 millio

■ LinkedIn – 4.9 millio

NASA’s Office of Communications develops and 

implements outreach strategies to communicate 

NASA’s activities, priorities, and achievements to 

a wide audience. The Office of Communications 

is an Administrator Staff Office.

Follower Growth for NASA’s Four Largest Flagship 

Platforms, 2014-2020

Over the past 6 years, NASA has shown steady growth for it’s four flagship 

social media accounts (likes for Facebook and followers for Twitter, Instagram, 

and YouTube). In particular, the following for NASA’s flagship Instagram 

account increased from 1.7 million followers in FY 2014 to 60.8 million in FY 

2020. Social Media at NASA
Part 2—Strategic Goal 3

NASA’s FY 2022 Volume of Integrated Performance 77

Develop

3.3.2 [Ends after FY2021]: Promote equal opportunity compliance and 

encourage best practices among NASA grant recipient institutions.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Percentage of Agency civil rights recommendations/corrective actions to grant recipient 

institutions reviewed for compliance that are 

implemented within one year

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 90% 90% PG 

Discontinued*

Achieved 90%

*NASA is developing a new strategic plan and anticipates replacing this objective.

FY 2020 Performance Progress

NASA achieved its FY 2020 target for this performance goal. NASA reviewed the Virginia Air and

Space Center, a grant recipient institution, and 

determined that it was 90 percent compliant 

with NASA’s equal opportunity recommendations and corrective actions

In addition, NASA has been working to improve 

complaints processing procedures and timeliness. It has decreased average processing

times from 353 days in FY 2019 to less than 92 

days in FY 2020 for Final Agency Actions for 

procedural dismissals, Final Agency Dismissals 

based on merits, and Final Agency Actions

This FY 2020 average processing time for Final 

Agency Actions includes the closure of backlog 

of old complaints awaiting adjudication. NASA

also decreased the average processing time for 

FAAs for complaints in which a hearing was not 

requested from 468.3 days in FY 2019 to just

over 143.8 days in FY 202

The Office of Diversity and Equal Opportunity

leads diversity and civil rights policies, programs, 

and services, enabling the universe of available 

talent to contribute inclusively and equitably to 

NASA. ODEO is an Administrator Staff Office.
Part 2—Strategic Goal 3

NASA’s FY 2022 Volume of Integrated Performance 78

Develop

3.3.3 [Ends in FY 2020]: Provide opportunities for students, especially 

those underrepresented in STEM fields, to engage with NASA’s aeronautics, space, and science people, content, and facilities in support of 

a diverse future NASA and aerospace industry workforce.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Percentage of higher education significant 

awards in four categories of student diversity for 

NASA STEM enrollees compared to the national 

average

Execution Planned

Fiscal 

Year

FY 2020 FY 2021 FY 2022

Target At least 2 

of 4 categories meet or 

exceed 

national 

average

PG 

Discontinued*

PG 

Discontinued*

Achieved 2 categories 

met or 

exceeded 

national 

average

*To be based on national averages obtained from the U.S. Department of Education’s Center for Education Statistics Integrated Postsecondary Education Database for the most recent academic year available.

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this performance goal by providing higher education 

significant awards in two of four categories, 

meeting or exceeding national STEM higher 

education enrollment target percentages for 

racial and ethnic categories underrepresented 

in STEM. Of the total 6,412 awards made during

the during the 2018–2019 academic year**, 

NASA provided awards to 6,066 higher education students

Some students received multiple awards, 

resulting in 6,412 significant awards and over 

$35 million in direct financial support to higher 

education students. Awards were provided

by the National Space Grant College and 

Fellowship Project (68.8 percent/4,413 awards),

Minority University Research and Education 

Project (MUREP) (10.2 percent/653 awards), Next

Gen STEM (0.7 percent/7 awards), and NASA’s

mission directorates and mission support 

offices (20.9 percent/ 1,339 awards). Significan

awards were provided to students across 

all institution categories defined by the U.

Department of Education (i.e., Asian America

and Native American Pacific Islander-Serving 

Institutions, Alaskan Native-Serving and Native 

Hawaiian-Serving Institutions, Historically Black 

Colleges and Universities, Hispanic-Serving 

Institutions, Native American-Serving Nontribal 

Institutions, Predominantly Black Institutions, 

Predominantly White Institutions, and Tribal 

Colleges and Universities) and levels (at least 

two but less than four years, and four or more 

years)

*Based on national averages obtained from the U.S. Department 

of Education’s Center for Education Statistics Integrated Postsecondary Education Database for the most recent academic 

year available.

**Note: NASA rates this performance goal using data reported 

on the academic calendar. The FY 2020 rating is based on data 

from the 2018–2019 academic calendar.

NASA STEM Engagement encompasses all 

endeavors Agency-wide to attract, engage and 

educate K-12 and higher education students and 

to support educators, educational institutions 

and professional organizations in STEM fields. 

NASA’s MUREP Institutional Research Opportunity selected the Navajo 

Technical University and Sitting Bull College as cooperative agreement recipients to conduct education and research. Photo Credit: NASA
Part 2—Strategic Goal 3

NASA’s FY 2022 Volume of Integrated Performance 79

Develop

3.3.3 [Begins in FY 2021]: Provide opportunities for students, especially 

those underrepresented in STEM fields, to engage with NASA’s aeronautics, space, and science people, content, and facilities in support of 

a diverse future NASA and aerospace industry workforce.

Percentage of higher education significant 

awards in four categories of student diversity 

for NASA STEM enrollees for both virtual and 

in-person higher education engagement activities

Execution Planned

Fiscal 

Year

FY 2020 FY 2021 FY 2022

Target N/A Baseline is 

measured 

for 4 

categories

At least 2 of 4 

categories meet 

or exceed the FY 

2021 baseline

Achieved N/A

*To be based on national averages obtained from the U.S. Department of Education’s Center for Education Statistics Integrated Postsecondary Education Database for the most recent academic year available.

NASA STEM Engagement encompasses all 

endeavors Agency-wide to attract, engage and 

educate K-12 and higher education students and 

to support educators, educational institutions 

and professional organizations in STEM fields. 
Part 2—Strategic Goal 3

NASA’s FY 2022 Volume of Integrated Performance 80

Develop

3.3.4: Enhance the effectiveness of education investments using performance assessment and evaluation-driven processes.

2015 2016 2017 2018 2019 2020

None before FY 2018 Green Green

Milestone achieved in the implementation of 

performance assessment and evaluation of 

STEM engagement investments

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 1 PG 

Discontinued

PG 

Discontinued

Achieved 1

Milestone for FY 2020

1. Award a competitive agreement to conduct 

a multi-year, third-party, project-level evaluation of the National Space Grant College and 

Fellowship Project.

FY 2020 Performance Progress

NASA achieved this performance goal by completing the FY 2020 milestone. The NASA Office

of STEM Engagement National Space Grant 

College and Fellowship (Space Grant) Program: 

Program-Level Independent Evaluation 

Opportunity Solicitation (NNH20ZHA006C) 

was released on April 29, 2020. A pre-proposal

webinar was held for interested proposers on 

May 28, 2020. Proposers were asked to submit

Notices of Intent by June 5, 2020, and proposals 

were due on July 16, 2020. Through this competitive solicitation, NASA successfully awarded

two cooperative agreements to Space Grant 

Consortia to conduct two-year, independent 

program-level evaluation pilots of the NASA 

Office of STEM Engagement Space Grant. These

pilot evaluations will be representative of the 

Space Grant Program offerings across multiple 

states that can be scaled to assess the entire 

Space Grant Program (based upon the findings 

and recommendations of the pilot studies)

NASA STEM Engagement encompasses all 

endeavors Agency-wide to attract, engage and 

educate K-12 and higher education students and 

to support educators, educational institutions 

and professional organizations in STEM fields. 

From left to right, students Austin Pritts, Taia Saurer, and Amanda Gutierrez 

have been named the winners of the Moon Pod Essay Contest for their creative visions of a journey to the Moon. The contest was a collaborative effort 

between NASA’s Office of STEM Engagement and the Human Exploration and 

Operations Mission Directorate in partnership with the online platform Future 

Engineers. Photo Credit: NASA

Right: In partnership with NASA’s Space Grant project the Arizona Space Grant 

Consortium, will provide funding for the Arizona STEM Challenges to Educate 

New Discoverers (ASCEND) program, which will allow students to participate 

in designing, building, and flying entry-level balloon payloads. Through each 

payload and launch, students will collect and study data while building excitement for careers in STEM. The ASCEND program will promote NASA and 

Space Grant to underrepresented student populations. Photo Credit: NASA
Part 2—Strategic Goal 3

NASA’s FY 2022 Volume of Integrated Performance 81

Develop

3.3.5: Provide opportunities for students to contribute to NASA’s aeronautics, space, and science missions and to work in exploration and 

discovery.

2015 2016 2017 2018 2019 2020

None before FY 2018 Green Green

Number of paper presentations, peer-reviewed 

research publications, and (beginning in FY 

2021 to include student-proposed solutions and 

products) resulting from STEM engagement 

investments

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 1,300 PG 

Discontinued*

PG 

Discontinued*

Achieved 2,015

*NASA is developing a new strategic plan and anticipates replacing this objective.

FY 2020 Performance Progress

NASA achieved this performance goal by 

reporting a total 2,015 peer-reviewed publications and technical papers and presentations, 

exceeding the FY 2020 target. NASA’s performance in providing opportunities for students

to contribute to NASA’s aeronautics, space, and 

science missions and work was assessed across 

peer-reviewed publications and technical paper 

presentations directly resulting from research 

funded by NASA STEM Engagement grants and 

awards to higher education institutions. As a

direct result of NASA STEM Engagement investments, the Establish Program to Stimulate 

Competitive Research (EPSCoR), Space Grant, 

and MUREP grantee and awardee institutions published 550 peer-reviewed papers 

and 6 books, delivered 282 invited paper presentations, and published or presented 1,177 

technical papers. Notably, 50 percent of the

peer-reviewed publications were authored or 

coauthored by students. Additionally, nine patents were awarded to higher education institutions as a direct result of their NASA STEM

Engagement grants or cooperative agreements

*Note: NASA rates this performance goal using data reported 

on the academic calendar. The FY 2020 rating is based on 

data from the 2018–2019 academic calendar.

NASA STEM Engagement encompasses all 

endeavors Agency-wide to attract, engage and 

educate K-12 and higher education students and 

to support educators, educational institutions 

and professional organizations in STEM fields. 

California State University student Jazmyne Bartee holds a plane she had built 

learning about the three axes and control surfaces for aircraft. Photo Credit: 

NASA / Lauren Hughes

Through a cooperative agreement with NASA, the University of Texas 

at El Paso (UTEP), a Hispanic-serving institution, developed the Center for 

Space Exploration and Technology Research. Former UTEP student and now 

faculty member, Alejandra Castellanos, measures a laminate using woven, carbon-fiber layers to test low-velocity impact. The photo was taken when she was 

a Center for Space Exploration and Technology Research student at UTEP 

in 2017 in the university’s Challenger-Columbia Structures and Materials Lab. 

Photo Credit: College of Liberal Arts at UTEP / Andy Castellanos
ENABLE

STRATEGIC GOAL 4

Optimize capabilities and 

operations.

The Orion spacecraft for Artemis I is prepared for testing at NASA’s Plum Brook Station on December 14, 2019. In this 

photo, the spacecraft (crew module and European-built service module) is installed in a vacuum chamber where it will 

be subjected to temperatures ranging from -250 to 300 degrees Fahrenheit to ensure it can withstand the extreme 

temperatures it may experience flying in-and-out of sunlight and shadow during a mission. The spacecraft is surrounded by a thermal cage, called Heat Flux, which is a specially-designed system that heats specific parts of the spacecraft 

at any given time. Orion will also be surrounded on all sides by a set of large panels, called a cryogenic-shroud, that will 

provide the cold background temperatures of space. NASA’s testing capabilities help reduce mission risk and protect 

humans, vehicles, and the gear on which they rely. Photo Credit: NASA/ Bridget Caswell
NASA’s FY 2022 Volume of Integrated Performance 83

Part 2—Strategic Goal 4 Enable

LEAD OFFICE

Mission Support Directorate (MSD)

GOAL LEADER

Robert Gibbs, Associate Administrator, 

MSD

Strategic Objective 4.1: Engage in partnership

strategies

NASA is establishing appropriate partnerships to achieve the 

Agency’s Mission using contracts to acquire property or services 

and/or partnership agreements using other statutory authorities 

to implement mutually beneficial activities to NASA and its partner. The strategy for the success of this objective focuses in four

areas: 1) Execute innovative, effective, and efficient procurement 

solutions and contracts that enable NASA’s mission; 2) Conduct 

education with and outreach to small businesses on how to 

partner with NASA and its commercial partners; 3) Enable 

NASA’s international and interagency partnerships through 

identification of strategic opportunities and management of 

agreements, engagements, guidance on the applicability of U.

regulations, and policies; and 4) Enable domestic, non-federal 

partnerships that are strategic and beneficial for NASA through 

transparency, education, awareness, and outreach opportunities, and identify partnership resources and capabilities for the 

public

NASA’s 2020 Strategic Review determined that this strategic 

objective shows satisfactory progress. NASA continues to establish appropriate collaborations and acquisitions to achieve the

Agency’s Mission. Innovative procurement strategies jointly

developed with mission directorates have led to acquisition 

efficiencies by consolidating mission requirements under 

fewer contracts. NASA has several control measures in place to

Above: The sun sets at Boeing’s research facility near Glasgow, Montana, where this 787-10 Dreamliner on loan from Etihad Airways served as the aircraft for the 

2020 edition of Boeing’s ecoDemonstrator program. NASA flew a pair of research projects to gather data on aircraft noise and test an air traffic management digital 

data communications tool. Results from these flights, which took place during late August and early September, will help develop technology to enable future aircraft 

designs and flight operations that will be quieter, more fuel efficient, and result in fewer delays. NASA has collaborated with Boeing on its ecoDemonstrator program 

almost every year since 2014. Photo Credit: Boeing
Part 2—Strategic Goal 4

NASA’s FY 2022 Volume of Integrated Performance 84

Enable

ensure that the Agency receives value from its 

partnerships and that these activities align to 

NASA’s Mission. NASA provides standardized

guidance and training to stakeholders, and 

potential partnerships are reviewed at several 

levels in advance of being finalized. Once completed, the Agency assesses those partnerships

that used NASA resources to determine how 

beneficial the agreement was to advancing 

the Agency’s objectives. Results inform future

partnership decisions

NASA annually spends approximately 81 percent of its budget on acquiring goods and 

services and procurements totaled over $19.5

billion with over 36,000 procurement actions

Additionally, NASA’s Office of Procurement 

conceptualized, designed, and implemented 

the Enterprise Service Delivery Model that 

embraces concepts of Category Management 

principles by actively managing spending and 

utilizing Office of Management and Budget 

(OMB)-identified Best in Class Contracts (BICs) 

through the creation of 25 Product Service 

Lines, with specific procurement assignments, 

for institutional and a subset of program/

project (e.g., engineering, propellants) lines o

business. Procuring increasingly more goods

services using enterprise approaches will 

enable the Agency to reduce redundancies and 

meet or exceed the annual targets (i.e., Spen

Under Management, Spend Using BIC, etc.)

established by OMB. The Agency expanded its

strategic (non-procurement) partnerships by 

increasing the number of new partners with 

whom NASA does business. In FY 2020, the

Agency established partnerships with 52 new 

domestic, non-Federal partners—partners with 

whom the Agency has not had previous agreements. In addition, the Agency established

80 new international agreements in FY 2020

NASA’s small business outreach program has 

evolved to target industry sectors rather than 

socioeconomic categories. The total agency

dollars obligated to small business, as a sum 

of prime and subcontract dollars, increased an 

average of five percent annually

In 2020, some partners were reluctant to enter 

into new non-procurement partnership agreements with NASA given the Agency’s inability 

to commit to firm milestone schedules for 

on-site activities that do not qualify as “essential work.” Concerns with meeting milestones

for existing agreements will require extensions 

to complete work. A number of major meetings

and events where international collaboration is 

formed were cancelled held virtually or postponed until 2021

Impacts from COVID included the cancelation of all scheduled small business outreach 

events for the remainder of the fiscal year and 

were replaced with several virtual outreach 

events have already taken place. These have

included the participation of various U.S. senators and congressmen along with the NAS

Administrator. While these events have been

successful thus far, the nature of a virtual 

platform limits the two-way exchange of information. Additionally, businesses are not able

to network with each other in a virtual format

This is a key component of in-person events, 

particularly as it pertains to NASA’s small business subcontracting program

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.1, FY 2014—2020

Note: FY 2018—FY 2020 contribute to Strategic Objective 4.1, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.
Part 2—Strategic Goal 4

NASA’s FY 2022 Volume of Integrated Performance 85

Enable

4.1.1: Maintain the number of active partnership agreements with 

domestic, interagency, and international partners that support and 

enable NASA’s mission. 

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Number of milestones met

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 2,404 2,404 2,404

Achieved 2,872

FY 2020 Performance Progress

NASA achieved the FY 2020 target for this 

multi-year performance goal for partnership 

agreements. NASA managed 2,183 domestic

and 689 international active partnership agreements, for a total of 2,872 agreements

To facilitate strategic partnerships and mission 

objectives, NASA focused on outreach efforts to 

attract new, non-traditional organizations, while 

continuing to expand partnerships with existing 

partners. NASA personnel across the Agency

conducted numerous outreach meetings and 

participated in external forums and conferences identifying and engaging with potential 

partners. Before COVID-19-related restrictions

were in place in the United States, NASA partnerships and OIIR representatives met with 

potential partners at the 70th International 

Astronautical Congress and SpaceCom. Under

COVID-19 health guidelines, NASA expanded 

outreach using webinars by teaming with the 

Office of Small Business Programs to reach the 

small business community and the Technology 

Transfer Office to identify partners at the 

SmallSat Conference

Due largely to these and other similar outreach initiatives, NASA entered into partnership 

agreements with 43 new (first-time) non-Federal partners during FY 2020. Further, the number of page views/hits to the NASA Partnerships

website during FY 2020 were up 33 percent over 

FY 2019. Reaching new audiences regarding

NASA partnership opportunities and increasing 

the number and types of new partners benefits 

the Agency by cultivating new and innovative 

collaboration opportunities to help advance 

NASA’s missions

NASA’s Partnership Office and the Office of 

International and Interagency Relations (OIIR)

engage in non-procurement partnerships with 

international, intergovernmental, academic, 

industrial, and entrepreneurial entities, recognizing them as important contributors of skill and 

creativity to NASA missions. The Mission Support 

Directorate (MSD) oversees services provided by 

the Partnership Office.

Masten Employees Prepare Rocket for Flight Test of Lunar Landing Technology. 

Photo Credit: NASA/Lauren Hughes

Flight Tested Tech to Enable Precision Landing on the Moon. Photo Credit: 

NASA/Lauren Hughes
Part 2—Strategic Goal 4

NASA’s FY 2022 Volume of Integrated Performance 86

Enable

4.1.2 [Begins in FY 2021]: Procure common goods and services as an 

enterprise to eliminate redundancies, increase efficiency, and deliver 

more value and savings.

Percentage of NASA’s total common spending obligated on Agency, government-wide, 

or best-in-class (BIC) contracts consistent with 

NASA’s Category Management Plan and the 

Spend Under Management (SUM) key performance indicator

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target N/A SUM = $4.8B

BIC = $1.7M

SUM = 65%

BIC = 5%

Achieved N/A

NASA’s Office of Procurement provides innovative, effective, and efficient acquisition solutions, 

optimizing Agency capabilities and operations 

and enabling NASA’s missions.
NASA’s FY 2022 Volume of Integrated Performance 87

Part 2—Strategic Goal 4 Enable

LEAD OFFICE

Human Exploration and Operations 

Mission Directorate (HEOMD)

GOAL LEADER

Altonell (Toni) Mumford, Deputy 

Associate Administrator for 

Management, HEOMD

Strategic Objective 4.2: Enable space access and

services

NASA uses private and government capabilities to ensure that 

people, payloads, and data can be delivered to and from space

NASA achieves this through a portfolio of services and strategic 

capabilities, including launch services for robotic missions, commercial space transportation for crew and cargo, ground- and 

space-based communications, and specialized test facilities

The 2020 Strategic Review determined that NASA’s progress 

for this strategic objective was satisfactory. NASA’s strategy is to

maintain a minimum capability to achieve mission requirements 

for all space access and services elements. A primary responsibility in this portfolio, NASA continues to serve as the launch agent

for the civil space sector. This includes satellite and robotic planetary mission launches, access to space for human exploration

and cargo to and from the International Space Station (ISS) and 

other low Earth orbit destinations, providing access to responsive and reliable space communication and tracking services for 

NASA missions, and maintaining the capabilities necessary to 

execute customer requirements

NASA’s partners for commercial crew have achieved significant 

milestones with the first launch into orbit from American soil 

with a crew since the Space Shuttle Orbiters were retired in 2011

The May 30 launch of the SpaceX Demo-2 test flight carried two 

NASA astronauts to the ISS. The subsequent successful docking

Above: NASA astronaut Douglas Hurley is helped out of the SpaceX Crew Dragon Endeavour spacecraft onboard the SpaceX GO Navigator recovery ship after 

he and NASA astronaut Robert Behnken landed in the Gulf of Mexico off the coast of Pensacola, Florida, on August 2, 2020. The Demo-2 test flight for NASA’s 

Commercial Crew Program was the first to deliver astronauts to the International Space Station and return them safely to Earth onboard a commercially built and 

operated spacecraft. Behnken and Hurley returned after spending 64 days in space. Photo Credit: NASA/Bill Ingalls
Part 2—Strategic Goal 4

NASA’s FY 2022 Volume of Integrated Performance 88

Enable

operations and splashdown completed many 

of the test objectives of the SpaceX Demo-2 

mission. Boeing’s December 2019 Orbital Flight

Test encountered several anomalies that, 

among other things, prevented it from demonstrating it could dock with the ISS. On April 6,

Boeing announced that it has decided to re-fly 

the uncrewed test flight of its CST-100 Starliner 

commercial crew spacecraft. The Boeing CST100 Starliner re-flight is expected in FY 202

NASA provided launch services, test services, 

and communications support to internal 

and external customers throughout FY 2020

NASA is successfully managing launch service 

capabilities across the civil space sector and 

acquired three launches in FY 2020. The Mars

2020 Perseverance launch campaign was conducted during the COVID-19 pandemic (watch 

the launch on YouTube), and NASA also managed multiple commercial launch services contract awards, and conducted additional launch 

service acquisitions for NASA and other civil 

sector customers. The NASA communications

networks continued to perform well above their 

95 percent requirement in FY 2020. The Space

Communications and Navigation (SCaN) program is aligning upgrades and development 

activities with both the new SCaN Architecture 

Study and the Artemis program plans. SCaN is

preparing an acquisition strategy that will allow 

future NASA missions to rely on end-to-end 

communications services provide by the commercial communications industry. Finally, prior

to the COVID-19 pandemic, the rocket propulsion testing capability was successfully utilized 

at multiple test sites throughout FY 2020, 

performing nearly 400 tests with a 100 percent 

facility readiness rating. In early FY 2020, NASA

supported over 650 hours of Thermal Vacuum 

tests on the Artemis I Capsule at the Glenn 

Research Centers’ Plum Brook Station

Strategic Objective 4.2 programs are implementing their strategies while managing

COVID-19 pandemic impacts. Within the portfolio, SCAN’s communications networks have

maintained nominal operations during the 

COVID-19 pandemic, with reduced staff; to keep 

site staff safe, on-site development projects 

stopped until safety plans and procedures were 

created, reviewed and implemented. Schedule

impacts to NASA FY 2021 launch campaigns 

remain under evaluation. Finally, five of NASA’s

rocket propulsion testing facilities were either 

partially or completely closed in response to 

localized COVID-19 outbreaks; however, specific 

mission-essential work was performed with 

added COVID safety requirements

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.2, FY 2014—2020

Note: FY 2018—FY 2020 contribute to Strategic Objective 4.2, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.
Part 2—Strategic Goal 4

NASA’s FY 2022 Volume of Integrated Performance 89

Enable

4.2.1: Provide cargo transportation through commercial partners to 

support the International Space Station (ISS).

2015 2016 2017 2018 2019 2020

Green Yellow Green Green Green Green

Number of commercial cargo missions 

launched/delivered to ISS

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 4 4 4

Achieved 4

FY 2020 Performance Progress

During FY 2020, NASA executed four 

Commercial Resupply Services (CRS) missions 

to support the ISS: Northrop Grumman (NG)-12 

berthed to ISS on November 4, 2019; SpaceX 

(SpX-19) berthed on December 8, 2019; NG-13 

berthed on February 18, 2020; and SpX-20 

berthed March 9, 2020

The International Space Station Division, part of 

the Human Exploration and Operations Mission 

Directorate, manages commercial resupply services for ISS.

The Northrop Grumman Antares rocket, with Cygnus resupply spacecraft 

onboard, launches from Pad-0A on February 15, 2020 at NASA’s Wallops 

Flight Facility in Virginia. Photo Credit: NASA/Aubrey Gemignani

The Nanoracks Bishop Airlock is packed in the Dragon spacecraft’s trunk on 

October 12, 2020, inside SpaceX’s processing facility at NASA’s Kennedy 

Space Center in Florida for its ride to the International Space Station aboard 

the company’s 21st Commercial Resupply Services (CRS-21) mission. Photo 

Credit: SpaceX

Mission engineers receive and prepare science and research and food items for 

the final cargo load into the Cygnus resupply spacecraft onboard the Northrop 

Grumman Antares rocket on February 8, 2020 at the Horizontal Integration 

Facility (HIF) of NASA’s Wallops Flight Facility in Virginia. Photo Credit: NASA/

Aubrey Gemignani 
Part 2—Strategic Goal 4

NASA’s FY 2022 Volume of Integrated Performance 90

Enable

4.2.2: Provide NASA crew transportation through commercial partners 

to low Earth orbit.

2015 2016 2017 2018 2019 2020

Green Green Green Yellow Yellow Yellow

Number of commercial crew missions 

launched

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 2 2 2

Achieved 1

FY 2020 Performance Progress

In May 2020, for the first time in history, NASA 

astronauts launched from American soil in a 

commercially built and operated American 

crew spacecraft on its way to the ISS on NASA’s 

SpaceX Demo-2 mission. The SpaceX Crew

Dragon Endeavor spacecraft successfully 

delivered astronauts Doug Hurley and Bob 

Behnken to the ISS 19 hours later. In August, the

spacecraft carrying the two astronauts safely 

splashed down into the Gulf of Mexico

Successful completion of the FY 2020 target for 

this performance goal called for both commercial partners conducting their crewed demonstration flight during the fiscal year. While

SpaceX successfully completed their crewed 

flight to the ISS, Boeing did not complete a 

crewed demonstration of their CST-100 Starliner 

spacecraft. During an uncrewed orbital test

flight conducted in December 2019, the spacecraft experienced some anomalies, including 

intermittent space-to-ground communication issues. A joint NASA-Boeing independent

review team recommended corrective and 

preventive actions to address in preparation for 

a second uncrewed orbital flight test in late FY 

2021. Boeing plans to conduct a crewed orbital

flight test in FY 2022

The Commercial Crew Program, part of the 

Human Exploration and Operations Mission 

Directorate, is partnering with U.S. industry to fly 

human space transportation systems.

Boeing’s CST-100 Starliner’s four launch abort engines and several orbital 

maneuvering and attitude control thrusters ignite in the company’s Pad Abort 

Test, pushing the spacecraft away from the test stand with a combined 160,000 

pounds of thrust. The test, conducted November 4, 2019, was designed to 

verify that each of Starliner’s systems will function not only separately, but in 

concert, to protect astronauts by carrying them safely away from the launch 

pad in the unlikely event of an emergency prior to liftoff. Photo Credit: NASA 

JSC/Boeing 
Part 2—Strategic Goal 4

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4.2.3: Maximize the availability of propulsion test facilities that support 

NASA’s test requirements.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Percentage availability

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 90% 90% 90%

Achieved 99.7%

FY 2020 Performance Progress

NASA exceeded the FY 2020 target of 90 percent availability for this performance goal, 

with over 700 tests conducted. Only two facility delays occurred, resulting in 99.7 percen

availability for the fiscal year. All on-site work

was conducted according to health and safety 

guidance

NASA’s Rocket Propulsion Test program, part of 

the Human Exploration and Operations Mission 

Directorate, manages rocket propulsion test 

facilities, activities, and resources.

Below: Delivery and installation of NASA’s Space 

Launch System (SLS) rocket’s first core stage to 

Stennis Space Center for a milestone Green Run test 

series prior to its Artemis I flight. The SLS core stage, 

the largest rocket stage ever built by NASA, stands 212 

feet tall and measures 27.6 feet in diameter. Crews 

upgraded the B-2 test stand’s high-pressure sound suppression water system to dump hundreds of thousands 

of gallons on the test stand during the hotfire test. The 

B-2 test stand is located at Stennis Space Center in 

southern Mississippi. Photo Credit: NASA/SSC
Part 2—Strategic Goal 4

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4.2.4 [Ends in FY 2020]: Complete Launch Services Program (LSP) 

objectives for NASA-managed expendable launches.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Percentage of expendable launch objectives 

successfully completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 100% PG 

Discontinued

PG 

Discontinued

Achieved 100%

FY 2020 Performance Progress

NASA effectively managed launch service 

capabilities across the civil space sector, as 

evidenced by three successful launches from 

Cape Canaveral Air Force Station, Florida, in 

FY 2020: 

■ The Ionospheric Connection Explorer 

(ICON) mission on October 10, 

2019, on a Pegasus XL rocket 

■ The Solar Orbiter spacecraft on February 

10, 2020, on an Atlas V rocket 

■ The Mars 2020 Perseverance Rover 

mission on July 30, 2020, on an Atlas V 

rocket, during the COVID-19 pandemic

NASA is also managing multiple awarded commercial launch services and conducting additional launch service acquisitions for NASA and 

other civil sector customers

NASA’s Launch Services Program, part of the 

Human Exploration and Operations Mission 

Directorate, is responsible for acquiring and 

launching expendable launch vehicles.

Both halves of a United Launch Alliance Atlas V payload fairing come together 

around the Solar Orbiter spacecraft inside the Astrotech Space Operations 

facility in Titusville, Florida, on January 20, 2020. The fairing provides a protective, aerodynamic cover to the payload inside during the early minutes of 

ascent. Solar Orbiter is an international cooperative mission between ESA 

(European Space Agency) and NASA. The mission aims to study the Sun, its 

outer atmosphere and solar wind. The spacecraft will provide the first images 

of the Sun’s poles. NASA’s Launch Services Program based at Kennedy Space 

Center in Florida is managing the launch. Solar Orbiter launched aboard an 

Atlas V rocket on February 10, 2020, from Space Launch Complex 41 at Cape 

Canaveral Air Force Station in Florida. Photo Credit: NASA/Ben Smegelsky
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4.2.4 [Begins in FY 2021]: Complete Launch Services Program (LSP) 

commercial launch services objectives for NASA-managed science, 

exploration, U.S. Government, and Government-sponsored missions.

Commercial launch services objectives successfully completed

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target N/A 100% of 

primary 

manifested 

missions 

successfully 

launched

100% of 

primary 

manifested 

missions 

successfully 

launched

Achieved N/A

NASA’s Launch Services Program, part of the 

Human Exploration and Operations Mission 

Directorate, is responsible for acquiring and 

launching expendable launch vehicles.
Part 2—Strategic Goal 4

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4.2.5: Maintain the delivery of Space Communications network 

services.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Percent of delivery

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 96% 96% 96%

Achieved 96%

FY 2020 Performance Progress

NASA’s communications networks—the Deep 

Space Network, the Space Network, and the 

Near Earth Network—have maintained nominal operations during the COVID-19 pandemic, 

despite reduced staff. NASA stopped on-site

development projects until safety plans and 

procedures were created, reviewed, and implemented

Space Communications and Navigation, part of 

the Human Exploration and Operations Mission 

Directorate, manages NASA’s ground-based 

communications facilities and services and 

the Tracking and Data Relay Satellites.
Part 2—Strategic Goal 4

NASA’s FY 2022 Volume of Integrated Performance 95

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4.2.6: Maximize the availability of the Space Environment Testing 

Management Office (SETMO) portfolio of assets to meet NASA’s current and future test facility needs.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Percent overall availability of SETMO portfolio 

assets

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 90% 90% 90%

Achieved 98%

FY 2020 Performance Progress

NASA accomplished 98.2 percent overall availability of its SETMO portfolio assets, exceeding

the FY 2020 target of 90 percent. NASA’s workforce performs essential preventive maintenance to ensure that its key capabilities and

critical assets will continue to be available in 

the future to support the missions that require 

them. Core capabilities include thermal vacuum

chambers, simulators, and the Arc Jet Complex, 

located at NASA’s Ames Research Center in 

California. NASA implements strategic investment decisions to sustain, enhance, replace,

modify, or dispose of facilities based on NASA’s 

and national needs

The Space Environments Testing Management 

Office, part of the Mission Support Directorate, 

manages NASA’s shared capabilities and assets 

used to conduct testing in a simulated space 

environments.

NASA’s Orion spacecraft, the crew module and European-built service module, 

is lifted into a thermal cage and readied for its move into the vacuum chamber 

at NASA’s Plum Brook Station for testing. Testing began with a 60-day thermal 

test, where the spacecraft was subjected to temperatures ranging from -250 to 

300-degrees Fahrenheit to ensure it can withstand the harsh environment of 

space during Artemis missions. Photo Credit: NASA/Marvin Smith
NASA’s FY 2022 Volume of Integrated Performance 96

Part 2—Strategic Goal 4 Enable

LEAD OFFICE

Technical Authorities: Office of the Chief 

Engineer (OCE), Office of the Chief 

Health and Medical Officer (OCHMO), 

and Office of Safety and Mission 

Assurance (OSMA)

GOAL LEADER

Mark Weyland, Director, Medical Policy 

and Ethics

Strategic Objective 4.3: Assure safety and mission

success

NASA uses discipline experts, known as Technical Authorities, to 

provide authoritative and independent decisions on application 

of requirements across the Agency’s programs and projects

This includes evaluating hardware, software, environmental 

conditions, and human performance expectations. Technical

Authorities identify hazards, including the impacts of new 

requirements and departures from existing requirements, and 

evaluate risk acceptability. NASA uses these decisions to assure

that risks are addressed or mitigated to an acceptable level, 

improving the likelihood that missions, programs, and operations will be completed safely and successfully. NASA’s Technical

Authorities are increasing awareness and reducing risk across 

the Agency through their roles and are at a satisfactory performance rating

In 2019, NASA rated this strategic objective as a Focus Area 

for Improvement. The 2020 Strategic Review determined that

NASA’s performance in this area was satisfactory. The technical

authorities continued to provide sound, relevant, and independent advice to NASA’s programs, projects, and leadership

NASA’s Technical Authorities increased awareness and reduced 

risk across the agency through their roles and are at a satisfactory performance rating. During 2019, NASA established

applicable safety, engineering, and health policy directives and 

Above: The James Webb Space Telescope has the largest mirror of its kind that NASA has ever built. So big that it can’t fit inside a rocket without folding up. In early 

March 2020, testing teams deployed Webb’s 21 feet 4-inch (6.5 meter) primary mirror into the same configuration it will have when in space. NASA worked with its 

contractors to identify mission-critical, schedule-sensitive work that required on-site operations and to ensure staff followed safety and health guidance. OCHMO has 

provided critical input to the NASA COVID-19 Response Plan and Guidelines for a Safe Workplace. Photo Credit: Northrop Grumman
Part 2—Strategic Goal 4

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procedural requirements, and assured that the 

directives and requirements were appropriately 

implemented. NASA continued to enhance

training programs, knowledge sharing events, 

and communications to expand Safety and 

Mission Assurance awareness and technical 

expertise, while updating NASA guidance on 

orbital debris mitigation, planetary protection, 

and nuclear safety in accordance with presidential direction and advisory panel recommendations. The Agency also continued to establish

early, consistent and proper level of engagement (Standards Development, Requirements 

Definition, Design, Development, Test and 

Evaluation) with NASA programs and commercial space industry to advise, advocate, and 

ensure the health and performance of astronauts and pilots

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.3, FY 2014—2020

Note: FY 2018—FY 2020 contribute to Strategic Objective 4.3, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.
Part 2—Strategic Goal 4

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4.3.1: Acheive zero fatalities or permanent disabling injuries to the public resulting from NASA activities.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Number of fatalities or permanent disabling 

injuries

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 0 0 0

Achieved 0

FY 2020 Performance Progress

There were zero fatalities or disabling injuries to 

the public or NASA employees during FY 2020 

as a result of NASA activities. There was extensive planning and execution of risk mitigation

controls prior to all aerospace flight operations 

and potentially hazardous operations to achieve 

this performance goal

The Office of Safety and Mission Assurance, 

Office of the Chief Health and Medical Officer, 

and Office of the Chief Engineer ensure safety 

and mission success by providing independent 

oversight of NASA’s programs and projects. They 

are supported by the NASA Safety Center and 

the Katherine Johnson IV&V Facility.
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4.3.2: Reduce damage to NASA assets (excluding launched flight 

hardware).

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Red

Level less than 5-year running average

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target $3.85M $3.69M TBD

Achieved $4.73M

FY 2020 Performance Progress

In FY 2020, NASA’s non-mission-related damage costs were $4.727 million, primarily due to

a transformer fire at Glenn Research Center in 

May 2020. This was above the historical average

of $3.8 millio

The Office of Safety and Mission Assurance, 

Office of the Chief Health and Medical Officer, 

and Office of the Chief Engineer ensure safety 

and mission success by providing independent 

oversight of NASA’s programs and projects. They 

are supported by the NASA Safety Center and 

the Katherine Johnson IV&V Facility.

Costs Associated with Damage to NASA Assets, FY 2010–2020
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Enable

4.3.3: Ensure the health, safety, and performance of NASA astronauts 

and pilots.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Number of non-concurrence determinations 

and percentage of program variances

Execution Planned

Fiscal 

Year

FY 2020 FY 2021 FY 2022

Target 0 non-concurrence determinations; 5% or 

fewer program 

variances

0 non-concurrence determinations; 

5% or fewer 

program 

variances

0 non-concurrence determinations; 

5% or fewer 

program 

variances

Achieved 0 non-concurrence determinations; 0% or 

fewer program 

variances

*Performance goal under review for alignment with draft 2022 Strategic Plan.

FY 2020 Performance Progress

In FY 2020, the Health and Medical Technical 

Authority (HMTA) issued no non-concurrences 

with respect to major program milestones. In

addition, the HMTA issued no program variances from the technical standards

Meeting these targets enables NASA to accomplish all of its missions safely and in the most 

cost-effective ways. Given the cadence of

NASA’s human spaceflight missions, the FY 

2021 budget increases resources for the HMTA 

to improve its ability to develop the appropriate standards, assess and advise programs 

on implementation, prioritize amongst and 

between programs, or evaluate requests for 

waiver or risk mitigations for all NASA programs 

that are in development, in a time-critical manner. However, this increase does not provide full

baseline funding

As current programs (e.g., International Spac

Station, Orion, and Space Launch System) 

become more heavily invested and more programs and projects (e.g., Mars Architectur

Team, Lunar Hab, Commercial Programs) come 

online, HMTA will need to expand to fully cover 

all required areas. Budget challenges in FY 2022

will derail the progress made in FY 2021

In addition, all measures to prevent COVID-19 

infection as directed by NASA’s Office of the 

Chief Health and Medical Officer were carefully 

implemented by essential center civil service 

and contractor employees

The Office of Safety and Mission Assurance, 

Office of the Chief Health and Medical Officer, 

and Office of the Chief Engineer ensure safety 

and mission success by providing independent 

oversight of NASA’s programs and projects. They 

are supported by the NASA Safety Center and 

the Katherine Johnson IV&V Facility.
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LEAD OFFICE

Mission Support Directorate (MSD) 

and Office of the Chief Human Capital 

Officer (OCHCO)

GOAL LEADER

Robert Gibbs, Associate Administrator, 

MSD

Strategic Objective 4.4: Manage human capita

NASA is cultivating a diverse and innovative workforce with the 

right balance of skills and experience to provide an inclusive 

work environment in which employees that possess varying perspectives, life experiences, and backgrounds can work together 

and remain fully engaged in the Mission. NASA strategy for

this objective is to equip NASA for mission success by supporting mission workforce planning, acquiring top talent quickly, 

enhancing how people work, and growing employees and leaders, and to create an inclusive environment for all NASA employees to feel engaged and safe to raise concerns

The 2020 Strategic Review determined that NASA made satisfactory progress. In July 2020, NASA announced that Inclusion

would be added as one of its core values. This new core value will

be incorporated into NASA’s 2022 Strategic Plan. NASA is rolling out its strategy on creating an inclusive environment for all

employees through its Unity Campaign. A survey was conducted

to assess how the roll-out is going. Over 50 percent of responding employees were familiar with the campaign and 45 percent

stated that their supervisor supported the campaign. Overall,

NASA views the results positive at this stage of the early campaign rollout. NASA also had over 10,000 employees participate

in over 500 facilitated Diversity Dialogues. They allowed candid

discussion of social issues, and a safe place for employees to 

Above: In celebration of Women’s History Month, the “Women of Launch Control” working in Exploration Ground Systems take time out of their Artemis I launch planning to pose for a photo in Firing Room 1 of the Launch Control Center at NASA’s Kennedy Space Center in Florida on March 4, 2020. NASA’s diverse and innovative 

workforce are fully engaged in NASA’s Mission. Photo Credit: NASA/Glenn Benson
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express themselves and increase collaboration, 

connection and communication

Beginning in 2019, NASA experienced an 

increase in the average “time to hire,” and the 

number of open hiring requests that had not 

issued a certificate. These increases occurred

during a migration of staffing services to the 

NASA Shared Services Center, a temporary 

pause in new hiring requests, and a large 

increase in demand. In 2020, the Agency was at

a five-year low in the Human Capital Customer 

Satisfaction rating (as measured by the General 

Services Administration’s Mission Support 

Survey). NASA took steps to reduce the “time to

hire” and hiring backlog by taking advantage of 

several new hiring authorities. These measures,

along with process improvements, helped 

eliminate its hiring backlog. By the end of 2020,

NASA was exceeding staffing production targets and issuing certificates within 25 days of 

receipt on a consistent basis

In October 2019, NASA established a new 

Agency Position Description classification 

process, reducing the time required to classify 

positions by more than 90 percent. NASA’s new

strategic workforce planning process emphasized the development of center strategic workforce plans to improve workforce agility

While Strategic Objective 4.4 has a clear strategy for success, there were adverse impacts

due to the COVID-19 pandemic. NASA’s learning

and development strategy required a largescale transition from in person classes to virtual learning. The Federal Employee Viewpoint

Survey was delayed six months and shortened, 

affecting OCHCO’s ability to evaluate several 

performance metrics. OCHCO experienced a

large increase in requests for virtual collaboration, organizational development support, 

and training for supervisors on managing a 

virtual workforce. There was also an increased

workload in data analytics, including COVID19 dashboards and employee surveys. Virtual

onboarding for new NASA employees was successful and allowed NASA to continue regular 

hiring activities for critical positions

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.4, FY 2014—2020

Note: FY 2018—FY 2020 contribute to Strategic Objective 4.4, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.
NASA’s FY 2022 Volume of Integrated Performance

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4.4.1 [Ends in FY 2021]: Sustain NASA’s employees’ perceptions of 

innovation climate, as measured by the Innovation-related questions 

on the Federal Employee Viewpoint Survey (FEVS), through Human 

Capital Programs and tools that support NASA employees.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green White

Agency FEVS Innovation score

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 84% 84% Discontinued*

Achieved Unable to 

assess

*NASA is developing a new strategic plan and anticipates replacing this objective.

FY 2020 Performance Progress

NASA was unable to assess progress toward 

achieving this performance goal in FY 2020 

due to lack of data resulting from changes 

to the 2020 FEVS. In June 2020, the Office of

Personnel Management (OPM), which conducts 

the survey, announced that it had reworked the 

survey—a measurement of Federal employees’ 

perceptions of workplace experiences, leadership, and culture—to cut some of the standard 

questions and add questions related to the 

COVID pandemic. Among the questions cut

were the innovation-related questions used to 

assess this performance goal

The Office of the Chief Human Capital Officer, 

part of the Mission Support Directorate, helps 

NASA maintain an adaptable and skilled workforce through strategic workforce planning, 

management services, and staff training and 

development. Visit NASAPeople for more information about the Human Capital Program, 

careers at NASA, and other workforce information.

NASA Deputy Administrator, Jim Morhard (through January 2021), left, 

poses for a photo with Max Stier, president and chief executive officer of the 

Partnership for Public Service, after accepting the Best Place to Work award 

for large federal government agencies for NASA on January 10, 2020. NASA 

received the award based on civil servant responses to the FY 2019 FEVS. 

Photo Credit: NASA/Aubrey Gemignani
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Enable

4.4.2: Sustain NASA employees’ perceptions of inclusion, as measured 

by the New Inclusion Quotient (New IQ) index scores on the annual 

Federal Employee Viewpoint Surveys (FEVS), through Diversity Equal 

Opportunity programs and tools that support NASA employees.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green White

Agency FEVS New IQ Index score

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 70% 70% 70%

Achieved Unable to 

assess

FY 2020 Performance Progress

NASA was unable to assess progress toward 

achieving this performance goal in FY 2020 due 

to lack of data resulting from changes to the 

2020 FEVS. In June 2020, OPM, which conducts

the survey, announced that it had reworked the 

survey to cut some of the standard questions 

and add questions related to the COVID pandemic. Of the 20 questions that normally comprise the New IQ index score, only 9 questions

were included in the shortened 2020 survey

The Office of Diversity and Equal Opportunity

(ODEO) leads diversity and civil rights policies, 

programs, and services, enabling the universe 

of available talent to contribute inclusively and 

equitably to NASA. ODEO is an Administrator 

Staff Office.
NASA’s FY 2022 Volume of Integrated Performance

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Enable

4.4.3 [Begins in FY 2021]: Improve employees’ perception of NASA as 

an equal opportunity and anti-harassment workplace, as measured by 

the Federal Employee Viewpoint Survey (FEVS) questions focused on 

equal employment opportunity (EEO) and anti-harassment compliance, through customer service scores, and completion of NASA/MAP 

deliverables for EEO compliance.

Percentage of NASA FEVS EEO and anti-harassment compliance scores

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target N/A 75% 75%

Achieved

The Office of Diversity and Equal Opportunity

leads diversity and civil rights policies, programs, 

and services, enabling the universe of available 

talent to contribute inclusively and equitably to 

NASA.
Part 2—Strategic Goal 4

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LEAD OFFICE

Office of the Chief Information Officer 

(OCIO) and Enterprise Protection 

Program (EPP) 

GOAL LEADER

Jeff Seaton, Acting Chief Information 

Officer and David Adams, Principal 

Advisor for Enterprise Protection

Strategic Objective 4.5: Ensure enterprise protectio

NASA’s enterprise protection approach requires collaboration 

across all parts of the Agency, as well as with NASA’s Federal 

and commercial partners. The Agency established a periodic cross-cutting dialogue for information sharing, and the

Enterprise Protection Board addresses emerging protection 

topics that require strategic collaboration. NASA is partnering

with the Department of Homeland Security to modernize, and 

consolidate where appropriate, the Agency’s cybersecurity infrastructure in alignment with the National Institute of Standards 

and Technology (NIST) cybersecurity framework

The 2020 Strategic Review determined that NASA made satisfactory progress on this strategic objective. NASA maintained an

overall rating of “Managing Risk” based on its quarterly Federal 

Information Security Modernization Act (FISMA) Assessment 

reports, the highest score for federal agencies to demonstrate 

progress toward implementing fundamental cybersecurity 

requirements. The Agency continued implementing a strategy

to increase visibility into the security posture of NASA’s enterprise systems and data, manage enterprise protection risk by 

maintaining a comprehensive risk management process, and to 

enable an adaptable resilience process that proactively ensures 

enterprise protection requirements are addressed throughout 

the life cycle of NASA’s programs, projects, and activities

Above: Stewart Whaley, Cameron Muelling, foreground, and teams at NASA’s Marshall Space Flight Center help monitor launch conditions for the Demo-2 mission 

from the Huntsville Operations Support Center. This Alabama-based, multi-mission facility is capable of distributing secure mission voice, video, and data anywhere in 

the world. NASA’s enterprise protection approach helps reduce risks, such as cybersecurity threats, that would interfere with this vital mission support. Photo Credit: 

NASA/Emmett Given.
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NASA continued to ensure Agency-wide 

resilience. EPP implemented new policies

and updated existing ones, chartered the 

Enterprise Protection Board, and issued standards for space system protection. Four classified meetings enabled raising threats and

risks from malicious sources and determined 

cross-Agency mitigation approaches. A classified threat portal provided a single location

for curated threat information from other 

agencies. NASA established a cross-Agency

Cybersecurity Task Team that benchmarked 

four external space organizations, and seven 

internal organizations. The Team made recommendations to the Enterprise Protection

Board to improve mission cybersecurity culture 

and risk posture by instilling cybersecurity risk 

management into all aspects of mission work 

to support mission success, safety, and security

The Agency strengthened its operational 

technology security posture and closed all 

remaining operational technology security recommendations from the Office of 

Inspector General (OIG) in its 2017 report, Audit 

of Industrial Control System Security within 

NASA’s Critical and Supporting Infrastructure

By the end of FY 2020, more than 50 percent of 

operational technology systems that are part 

of NASA’s critical infrastructure were assessed 

and granted an Authorization to Operate (ATO) 

in accordance with the Risk Management 

Framework as outlined in NIST 800-37 and 

NASA policies and requirements

To identify assets on the network and cybersecurity vulnerabilities to remediate, NASA 

continued to deploy continuous diagnostics 

and mitigation (CDM) technologies across the 

Agency. By the end of FY 2020, NASA increased

its software asset management to 100 percent 

and hardware asset management remained at 

67 percent, increasing central visibility into all 

assets on NASA’s network. OCIO is working with

mission directorates and the Jet Propulsion 

Laboratory to consistently deploy sensors that 

detect and alert on unauthorized hardware and 

software on NASA’s networks. OCIO partnered

with the Human Exploration and Operations 

Mission Directorate to embed a cybersecurity 

executive in the Artemis program to evaluate 

applicable cybersecurity requirements

While Strategic Objective 4.5 has a clear strategy for success, there have been impacts due

to the COVID-19 pandemic. In response to the

pandemic, NASA expanded its collaborative 

work environment to enable secure, remote 

work. Cybersecurity threats and risks increased

across the Agency, necessitating fortification of 

enterprise protection methods while delaying 

some of the planned 2020 efforts to increase 

cybersecurity resiliency

Note: FY 2018—FY 2020 contribute to Strategic Objective 4.5, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.5, FY 2014—2020
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4.5.1: Safeguard NASA’s data and IT assets by implementing cybersecurity and privacy capabilities.

2015 2016 2017 2018 2019 2020

Yellow Green Red Yellow Yellow Green

Percentage of cybersecurity capability CrossAgency Priority (CAP) goals met from performance.go

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 100%* 100% 100%

Achieved 70%

*Target represents the long-term exemplar for this performance 

goal. NASA assesses annual progress based on an interim target.

FY 2020 Performance Progress

NASA achieved the incremental progress 

expected in FY 2020 for the multi-year performance goal target of 100 percent of CAP 

goals met. NASA currently meets seven of ten

(70 percent) of cybersecurity CAP goal targets 

on Performance.gov, exceeding its target of

meeting at least 60 percent in FY 2020. NASA

achieved this performance through 100 percent 

deployment of DHS CDM tools on the corporate network, as well as significantly increasing 

coverage on mission networks. These changes

provide a holistic view of NASA’s vulnerability 

profile and enterprise capabilities to secure its 

assets. Additionally, CDM tools and Agency initiatives enabled NASA to increase enforcement

of personal identity verification (PIV) authentication and develop a variety of PIV solutions for 

unique Agency systems

NASA is below target in Hardware Asset 

Management, High Value Asset (HVA) System 

Access Management, and Data Protection. The

Agency’s implementation of an enterprise-wide 

network access control solution, selected in 

2020, will increase NASA’s Hardware Asset 

Management score. Additionally, the Agency

executed an HVA education initiative in 2020, 

which led to an increase in HVA System Access 

Management to 58 percent. NASA met the Data

Protection target in FY 2019 but is below the FY 

2020 target due to a reporting change by DHS 

and challenges related to cybersecurity tool 

implementation and the HVA documentation 

process

The Office of the Chief Information Officer 

(OCIO) manages the information technology (IT) 

and data that enable NASA’s missions. Through 

strategic partnering across NASA and with the 

Department of Homeland Security (DHS), the 

OCIO is ensuring that critical mission and infrastructure systems have resilient cybersecurity, 

back-up, and disaster recovery capabilities.
Part 2—Strategic Goal 4

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4.5.2: [Ends in FY 2021] Improve the security of the NASA operational 

technology (OT) systems that are part of NASA Critical Infrastructure 

(NCI) in order to ensure they operate safely and securely in the face of 

the changing threat environment.

2015 2016 2017 2018 2019 2020

None before FY 2019 Green Green

Percentage of OT systems that are part of 

NCI that have been assessed and granted an 

Authorization to Operate (ATO) in accordance 

with the Risk Management Framework (RMF), 

as outlined in National Institute of Standards 

and Technology (NIST) 800-37 and NASA policies and requirements

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 100%* 100% Discontinued

Achieved 50%

*Target represents the long-term exemplar for this performance 

goal. NASA assesses annual progress based on an interim target.

FY 2020 Performance Progress

NASA achieved the incremental progress 

expected in FY 2020 for the multi-year performance goal target of 100 percent operational 

technology systems receiving an ATO. NASA

made progress on improving the security and 

resiliency of the Agency’s operational technology systems, but has not yet achieved the 

target for this multi-year performance goal to 

ensure safe and secure operation of NCI. The

Agency completed a policy compliance data 

call for operational technology systems that are 

part of NCI assets to ensure that these types of 

systems have been assessed and granted an 

ATO in accordance with the Risk Management 

Framework as outlined in NIST 800-37 and 

NASA policies and requirements

By the end of FY 2020, more than 50 percent of 

operational technology systems that are part 

of NCI were assessed and granted an ATO in 

accordance with RMF as outlined in NIST 800-

37 and NASA policies and requirements

The Enterprise Protection Program is working 

with the Office of the Chief Information Officer, 

Office of Protective Services, Office of Strategic 

Infrastructure, Office the Chief Engineer, and 

mission directorates to ensure the security of 

NASA’s operational technology.
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LEAD OFFICE

Mission Support Directorate (MSD)

GOAL LEADER

Robert Gibbs, Associate Administrator, 

MSD

Strategic Objective 4.6: Sustain infrastructure

capabilities and operations

Above: The new Measurement Systems Laboratory building at Langley Research Center in Hampton, Virginia, receives some final touches as it nears the end of 

construction on September 11, 2020. It is the fourth new building constructed under the center’s revitalization plan. Photo Credit: NASA

NASA is providing the facilities, tools, and services required to 

efficiently manage, operate, and sustain the infrastructure necessary to meet mission objectives. NASA has adopted a facilities

maintenance and operation philosophy that proactively pursues 

and adopts the safest, most cost-effective blend of reliability-centered maintenance techniques, sustainability practices, 

and safety procedures. An Agency facilities master plan establishes priorities (over a 20-year projection) for construction,

demolition, and maintenance. NASA uses a centralized approach

in providing standardized, timely, and accurate business support 

for services

In spring 2020, NASA’s Strategic Review assessed this to be a 

focus area for improvement for the second year. While NASA

has made significant improvement over the past year and 

continues to address issues and challenges related to its aging 

infrastructure, the Strategic Review still found that work needs 

to be done. NASA is working to make improvements for this

objective through implementing a strategy to ensure NASA’s 

infrastructure is available and affordable, guide Agency investments to mission critical assets to increase the facility condition, 

increase availability and reduce the risk of unplanned failures, 

and improve NASA’s ability to operate facilities sustainably and 
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reduce overall resource demands through 

sustained (year-over-year) reduction of Agency 

energy/water use intensity

NASA has made progress towards meeting 

its near-term success criteria for this objective 

which are essential for developing an Agencywide infrastructure modernization plan, but 

the Agency continues to face looming issues 

and challenges with its extremely aging infrastructure and unplanned maintenance. Budget

challenges have impacted the Agencies ability 

to meet its performance goals. NASA is currently striving to improve its ratio of unscheduled maintenance versus total maintenance. I

an effort to increase facility reliability, NASA has 

implemented practices to help drive its ratio 

of unscheduled maintenance to total maintenance to 25 percent or lower and continue 

its goal to reduce its overall cost of ownership 

through the Agency’s reduction of aging and 

unneeded infrastructure

NASA is making progress towards updating its 

Mission Dependency Index (MDI) score for all 

of its facilities in an effort to identify the high 

MDI facilities and correlate them to the Facility 

Condition Index (FCI). MDI and FCI correlation

will guide prioritization for capital repair and 

renewal projects. The Agency continues to

demolish facilities with low MDI and low FCI 

and NASA’s midterm goal is to use this information to inform repair and renewal investments, prioritize maintenance through a tiered 

maintenance system, and leverage ConditionBased Maintenance and Reliability Centered 

Maintenance

NASA has had a challenge in meeting its 

energy and water reduction goals. In order to

meet this challenge, the Agency will analyze 

Significant Energy Users that have not traditionally been included in energy conservation 

measures analyses due to their unique mission 

applications (e.g., wind tunnels, high pressur

compressed air plants). The analysis will identify and prioritize energy/water consumption

reduction investments

While Strategic Objective 4.6 has a clear strategy for success, the following are impacts due

to the COVID-19 pandemic. While energy and

water use initially decreased at most centers 

due to closures during the beginning of the 

COVID-19 pandemic, NASA is expecting an 

increase in consumption as NASA personnel 

return to work. This increase is primarily caused

by changes in facility heating, ventilation, and 

air conditioning (HVAC) operations. Centers

are following Centers for Disease Control and 

Prevention and industry best practices for 

ensuring adequate ventilation, filtration and air 

changes to prevent the airborne spread of the 

novel coronavirus causing COVID-19. Increased

HVAC run times, use of 100 percent outside 

air, and more efficient air filtration all increase 

energy and water use

COVID-19 closures have reduced scheduled and 

preventative maintenance at all NASA centers; 

majority of routine inspections not performed

It is anticipated that maintenance backlog will 

persist beyond full reopening. Upon closure of

the NASA centers due to the Coronavirus pandemic, a great majority of the ongoing NASA 

Construction of Facilities (CoF) projects were 

halted. Only a small number of projects that

were deemed to be “mission essential” continued without interruption. To date, most of the

CoF projects have restarted to some capacity. However, expenses continue to accrue for

the CoF projects that were halted. In addition,

these delays will impact annual progress on 

Sustainable Facilities, as well as implementation of projects improving energy/water efficiency
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Note: FY 2018—FY 2020 contribute to Strategic Objective 4.6, as established by the NASA 2018 Strategic Plan. For FY 2014 through 

FY 2017, individual performance goals were assigned to a strategic objective based on contributing work.

Summary of Progress for Performance Goals Contributing to Strategic Objective 4.6, FY 2014—2020
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4.6.1: Demolish and eliminate obsolete and unneeded facilities to 

reduce the Agency’s overall footprint.

2015 2016 2017 2018 2019 2020

Green Green Green Green Green Green

Square footage or facilities reduced

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 100k sq ft or 

20 facilities

100k sq ft or 

20 facilities

100k sq ft or 

20 facilities

Achieved 51 facilities 

(68,250 sq ft)

FY 2020 Performance Progress

NASA demolished 51 facilities or structures (a 

total reduction of 68,250 square feet) during 

FY 2020, exceeding the target of 20 facilities 

or structures, but representing less than the 

targeted reduction for square footage. For FY

2020, NASA’s operating budget was reduced 

to $13 million from an initial plan of $25 million 

for demolition. This reduction resulted in fewer

building demolished

NASA’s demolition program eliminates inactive and obsolete facilities, improves energy 

efficiency, reduces the Agency footprint, and 

eliminates safety and environmental liabilities

Demolishing these facilities also eliminates the 

deferred maintenance on assets in these facilities and saves operations and maintenance 

expenses. The constrained demolition plan for

FY 2020 limited NASA’s ability to further reduce 

operations and maintenance expenses by a 

proportional margin

The Office of Strategic Infrastructure, part of 

the Mission Support Directorate, strategically 

manages NASA’s assets and capabilities to meet 

mission needs and support Agency operations.
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4.6.2: Improve NASA’s ability to operate facilities sustainably and 

reduce overall resource demands.

2015 2016 2017 2018 2019 2020

Yellow Yellow Green Green Yellow Unrated

Percentage of sustainability goals met annually in the OMB Scorecard for Efficient Federal 

Operations/Management

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target ≥70% ≥70% ≥70%

Achieved TBD

FY 2020 Performance Progress

Performance towards achieving this performance goal is determined using the results of 

the annual OMB Scorecard for Efficient Federal 

Operations/Management. (Please note that the

targets for FY 2020 and 2021 have been revised 

in accordance with the Office of Management 

and Budget (OMB) Scorecard for Efficient 

Federal Operations/Management.) The FY 2020

results are expected later in FY 2021

The Office of Strategic Infrastructure, part of 

the Mission Support Directorate, strategically 

manages NASA’s assets and capabilities to meet 

mission needs and support Agency operations.
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4.6.3 [Ends in FY 2021]: Demonstrate increased facility reliability.

2015 2016 2017 2018 2019 2020

None None Red Red Green Green

Percent reduction in unscheduled maintenance 

from previous year’s actual unscheduled maintenance

Execution Planned

Fiscal Year FY 2020 FY 2021 FY 2022

Target 1% below 

23.7%*

1% below 

21.34%

TBD based 

on FY 2021 

actual

Achieved 21.34%

*Note: The 2019 actual ratio of unscheduled maintenance was 

updated from 24.2 percent, reported in the FY 2021 Volume of 

Integrated Performance, to 24.7 percent to account for delayed 

data received. Therefore, the FY 2020 target was 23.7 percent, 1 

percent from 2019 actual unscheduled maintenance.

FY 2020 Performance Progress

NASA performs scheduled maintenance on 

its equipment to keep it in good operating 

condition. When equipment fails, NASA must

perform unscheduled maintenance to repair 

it. The percentage of unscheduled maintenance spending to total maintenance spending

is an indicator of the overall condition of the 

equipment. More unscheduled maintenance

indicates that the equipment has become 

unreliable, and unplanned failures and outages become more frequent, which can delay 

mission activities, such as manufacturing and 

testing

For FY 2020, the ratio of unscheduled maintenance to total maintenance was 21.34 percent,

which exceeded the targeted 1 percent reduction (23.7%*) from FY 2019 to FY 2020—despite

the greatly reduced workforce at centers due to 

the COVID-19 pandemic—and met the longterm goal set by the Agency in 2015

The Office of Strategic Infrastructure, part of 

the Mission Support Directorate, strategically 

manages NASA’s assets and capabilities to meet 

mission needs and support Agency operations.